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HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 SEPTEMBER 1970
Remimeo
Personnel Series 7
HATS - VITAL DATA
I can prove conclusively and utterly that any down statistic traces at
once to two points:
1. Failure to hire or recruit
2. Failure to train people on their hats.
Regarding training, the failure of any executive is traceable to three
points:
A. Not making up a checksheet for the posts of juniors under him
B. Not making up a pack for the checksheet and a hat for each
junior
C. Not fully training his juniors up on their hats as per A & B.
To do all this an executive must himself be trained.
HAT-means the duties of a post. It comes from the fact that jobs are
often distinguished by a type of hat as fireman, policeman, conductor, etc.
Hence the term HAT.
A "hat" is really a folder containing the write-ups of past incumbents
on a post plus a checksheet of all data relating to the post plus a pack of
materials that cover the post.
One also has a "staff hat" which is to say a folder containing all his
duties as a staff member, the org itself and its lines and purposes.
There is also a hat folder for general or technical directives issued to
all the staff regardless of post.
So there is a
Post Hat
Staff Hat
Tech Hat
for every staff member.
Before Personnel transfers and begins a musical chair parade, it is well
to inspect and see if
a. The post has all these hats and knows them
b. The post's senior has actively provided them and checked them out or
had them checked out on the junior.
301
If (a) and (b) are not true then I can assure you Personnel will be
replacing and musical chairing forever.
It well may be that the executive is the trouble, not the incumbent.
A senior who does not see to full hats in the possession of juniors and
does not see they are fully checked out is a liability.
ANY ORG'S TROUBLES CAN BE TRACED TO THESE TWO POINTS.
Therefore one must be very sure that seniors take responsibility for the
hats, checksheets, packs and know-how of juniors.
A successful executive is one who understands
1. Organization
2. His own hat, has a checksheet and pack for it and knows these
3. That he is at extreme risk if he does not enforce hat,
checksheet and pack checkouts on his juniors.
ANYONE WHO HAS JUNIORS UNDER HIM IS A TRAINING OFFICER FOR THOSE JUNIORS
AS A VITAL ADDITIONAL DUTY.
So really, Personnel, if you want to know who your executives are, find
one who
i. Has been trained
ii. Who produces well himself
iii. Who enforces hats, checksheets and packs on his juniors and
iv. 'Trains his juniors as per (iii).
There you have an excellent executive, if not an executive director.
It is a cruel, vital, total truth that you normally can trace the reason
for inefficient areas in an org or company to
1. Lack of hiring or recruiting
2. Lack of trained executives
3. Lack of executives who will assemble hats for and train their
juniors.
An organization is a third dynamic technology.
When the hats aren't known or worn, it's a mob.
A division which blows up or unmocks is usually
1. Undermanned
2. Unorganized
3. Untrained.
302
Whenever a senior on the line of command fails to see to the hats and
full training of his juniors, you have a total breakdown.
Personnel sees this in terms of hiring and firing and transfers.
Look into any area that can't keep its people and you find not enough
people or untrained people. And you for sure will also find an executive
who WILL NOT train his people, see that they have post hats and checkouts.
The solutions are pretty obvious.
L. RON HUBBARD
Founder
LRH:sb.rd.gm Copyright V 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
303
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 16 SEPTEMBER 1970
Rernimeo
Personnel Hats
Ethics Hats
Personnel Series 8
ETHICS AND PERSONNEL
(Applies to E/Os.)
Personnel can be harassed by utilization failures.
Demandsfor personnel are usually met by an inspection of the area (dept
or div or activity) that is demanding the personnel.
A personnel demand received by Personnel is properly routed to the
Ethics Officer with the following request:
"Dept (or activity) - is asking for personnel.
"Please check these points.
"A. Are existing personnel there busy?
"B. Have there been recent blows from that area?
"C. Are their mest and comm lines in good condition?
-D. Do the personnel in that area each have HATS, FULL CHECKSHEETS
FOR POST AND AREA?
"E. Does the senior officer of that area have and support a program
for training and grooving in his personnel?
"F. Have the personnel now on post been ill (PTS)?
"G. Is there an SP in the area by meter check?
"H. Is study and auditing time arranged for?
"Please note by HCO PL 16 Sept 70, ETHICS AND PERSONNEL, that if D and E
above are out and no vigorous action is in progress to get these two points
in, a Comm Ev should be convened.
"Please let me have a report on this area so that 1 can expedite needful
personnel or demand utilization of existing personnel.
Personnel 1/C"
UTILIZATION
An area which does not make hats, checksheets and packs for its staff
members and does not vigorously groove in and get personnel on purpose
lines and knowledgeable will cause endless trouble for personnel
recruitment officers and personnel control officers.
304
An area can get into this hideous cycle
Recruit
Don't train
Don't groove in
Don't utilize
Apply heavy ethics
Lose personnel
Demand personnel
Don't train
Don't groove in
Don't utilize
Apply heavier ethics
Lose personnel
It will just keep on and on and on.
The staff member who goofs is NOT the proper ethics target. The correct
ethics target is the divisional officer or department head who does not
hat, checksheet and pack and train on them and groove in on post every
personnel he has.
In some areas this failure is not sloth or "no time" but a solid great
big WON'T TRAIN.
As the area subjected to this is downtone and poor imaged and
overloaded, the job of recruitment is made nearly impossible.
PURPOSE AND CRIME
A breakthrough in the know-how of civilization is that a thetan
evidently considers any beingness better than no beingness.
This would explain how people cling to an even painful existence and why
even a slave or prisoner does not just drop a body.
Beingness is valuable.
A post or job is enormously valuable. Even the most minor post has a
status value.
The only quality that is critical about a job is can it be held at all?
By heavy overload and harassment a job can be made untenable. But a "blow"
or departure is only occasioned by hope of a better one elsewhere in this
same life. A workload can be heavy. But when it gets impossible, one gets a
blow.
An overloaded division will empty.
The most common way to overload an area is to fail to hat, checksheet
and pack the personnel and not train them. Then they work badly as a team
with lots of friction as the jobs are not meshed with one another. Dev-t
results. An apparency of hard work ends up in poor or little production.
Then personnel begin to make goofs which absorb the time of other
personnel.
Not only this but A PERSONNEL WITHOUT PURPOSE CAN COMMIT CRIMES.
The secret of a turbulent society is contained in these facts.
A welfare state pays people not to work. It is paying to have people
without purpose or hats. Therefore it gets crime. There is NO surer way to
beget an insurgent society than to deny purpose and posts to its members.
305
Knowingly or unknowingly, welfare statism is aimed at disenfranchising
citizens. From Rome on forward, every welfare state has eventually erupted
in revolt and civil war. And every state which denied jobs or status has
blown up in revolt. The French and Russian revolutions were fully concerned
with breaking a monopoly of status.
However you view it or however it was done, FAILURE TO PROVIDE JOBS,
PURPOSE AND TRAINING ON JOBS BEGETS REVOLT.
Unhappiness, social misery, are not answered by denying in any way
actual, useful jobs.
The sense of belonging and purpose in living can be strangled in many
ways.
Whenever it is done, it is done by some mechanism (like the dole or
relief or plain unemployment) which prevents participation.
Participation is only achieved by the worthwhileness of the activity,
the factualness and understanding of the activity, explained purpose and an
exact and trained-in set of duties.
Crime stems totally and entirely from lack of belonging and
understanding that to which one belongs. The criminal or juvenile gang is a
substitute for society. It is an outlaw pack at the throat of that which
forced it not to belong.
Preventing youthful participation, permitting airy-fairy education,
unreal values and lack of understanding turns youth against the state.
Politicians and financiers have been too deficient in imagination to
provide real jobs, real training, real objectives. It is easier to toss
contemptuous starvation handouts to the multitude. Or lock them out
entirely.
The wages of such action are revolt and social decline.
There is work and thought needful in providing
A. A worthwhile cause
B. Valuable production
C. Jobs and status
D. Real education for the posts held
E. Perpetuation of a valuable activity.
Any businessman for various reasons tries to do this. He is usually
overburdened by the state.
In Russia, where there is only the cynical state, police duress is all
that holds the rickety framework together.
Thus there is a direct coordination between (a) social disorder and (b)
no job or no hat or no training on it.
ETHICS AND HATS
Wherever Ethics has to be heavy you find
1. No real hats
2. No checksheet or pack
3. No thorough grooving in.
306
Given a worthwhile cause, Personnel can be made a near impossible post
by neglect of grooving in.
When a person is unable to wear a hat, processing can trace back the
cycle of attaining status and losing it until the person can have a hat.
Personnel placement is far less important than on-the-job hats,
checksheets and packs grooved in.
Promotion follows any good production in due course.
This is how Ethics and Personnel work together or conflict.
If Ethics does not target those who fail to train rather than those who
aren't trained or processed and goof or commit crimes, Ethics and Personnel
both will come a resounding cropper.
In support of what 1 say, Ethics can trace any trouble in an area back
to a failure to recruit and fully, realistically train on posts.
And Personnel can trace any trouble in an area to past failures to
recruit and fully, realistically train on posts.
You have here in an org what has been destroying all of Man's
civilizationsdenying jobs and status, failing to groove in and train. Man
has only had force and Cossacks to remedy these lacks when what he really
needed was imagination, jobs and training.
A full appreciation of this solves many riddles regarding social
planning and societies.
In our own sphere we must use this understanding well and drive the
social aberrations out of our orgs and keep them out by recruiting, hats,
checksheets, packs and full training for every post and the sweeping
removal of all blocks and barriers which prevent it.
A man wants to belong. He can't if he does not know the purpose of that
to which he belongs and all the duties and actions of his post.
So make it so by recruiting, training and processing that he can belong
and be valuable.
And by having upstat orgs make it so the public can come in, get service
and also belong by membership.
If you understand this fully, we can triumph, for it is a know-how few
other men have.
L. RON HUBBARD
Founder
LRH:nt.gm Copyright C 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
307
HUBBARD COMMUNICATION
Saint Hill Manor, East Grinstea
HCO POLICY LETTER OF 22 SEPI
Rernimeo
Exec Hats
Personnel Hats
Ethics Hats Personnel Series 9
Org Series 4
A N URGENT IMPOR TA NT A ND STA RRA TE PL
HATS
HAT-A term used to describe the write-ups, checksheets and packs that
outline the purposes, know-how and duties of a post. It exists in folders
and packs and is trained-in on the person on the post.
HAT TECHNOLOGY
"Hats" developed in 1950 for use in Dianetic orgs as a special
technology. The term and idea of "a hat" comes from conductors or
locomotive engineers, etc., each of whom wears a distinctive and different
type of headgear. A "hat" therefore designates particular status and duties
in an organization.
A "hat" is a specialty. It handles or controls certain particles in
various actions and receives, changes and routes them.
A "hat" designates what terminal in the organization is represented and
what the terminal handles and what flows the terminal directs.
Every hat has a product.
The product can be represented as a statistic.
Any job or position in the world could have its own hat. The reason
things do not run well in a life, an org, a group, nation or the world is
an absence of hats.
The reason why an org runs well when it does is hats.
Any protest of anyone against things not running right can be traced to
lack of hats.
Any slump an org goes through can be traced directly and at once to an
absence of one or more hats being worn.
HAT CONTENT
A hat must contain
A. A purpose of the post.
B. Its relative position on the org bd.
C. A write-up of the post (done usually by people who have held it
before relief and when so done it has no further authority than advice).
D. A checksheet of all the policy letters, bulletins, advices, manuals,
books and drills applicable to the post. (As in a course checksheet.)
308
E. A full pack of the written materials or tapes of the checksheet
plus any manuals of equipment or books.
F. A copy of the org bd of the portion of the org to which the post
belongs.
G. A flow chart showing what particles are received by the post and
what changes the post is expected to make in them and to where the
post routes them.
H. The product of the post.
1. The statistic of the post, the statistic of the section, the
statistic of the department and division to which the post belongs.
STAFF HAT
There is also a general staff hat.
This hat contains
(a) The overall purpose of the org, its aims, goals and products.
(b) The privileges or rewards of a staff member such as auditing,
training on post, general training availability, pay, vacations or
leave, etc.
(c) The penalties involved in nonproduction or abuse of post
privileges or misuse of the post contracts.
(d) The public relations responsibilities of a staff member.
(e) The interpersonal relations amongst staff members including
courtesy, cleanliness, attitudes to seniors and juniors, office
etiquette, etc.
(f) The mest of posts generally, its papers, despatches, files,
equipment.
(g) The comm and transport system of the org.
GRADIENT SCALE OF HATS
A "gradient scale" means "a gradual increasing degree of something." A
nongradient scale would be telling someone to enter a skyscraper by a 32nd
story window.
Thus there is a gradient scale of organizing.
A key to this is found in Problems of Work's theory of confusion and the
stable datum.
One in actual practice has to cope while organizing.
COPE means to handle whatever comes up. In the dictionary it means "to
deal successfully with a difficult situation." We use it to mean "to handle
any old way whatever comes up, to handle it successfully and somehow."
IF YOU REMAIN IN COPE, THE DEMAND TO COPE INCREASES.
In that you have the key to "exhausted executives" or staff members. You
have why the President of the US ages about 20 years in one term of office
as you can see by comparing dated photographs of past presidents. He is
totally on cope. His government has an org board that looks like a pile of
jackstraws. He has no hat. His staff have no hats. His government
departments have no hat. The technologies of economics, law, business,
politics, welfare, warfare, diplomacy, have been lost or neglected (they do
exist to some extent).
309
The guy is on total cope. And the post has been on total cope since it
was created as an afterthought by the Constitutional Congress that began
the post in the 18th century. Even what it says in US civics textbooks is
not found in practice.
So "difficult situations" are the order of the day and are handled by
special actions and appointments.
The people who should handle them haven't got real hats.
This is all catching up with the country at this writing to such a
degree that the citizen cannot benefit from a stable society or social
order. The country looks more like a war of insurgency.
In other words departures from hats has lead into total cope and it is
steadily worsening.
Any organization put in by one political party is knocked out by the
next incumbent and who could totally organize a country in four years? (The
term of a president.)
Yet it is hanging together some way and some way meeting increasing
demands and pressures.
I have stated this in a large example so that it can be seen in a
smaller unit.
To handle this one would first have to want to straighten it out and
then assemble the tech of admin to straighten it out. And then one would
have to begin on a gradient scale of org bd and hats.
A cope sort of hat would be tossed off orders to some other people on
staff who have some title of some sort.
Along with this would be a posted org bd that has little to do with
duties actually performed and used by a staff that doesn't know what it is.
One begins to move out of cope (as given in other series) by putting an
org board together that labels posts and duties and getting people on them
to handle the types of particles (bodies, mailings) of the org.
The next action would be brief write-ups of the posts and their duties
and checking people out on them.
Actually if you only got to the middle of the last paragraph with an org
the executives would remain in cope. So much know-how would be missing in
the org's staff that every rough bit would shoot up to the executive for
special handling and that is cope.
Hats only in this far is not good enough as it still takes a genius to
run the place.
The next gradient scale is to get the hat to contain
(i) The post write-up itself
(ii) The theory and practical necessary to run it.
This is done by a preparation of checksheets of data and a pack matching
it for key posts.
Naturally the org bd now has to become more real and staff has to be
checked out on it.
rhen hats as post checksheets and packs are extended to the rest of the
staff.
310
The mechanisms of training have to exist by this time.
Seniors have to be made responsible that every junior below them has a
hat consisting of write-up, checksheet and pack.
Meanwhile one continues to cope.
Gradually, gradually staff begin to know (through checkouts) their hats.
New staff coming on are grooved in better.
Cope begins to diminish and the organization tends to smooth out.
Here and there competent handlings begin to show up brightly.
Now we find a new situation. With everyone throwing together checksheets
and packs for staffs we find nonstandard checksheets. Some messenger has to
do the full checksheet of the HCO Division pages and pages long. The HCO
Sec has a checksheet with just 10 items on it.
So a central authority has to standardize post checksheets and survey
and put in overlooked bits of data.
But that is way up the line. The org long since has become smooth and
prosperous.
So that is the gradient scale of getting in hats.
EXPERTS
Here and there you find an area of special expertise in an org where the
expertise is so expert in itself that it obscures the fact that the person
does not also have a full post hat.
A lawyer would be a case in point. It takes so long to learn law in some
law school that an org executive can overlook the fact that the post hat is
missing. Org policy on legal matters and staff hat remain unknown to this
legal post AND JAM IT UTTERLY. This came to light when a whole series of
cases was being neglected because the legal staff member, an excellent
lawyer, did not know how to make out a purchase order or that one could or
should. Investigation found no post or staff hat. Only a legal degree.
Orgs continually do this with auditors. They are technical experts in
auditing. So they get assigned to posts in the HGC WITH NO HAT. Backlogs
occur, things goof up. Tech fails. All because it is overlooked that they
are PART OF AN ORG and need staff and post hats and need to be trained on
them.
Worse than that, a highly classed auditor is often put on an admin post
without hat or training for it.
You would not take an admin trained person and without further training
tell him to audit. So why take an auditor and tell him to handle an admin
division?
Without his post write-up, checksheet and pack FOR THE POST and without
training on it, the person just isn't qualified for it no matter what other
line he is expert in.
It is great to have an expert who has been specially trained in some
profession. But lawyer, engineer or public relations, he must have his hat
for the org post and be trained on it or he will goof! Yet one won't
suspect why that area is goofing because "he's a Class VI isn't he?"
311
UTILIZATION
Personnel can recruit madly, answering every frantic demand for
personnel and yet HAVE THEM ALL WASTED for lack of full hats and full
training on those hats.
An investigation of blows (desertions) from orgs shows that lack of a
grooved-in hat was at the bottom of it.
People come on a job. It is at once a great mystery or an assumption of
total know-one or the other.
Either one continued leads them into a state of liability to the org.
People who don't know what they are doing and people who don't but think
they do are both NONUTILIZED PERSONNEL.
Pay and prosperity for the rest of the staff will go down unless this is
remedied.
The whole org can sag and even vanish under these conditions.
So Personnel has a vested interest in hats being complete and staff
trained on them. For Personnel people cannot possibly cope with "no pay so
can't hire anyone" and "no people so can't produce."
The answer is H-A-T-S.
And a hat is a write-up, a checksheet and a pack.
And the staff member trained on them.
ETHICS
When a person has no hat he lacks purpose and value.
When he has no purpose and value he not only goofs, he will commit
crimes.
It is apparently easier to hit with ethics than to program and give
someone a full hat and get him trained on it.
Police action is not a substitute for having purpose and value.
This is so fundamental that one can even trace the unrest of a nation to
lack of purpose and value. A huge welfare program guarantees crime and
revolt because it gives handouts, not hats.
Even a field Scientologist should have a hat.
By doing only this over the world we would own the planet as in an
expanding population, individual purpose and value are the most vital and
wanted commodities.
If there are no real hats there will soon be no money of any value and
no bread!
SUMMARY
ANY HAT IS BETTER THAN NO HAT according to the way a thetan seems to
think.
But be that as it may, the downfall of any org can be traced directly
and instantly to no recruiting or no org board, no hats or unreal hats or
no training on hats.
The sag of an org can be traced directly to lack of hats and lack of
training on hats.
312
The overload of any post can be traced directly to lack of an org bd and
lack of hats and no training on hats.
The way out is to organize the org board and hats while you cope.
If you do not your cope will become an overwhelm. If you do your burden
will lighten and your prosperity increase.
It took 13 months of hard work and 20 years of org experience to learn
that, given a product, lack of HATS was the WHY of departures from the
ideal scene and that working toward providing full complete HATS was the
way to get back toward the ideal scene.
L. RON HUBBARD
Founder
LRH:sb.cden.ts.gm Copyright 0 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
313
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 6 OCTOBER 1970
Remimeo Issue 11
Personnel Series 10
"MOONLIGHTING"
Staff members of an org who also have other jobs outside the org are
said to be MOONLIGHTING.
Day staff with an evening or weekend job or Foundation staff with a day
job have been accused unjustly in the past of injuring an org.
An org only gets injured when its doors get closed and it ceases to
promote and deliver good service.
If a whole staff of a Day org decided to close the org all day and open
it only in the evening, "moonlighting" would have destroyed the Day org.
This would be heavily frowned upon.
If a Foundation staff closed the Foundation to get evening work, it
would be a highly nonsurvival act and injurious.
An org which is just starting up or which has been so un-org boarded and
unhatted that it fell into such a slump that staff could not live on its
pay, the staff would be remiss not to moonlight while they built the org
back up. Built up, org boarded and hatted, the org could pay its staff
adequately.
To forbid the practice of moonlighting would be to force a staff member
to blow in self-defense,
INFLATION
As money inflates (purchases less) and as the cost of operating rises
and fees remain unchanged, an org can get into a situation where it is
inefficient and pays low salaries.
"Moonlighting on the government" would be quite permissible. With
governments anxious to hand out welfare, in some depressed area it would be
quite all right to go on the dole or relief and work as a church volunteer
in the org.
The higher unemployment rises, the less money will buy, the more finance
trouble there is.
Org staffs under such duress can even live as monasteries for food,
shelter and pocket money and keep an org going.
SUBSIDY
At this writing the only subsidies available from governments are for
those who kill people. The money the government should be spending to
support our orgs goes to special interest groups like psychiatry who pocket
it and deliver nothing.
Up the years this may change.
314
Until it does we have to keep our heads up financially.
That also applies to an org staff member. There is no reason he should
lose his staff job because he also has to moonlight to live.
A well-run, well-recruited, well-org boarded, well-hatted, well-trained
org delivering high quality training and auditing makes very adequate
income and pays well. But it sometimes takes time to build up from a
mismanaged slump to an ideal scene again.
There is no policy against MOONLIGHTING where it does not injure the
org.
L. RON HUBBARD
Founder
LRH:sb.gm Copyright @ 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
315
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 9 OCTOBER 1970
Rernimeo
Personnel Hats
PR Checksheets
Personnel Series 11
PR Series 4
THE PR PERSONALITY
A public relations personnel has to be spot on in
a. Confronting
b. Organizing
C. Working.
CONFRONT
In confronting, a shy or retiring PR is not about to handle suppressive
persons or situations. A PR must be able to stand up to and handle the more
wild situations easily and with composure. When he does not, his confront
blows and any sense of presentation or organization would go up in smoke. A
PTS (potential trouble source) person or one who roller-coasters casewise
or one who tends to retreat has no business in PR. His connections that
make him PTS and his case would have to be handled fully before he could
make good on PR lines.
ORGANIZE
In organizing, a PR has to be able not only to organize something well
but to organize it faultlessly in a flash.
Every action a PR takes concerns groups and therefore has to be
organized down to the finest detail; otherwise it will just be a mob scene
and a very bad presentation.
A PR who can confront, can "think on his feet" and grasp and handle
situations rapidly and who can organize in a flash will succeed as a PR.
WORK
The last essential ingredient of a PR is the ability to WORK,
When appointing people to PR training, the person's work record is very,
very important.
The ability to address letters, push around files, haul furniture into
place, handle towering stacks of admin in nothing flat are all PR
requisites.
To be able to tear out to Poughkeepsie before lunch and set up the baby
contest and build a scene for a press conference on catfish before two and
get dressed, meet the governor by six is WORK. It takes sweat and push and
energy.
A PR should be able to get out a trade paper in hours where an "editor"
might take weeks.
316
The ability to work must be established in a potential PR before wasting
any training time, as a PR who can't work fails every time.
DELUSORY REQUIREMENTS
People think a PR must be charming, brilliant, able to inspire, etc.,
etc.
These are fine if they exist. But they are actually secondary qualities
in a PR.
Lack of the (a), (b), (c) qualities is why you see PRs begin to hit the
bottle, get sick. fail.
If a PR is also charming, brilliant, able to inspire, he is a real
winner. Possibly one is born with all these qualities every few
generations.
Personnel in appointing and training PR must look for the wish to be a
PR and (a), (b) and (c).
And anyone taking up PR who does so to escape hard work will fail as it
IS hard work.
A real top PR wants to be one, has the abilities of (a), (b) and (c) and
is trained hard and well on the subject. Then you have a real stat raiser,
a real winner, a real empire builder.
L. RON HUBBARD
Founder
LRH:sb.gm Copyright 0 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
Personnel Series I I Addition
[Note: HCO PL I I Apr. 1972, Personnel Series I I Addition, PR Series 4
Addition, THE PR PERSONALITY has been canceled. This issue, not written by
L. Ron Hubbard, corrected a typographical error in HCO PL 9 Oct. 1970,
Personnel Series 11, PR Series 4, THE PR PERSONALITY. Since this correction
has now been made, this additional issue is no longer necessary and has
been canceled by Scientology Policy Directive 8, CANCELLATION OF PERSONNEL
SERIES I I ADDITION, PR SERIES 4 ADDITION-THE PR PERSONALITY, dated 27 Apr.
1982.]
317
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 20 NOVEMBER 1970
CORRECTED AND REISSUED 29 AUGUST 1974
Remimeo
Personnel Series 12
Org Series 15
ORGANIZATION MISUNDERSTOODS
By Scientology study technology, understanding ceases on going past a
misunderstood word or concept.
If a person reading a text comes to the words "Felix Domesticus" and
doesn't know it simply means HOUSE CAT, the words which appear thereafter
may become 44meaningless," "uninteresting" and he may even become slightly
unconscious, his awareness shutting down.
Example: "Wind the clock and put out the Felix Domesticus and then call
Algernon and tell him to wake you at 10:00 A.M.," read as an order by a
person who didn't bother to find out that "Felix Domesticus" means "house
cat" or "the variety of cat which has been domesticated" will not register
that he is supposed to call Algernon, will feel dopey or annoyed and
probably won't remember he's supposed to wake up at 10:00 A.M.
In other words, when the person hit a misunderstood word, he ceased to
understand and did not fully grasp or become aware of what followed after.
All this applies to a sentence, a book, a post or a whole organization.
Along the time track a crashing misunderstood will block off further
ability to study or apply data. It will also block further understanding of
an organization, its org board, an individual post or duties and such
misunderstoods can effectively prevent knowledge of or action on a post.
ALL THIS IS THE MOST COMMON CAUSE OF AN UNACCEPTABLE POST PRODUCT, OR NO
PRODUCT AT ALL.
The difficulties of an organization in functioning or producing stem
from this fact.
Personal aberration is the cause of products that are in fact overt
acts.
Scientology technology today easily handles the personal aberration part
of the problem, IF IT IS USED AND PROPERLY APPLIED. Leaving an org
unaudited or being unable to figure out how to run a viable org so that it
can afford to audit its staff members is asking for post or org products
that are overt acts.
Employing persons of the Leipzig, Germany, death camp school
(psychologists, psychiatrists) to handle personal aberration is like
throwing ink in water to clean it up. Governments stupidly do this and
wonder why their final product as an organization is riot, war and a
polluted planet. The point is not how bad psychology and psychiatry are,
but that one does have to handle personal aberration in an organization and
these schools were too vicious and incompetent to do so.
Those who are personally very aberrated are not about to produce
anything but an overt act. They are difficult to detect as they are being
careful not to be detected. Things "just sort of go wrong" around them,
resulting in a product that is in fact an overt act. But these constitute
only about 10 or 20 percent of the population.
318
The remaining 80% or 90% where they are nonfunctional or bungling are so
because they do not understand what it's all about. They have in effect
gone on by a misunderstood such as what the org is supposed to do or the
admin tech they use on their posts or where they are or what their product
is.
Earth organizations like governments or big monopolies get a very bad
repute because of these factors:
I . Personal aberration of a few undetected and unhandled.
2. Inadequate or unreal basic education technology and facilities.
3. Inadequate or unknown organization technology.
4. Noncomprehension of the individual regarding the activities of
which he is a part.
5. Noncomprehension of the basic words with which he is working.
6. Purposes of the post uncleared.
7. Admin of the post not known or comprehended.
8. Technology in use not fully understood.
9. A lack of comprehension of products.
Out of these nine things one gets organizational troubles and the belief
that it takes a genius to run one successfully. Yet all the genius in the
world will fail eventually if the above nine things are not handled to some
degree.
The common methods currently in use on the planet to handle these things
are very crude and time-consuming as the items themselves are either dimly
comprehended or not known at all.
IA. Personal aberration is met by torture, drugs or death when it is
detected. Yet only the very serious cases who are obviously screaming,
muttering or unconscious are singled out whereas the dangerous ones are
neither detected nor handled at all and become with ease generals or
presidents or dictators, to say nothing of lesser fry. Ten percent to 20%
of any organization is stark staring mad, doing the place in so adroitly
that only their actual product betrays them.
2A. Basic education as well as higher general education has become a
massproduced area crawling with bad texts and noncomprehension and used
mainly by hostile elements to overturn the state or pervert the race and
its ideals.
3A. Organizational technology is so primitive as to change national maps
and leading companies many times a century, an extremely unstable scene for
a planet.
4A. Very few individuals on the planet have any concept of the structure
entities such as their country or state or company. Persons surveying the
public in the US, pretending to advise acceptance of "new measures" already
in the Constitution were threatened for being revolutionaries. Hardly
anyone knew the basic document of the nation's organization much less its
rambling structure.
5A. The basic words of organization are glibly used but not generally
comprehended-words like "company," "management," 66 policy." Vocabularies
have to be increased before comprehension and communication occur and
misunderstoods drop out.
6A. Post purposes are often glibly agreed with while something entirely
different is done.
319
7A. Administrative actions involving posts are often only dimly
comprehended and seldom well followed but in this matter of communication,
despatches, etc., the planet is not as deficient as in others except that
these functions, being somewhat known can become an end-all-tons of
despatches, no actual product. In some areas it is an obsession, an endless
paper chain, that is looked on as a legitimate product even when it leads
to no production.
8A. The planet's technology is on the surface very complex and
sophisticated but is so bad in actual fact that experts do not give the
planet and its populations 30 years before the smoke and fumes will have
eaten up the air cover and left an oxygenless world. (The converters like
trees and grass which change carbon dioxide to oxygen are inadequate to
replace the oxygen and are additionally being killed by air impurities
coming out of factories and cities.) If the technology destroys the base
where it is done-in this case the planet-it is not adequate and may even be
destructive technology.
9A. The whole idea of "product" is not in use except in commercial
industry where one has to have a car that sells or a washing machine that
actually washes.
THE HARD ROAD
It is against this primitive background that one is trying to run an
organization.
If it were not for improvements made on each one of these points the
task could be hopeless.
I have gone to some length to outline the lacks in order to show the
points where one must concentrate in (a) putting an org together and (b)
keeping it viable.
In these nine areas we are dealing with the heart of it in running orgs.
Enthusiasm is a vital ingredient. It soon goes dull when insufficient
attention is paid to resolving and getting in these nine points.
Bluntly, if they are not gotten in and handled, the task of living and
running a post or an org will become so confused that little or no
production will occur and disasters will be frequent.
THE WORDS
The by-no-means-complete list of words that have to be fully cleared and
understood just to talk about organization as a subject, and to
intelligently and happily work in an org EVEN AS ITS LOWEST EMPLOYEE is
A company A board of directors Top management Policy Management Programs
Targets Orders Technology Know-how Org bd Post Hat Cope Purposes Organize
Duties A checksheet
320
A checklist A comm channel A command channel A relay point A stable
terminal Double-hatted A product Aberration VIABILITY
This is key vocabulary. One could draw up a whole dictionary for these
things and no one studying it would be any wiser since it would become
salted with other words of far less importance.
The way to do this list is sweat it out with a meter until one knows
each can't mean anything else than what it does mean.
Out of a full understanding of what is implied by each, a brilliantly
clean view is attained of the whole subject of organization, not as a
fumble but as a crisp usable activity.
Unless one at least knows these words completely so that they can be
used and applied they will not buffer off confusions that enter into the
activity.
Glibness won't do. For behind these words is the full structure of an
activity that will survive and when the words aren't understood the rest
can become foggy.
We do know all these needful things. We must communicate them and use
them successfully.
L. RON HUBBARD
Founder
LRH:kjm.rd.ts.gm Copyright a 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: The 29 August 1974 reissue corrected the word test to text in the
second paragraph of this HCO PLJ
321
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 6 DECEMBER 1970
Remimeo
Dept 14 Hats
Personnel Series 13
Org Series 18
THIRD DYNAMIC DE-ABERRATION
The exact mechanism of 3rd dynamic (group or organization) aberration is
the conflict of COUNTER-POLICY.
Illegal policy set at unauthorized levels jams the actions of a group
and IS responsible for the inactivity, nonproduction or lack of team
spirit.
Counter-policy independently set jams the group together but inhibits
its operation.
Out-reality on org bds, hats, etc., is to a large degree caused by
disagreements and conflicts which are caused by illegal policy.
If we had a game going in which each player set his own rules, there
would be no game. There would only be argument and conflict.
VARIETIES OF COUNTER-POLICY
At the start it must be assumed or effected that there is someone or
somebody to set authorized policy for the group. Absence of this function
is an invitation to random policy and group conflict and disintegration. If
such a person or body exists, new proposed policy must be referred to this
person or body and issued, not set randomly at lower levels or by
unauthorized persons.
Policies so set by the policy authority must be informed enough and wise
enough to forward the group purpose and to obtain agreement. Ignorant or
bad policy even when authorized tends to persuade group members to set
their own random policy.
When no policy at all exists random policy occurs,
When policy exists but is not made known, random policy setting will
occur.
Ignorance of policy, the need or function of it, can cause random
policies.
Hidden not stated random policies can conflict.
Correct policy can be relayed on a cutative basis-a few words left off
or a qualifying sentence dropped which makes policy incorrect or null.
"Children may not go out" can be made out of "Children may not go out after
midnight."
Altered policy can be limitless in error.
Attributing a self-set policy to the authorized source can disgrace all
policy as well as pervert the leadership purpose.
Policy can be excluded from a zone of a group that should be governed by
it. "Pipe-making policy does not apply to the small pipe shop."
Such masses of unnecessary policy can be issued that it cannot be
assimilated.
322
Policy can exist in large amounts but not be subdivided into relevant
subjects as is done in hat checksheets.
Disgrace of policy can occur in a subsequent catastrophe and render any
policy disgraceful, encouraging self-set policy by each group member.
CLEARING A GROUP
All authorized policy must be set or made available in master books and
adequate complete policy files. This makes it possible to compile hats and
checksheets and issue packs.
Group surveys of "What policy are you operating on?" can reveal random
policy.
All bugged (halted) projects can be surveyed for illegal policy and
cleaned up and gotten going again.
Other actions can be taken all of which add up to
1. Get existing policy used.
2. Get areas without policy crisply given policy from the authorized
source.
3. Debug all past projects of false policy.
4. De-aberrate group members as per the Organization Misunderstoods PL
and other materials.
5. Educate the group members concerning policy technology,
6. Set up systems that detect, isolate and report out-policy and get it
corrected and properly set, issued and known.
7. Monitor any new policy against statistics and include policy
outnesses as part of all statistical evaluations.
ADMIN SCALE
I have developed a scale for use which gives a sequence (and relative
seniority) of subjects relating to organization.
GOALS
PURPOSES
POLICY
PLANS
PROGRAMS
PROJECTS
ORDERS
IDEAL SCENES
STATS
VALUABLE FINAL PRODUCTS
This scale is worked up and worked down UNTIL IT IS (EACH ITEM) IN FULL
AGREEMENT WITH THE REMAINING ITEMS.
In short, for success, all these items in the scale must agree with all
other items in the scale on the same subject.
Let us take "golf balls" as a subject for the scale. Then all these
scale items must be in agreement with one another on the subject of golf
balls. It is an interesting exercise.
323
The scale also applies in a destructive subject. Like "cockroaches."
When an item in the scale is not aligned with the other items, the
project will be hindered if not fail.
The skill with which all these items in any activity are aligned and
gotten into action is called MANAGEMENT.
Group members only become upset when one or more of these points are not
aligned to the rest and at least some group agreement.
Groups appear slow, inefficient, unhappy, inactive or quarrelsome only
when these items are not aligned. made known and coordinated.
Any activity can be improved by debugging or aligning this scale in
relation to the group activity.
As out-reality breeds out-comm, and out-affinity, it follows that unreal
items on the scale (not aligned) produce ARC breaks, upsets and
disaffection.
It then follows that when these scale items are well aligned with each
other and the group there will be high reality, high communication and high
affinity in the group.
Group mores aligned so and followed by the group gives one an ethical
group and also establishes what will then be considered as overts and
withholds in the group by group members.
This scale and its parts and ability to line them up are one of the most
valuable tools of organization.
DEBUG
When orders are not complied with and projects do not come off, one
should DETECT, ISOLATE and REPORT and handle or see that it is handled, any
of the scale items found random or counter.
If any item below POLICY is in trouble-not moving-one can move upwards
correcting these points, but certainly concentrating on a discovery of
illegal or counterpolicy. Rarely it occurs some old but legal policy needs
to be adjusted. Far more commonly policy is being set by someone verbally
or in despatches, or hidden, that is bugging any item or items below the
level of policy.
So the rule is that when things get messed up, jammed up, slowed or
inactive or downright destructive (including a product as an overt act) one
sniffs about for random or counter-policy illegally being set in one's own
area or "out there."
Thus in the face of any outness one DETECTS-ISOLATES-REPORTS and handles
or gets handled the out-policy.
The detection is easy. Things aren't moving or going right.
The isolation is of course a WHAT POLICY that must be found and WHO set
it.
Reporting it would mean to HCO.
Handling it is also very easy and would be done in Qual.
This admin tech gives us our first 3rd dynamic de-aberrater that works
easily and fast.
Why?
324
Well, look at the Admin Scale. Policy is just below purpose.
Purpose is senior to policy.
The person who is setting random or counter illegal policy is off group
purpose. He is other-purposed to greater or lesser degree.
From 1960 to 1962 1 developed a vast lot of technology about goals and
purposes. If we define a goal as~ a whole track long, long-term matter and
a purpose as the lesser goal applying to specific activities or subjects we
see clearly that if we clean up a person's purposes relating to the various
activities in which he is involved and on the eight dynamics we will handle
the obsession to set random or counter-policies! ,
So it is an auditing job and the tech for it is extensive. (The African
ACC was devoted to this subject. Lots of data exists on it.)
It happens however that around 20% (probably more) of any group's
members are actively if covertly anti-group and must be handled at a less
profound level under "personal aberration" in the Org Misunderstoods policy
letter before you can begin to touch purpose.
Thus any group member, since this tech remedy helps them all, would be
handled with
1. General case de-aberration (called LIN on Flag).
2. Purpose handling for posts.
3. Org bd, hatting and training.
Those setting random or counter-purpose later detected would get further
no. 2 and no. 3.
As the universe is full of beings and one lives with them whether he
likes it or not, it would be to anyone's interest to be able to have
functioning groups.
The only way a group jams up and (a) becomes difficult to live in, and
(b) impossible to fully separate from, is by random and counter-purposes.
If one thinks he can go off and be alone anywhere in this universe he is
dreaming.
The first impulse of a hostile being is "to leave" a decent group. What
a weird one.
The only reason he gets in jams is his inability to tolerate or handle
others.
There's no road out for such a being except through.
Thus all we can do to survive even on the first dynamic is to know how
to handle and be part of the third or fourth dynamic and clean it up.
Probably the reason this universe itself is considered by some as a trap
is because their Admin Scale is out regarding it.
And the only reason this universe is sometimes a trial is because no one
published its Admin Scale in the first place.
All this is very fundamental first dynamic tech and third dynamic tech.
It is the first true group technology that can fully de-aberrate and
smooth out and free within the group every group member and the group
itself.
325
Thus, combined with auditing tech, for the first time we can rely wholly
on technology to improve and handle group members and the group itself
toward desirable and achievable accomplishment with happiness and high
morale.
Like any skill or technology it has to be known and done and continued
in use to be effective.
The discovery, development and practical use of this data has made me
very, very cheerful and confident and is doing the same thing on the test
group.
I hope it does the same for you.
L. RON HUBBARD
Founder
LRH:nt.rd.ts.gm Copyright 0 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
326
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 DECEMBER 1970
Remimeo
Personnel Series 14
Org Series 19
GROUP SANITY
The points of success and failure, the make and break items of an
organization are
1. HIRING
2. TRAINING
3. APPRENTICESHIPS
4. UTILIZATION
5. PRODUCTION
6. PROMOTION
7. SALES
8. DELIVERY
9. FINANCE
10. JUSTICE
11. MORALE
These eleven items MUST AGREE WITH AND BE IN LINE WITH THE ADMIN SCALE
(Org Series 18).
Where these subjects are not well handled and where one or more of these
are very out of line. the organization will suffer a third dynamic
aberration.
This then is a SANITY SCALE for the third dynamic of a group.
The group will exhibit aberrated symptoms where one or more of these
points are out.
The group will be sane to the degree that these points are in.
Internal stresses of magnitude begin to affect every member of the group
in greater or lesser degree when one or more of these items are neglected
or badly handled.
The society at large currently has the majority of these points out.
These elements become aberrated in the following ways:
1. HIRING
The society is running a massive can't have on the subject of people.
Automation and employment penalties demonstrate an effort to block out
letting people in and giving them jobs. Confirming this is growing
unemployment and fantastic sums for welfare-meaning relief. Fifty percent
of America within the decade will be jobless due to the population
explosion without a commensurate expansion in production. Yet production by
US presidential decree is being cut back. War, birth control, are two of
327
many methods used to reduce population. THIS THIRD DYNAMIC PSYCHOSIS IS A
REFUSAL TO EMPLOY PEOPLE. EXCLUSION OF OTHERS IS THE BASIC CAUSE OF WAR AND
INSANITY.
2. TRAINING
Education has fallen under the control of one-worlders, is less and less
real. Data taught is being taught less well. Less data is being taught.
School and college unrest reflect this. Confirmation is the deteriorated
basic education found in teenagers such as writing. Older technologies are
being lost in modern rewrites. THIS THIRD DYNAMIC PSYCHOSIS IS A COVERT
REFUSAL TO TRAIN.
3. APPRENTICESHIPS
The most successful industries, activities and professions of earlier
centuries were attained by training the person as an apprentice, permitting
him to understudy the exact job he would hold for a long period before
taking the post. Some European schools are seeking to revive this but on a
general basis, not as an apprentice system. A THIRD DYNAMIC PSYCHOSIS IS A
DENIAL OF ADEQUATE EXPERIENCE TO SUCCEED.
4. UTILIZATION
In industries, governments and armed services as well as life itself,
personnel are not utilized. A man trained for one thing is required to do
something else. Or his training is not used. Or he is not used at all. A
THIRD DYNAMIC PSYCHOSIS IS FAILURE TO UTILIZE PEOPLE.
5. PRODUCTION
Modern think is to reward downstats. A person is paid for not working.
Governments who produce nothing employ the most people. Income tax and
other current practices penalize production. Countries which produce little
are given huge handouts. War which destroys attains the largest
appropriations. A THIRD DYNAMIC PSYCHOSIS IS TO PREVENT PRODUCTION.
6. PROMOTION
Promotion activities are subverted to unworthy activities. True value is
seldom promoted. What one is actually achieving gets small mention while
other things are heavily promoted. Reality and PR are strangers. A THIRD
DYNAMIC PSYCHOSIS IS UNREAL OR NONFACTUAL PROMOTION.
7. SALES
Sales actions are unreal or out of balance. Clumsy or nonfunctioning
sales activities penalize producers and consumers. In areas of high demand,
sales actions are negligible even when heavy advertising exists. This is
proven by the inability to sell what is produced even in large countries so
that production cutbacks are continual threats to economies and workers. A
population goes half-fed in times of surplus goods. With curtailed car
factories a nation drives old cars. With a cutback construction industry
people live in bad houses. Sales taxes are almost universal. A THIRD
DYNAMIC PSYCHOSIS IS THE IMPEDING OF PROD UCT DISTRIBUTION TO POTENTIAL
CONSUMERS.
8. DELIVERY
Failure to deliver what is offered is standard procedure for groups in
the humanities. Commercially it is well in hand.
328
9. FINANCE
One's own experience in finance is adequate to demonstrate the
difficulties made with money. A THIRD DYNAMIC PSYCHOSIS IS THE PERVERSION
OF FINANCE.
10. JUSTICE
Under the name of justice, aberrated Man accomplishes fantastic
injustices. The upstat is hit, the downstat let go. Rumors are accepted as
evidence. Police forces and power are used to ENFORCE the injustices
contained I to 9 above. Suppressive justice is used as an ineffectual but
savage means of meeting situations actually caused by the earlier listed
psychoses. When abuses on I to 9 make things go wrong, the social
aberration then introduces suppressive injustices as an effort to cure.
Revolt and war are magnified versions of injustices. Excess people-kill
them off in a war. A THIRD DYNAMIC PSYCHOSIS IS THE SUBSTITUTE OF VIOLENCE
FOR REASON.
11. MORALE
A continuous assault on public morale occurs in the press and other
media. Happiness or any satisfaction with life is under continuous attack.
Beliefs, idealism, purpose, dreams, are assaulted. INSANITY IS A REFUSAL TO
ALLOW OTHERS TO BE, DO OR HAVE.
Any action which would lead to a higher morale has to be defended
against the insane few. A THIRD DYNAMIC PSYCHOSIS IS A DETESTATION OF HIGH
MORALE.
The COMMON DENOMINATOR of all these insanities is the desire to SUCCUMB.
Insanities have as their end product self or group destruction.
These eleven types of aberration gone mad are the main points through
which any group SUCCUMBS.
THEREFORE, these eleven points kept sane guarantee a group's SURVIVAL.
EXAMPLES
Seeing all this in one example permits one to see that these third
dynamic insanities combine to destroy.
A. Believing it impossible to obtain money or make it, a firm cannot
hire enough people to produce. So has little to sell, which is badly
promoted and is not sold so it has no money to hire people.
B. Needing people for another job the firm robs them from a plant which
then collapses and fails to make money so no new people can be hired. This
reduces production so people have to be dismissed as they can't be paid.
C. Persons are in the firm but are kept doing the wrong things so there
is little production and no promotion or sales so there is no money to pay
them so they are dismissed.
D. A new product is put in. People to make it are taken from the area
already making a valuable product which then collapses that area and there
is not enough money to promote and selling fails so people are dismissed.
The examples are many. They are these same eleven group insanities in
play upon a group, a firm, a society.
329
SANITY
If this is a description of group aberration, then it gives the keys to
sanity in a
group.
1. HIRING
Letting people INTO the group at large is the key to every great
movement and bettered culture on this planet. This was the new idea that
made Buddhism the strongest civilizing influence the world has seen in
terms of numbers and terrain. They did not exclude. Race, color, creed,
were not made bars to membership in this great movement.
Politically the strongest country in the world was the United States,
and it was weakened only by its efforts to exclude certain races or make
them second-class citizens. Its greatest internal war (1861-65) was fought
to settle this point, and the weakness was not resolved even then.
The Catholic Church only began to fail when it began to exclude.
Thus inclusion is a major point in all great organizations.
The things which set a group or organization on a course of exclusion
are (a) the destructive impulses of about 10 or 15% of the society (lunacy)
and (b) opposition by interests which consider themselves threatened by the
group or organization's potential resulting in infiltration (c) efforts to
mimic the group's technology destructively and set up rival groups.
All these three things build up barriers that a group might
thoughtlessly buy and act to remedy with no long-range plans to handle.
These stresses make a group edgy and combative. The organization then
seeks to solve these three points by exclusion, whereas its growth depends
wholly upon inclusion.
No one has ever solved these points successfully in the past because of
lack of technology to solve them.
It all hinges on three points: (1) the sanity of the individual, (2) the
worthwhileness of the group in terms of general area, planetary or
universal survival, and (3) the superiority of the group's organization
tech and its use.
Just at this writing, the first point is solved conclusively in
Scientology. Even hostile and destructive personalities wandering into the
group can be solved and, due to the basic nature of Man, made better for
the benefit of themselves and others.
The worthwhileness of the organization is determined by the assistance
given to general survival by the group's products and the actual factual
delivery of those valid products.
The superiority of a group's admin tech and its application is at this
current writing well covered in current developments.
Thus inclusion is almost fully attainable. The only ridges that build up
are the short-term defense actions.
For instance, Scientology currently must fight back at the death camp
organizations of psychiatry whose solution is a dead world, as proven by
their actions in Germany before and during World War II. But we must keep
in mind that we fully intend to reform and salvage even these opponents. We
are seeking to include them in the general survival by forcing them to
cease their nonsurvival practices and overcome their gruesome group past.
330
There are two major stages then of including people-one is as paid
organization personnel and one as unpaid personnel. BOTH are in essence
being "hired." The pay differs. The wider majority receive the pay of
personal peace and effectiveness and a better world.
The org which excludes its own field members will fail.
The payment to the org of money or the money payment to the staff member
is an internal economy. Pay, the real pay, is a better personal survival
and a world that can live.
Plans of INclusion are successful. They sometimes contain defense until
we can include.
Even resistance to an org can be interpreted as a future inclusion by
the org. Resistance or opposition is a common way point in the cycle of
inclusion. In an organization where everyone wins eventually anyway the
senselessness of resistance becomes apparent even to the most obtuse. Only
those who oppose their own survival resist a survival-producing
organization.
Even in commercial companies the best organization with the best product
usually finds competitors merging with it.
2. TRAINING
Basic training, hats, checksheets and packs MUST exist for every member
of a group.
Criminal or antisocial conduct occurs where there is no hat.
Any type of membership or role or post in the whole organization or its
field requires individual and team training. Only where you have a group
member who will not or cannot bring himself to have and wear a hat will you
have any trouble.
This is so true that it is the scope of personnel enhancement.
Ask yourself "Who isn't trained on his post and hatted?" and you can
answer "Who is causing the trouble?"
Basic training, slight or great, is vital for every member of a group,
paid or unpaid.
A field auditor must have a hat. A student needs a student hat, etc.,
etc.
This requires training,
Training begins in childhood. Often it has to be reoriented.
Training as a group member must be done.
Training in exact technology or in the precise tech of admin is not the
first stage of training. Basic training of group members, no matter how
slight, must exist and be done.
Otherwise group members lack the basic points of agreement which make up
the whole broad organization and its publics.
Training must be on real materials and must be rapid. The technology of
how to train is expressed in speed of training.
The idea that it takes 12 years to make a mud pie maker is false. TIME
in training does not determine quality of training. Amount of data learned
that can be applied and skills successfully drilled determine training.
331
That the society currently stresses time is an aberrated factor.
The ability to learn and apply the data is the end product of training.
Not old age.
The rate of training establishes to a marked degree the expansion factor
of a group and influences the smoothness of the group during expansion.
If training is defined as making a person or team into a part of the
group then processing is an influencing factor. The facilities for
processing and quantity available are then a determining factor in group
expansion.
3. APPRENTICESHIP
Training on post is a second stage of any training-and processing-
action.
This is essentially a familiarization action.
To have a person leave a post and another take it over with no
"apprenticeship" or groove-in can be quite fatal.
The deputy system is easily the best system. Every post is deputied for
a greater or lesser period before the post is turned over and the
appointment is made. When the deputy is totally familiar he becomes the
person on the post.
Rapid expansion and economy on personnel tend to injure this step. Lack
of it can be very destructive.
Optimally there should be one or two deputies for every key post at all
times. This is a continual apprenticeship system.
Economically it has limitations. One has to weigh the losses in not
doing it against the cost in doing it. It will be found that the losses are
far greater than the cost, even though it increases personnel by at least a
third for a given organization.
When an organization has neglected it as a system (and has turned over
too many posts without deputy or apprenticeship action) its economics may
decay to where it can never be done. This is almost a death rattle for an
organization.
In a two-century-old, highly successful industry, only the apprentice
system was and is used (Oporto wine industry). The quality of the product
is all that keeps the product going on the world market. If the quality
decayed the industry would collapse. Apprenticeship as a total system
maintains it.
Certainly every executive in an organization and every technical expert
should have a deputy in training. Only then could quality of organization
be maintained and quality of product guaranteed.
The total working organization should be on this system actually. And
whenever a person is moved up off a post, the deputy taking over, a new
deputy should be appointed. The last step (appointment of a new deputy) is
the one that gets forgotten.
Failure to recruit new people over a period will very surely find the
whole organization declining soon solely because there is no apprentice
system of deputies. The organization expands, singles up the posts,
promotes some unapprenticed people and begins to lose its economic
advantage. Low pay ensues, people blow off, and then no one can be hired.
It's a silly cycle, really, as it is prevented easily enough by hiring
enough soon enough when the org is still doing well.
The rule is DEPUTY EVERY POST AND NEWLY DEPUTY THEM WHEN PROMOTIONS
OCCUR.
The most covert way to get around this is just to call each person's junior
a deputy
332
even though he has other duties. This makes it all look good on an org
board. "Do you have each post deputied?" "Oh yes!" But the deputies are
just juniors with posts of their own.
A deputy is used to run the same post as it is deputied for. This means
a double posting pure and only.
You'd be amazed at how much production an executive post can achieve
when it is also deputied and when the principal holder of the post will use
the deputy and gen him in, not get him to cover an empty lower post.
4. UTILIZATION
People must be utilized.
Equipment must be utilized
Space must be utilized.
Learning to USE is a very hard lesson for some. Untrained people, bad
organization, poor machinery. inadequate space all tend to send one off
utilization.
The rule is, if you've got it use it; if you can't use it get rid of it.
This most specifically applies to people. If you've got a man, use him;
if you can't use him get him over to someone who can use him. If he isn't
useful, process and train.
Anyone who can't figure out how to use people, equipment and spaces to
obtain valuable final products is not worthy of the name of executive.
Reversely we get what an executive or foreman is-an executive or foreman
is one who can obtain, train and use people, equipment and spaces to
economically achieve valuable final products.
Some are very skilled in preparing people, systems, equipment, property
and spaces to be used. But if these then go to someone who does not USE
them you get a bad breakdown.
The welfare state and its inflation is a sad commentary on "executive
ability."
An executive whose people are idle and whose materiel is decaying is a
traitor to his people and the org, just that, for he will destroy them all.
UTILIZATION requires a knowledge of what the valuable final products are
and how to make them.
Action which doesn't result in a final product that adds up to valuable
final products is destructive, no matter how innocent it seems.
Man has a planet as a valuable final product. Improper use of the
countries and seas, air and masses which compose it will wind up with the
destruction of Man, all life on it and the usefulness of the planet. So
proper utilization of anything is a very real factor.
The 19th century industrialist, like the mad kings who built great
structures, used up men; they didn't properly use men.
And not using them at all, the current fad, is the most deadly of all.
UTILIZATION is a big subject. It applies to resources, capabilities and
many other factors.
333
The question being asked in all cases is, "How can we USE this to
economically obtain a valuable final product?"
Failing to answer that question gives one the "mysteries of life."
5. PRODUCTION
One may be prone to believe there is no sense in any production at all.
Such a one would also be likely to say, "There is no sense at all." Or "If
they keep on producing it will become impossible to destroy it all."
Production of some final valuable product is the chain of all production
sequences.
Even the artist is producing a reaction. The reaction's service in a
wider sphere to enforce it is what gives art its sense. A feeling of well-
being or grandeur or lightheartedness are legitimate valuable final
products, for instance.
The production areas and activities of an org that produce the valuable
final products are the most important areas and activities of the org.
6. PROMOTION
The acceptance of valuable final products and of their value depends in
a large degree upon (a) a real value and (b) a desire for them,
Promotion creates desire for the valuable final product.
The old saw that the man who builds a better mousetrap will have the
whole world coming to his door is a total falsity.
Unless the value is made known, and the desire created, the mousetraps
are going to go unsold.
Promotion is so important that it can stand alone. It can have limited
success even when there is no product! But in that case it will be of short
duration.
Promotion must contain reality and the final product must exist and be
deliverable and delivered for promotion to be fully successful.
Public relations and advertising and all their skills cover this area of
promotion.
7. SALES
It is hard to sell what isn't promoted and can't be delivered.
Economics greatly affect selling.
Anything must be sold for a price comparable to its value in the eyes of
the purchaser.
COSTING is a precise art by which the total expenses of the organization
administration and production must be adequately covered in the PRICING
allowing for all losses and errors in delivery and adequate to produce a
reserve.
PRICING (the amount being asked) cannot be done without some idea of the
total cost of the final valuable product.
The sale price of one final valuable product may have to cover the cost
of producing other products which are delivered without price.
PRICING however does not necessarily limit itself to only covering
immediate
334
cost of a product. A painting with a dollar's worth of paint and canvas may
have a price of half a million dollars.
Also a painting used in promotion may cost two hundred dollars and be
displayed at no cost at all to the beholder.
These relative factors also include the SKILL of the salesman himself
and there is much technology involved in the act of selling something to
someone and the world abounds in books on the subject.
Therefore sales (once promotion is done) are bound up really in COSTING,
PRICING AND SELLING.
The value in the eye of the purchaser is monitored by the desire created
in him for it. If this is also a real value and if delivery can occur then
SELLING is made very easy-but it is still a skilled action.
The production of a valuable final product is often totally determined
by whether or not it can be sold. And if it can be sold at a price greater
than the cost of delivering it.
That it gets sold depends on the salesman.
The skill of the salesman is devoted to enhancing the desire and value
in the eyes of the buyer and obtaining adequate payment.
8. DELIVERY
The subject and action of DELIVERY is the most susceptible to breakdown
in any organization. Any flaw on the sequence of actions resulting in a
valuable final product may deteriorate it or bar off final delivery.
There are many preparatory or hidden-from-public-view steps on a
production line. When any of these break down, delivery is imperiled.
Given the raw materials and wherewithal to make some valuable final
product, the valuable final product should occur.
WHEN A VALUABLE FINAL PRODUCT DOES NOT GET PRODUCED AND CANNOT BE
DELIVERED, REPAIR THE EARLIER STEPS OF ITS PRODUCTION.
Example: An auditing result is not delivered. Don't just repair the pc.
Repair training of auditors and C/Ses. Repair the assembly line before the
valuable final product. The subproducts are less visible. Yet they add up
to the valuable final product.
THE LAW OF THE IRREDUCIBLE MINIMUM occurs in all delivery problems.
Someone is trying to produce only the visible end product of a post or
production line and neglects the earlier contributory actions and products
as these are not plainly visible.
When an organization or its posts operate only on an irreducible
minimum, production goes bad and DELIVERY crashes.
Take a cook who has his post at an irreducible minimum. Food is
appearing on the table. If he reduced just one bit more the food would no
longer be edible at all. He neglects purchasing, menus and preparation.
That these occur is invisible to the diners. That food appears on the table
is visible to the diners. If the cook operates at any less level than he
is, no edible food would be visible-hence, irreducible minimum. The food
served will be bad. But it will be visible. Invisible-to-the-diners actions
aren't being done.
To improve the food, get the less visible actions done. Get the sequence
of actions all done. The result will be improved food.
335
Take training. The final valuable product is a trained auditor. The
Course Supervisor who runs his post on an irreducible minimum is simply
there, appearing to supervise.
His final product may be horribly unskilled. The teaching may take
"forever."
To improve this one goes earlier on the assembly line-materials, packs,
tapes, student tech services, recorder repair. scheduling-dozens of actions
including getting the Course Supervisor trained.
The visibility is still a Course Supervisor and students being taught.
But with the whole earlier line in, the final valuable product is
excellent!
A being hopes lazily for instantaneous production. It doesn't happen
this way in the mest universe. Things are produced in a sequence of
subproducts which result in a final valuable product. Hope all you want to.
When you omit the subproducts you get no valuable final product.
When the people in an organization do not know the valuable final
products of the org and when a person on a post does not know the final
products of his post, a condition arises where no org DELIVERY will occur,
or if it does occur it will be poor or costly. It is vital that a person
knows what his post final products are and what his unit, section,
department and division subproducts are and how his own and each of these
contribute to the valuable final products of the organization for actual
delivery to occur.
Delivering other than valuable final products or useless final products
or final products that need constant correction also adds up to
nondelivery.
A whole civilization can break down around the point of DELIVERY. So can
an organization.
Since money can be looked upon as too valuable a final product it can
actually prevent DELIVERY.
Failure to deliver is the one point beings do not forgive. The whole
cycle hangs upon DELIVERY.
DELIVER WHAT IS PROMISED when it is expected, in sufficient volume and
adequate quality, is the first maxim even of a group in politics or the
humanities.
9. FINANCE
Finance too often disregards the other factors in this scale or the
other factors in this scale too often disregard finance for organizations
to long remain viable.
Financing must be in agreement with all the other factors of this scale
and all the other factors must be in agreement with finance for viability
to occur.
Because money is interchangeable for commodities then people can confuse
it with too many things.
If you regard money like so many beans, as a commodity in itself, you
open the door to understanding it.
Money is so many beans in to get so many beans out.
When you can master this you can handle FINANCE.
The FINANCE persons of an org, a civilization, a planet, should put so
many beans in and expect more beans out than they put in. This is quite
correct as a viewpoint for finance.
336
The difference of beans in and beans out for a planet is made up by
adding beans enough to those already in existence to cover new commodity.
When finance people fail to do this beans cease to be in pace with
production and inflation and deflation occur.
In an org or any of its parts, industriousness of the staff makes the
difference between the beans in and beans out.
An org has to have income greater than outgo. That is the first rule of
finance. Violating it brings bankruptcy.
Now if the FINANCE people of an org apply the same rule remorselessly to
all its transactions (financial planning) with each person and part of an
org, finance becomes real and manageable.
So many beans in to support the first division means so many beans out
of the org back to finance because of the cooperative work of the first
division.
A hectic effort to work only with production products will wind finance
up in a knot.
One has to estimate (COST) the contribution of each part of an org to
the valuable final product to know what to allow what part of an org.
Finance has to have a full reality on the valuable final products and
the subproducts and post products of the whole org to intelligently
allocate funds.
This person, that division, each contributes some part of the action
that results in the money received for the valuable final products.
So finance can extend so much money for each and expect that and an
additional amount back,
If this occurs, so will expansion.
Finance comes unstuck when it fails to "COST" an organization and fails
to support valuable final product production.
Finance must not only practice "income greater than outgo" for the org,
it must practice it for each part of the org as well.
Then solvency becomes real.
The greatest aberration of finance is that it seeks to save things into
solvency. The real losses in an org are the sums never made. These are the
most important losses for finance to concentrate upon.
An org that makes f-500 a week that should make E5000 a week in
potential is losing the finance people f-4500 a week!
Finance can force production along certain lines by putting in funds and
getting more back.
Finance becomes too easily the management of an org but it only does
that when it ceases to deal in its own commodity-money.
An org which has executives unfamiliar with finance will fall at once
into the control of the finance people in the org. And these finance
people, if they don't really know money, will fall at once under the
control of outside finance people.
One has to know finance in any organization anywhere, even in a
socialism. Sooner or later the books get balanced in any society.
337
10. JUSTICE
Without justice there can be no real organization.
Even a government owes its people an operating climate in which human
transactions and business can occur.
Where insane and criminal individuals operate unchecked in the
community, justice is uncertain and harsh.
The society in which the insane rise to positions of power becomes a
nightmare.
Justice is a difficult subject. Man handles it badly.
Justice cannot occur until insanity can be detected and cured.
The whole task of justice is to defend the honest man. Therefore the
target of justice is the establishment of a sane society.
The inability to detect or cure the insane destroys civilizations.
Justice is an effort to bring equity and peace. When one cannot detect
and cure insanity then sooner or later justice actions will become unjust
and be used by the insane.
To us, justice is the action necessary to restrain the insane until they
are cured. After that it would be only an action of seeing fair play is
done.
11. MORALE
When all factors balance up in an org and give the group a common
direction and mutual viability, morale can be expected to be good.
When the Admin Scale and the ten elements described are out of balance
(without proper importance given to each) and when one or many of these
(Admin Scale and the elements herein described) are not in agreement one
with another, then morale will be poor.
Morale is not made of comfort and sloth. It is made of common purpose
and obstacles overcome by the group.
When the Admin Scale and these elements are not held together by similar
aims, then morale has to be held up artificially.
The most ghastly morale I have ever seen was amongst "the idle rich."
And the highest morale I've ever seen was amongst a furiously dedicated,
common-purposed group working under fantastic stresses with very little
against almost hopeless odds.
I used to observe that morale in a combat unit would never materialize
before they had been through hell together.
All drama aside, morale is made up of high purpose and mutual
confidence. This comes from the Admin Scale items and these elements of
organization being wellaligned, one with the next, and honest sane endeavor
to achieve a final goal for all.
L. RON HUBBARD
Founder
LRH:ms.rd.ts.gm Copyright a 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
338
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 30 DECEMBER 1970
Remimeo
SO Member Hat
Staff Member Hat
Personnel Series 15
Org Series 20
ENVIRONMENTAL CONTROL
The differences between a competent person and an incompetent person are
demonstrated in his environment (surroundings).
A person is either the effect of his environment or is able to have an
effect upon his environment.
The 19th century psychologist preached that man had to "adjust to his
environment." This false datum helped begin a racial degeneration.
The truth is that Man is as successful as he adjusts the environment to
him.
Being competent means the ability to control and operate the things in
the environment and the environment itself.
When you see things broken down around the mechanic who is responsible
for them, he is plainly exhibiting his incompetence-which means his
inability to control those things in his environment and adjust the
environment for which he is responsible-motors.
When you see the mate's boats broken up you know he does not have
control of his environment.
Know-how, attention, and the desire to be effective are all part of the
ability to control the environment.
One's "standards" (the degree of rightness one is trying to establish
and maintain) are directly related to one's desire to have a controlled
environment.
The attainment of one's standards is not done by criticism (a human
system). It is done by exerting control of one's environment and moving
things effectively toward a more ideal scene.
Control of the environment begins with oneself-a good case state, a body
that one keeps clean and functioning. This extends to one's own gear, his
clothing, tools, equipment. It extends further to the things one is
responsible for in the environment. Then it extends out into the whole
environment, the people and the mest.
One can get pretty dirty fixing things up. That's okay. But can one then
also clean oneself up?
The ability to confront mest is a high ability. After that comes the
ability to handle and control it.
The ability to confront people is also a high ability. After that comes
the ability to get along with them and to handle and control them.
There is the supreme test of a thetan-the ability to make things go
right.
The reverse of this is the effort to make things go wrong.
339
Incompetence-lack of know-how, inability to control-makes things go
wrong.
Given some know-how or picking it up by observation, sane people make
things go right.
The insane remain ignorant intentionally or acquire know-how and make
things go wrong.
Insane acts are not unintentional or done out of ignorance. They are
intentional, they are not "unknowing dramatizations." So around insane
people things go wrong.
One cannot tell the difference really between the sane and insane by
behavior. One can tell the difference only by the product. The product of
the sane is survival. The product of the insane is an overt act. As this is
often masked by clever explanations it is not given the attention it
deserves. The pretended good product of the insane turns out to be an overt
act.
A large percentage of this planet's population (undetermined at this
time for the "general public" but in excess of 20%) are insane. Their
behavior looks passable. But their product is an overt act. The popularity
of war confirms this. The products of existing governments are mainly
destructive. The final product of the human race will be a destroyed planet
(a contaminated air cover rendering the planet unable to sustain life,
whether by radiation or fumes).
Thus, due to the inability to detect and handle the insane, the sane
majority suffers.
The hidden actions of the insane can destroy faster than an environment
can be created UNLESS one has the know-how of the mind and life and the
tech of admin and the ability and know-how to handle mest.
An area or activity hit by an influx of new recruits or new customers
tends to unsettle. Its mest gets abuse, things go out of control.
Gradually, working to put in order, the standards are again being
attained. The minority insane get handled, the know-how of groups and orgs
becomes more generally known, the tech of mest gets used again.
As an organization expands it goes through cycles of lowered condition
and raised condition. This is normal enough since by taking on more and
more area one is letting in more and more insane even though they are in a
small proportion to the sane.
Order is reestablished and survival trends resumed to the degree that
the sane begin to reach out and handle things around them and as the insane
are made sane.
Thus one gets downtrends and uptrends. As soon as a group begins to feel
cocky, it takes on more area. This includes more unhandled people, admin
and mest and a downtrend begins. Then the sane begin to handle and the
insane begin to be sane and the uptrend starts.
This is probably even the basis of national economic booms and
depressions.
This is only bad to the degree that the insane are put in charge. As
soon as this happens the downtrend becomes permanent and cultural decay
sets in.
A group expanding rapidly into a decadent culture is of course itself
subjected to the uptrend-downtrend cycles and has to take very special
measures to counteract the consequences of expansion in order to maintain
any rate of growth.
The individual member of a group can measure his own progress by
increased ability to handle himself, his post and environment and the
degree of improvement of the group itself because of his own work within
it.
340
A group that is messing up its gear and environment worse than it did a
while ago and is not improving it of course has to be reorganized before it
perishes.
No group can sit back and expect its high brass to be the only ones to
carry the load. The group is composed of individual group members, not of
high brass.
The survival of a group depends upon the ability of its individual
members to control their environment and to insist that the other group
members also control theirs.
This is the stuff of which survival is made.
A sane group, knowing and using their technologies of handling men and
mest, cannot help but control their environment.
But this depends upon the individual group member being sane, able to
control his mest and those around him and using the tech of life, the tech
of admin, the tech of specific types of activity.
Such a group inevitably inherits the culture and its guidance.
L. RON HUBBARD
Founder
LRH:sb.rd.gm Copyright 0 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
341
HUBBARD COMMUNICATIO
Saint Hill Manor, East Grinste
HCO POLICY LETTER OF 27 DE
Remirneo
HCO Area Sec
Dir RAP
Hats Officer Personnel Series 16
HATS PROGRAM PITFALLS
The main outnesses about hats are
1. Personnel having a hat and title but doing some other job or jobs.
2. Personnel falling between two divs or posts and being in neither.
3. Personnel having no hat at all.
4. Personnel unable to even cope because people around them don't have
hats.
5. Hats matching an org board but the org board itself is disorganized.
6. Personnel holding a part-time hat but no other hat even though full-
time.
7. Hats lost in post turnovers and no complete hat file.
8. The only other copy in the hat file issued and also lost.
9. Org pattern changes which make hats unreal.
10. Juniors trying to wear their hats but a senior, being unaware of
them, issuing different orders.
11. Seniors trying to wear their hats but juniors unaware of them and
making different demands.
12. Personnel moving off not replaced, leaving others in the organization
to carry a load for which they have no hat.
13. Missing ideal scene for hat.
14. Missing general ideal scene for division.
15. No concept of the scene at all.
16. A person just not doing his hat.
17. Checksheet and/or pack missing or incomplete for post.
18. Missing any part of full hat content per HCO PL 22 Sept. 70, HATS.
19. Hat checksheet contains (a) omissions (too short); (b) highly
irrelevant data; (c) doesn't belong to the post.
20. Counter-policy present in hat write-up.
21. Seniors issue counter-policy in despatches or verbally.
22. Senior not grooving personnel in on post or seeing to proper hat
study.
342
23. Valuable final product missing for hat.
24. Purpose and/or valuable final product missing in hat for group's
whole activity.
25. An earlier or more basic hat is out such as a top executive not
knowing the basic staff hat fully.
26. Nonutilization in any of its various forms such as a personnel
trained for one thing is required to do something else. Or his
training is not used. Or he is not used at all.
If the Hats Officer can do his job and not get caught up in these
pitfalls, we'll really soar.
L. RON HUBBARD
Founder
LRH:sb.rd.gm Copyright @ 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
343
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 19 JANUARY 1971
Remimeo
Personnel Series 17
Org Series 21
DUPLICATING FUNCTIONS
All you have to do to run out of personnel, finance and get no
production is to duplicate the same functions that give the same product in
an org.
Take three orgs side by side under the same management. Only if each
division of each org had entirely different products would this be
possible.
Now let's do it wrong. Each of these 3 orgs have an HCO and full
personnel duties. Each separately promotes. Each has its own finance
office, each has its production div producing the same products. Each has
its own correction div-the place in general would be very overmanned, yet
each div would be undermanned for its full functions. The product would be
terrible if it existed at all. Morale would be ghastly, inter-org
collisions continual.
The right way would be to work out the different products and then
assign them
to one or another of these orgs. One org would have to be the source org
that produced
the other two. One org would have all the finance with liaison only in the
other two
orgs. One org would have to hire, hat and train with only liaison in the
other two. The
orgs would have org bds which had the function but under it would be the
note
"Liaison with 19 source org.
In the impatience and emotion of organizing, one org tends to
individuate and establish a duplicate function because "it can't get
service." This begins the catastrophe. Now they'll all begin to go broke
while having men bulging out of the windows.
In looking over potential insolvency, look over duplicate functions.
L. RON HUBBARD
Founder
LRH:mes.gm Copyright 0 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
Personnel Series 18
[Note: BPL 10 Feb. 1971R, Personnel Series 18, ADDS TO PERSONNEL SERIES NO.
8,16 SEPT. 1970, ETHICS AND PERSONNEL has been canceled. It has been
replaced by Scientology Policy Directive 22, Personnel Series 18, ADDS TO
PERSONNEL SERIES NO. 8,16 SEPT. 1970, ETHICS AND PERSONNEL, dated 14 July
1982. The text of Personnel Series 18 remains essentially the same.
Personnel Series 18 is based on a Founder advice to write an issue on
I&R Forms being done on all personnel demands coming into Dept 1. As it was
not written by L. Ron Hubbard, Personnel Series 18 is not included in this
volume.]
344
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 16 MARCH 1971
Issue IV
Remimeo
Org Series 25
Personnel Series 19
LINES AND HATS
It will be found that in organization there are MANY major factors
involved.
The following three, however, give the most problems:
1. Personnel
2. Hats
3. Lines.
Technology is a subdivision of both personnel (who may have to be
specially trained before they can be considered personnel) and hats (which
are mainly admin technology and line functions).
To solve any problem, one has to recognize what the problem is. One
cannot solve problem A by trying to solve problem B or C. Example: Problem:
broken-down car. You cannot fix the car by repairing the kitchen lino.
Example: You cannot floor the kitchen by fixing the car.
All this may seem obvious when obviously stated. But there is a more
subtle version. ANY PROBLEM THAT DOES NOT SOLVE IS NOT THE PROBLEM. There
must be some other problem.
Locating and isolating situations (problems) in an organization is the
technique of the Data Series. That technology will find for one the problem
that should be solved.
As there are three major organizational factors these then also form the
core of all organizational situations (or problems, same thing).
Each one of these is its own zone-personnel, hats, lines.
Each one has its own problems. There are situations in personnel. There
are situations in hats. There are situations in lines.
They are related. They are not identical.
You will find you cannot wholly solve a problem in lines by solving
personnel. You cannot wholly solve a problem in hats by solving lines. You
cannot wholly solve a problem in personnel by solving the other two.
Example: Production hours are down. Fifteen new personnel are added to
the area. Production stays down. It was a problem in lines.
Example: Confusion reigns in the pipe shop. The lines are carefully
straightened out. Confusion still reigns. It was a problem in hats.
Example: Broken products are wrecking org repute. Hats are carefully put
on. Products continue to be broken. It was a problem in personnel.
345
Example: The org stays small. Executives work harder. The org stays
small. It was a series of problems in personnel, hats and lines, none
addressed at all.
You will see symptoms of all this in various guises. The test of whether
or not the right problem was found is whether or not production increased
in volume, quality and viability.
In actual practice one works on all three of these factors constantly-
personnel, hats and lines-when one is organizing.
You will find with some astonishment that failure to have or know or
wear or do a hat is the commonest reason why lines do not go in. That
personnel is hard to procure and train because hats and lines are being
knocked out. That hats can't be worn because lines or personnel are out.
Situations get worsened by solving the wrong problem instead of the real
problem. In the Data Series this is called finding the right Why.
Organizational problems center around these three things in the broadest
general sense. More than one can be present in any situation.
Production problems are concerned with the particles which flow on the
lines, changed by the hatted personnel, with consumption and general
viability. So to make a full flow from organization through to
distribution, one would add raw materials, changed state of materials and
their consumption. Organization is not an end-all. To have value it must
result in production.
But when personnel, hats and lines are not solved, production is very
difficult. Therefore to get production one must have an organization to
back it up. And personnel, hats and lines must exist and be functional. If
these exist, the rest of the factors of establishment can be brought into
being.
It goes without saying that organization involves other problems like
space, materiel, finance, etc. These and many more also enter into "Whys"
of no production. But dominating others are problems in personnel. hats and
lines. Others tend to solve if these are handled and organized.
L. RON HUBBARD
Founder
LRH:mes.sb.rd.gm Copyright 0 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
346
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 19 MARCH 1971
Remimeo
PerNonnel Series 20
PERSONNEL PREDICTION
Sudden and unauthorized transfers of personnel for whatever reason
disrupt hats and lines. Every such transfer is a failure to predict
concerning personnel.
By a few transfers ("musical chairs"), an area can be totally unmocked.
Personnel people tend to undervalue the time and care necessary to
train, hat and apprentice people.
Even a small unit is a "working installation" if it produces. An order
to "turn over the hat this morning and take another post" is quite unreal.
Prediction is the button that is usually out in personnel handling.
How many will we need in - weeks or months? is the key question. It is
the one Personnel should continually work on. Stressing only "Who can we
assign to - - 9" shows a lack of prediction.
Man tends to run in today and seldom in tomorrow much less next week or
year. The fault will someday destroy him as a species. He is even unable to
predict the fate of his habitat, the planet.
Thus Personnel should be very wary of this fault.
Recruiting for tomorrow instead of yesterday, people in full-time
training, future executives being sorted out by today's performance, all
add up to good prediction by Personnel people.
One must catch up the backlog of yesterday's needs by gradual moving up
into the future.
Every key post should have a deputy in training or in apprenticeship for
the post. By key post is meant one that has urgent responsibility and great
expertise.
Personnel will see where it stands by just listing their current answers
to these questions:
1. What are the key posts of the org or activity that require
great expertise and training9 From top to bottom list them out.
2. How many of the above list have people in training or
apprenticeship for them?
3. What will be the personnel scene on these posts in one year?
4. What plans did you have yesterday to do this?
5. What plans can be made now to do this?
347
Having actually done the above questions, one will see what prediction
consists of regarding personnel and a sample of what it means to predict.
This should be done at full org level and then at divisional level and
then at department level.
Then one will see that sudden transfers done without training or
apprenticeship can be avoided in the future at key levels IF ONE PROGRAMS
IT NOW. And then ACTS to make the program work out.
Where prediction is out, expansion becomes impossible to do without
collapse.
For one has to predict expansion as well.
An action on expansion would be:
1. To increase the org's stats five times (GDSes and GI) how many
more trained, hatted people would be needed:
a. In the C/O or ED Office?
b. In HCO?
C. In Div 2?
d. In Div 3?
e. In Dept of Training?
f. In the HGC?
g. In Qual?
h. In the Distribution Division?
i. In the LRH Comm Office?
j. In the Estate area?
k. In the Guardian Office?
1. In space?
in. In furniture?
n. In equipment?
0. In decoration?
P. Finance?
q. Personnel care (food, shelter, clothes)?
While the last (I to q) are not properly "Personnel" the personnel
action would collide with them so hard that personnel action would be
stopped. "Do not hire anyone else!" "Do not. . . ." "Do not. . . ."
So somebody says, "We are going to boost the GI from $100 to $50,000."
Well, to do that one would have to promote and deliver as well as make
money.
So, when such a prediction is made, what does a good Personnel Officer
do?
He does the computations outlined in this policy letter and any other
that seem indicated and says, "There you are, chums. This is my part of the
deal and (presenting a plan) this is how I'll go about it, to hire,
recruit, get trained and apprenticed the needful personnel. Now what are
YOU doing about (1) to (q) in this P/L so you don't stop my progress doing
my job of getting you eighty additional, functional, useful, nongoofing,
producing staff?"
This wakes up the prediction elsewhere so Personnel's prediction doesn't
fall down plop.
Once the action is begun, part of the prediction is that it will require
continuous guiding, handling and pounding to make it come true.
For instance, it can be predicted that as Personnel loads them in, there
will be failures to program, hat, train, apprentice and utilize. One
Personnel loaded an org full
348
and a month later fifty-seven nonutilized, nonassigned people were combed
out of the debris. "But they are so new. . . ." "But you can't assign. . .
." etc., etc. And Personnel got blamed for recruiting "unsuitable people."
Because the hatting, training, apprenticing actions were neglected! You
can,only recruit untrained people, really.
So Personnel regards unutilized people as a backlog on his lines.
Recruited not utilized means he still has them as they have not "fed into
the org."
"Prove you have used what I got. Show me the programing of their
training. How many have hats? How many are apprenticed?" These are
legitimate Personnel questions. And they are demands.
Until utilized, personnel are regarded as still on Personnel's plate no
matter where they've gotten to in the org.
Otherwise, Personnel is pounded, pounded for people, people, people when
the halls are impassable with nonutilized personnel.
Yet I've never heard a Personnel man say, "What'd you do with the guys I
got you last week?" It would produce some blushes.
Personnel aren't personnel really until they are utilized.
Hectic transfers from working posts, "musical chairs," all come from
lack of personnel programs based on predictions.
When programs are made and are in action, a failure to predict probable
failures to hat, train, apprentice, post, is a legitimate prediction and
should be watched carefully and corrected by Personnel.
L. RON HUBBARD
Founder
LRH:mes.rd.gm Copyright C 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
349
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 JULY 1971
Remimeo
Org Series 28
Personnel Series 21
WHY HATTING?
A few days ago when I found that musical chairs and flubbed hatting had
unstabilized some areas, I wondered whether or not this might stem from
some social aberration that was very general in the societies in which we
are working.
And it seems to have been the case. I worked on it a bit and found this:
LAW: THE POWER OF A THETAN STEMS FROM HIS ABILITY TO HOLD A POSITION IN
SPACE.
This is quite true. In Scn 8-80 the base of the motor is discussed. It
holds two terminals in fixed positions. Because they are so fixed, power
can be generated.
If a thetan can hold a position or location in space he can generate
POWER.
If he cannot, he cannot generate power and will be weak.
We have known this for 19 years. It applies here.
Observation: MODERN SOCIETY TENDS TO CONFUSE AND UNSTABILIZE PERSONS WITH
ITS HECTIC PACE.
Observation: BEINGS WHO ARE AFRAID OF STRONG PEOPLE TRY TO WEAKEN THEM.
Observation: PERSONS WHO ARE PUSHED AROUND FEEL THEY CANNOT HOLD A POSITION
IN SPACE.
Observation: PEOPLE HATE TO LOSE THEIR POSTS AND JOBS. THEY FIND IT
DEGRADING.
In processing picking up this chain of lost positions achieves very good
gains and rehabilitates a person's ability to hold a job.
LAW: BY GIVING A PERSON A POST OR POSITION HE IS SOMEWHAT STRENGTHENED AND
MADE MORE CONFIDENT IN LIFE.
LAW: BY LETTING A PERSON RETAIN HIS POST HE IS MADE MORE SECURE.
LAW: BY HATTING A PERSON HE IS GREATLY STRENGTHENED AS HE IS HELPED TO HOLD
HIS POST.
A basically insecure person who feels he is unable to hold his position
in space, is sufficiently strengthened by hatting to feel secure enough to
do his job.
LAW: HAVING A HAT, BEING HATTED, AND DEMONSTRATING COMPETENCE MAKES A
PERSON FEEL CAPABLE OF HOLDING HIS POSITION IN SPACE AND HE BECOMES MORE
STABLE, CONFIDENT IN LIFE AND MORE POWERFUL.
350
LAW: UNHATTED PERSONS ON A POST CAN BECOME CRIMINAL ON THE POST BECAUSE
THEY FEEL INSECURE AND BECOME WEAK.
When a person is secretly afraid of others he instinctively will not hat
them or hats them wrongly and tends to transfer or move them about-
When a person is insecurely posted and insufficiently hatted he can try
to weaken others by trying to prevent their hatting and trying to get them
transferred or even dismissed.
This is apparently the social aberration at work.
The answer to a sane org and a sane society is not welfare and removal.
It is
Recruit them Train them Hat them Apprentice them Give them a
post.
This is so strong in truth it would de-aberrate the bulk of the crime
out of a society.
And it sure will put an org in POWER.
L. RON HUBBARD
Founder
LRH:nt.rd.gm Copyright 0 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
351
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I I AUGUST 1971
Rernimeo Issue 11
Personnel Series 22
DON'T UNMOCK A WORKING INSTALLATION
The stable rule of a good HAS or HCO Cope Officer is NEVER UNMOCK A
WORKING INSTALLATION.
It takes a lot of executive time and effort to build up a section or
dept or division.
For someone to then come along and scramble it up with transfers is a
criminal action.
If a unit, section, dept or division is operating well, don't unmock it.
Strengthen it. Hat it better. Put apprentices in it opposite to its
posts to learn. Give it help.
But DON'T SCRAMBLE IT.
The work of years can be destroyed overnight by "urgent," "vital"
personnel action.
Such crazy actions are only done by people too lazy to recruit and train
new people or by unreal financial planning or a failure to get it to
produce.
THE MAIN REASON WE HAVE EVER HAD SLUMPS HAS BEEN UNMOCKING ORGS OR
UNITS.
Firing people, too heavy ethics, putting off people as "PTS" when all
you needed was to pull their withholds, a thousand reasons can be given for
unmocking an org or its parts.
They are all cover-ups for execs who won't keep the place busy and for
HCO failures to recruit, train and hat.
To do so is a sign of insanity.
People like their jobs.
DON'T UNMOCK A WORKING INSTALLATION.
L. RON HUBBARD
Founder
LRH:sb.rd.gm Copyright 0 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: See also HCO PL 13 July 1974, Issue 11, Org Series 34, WORKING
INSTALLATIONS on page 423 of Management Series Volume 1.]
352
Personnel Series 23R
[Note: BPL 23 Dec. 1971R, Personnel Series 23R, 1:1 TECH ADMIN RATIO ON NEW
RECRUITS, which was not written by L. Ron Hubbard, has been canceled by
Scientology Policy Directive 23, BPL 1: 1 TECH ADMIN RATIO ON NEW RECRUITS
CANCELED, dated 14 July 1982. The subjects of "tech/admin ratio" and
"manning up an org" are more properly covered in the following list of
issues:
HCO PL 2 June 60 REQUIREMENTS FOR STAFF POSTS
HCO PL 20 July 66RA STAFF STATUS
Re-rev. 21 Dec. 78
LRH ED 49 INT ORGANIZATION PROGRAM NO. I
HCO PL 29 Aug. 70 Personnel Series 2
Issue 11 PERSONNEL PROGRAMING
HCO PL 29 Aug. 70 Personnel Series 3
Issue III RECRUIT IN EXCESS
HCO PL 24 Sept. 7 1 RB ASSIGNMENT, MODEL TO BE USED
HCO PL 14 Nov. 76 Admin Know-How Series 36
Org Series 36
Executive Series 18
Personnel Series 28
MANNING UP AN ORG
HCO PL 23 Dec. 79R TECH ADMIN RATIO
Rev. 17 June 81
HCO PL 30 Dec. 79R TECHNICAL TRAINING CORPS
Rev. 13 Feb. 80
HCO PL 30 Oct. 80 Personnel Series 37
Issue III POST TRANSFERS
FO 3756RA RECRUIT TRAINING LINE-UP
(Sea Org orgs only)]
Personnel Series 24
[Note: HCO PL 14 Jan. 1972, Issue IV, Personnel Series 24, THE "OK TO BE A-
" SYSTEM has been canceled by Scientology Policy Directive 10, CANCELLATION
OF HCO PL 14 JAN. 72 ISSUE IV -PERSONNEL SERIES 24, PERSONNEL PROGRAMING
SERIES I I - THE "OK TO BE A--" SYSTEM, dated 28 Apr. 1982. Personnel
Series 24, which was not written by L. Ron Hubbard, was based on a sequence
of hatting which has since been changed. The correct basic sequence of
hatting is given in HCO PL 23 July 1972R, Esto Series 23R, Exec Series 15R,
Org Series 31 R, THE VITAL NECESSITY OF HATTING and HCO PL 24 June 1970,
MANAGEMENT CYCLE.]
353
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 MAY 1972R
Remimeo REVISED 27 OCTOBER 1982
Int Finance
Network for
Enforcement
(Revised to update the distribution
in light of the new Finance Network)
ETHICS
Executive Series 13R
Finance Series 12R
Personnel Series 25R
PTS PERSONNEL AND FINANCE
PTS means Potential Trouble Source. This is a person who is connected to
a suppressive person, group or thing. (For further data on PTSness see HCOB
24 Nov. 65, SEARCH AND DISCOVERY and HCO PL 27 Oct. 64 (reissued 23 June
1967), POLICIES ON PHYSICAL HEALING, INSANITY AND POTENTIAL TROUBLE
SOURCES.)
NCG means No Case Gain despite good and sufficient auditing.
A chronically ill person, whether the person is known to be connected to
a suppressive or not, is always found to have been so connected and PTS.
IT IS UNSHAKABLE POLICY HEREAFTER THAT NO PERSON WHO IS PTS OR
CHRONICALLY ILL OR WHO GETS NO CASE GAIN MAY BE ON FINANCE OR REGISTRAR
LINES OR IN TOP COMMAND POSTS OR AS HAS OR ETHICS OFFICER OR MAA.
TECHNICAL FACT
A person who is connected to a suppressive person, group or thing will
dramatize a "can't have" or an "enforced overt have" on an org or staff
members.
A "can't have" means just that-a depriving of substance or action or
things.
An "enforced overt have" means forcing upon another a substance, action,
or thing not wanted or refused by the other.
The technical fact is that a PTS person got that way because the
suppressive was suppressive by depriving the other or enforcing unwanted
things upon the person.
The PTS person will dramatize this characteristic in reaction to the
suppression.
Therefore, a PTS person as an ED, C/O, Product Officer, Org Officer,
Treasury Sec, Cashier, or Body Reg will run a can't have on the org and its
staff by
a. Refusing income
b. Wasting income made
354
C. Accepting wrong customers (like psychos) and forcing them on the
org
d. Fail to provide staff or service
e. Advocate overt products.
HISTORICAL
When staffs went on proportionate pay in the late 1950s, so long as 1
ran the orgs directly, the staffs made more money than before.
When 1 moved off these lines directly, the staffs began to receive less
money personally.
At that time it seemed to me that proportionate pay served as an excuse
to some in an org to run a can't have on the staff.
We knew that some Registrars could take money in easily and others never
seemed to be able to.
The technical reason for this has just emerged in another line of
research entirely.
In completing materials and search on Expanded Dianetics, 1 was working
on the mechanism of how a PTS person remained ill.
1 found suppressives became so to the person by running a -can't have"
and "enforced overt have." This pinned the PTS person to the suppressive.
Working further 1 found that a PTS person was a robot to the
suppressive. (See HCOB 10 May 1972, ROBOTISM.)
This research was in the direction of making people well.
Suddenly it was apparent that a PTS person, as a robot to SPs, will run
"can't haves" and "enforced overt haves" on others.
Checking rapidly, it was found that where finance lines were very sour a
PTS person was on those lines.
RECOVERY
PTS tech, Objective Processes, PTS Rundowns, Money Processes and
Expanded Dianetics will handle the condition.
However, one cannot be sure that it has been handled expertly in orgs
where a money "can't have" has been run as its tech quality will be low due
to an already existing lack of finance.
Only stats would tell if the situation has been handled fully.
Thus the policy stands. Handled or not handled, no person who is PTS or
who has no case gain will be permitted in top command or any lines that
influence finance.
Any org which has consistently low income should be at once suspect of
having PTS or NCG persons on the key finance posts, and an immediate action
should be taken to discover the PTS or NCG condition and replace such
persons with those who are not connected to suppressives or who do get case
gain.
Nothing in this policy letter permits any PTS person to be in an org or
cancels any policy with regard to PTS.
This policy letter requires direct check, close investigation and
handling of PTS or
355
SP situations on these posts that may go undetected otherwise.
NOTHING IN THIS POLICY LETTER PERMITS ANY KEY ORG POST TO
REMAIN EMPTY.
NATIONAL
As a comment on something that may impinge on orgs and might affect
them, the
FOREMOST reason for a failing national prosperity and inflation is a
personal Income Tax agency. This runs a vicious can't have on every citizen
and makes them PTS to the government. Individuals even begin to run a can't
have on themselves and do not produce. This IS the cause of a failing
national economy. It can be a factor in an org and must be handled on the
individuals so affected.
L. RON HUBBARD
Founder
Revision written at the request of the CHURCH OF SCIENTOLOGY INTERNATIONAL
Adopted as official
Church policy by the
CHURCH OF SCIENTOLOGY
INTERNATIONAL
CSI:LRH:iw.gm Copyright@ 1972, 1982 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: In addition to the updated distribution, the first paragraph of this
policy letter has been revised. That paragraph in the original policy
letter read as follows: "PTS means Potential Trouble Source. This is a
person who is connected to a suppressive person, group or thing. (For full
information on PTS see HCO PL 31 May 1971, Issue IV, revised 5 May 72, a
checksheet.)"I
Personnel Series 26R
[Note: BPL 3 Apr. 1973R, Issue 1, Personnel Series 26R, HATTING, has been
canceled by Scientology Policy Directive 9, PERSONNEL SERIES 26R HATTING
CANCELED, dated 28 Apr. 1982. Personnel Series 26R, which was not written
by L. Ron Hubbard, was found to be an unnecessary restatement of already
existing policy on hatting and Hats Officers.]
356
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 24 JUNE 1973R
Rernimeo REVISED 23 OCTOBER 1975
(The revision is the signature.)
Establishment Officer Series 29R
Personnel Series 27R
The concept of what is a "complement" is probably generally
misunderstood. This means the officially allowed number of persons and the
officially designated posts for an activity, whether an org or a ship.
Without these basic complements orgs get misposted. Instead of ten
auditors they have one auditor and nine admin personnel somewhere else.
This general concept of complement is generally missing and underlies
the reason why org boards are, to some degree, in disuse.
In any org which is not doing well you may find not enough personnel and
too many personnel. You may also find that the personnel there are not
posted onto the post necessary to be held.
Designating the post necessary to be held is what is meant by "assigning
a complement."
I never realized the concept was hard to get across until recently. In
the dictionary it says that a complement is simply a full list of the
officers and men of a ship. This falls so far short of the actual
definition that it generates confusion
A complement is the full list of posts and where they belong on the org
board, which must be held. This gives you a slightly different idea of what
is meant by "complement."
One org, for instance, didn't have a standard complement. It simply had
all possible posts which could be held in the org. This does not tell you
what posts should be held in the org.
Therefore, personnel control is not possible.
In the case of another org there was a maximum allowed complement but it
was never filled up.
There is a complement for every separate and individual org.
Until the complement of an org is laid out, known and filled, there will
be continual trouble with personnel and difficulties in handling it.
The sooner this is straightened out, the easier time there will be for
all.
L. RON HUBBARD
Founder
LRH:mg.gm Copyright C 1973, 1975 by L. Ron Hubbard ALL RIGHTS RESERVED
357
HUBBARD COMMUNICATIONS
Saint Hill Manor, East Grinstead,
HCO POLICY LETTER OF 14 NOVE
Remimeo Flag Bu All Orgs
Ext HCO FB Admin Know-How Series 36
Org Series 36
Executive Series 18
Personnel Series 28
MANNING UP AN ORG
The Sequence of Posting Depts and Divs
You need an org bd first and an allocation board.
The sequence in which an org is manned up is roughly:
- Dept I
- Dept 11
- Reg and Body Routers and Intro people in Div 6
- Dept 12 (enough auditors and C/Ses to approach 2 admin to I tech
in org)
- Dept 6
- Dept 7
- Dept 3
- SSO and Supers in Qual to train staff
- Dept 5 for CF Address and Letter Reges
- Dept 4 for promo
- Dept 21 (LRH Comm)
- Dept 10
- Dept 20
- FR & execs
- Full Div 6
- Full Div I
- Full Div 4
- Full Div 2
- Full Div 5
- Full Div 7
- Full Div 3
(Note, an AO always mans up the AO dept or div along with the SH one in
each case.)
Wrong sequence of manning is Dept 6, Dept 12, Dept 6, Dept 12, Dept 6,
Dept 12, as you wind up with a stuck clinic that won't expand.
Wrong sequence will contract an org while trying to expand it as the org
will go out of balance, bad units, noisy and unproductive.
If manned in a correct sequence its income has a chance to stay abreast
of its new staff additions.
Emphasis on GI without comparable emphasis on delivery and organization
can throw an org into such a spin only a genius can run it.
Manned in proper sequence, and hatted as it goes, an org almost runs
itself.
358
Single-handing from the top comes from longstanding failures to man or
man in sequence, from earlier noncompliance with explicit orders or from
not understanding orgs in the first place.
An unhappy org that doesn't produce has usually been manned only
partially and out of sequence.
The trick is planned manning, ignoring the screams of those who know
best or demand personnel; just manning by posting those who have been
screamed for the loudest is a sure way to wind up with no people and total
org problems instead of a total org that is prosperous and producing.
Incidently, this is a rough approximation of the sequence of hats the ED
gradually unloads as his org takes over.
L. RON HUBBARD
Founder
LRH:nt.gm Copyright 0 1976 by L. Ron Hubbard ALL RIGHTS RESERVED
359
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 NOVEMBER 1978
Rernimeo
Admin Know-How Series 37
Personnel Series 29
HOW YOU HANDLE DEMANDS FOR PERSONN
(R ef.
HCO PL 22 Sept. 70 HATS
HCO PL 1 Jul. 65 HATS, THE REASON FOR
HCO PL 15 Sept. 59 HATS AND OTHER
FOLDERS)
HCOs get continual demands for personnel from all areas of an org. To
keep an HCO from going mad with all these demands, they must, on every
request, (1) have the Dir of I&R do a full utilization survey on the
division, dept or section requesting personnel and (2) do a full hat
inspection on all personnel in that division, dept or section.
Only if these two steps are done for each personnel request will sanity
reign in HCOs on the subject of personnel.
HCO PL 15 Sept. 59 HATS AND OTHER FOLDERS (Vol 0, page 65), HCO PL I
Jul. 65 HATS, THE REASON FOR (Vol 0, page 66) and HCO PL 22 Sept. 70 HATS
(Mgmt Vol, page 21 W must be well known by all staff in Depts I and 3.
Personnel can recruit madly, answering every frantic demand for
personnel, and yet HAVE THEM ALL WASTED for lack of full hats and full
training on those hats.
The whole org can sag and even vanish under these conditions.
So Personnel has a vested interest in hats being complete and staff
trained on them. For Personnel people cannot possibly cope with "no pay so
can't hire anyone" and "no people so can't produce."
So for every demand for personnel, ALWAYS demand a utilization survey
AND an inspection of hats in that area.
L. RON HUBBARD
Founder
LRH:kjm.gm Copyright Q 1978 by L. Ron Hubbard ALL RIGHTS RESERVED
*[Note: In Management Series Volume 2 see page 308 for the text of HCO PL
22 Sept. 70, HATS.]
360
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 16 SEPTEMBER 1980
Rernimeo
(Originally LRH OODs item
of 10 Oct. 1970)
Personnel Series 30
UTILIZATION
Personnel utilization is a very important factor. Overmanned and
undermanned areas are the first consideration. The next is hatted and
producing. An area can be overmanned and also not producing, the reason
being lack of org board or lack of hats or both,
Utilization is proven only by production, not by busyness.
Org board and hat and training when done and followed add up to
production.
Lack of org board, hats and training or neglect of them can add up to
frantic busyness with poor production. A government does this so well it
takes millions of them to add up to liability.
Only if well organized and trained and producing can a small group
attain any control of its area.
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
for the
BOARDS OF DIRECTORS of the CHURCHES OF SCIENTOLOGY
BDCS:LRH:SA:bk.gm Copyright @ 1970, 1980 by L. Ron Hubbard ALL RIGHTS
RESERVED
361
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 SEPTEMBER 1980
Issue 11
Rernimeo
(Originally LRH OODs item
of 29 Oct 1970)
Personnel Series 31
Org Series 44
AN ORG BOARD
REF: HCO PL 28 Oct 70 ORGANIZING AND HATS
An org board is a list of hats with seniorities. The hats are in flow
sequence.
A hat is a duty. It outlines the actions necessary to accomplish a
production and receive what's needed, change and route it.
In theory the I/C holds all functions. When he doesn't fully outline
them they can't be hatted. If they're not hatted he wears them as an
unknown fog. Simple as that.
What defines a hat is a product.
If you count up the expected products you get the minimum number of
hats. The steps to get the product is the hat. Products are also composed
of lesser products, so hats can be enlarged. It's what you designate as a
product that makes a hat. It's the importance of that product to others on
the line that makes the hat's importance.
The completeness and size of the product make the seniority of the hat.
The overall product of a division determines the hat of the divisional
officer. The lesser products that when combined make the overall product
determine the rest of the division hats.
Until you can define in one go the overall product of a division you
aren't likely to be able to post any real part of its org board. For the
product of hats of that div add up to the div product.
When you see an unposted or unreal org board, the head of the div is not
producing a product with that div, no matter how busy it all looks or how
exhausting.
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
Approved and accepted by the
BOARDS OF DIRECTORS of the CHURCHES OF SCIENTOLOGY
BDCS:LRH:SA:dr.gm Copyright 0 1970, 1980 by L. Ron Hubbard ALL RIGHTS
RESERVED
362
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 24 SEPTEMBER 1980
Remimeo Issue 11
(Taken from an LRH OODs item
of 31 Aug. 71)
Exec Series 32
Personnel Series 32
OVERLOAD AND HATTING
I have found that whenever I have had to handle something, I found the
person who should have handled it unhatted and with misunderstood words on
things intimately connected with his duties.
Thus I have found this cycle of great use and thoroughly recommend it.
I . Emergency item or omission requiring handling turns up.
2. Handle it right now fast (my handling something time lapse is about 5
minutes to half an hour). (That means terminatedly.)
3. Spot who should have handled it.
4. Interrogate the person on basics of his post (not ask about "hat
folders," etc.).
In all cases so far I have found the person not doing his post duties,
unhatted, with huge misunderstoods on words like "post," "hat," "muster,"
etc.
5. Hat the guy.
So I can tell you that any overload you have is from unhattedness of the
most basic kind.
An org is as efficient and looks as good as its people are individually
hatted and do their jobs.
It's a very good system. I recommend it.
A sort of a do-it-yourself HCO!
It works.
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
Approved and accepted by the
BDCS:LRH:SA:dr.gm BOARDS OF DIRECTORS
Copyright@ 1971, 1980
by L. Ron Hubbard of the
ALL RIGHTS RESERVED CHURCHES OF SCIENTOLOGY
[Note: The original mimeo copies of this policy letter were incorrectly
numbered as Exec Series 24.]
363
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 28 SEPTEMBER 1980
Remimeo
(Originally LRH OODs item
of 12 February 1971)
Personnel Series 33
HAT KNOCK OFF
Also issued as Flag Order 2740 with same title.
Ref: HCO PL 13 Jan. AD29, ORDERS, ILLEGAL AND CROSS
Corr & Reiss 2.5.79
Your functions will be found in PLs and HCOBs.
If anyone tells you your job is different than stated in such issues,
please realize that there are no orders senior to such issues and an
"illegal order" is defined as one contrary to existing issues. Accepting an
illegal order is actionable.
What one gets comm-eved for is in the PLs and HCOBs.
You can't be comm-eved for failing to follow an illegal order. You sure
can be for departing from policy issues.
Orders don't equal orders equal orders. That's the road to disaster.
Some orders are senior to others. A dock worker telling you to put on your
jacket is not the same as your division head telling you to do so.
Similarly a "senior" giving you orders contrary to your hat is knocking
your hat off. He may have no idea what your hat is. If you follow such an
illegal order and fail to follow the policy in your hat, you could be in
for it.
Orders are not orders are orders are orders.
You have policy to keep things straight. If policy doesn't cover,
request clarification. If you are doing something other than your hat,
sooner or later it will catch up to you.
Seniors should have a list of the hats and their duties of everyone in
the org and know them.
Unless such a list exists and you are foolish enough to accept a hat
misinterpretation, not only you but all of us are at risk.
You are counted upon to wear your hat as laid down by PLs and HCOBs.
Don't let the group down.
L. RON HUBBARD
Founder
Compiled and edited for issue by
Sherry Anderson
Compilations Missionaire
Accepted and approved by the
BDCS:LRH:SA:dr.gm BOARDS OF DIRECTORS
Copyright 0 1971, 1980
by L. Ron Hubbard of the
ALL RIGHTS RESERVED CHURCHES OF SCIENTOLOGY
364
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 6 OCTOBER 1980
Rernimeo Issue 11
Hats Officer
HAS (Originally LRH OODs item
of 6 June 1971)
Org Series 51
Personnel Series 34
A MAJOR DUTY OF THE HATS OFFICER
REF: HCO PL 7 JANUARY 1966 LEAVING POST
If you leave a post without turning over your hat and grooving in your
relief, you are at risk. You can be called back for the next two years if
that post goes wrong.
You must HAVE a hat in a folder and its write-ups (all of them) and you
must turn it over.
The Hats Officer is supposed to see this is done. It is really his major
duty. He must see that it is done and he must be able to attest that the
relief on the post HAS and CAN DO and IS DOING the hat.
Hats, checksheets and packs are also furnished by the Hatting Section
under Hats Compilations. These are issued as prepared. However there is
ALWAYS a hat.
Anyone on post without a hat cannot be expected to be paid.
If a Hats Officer only compiles hats he unmocks the org.
The Hats Officer must be there in a flash at every post change and see
that the hat and duties of the post are turned over and the relief grooved
in. Records, Assets and Materiel Dept 9 sees that the materials are turned
over and are correctly inventoried or the Dir of RAM or the Treas Sec can
be hit for any lost items.
This is an old, old drill.
There are standard ways to do things.
Any post not so turned over MUST be turned over correctly with hat and
materiel or the org will shatter.
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
Approved and accepted by the
BOARDS OF DIRECTORS of the CHURCHES OF SCIENTOLOGY
BDCS:LRH:SA:ns.gm Copyright 0 1971, 1980 by L. Ron Hubbard ALL RIGHTS
RESERVED
365
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 6 OCTOBER 1980
Issue III
Rernimeo
(Originally LRH OODs item
of 24 June 1972)
Personnel Series 35
Esto Series 47
POSTING
I am finding that persons not grooved in on new posts before being asked
to act have a high confusion level which is hard on the area. Estos should
groove people in hard on the duties and existing scene and if the person is
too confused or out-ethics, alert HCO and not place them.
A person needs a day or two to find his feet on the new ground before
acting or he'll be nervous and uncertain.
We want certain and competent people on post.
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
Approved and accepted by the
BOARDS OF DIRECTORS of the CHURCHES OF SCIENTOLOGY
BDCS:LRH:SA:dr.gm Copyright 0 1972, 1980 by L. Ron Hubbard ALL RIGHTS
RESERVED
366
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 20 OCTOBER 1980
Rernimeo
(Originally LRH OODs item
of 20 August 197 1)
Personnel Series 36
MUSICAL CHAIRS
HCO PL 29 Jul. 71, Issue 1, WHY HATTING? is truer than I knew.
Musical chairs in life is the mechanism below ARC breaks in Grade III!
To unstabilize gives ARC breaks!
Whole staff can be put into a sad effect!
This is the mechanism governments use.
It's the basic tool of the socialist. If he can just unstabilize
everyone, he can kill them with degrade.
It's a basic tool of the insane to maintain their own stability by
unstabilizing everyone else.
There's more to it, but it's a major discovery that affects even the ARC
break rud and affects the no case gain case.
So that's where I've been working lately in research and wow is it
paying off!!!
It began when I assumed that the musical chairs we get in orgs was a
social aberration, not an admin error. From there it's been discovery all
the way.
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
Approved and accepted by the
BOARDS OF DIRECTORS of the CHURCHES OF SCIENTOLOGY
BDCS:LRH:SA:dr.gm Copyright V 1971, 1980 by L. Ron Hubbard ALL RIGHTS
RESERVED
367
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 30 OCTOBER 1980
Issue III
Remirneo
(Originally LRH OODs item
of 13 December 1969)
Personnel Series 37
POST TRANSFERS
Don't, please, don't start musical chairs again.
People aren't checkers. Their jobs are valuable to them.
The correct way to get a Dianetic auditor in Qual is to demand one be
selected off a noncritical post and trained.
Also, the next lot of recruits will give us new people. Thus, somewhere
there in a noncritical post one can find a Chaplain, get him to part-time
study the Chaplain's post. When recruits arrive, he can turn over his post
to a recruit and groove it in, then relieve the Chaplain and the Chaplain
goes to Dianetic auditor. It takes time. It takes skill to shift personnel
without caving the org in by removing stable terminals. These wild shifts
deluge us with dev-t, invalidate post importances and make, actually, one
unstable dangerous environment.
No more musical chairs, please. It's absolute hell on everyone.
In actual fact musical chairs comes about through recruitment failures
and improper org design.
There should be HCO Expeditors to take up the slack. From lack of them,
all else goes to blazes. When you have no excess personnel, any transfer
starts musical chairs.
We also ask people if they want a post.
Get some HCO Expeditors through better recruitment and all is solved.
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
Approved and accepted by the
BOARDS OF DIRECTORS of the CHURCHES OF SCIENTOLOGY
BDCS:LRH:SA:dr.gm Copyright@ 1969, 1980 by L. Ron Hubbard ALL RIGHTS
RESERVED
368
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I I OCTOBER 1980
Rernimeo
(Taken from an LRH OODs item
of 28 March 1971)
Personnel Series 38
PERSONNEL TROUBLES
Ref.. HCO PL 29 Aug. 701 PERSONNEL TRANSFERS CAN
DESTROY AN ORG
All personnel troubles are coming from the practice of paragraph No. 1,
Personnel Series No. I (HCO PL 29 August 1970).
Working installations are being used as personnel pools.
So long as Dept I fails to solve this, it will have personnel troubles
and form-ofthe-org troubles, and hatting troubles.
That is why paragraph No. I of Personnel Series No. I is paragraph 1.
Unsolved, all other personnel actions become a miserable mess.
Also the training of future personnel is not being predicted. There are
no apprentice appointments for any post in any org. Thus experience is
never passed on.
We have a year backlog of personnel problems and deficiencies, plus
expansion, plus export requirements.
Unless this backlog is caught up and apprentices get posted, paragraph
No. I of Personnel Series No. I will continue to prevent any smooth
personnel handling.
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
Accepted and approved by the
BOARDS OF DIRECTORS of the CHURCHES OF SCIENTOLOGY
BDCS:LRH:SA:ns.gm Copyright@ 1971, 1980 by L. Ron Hubbard ALL RIGHTS
RESERVED
369
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 NOVEMBER 1980
Issue III
Remimeo
(Originally LRH OODs item
of 31 Oct 71)
Org Series 60
Personnel Series 39
FULL HATTING
A person is responsible for his own hatting. Dept I is also responsible.
As lack of full hatting is the WHY of declining organization it is very
important that persons be fully hatted.
The gradient is instant hatting, mini hatting and full hatting.
A person found on a post who is not fully hatted is liable to ethics
action.
Awareness of the scene does not seem to exist in the absence of hatting.
Thus unhatted persons look sort of blind.
For instance, an unhatted Dissem Div is completely unaware of no money,
no students, no pcs.
It's sort of strange. Mystery about the post seems to result in no
perception of its environment. Mystery on post equals mystery of
environment. You see this as a sort of frightened no confidence.
I think hatting even changes eyesight. We ought to test it out.
We already know that unhatted people get hurt more than hatted people.
We know overts stem from misunderstoods. And we know running overts changes
eyesight.
It then probably follows that unhatted people couldn't see a tiger if it
was biting them!
So, how to be mystified by it all and afraid-remain unhatted.
Get hatted and see.
L. RON HUBBARD
Founder
Compiled and issued by Sherry Anderson
Compilations Missionaire for the
BDCSC:LRH:SA:dr.gm BOARD OF DIRECTORS
Copyright 0 1971, 1980 of the
by L. Ron Hubbard CHURCH OF SCIENTOLOGY
ALL RIGHTS RESERVED OF CALIFORNIA
[Note: The original mimeo copies of this policy letter were incorrectly
numbered as Personnel Series 38.]
370
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 MARCH 1982
Remimeo REISSUED 14 APRIL 1982
(Only change is to make this issue
a part of the Personnel Series.)
Personnel Series 40
PERSONNEL POLICY
We are building strongly for the future.
Scientology is going to go on for a VERY long time.
The way to build a strong future is to build a strong organization.
Internally, the only way we have been held back is by out-ethics and
nonproduction. This does not build a strong organization or a strong
future.
Therefore, we have no room on staffs for those who do not produce-or
worse, are extravagant and produce overt products-or (which goes with poor
production) are out-ethics.
We need productive people who keep their ethics in.
Individuals, and above all execs, are the building blocks of
organizations.
To build strongly for the future, keep the above points in mind where
appointing, promoting or handling personnel.
Personnel of that caliber belong outside orgs-they are the pcs and
cases. Do not recruit them, appoint them or leave them on post when found.
One can mend people. But one cannot build a new world with broken
straws.
It takes the ethical few to handle the many. And these are what our orgs
must be built with now. The strong within only then can handle the weak
outside.
Make it easy in the future for all of us. We have a long way to go. The
speed we get there is measured by the ethical quality of persons on exec
posts and on staffs. It is fine to be big brother to all the world-so long
as we keep our staffs the top people. Be them.
L. RON HUBBARD
Founder
Adopted as official
CSI:LRH:bk.gm Church policy by the
Copyright @ 1982
by L. Ron Hubbard CHURCH OF SCIENTOLOGY
ALL RIGHTS RESERVED INTERNATIONAL
Personnel Series 41
[Note: Personnel Series 41 was issued 14 Sept. 1982 as Scientology Policy
Directive 36, Personnel Series 4 1, POST CHANGES AND PRODUCTION. Since it
was not written by L. Ron Hubbard, it is not included in this volume.]
371
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 19 DECEMBER 1982
All Orgs
All Execs
All Staff
All Div Heads
LRH Comms
HCO
Dept I Hats
Dept 3 Hats
Personnel Series 42
Org Series 63
"DOING A QUICKSILVER" FORBIDDEN
References:
HCO PL 19 Mar. 71 Personnel Series 20
PERSONNEL PREDICTION
HCO PL 24 June 70R 11 PERSONNEL POOLS
Rev. 30.4.75
HCO PL 7 Jan. 66 URGENT-LEAVING POST
WRITING YOUR HAT
HCO PL 20 Apr. 69 11 HATS, NOT WEARING
HCO PL 20 Oct. 80 Personnel Series 36
MUSICAL CHAIRS
HCO PL I I Aug. 71 11 Personnel Series 22
DON'T UNMOCK A WORKING
INSTALLATION
HCO PL 7 Mar. 65 111 OFFENSES AND PENALTIES
HCO PL 13 July 74 Org Series 34
WORKING INSTALLATIONS
There is a condition that can exist in orgs which differs slightly from
"musical chairs" (the rapid transfer of personnel from post to post) but is
akin to that and every bit as deadly.
We could call it a "quicksilver personnel" scene. ("Quicksilver" is
another name for mercury, the silvery-white metallic element, liquid at
room temperature, which is used in thermometers, barometers and similar
instruments.)
Used figuratively, the term "quicksilver" means something that is quick-
moving, unpredictable and as elusive as mercury, or "mercurial." Something
that is mercurial is changeable, variable, volatile.
To anyone who has ever observed a drop of quicksilver, or mercury, in an
open container or placed on a slab of glass, this will be real. One second
it's here, the next second it's there. Just about all you have to do is
breathe on it and it changes its position. And where it was a second ago
there's now nothing.
It is miserable (if not impossible) for an executive or management body
trying to run things with staff doing a quicksilver. One can hit up against
some nasty surprises.
For example, an org's personnel scene may look great on the board, with
posts filled, hats existing and known, production occurring and on the rise-
all is looking good when suddenly the stats crash.
372
An initial check may show there haven't honestly been any post
transfers, per se. But dig a bit further and you're likely to find a
quicksilver personnel scene. The top delivery auditor is off on a two-week
vacation. The Qual Sec has been fired on a recruitment tour. The Reg has
gone out-ethics and been suspended, unreplaced, pending some ethics
handling. The Chief Officer is off on maternity leave and the CO, holding
her post from above, is being the guest speaker at an event in the next
city.
It happens and it happens not only in Class IV Orgs but in the higher
service orgs and management units where tours are essential and missions
need to be fired and other situations can crop up requiring personnel.
It has shown up drastically at times in several large orgs. In one, the
head of a vital network went off on mission and, with no one left being the
senior, the stats in the area crashed. In another, the sales manager took
his leave, his routine functions were ignored and sales suffered severely.
And in still another org, no less than six key delivery terminals were all
found to be out on regging tours in one week, some of them over a period of
several weeks, at a time when delivery of paid-in-full services was
backlogged!
None of these terminals had been removed or transferred or promoted. And
one could say the actions being done are all covered in some way in policy,
are needed, and therefore justified. But these terminals were all off post
unreplaced, weren't they?
That's a quicksilver personnel scene. It's unstable.
CONTRIBUTING FACTORS
Executives who issue orders that unmock working installations where
production is occurring at "A" to get something done at "X" bring about
such scenes.
Personnel who, like quicksilver, accommodatingly move off their assigned
posts unreplaced to do something else at the first invitation or order,
help to generate and sustain such scenes.
Seniors who permit or condone this are also a party to them.
Personnel can do a quicksilver for any of a number of reasons. For some,
the chance to go off and see other people and new places may be an alluring
prospect. Some are too timid to refuse a destructive order and so they
comply, under protest. For others there is financial gain involved-there
are often commissions or a bonus at stake.
Tours have been used by some, apparently condoned by executives, to take
longer leaves (more time off on leave per year) by combining 4 to 6 or even
8 weeks of a "regging tour" with a "leave," with the org paying both the
person's fare and living expenses and no clear distinction made between the
period of "tour" and the period of the "leave." (While this is part of an
unstable personnel scene it is also a situation requiring a separate ethics
handling in itself.)
Sometimes a staff member is made to feel, by a very convincing exec,
that the action which calls for his suddenly going off post with no or
inadequate replacement is actually more important than his job. Where this
threatens production and there is no adequate replacement this is almost
always a falsehood,
It is true that missions need to be fired. Tours are vital to income and
delivery. Staff sometimes do need to go off post temporarily for handling
of one type or another. Events are valuable in terms of promotion,
goodwill, PR and sign-ups; and for certain types of these, key personnel or
trained tech delivery personnel may be required. Emergencies do arise.
Personnel are entitled to annual leave. And speed of operations is
important.
373
On the plus side, we do have capable and versatile staff who are willing
to extend themselves, when needed, to make things go right. We have
demanding, fire-breathing executives who are out to handle situations and
open up new fields for delivery which, in itself, is a good thing. And many
of these go about it standardly.
But the senior or exec at any level who endangers ongoing delivery and
production and/or unstabilizes a producing personnel scene to get these
things done is simply advertising to one and all that he can't predict and
plan and organize or get others to do so. Control is lacking here as well
as just plain common sense. The kindest thing one could say about such an
exec is that he is short-sighted. And "quicksilver" is a rather mild term
for the staff member who steps so easily off his post and leaves a hole in
the lineup with no thought of the consequences.
One could say that everyone has personnel problems. BUT that is no WHY.
HANDLING "QUICKSILVER PERSONNE12' SCENES
The first policies missing in application are those covering
replacements and hat turnovers.
BECAUSE IT IS A "TEMPORARY" ABSENCE, NO ONE IS DEMANDING REPLACEMENT AND
TURNING THE HAT OVER TO SOMEONE WHO CAN COVER THE POST COMPETENTLY.
But policies exist in abundance on this subject. HCO PL 29 Aug. 70 1,
Personnel Series 1, PERSONNEL TRANSFERS CAN DESTROY AN ORG, points up the
outnesses which can destroy an org faster than any others. HCO PL 7 Jan.
66, LEAVING POST, WRITING YOUR HAT, covers the staff member's
responsibility for a post he is vacating under any circumstances. HCO PL 20
April 69 11, HATS, NOT WEARING, emphasizes the staff member's
responsibility for knowing that he is the Qual Sec, or Reg, or the post
title for the post and functions he has accepted. HCO PL I I Aug. 71 11,
Personnel Series 22, DON'T UNMOCK A WORKING INSTALLATION, cites the main
reason we have ever had slumps in orgs.
The personnel policies are there. But very often, where a "quicksilver
personnel" scene is permitted, BECAUSE SOMEONE PULLS OFF A SUCCESS IN ONE
AREA, EVEN THOUGH STATS IN HIS OWN AREA MAY CRASH, THE EXISTING ETHICS
POLICIES THAT COVER SUCH A CRASH OR THE COLLAPSE OF AN AREA MAY BE
OVERLOOKED OR DELIBERATELY IGNORED.
So how do we handle "quicksilver personnel" scenes?
The answer is to add some teeth to the existing policies:
1. AN ABSENCE FROM POST FOR EVEN A TEMPORARY PERIOD OF AS LITTLE AS HALF
A WEEK IS AN ETHICS OFFENSE, UNLESS SOMEONE IS NAMED AND THERE AS A
REPLACEMENT WHO HAS HAD THE POST PROPERLY TURNED OVER TO HIM AND WHO CAN
COVER THE POST COMPETENTLY.
2. IF SUCH ABSENCE WITHOUT COMPETENT REPLACEMENT OCCURS AT ALL, AN
IMMEDIATE COURT OF ETHICS MUST BE CALLED ON THE STAFF MEMBER WHO LEAVES
HIS POST UNFILLED OR INADEQUATELY COVERED, AS WELL AS ON THE SENIOR OR
EXECUTIVE ORDERING, CONDONING OR PERMITTING IT.
3. IF IT OCCURS AND RESULTS IN STATS CRASHING IN A COURSE, A DIVISION,
DEPARTMENT, SECTION, UNIT, AREA, ZONE OR ORG, A COMMITTEE OF EVIDENCE
MUST BE CALLED WITH ALL INVOLVED NAMED AS INTERESTED PARTIES.
374
The charges are
CONDONING OR CONTRIBUTING TO CIRCUMSTANCES OR OFFENSES CAPABLE OF BRINGING
A COURSE, SECTION, UNIT, DEPARTMENT, ORG, ZONE OR DIVISION TO A STATE OF
COLLAPSE.
and
NEGLECT OF RESPONSIBILITIES RESULTING IN A CATASTROPHE EVEN WHEN ANOTHER
MANAGES TO AVERT THE FINAL CONSEQUENCES.
With this policy made known and enforced, there is a cure for those who
do a "quicksilver" and for executives and seniors whose out-planning and
out-prediction bring about quicksilver personnel scenes.
L. RON HUBBARD
Founder
Adopted as official
Church policy by the
CHURCH OF SCIENTOLOGY
INTERNATIONAL
CSI:LRH:pm.iw.gm Copyright 0 1982 by L. Ron Hubbard ALL RIGHTS RESERVED
375
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 AUGUST 1970
Remimeo Issue I
Div 6 Hats
Div 7 & 8 Hats
Div 2 Hats
Ltr Reg Checksheet
PES Hats
I/A Hat
PR Crs Checksheet
PR Series I
LIABILITIES OF PR
PR = public relations, a technique of communication of ideas.
A casual investigation of the activities and effects of "PR" as
practiced in the first 70 years of the 20th century gives one ample data to
regard "PR" with caution.
The subject is one which can be said to be dangerous in its incomplete
stage of development or in the hands of inexpert or unscrupulous people.
Thus we have three major liabilities in PR usage:
1. It is an incomplete technology as developed and used up to
1970.
a. The human mind was not a known field.
b. Any early technology of the human mind was perverted by the
University of Leipzig studies and animal fixations of a Prof.
Wundt in 1879 who declared Man a soulless animal subject only to
stimulus-response mechanisms and without determinism.
C. Further perversions entered upon the scene in the 1894 libido
theory of Sigmund Freud attributing all reactions and behavior
to the sex urge.
PR is essentially a matter of reaching minds. Therefore, the above three
factors have given PR strange elements and bedfellows which have curtailed
its development as a subject.
Naturally you'd have to know something of the mind to handle PR. Yet if
a PR man is operating not only without knowledge of the mind but with a
corrupt idea of it (as in Wundt or Freud), his use of PR technique can
spread a fantastic amount of aberration into the society and can result in
an aberrated society. PR men operating in the "mass media" (press, radio,
television, magazines and in lobbying parliaments) push strange mental
ideas.
2. Inexpert PR men can make a gruesome mess out of the subject and
the society.
a. Working with an incompletely developed subject, yet using the
powerful communication systems of the society, it is not only
not unusual for the work of a PR to recoil on his own employers
but is usual to bring them into decay.
3. PR lends itself to the use of unscrupulous persons and cliques.
a. The extremists such as the Nazis and Stalinists saw in PR
techniques the means of subjugating their own people,
perpetrating horrors and
376
bringing their opponents into disrepute. Such extremist groups were
enormously assisted by PR techniques.
b. Using PR technique to bring about disrepute of their imagined
enemies, unscrupulous persons have brought about an atmosphere of war,
crime and insanity on the planet.
These are of course harsh words. But it is better to know all sides of a
subject.
PR practitioners of course spread PR about PR. But the use of black PR
far exceeds its other uses in this year of 1970. Yet teachers of PR in the
smoky cloister (smoke from marijuana) give us only the Sunday school
version. According to them, PR is a nicey-nicey way of bringing good works
to public notice and that is their favorite definition. In actual fact ten
times as much PR work is done in getting rid of someone or something
imagined to be dangerous to the PR's employer.
Bribing newspapermen and "free-lance writers" to write horrible lies
about a competitor, bribing or lying to congressmen or ministers or members
of Parliament to get a law passed to enable a fast buck to be made and
countering the ploys of the other firm's PR men are the common duties of a
working public relations employee.
This scene doesn't seem to be quite the same as PR as represented in the
ivory skulls of its professors.
It's a PR world.
When you read the papers, books and watch the TV of the 20th century,
it's not a very nice world. Well, that's PR at work.
The far right PRs against the far left. And in between, more moderate
groups PR both.
Every government department in England has a PR office. The beginning of
the decline of the British Empire and the first British government
"information office" are of similar date.
The unsavory history of PR, its use to perpetuate questionable interests
and cause needless and murderous quarrels must be confronted as part of the
study of PR.
It is not for no reason that PR men are often of pitiful morals and
degenerate character.
The countless trillions of volts of radio and TV, the rivers of
newsprint and pages tearing through presses, pour fantastic lies into the
overwhelmed population of Earth.
The prevailing tone of dismay and contempt across the world is
stimulated and kept alive by PRs.
So disabuse yourself of any idea of a pleasant scene in the field of PR.
Even if you are engaged in the promotion of the most worthwhile objects
pushed by the most altruistic leader, PR work is done cheek by jowl with
some pretty questionable characters whose objects are far from worthwhile
and whose masters are about as altruistic as a rattlesnake.
Thus PR easily becomes a cynical activity. The PR deeds of the bad hats
throw the Field into disrepute and throw the whole world into a whirlpool
of hate and decay.
So in entering or studying this field, do not walk into it like a wide-
eyed virgin
377
making an incautious visit to a military brothel.
There is no reason to be disillusioned if one does not start out with
illusions.
PR is a partially-developed technique of creating states of mind in
different types of audiences or publics.
PR can be used or abused.
Thus before proceeding any further with the subject, it was necessary to
restudy the subject and find out what was wrong with it, add it to the
subject and thus make it less dangerous to use.
The liabilities of PR, as taught and used before 1970 were
A. It inevitably recoiled in greater or lesser degree to the harm
of its user.
B. It had long repute as a carelessly or badly used subject, full
of failures.
C. It is normally used into the teeth of competitive PR.
Unless these objections could be nullified or new discoveries and
developments could be accomplished, the basic techniques of PR were about
as safe as a cocked Spanish pistol-ready to blow up its user long before it
hit anyone else.
This is what has been done with PR in our hands:
1. Its more dangerous points have been located.
2. A full study of its texts is required.
3. It is designed now for use that is beneficial as well as
offensive and defensive.
Thus the standard texts of PR have to be studied and studied well. And
they must be studied WITH THE ADDITIONAL DEVELOPMENTS KNOWN AND GIVEN HIGH
IMPORTANCE.
Only then is it safe to use PR techniques. Otherwise PR activities are
almost a complete liability and will lead to trouble.
In this series we will bring PR up-to-date from the liabilities which
exist in its purely PR college textbook practice.
L. RON HUBBARD
Founder
LRH:sb.nt.gm Copyright 0 1970, 1973 by L. Ron Hubbard ALL RIGHTS RESERVED
378
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 AUGUST 1970
Remimeo Issue 11
Div 6 Hats
Div 7 & 8 Hats
Div 2 Hats
Ltr Reg Checksheet
PES Hats
I/A Hat
PR Crs Checksheet
PR Series 2
THE MISSING INGREDIENT
The primary corrective discovery about PR has to do with the ARC
triangle of Scientology.
This triangle is Affinity-Reality-Communication. If one corner (say A)
is raised, the other two will rise. If one corner is lowered, the other two
are as well.
Thus with high affinity, one also has a high reality and a high
communication. With a low affinity one has also a low reality and a low
communication.
With a high or low R one has a high or low A and C.
And so it goes. The whole triangle rises and lowers as one piece. One
cannot have a low R and a high A and C.
PR is supposed to be a communication technique. It communicates ideas.
Suppose one were to try to communicate an out-the-bottom R. In such a case
the communication would possibly at first reach, but then it would recoil
due to its R.
This is of course an advance in the mental technology of Scientology. It
was not available to early pioneers of PR. So they talked (and still talk)
mainly lies.
Older PR practitioners preferred lies. They used circus exaggeration or
black propaganda. They sought to startle or intrigue and the easiest way to
do it was with exclamation point "facts" which were in fact lies.
"Mental health" PRs dreamed up out of whole cloth the "statistics" of
the insane. "Nine out of every 15 Englishmen will go insane at some period
of their lives" is a complete lie. Streams of such false statistics gush
from PR lobbyists to get a quick pound from Parliament.
The stock in trade of PRs, whether hired by Stalin, Hitler, the 1 Will
Arise Society, the US President or the International Bank, has been black,
bald-faced lies.
The US President has given 2 different figures of the percentage of
increased government cost per year in 2 months. His PR man was trying to
influence Congress.
The "Backfire 8" as the "Car of the Century" and the parachute
exhibition "record delayed drop" and the ambassador's press conference on
"Middle East Aims" are all PR functions-and salted throughout with lies.
You pick up a newpaper or listen in the street and you see PR-PR-PR-all
lies.
A battle cruiser makes a "goodwill visit" to a town it is only equipt to
crush and you have more lies.
379
The tremendous power of newpapers, magazines, radio, TV and modern "mass
media" communication is guided by the PRs of special interests and they
guide with lies.
Thus PR is corrupted to "a technique of lying convincingly."
It makes a cynical world. It has smashed idealism, patriotism and
morality.
Why?
When an enforced communication channel carries only lies, then the
affinity caves in and you get hate. For the R is corrupted.
PR, dedicated to a false reality of lies, then becomes low A, low C and
recoils on the user.
So the first lesson we can learn that enables us to use PR safely is to
KEEP A HIGH R.
The more lies you use in PR the more likely it is that the PR will
recoil.
Thus the law
NEVER USE LIES IN PR.
The trouble with PR then was its lack of reality. A lie of course is a
false reality
The trouble with PR was R!
In getting out a press release on a new can opener that opens cans
easily, and you want to say "A child could use it," find out if it's a
fact. Give one to a child and have him open a can. So it's true. So use the
line and say what child. Don't call it the "Can Opener of the Century." It
won't communicate.
Just because radios, TVs and press pour out does not mean they
communicate. Communication implies that somebody is reached.
Don't tell a lie to city officials when the truth is just as easy to
tell. Why go to all the work of dreaming up a lie? If you do, it will
weaken you if it is found out that it is a lie. Now you do have a PR
problem with the "official public."
Any lie will either blunt the C (communication) or end the C off one day
with revulsion.
Handling truth is a touchy business also. You don't have to tell
everything you know-that would jam the comm line too. Tell an acceptable
truth.
Agreement with one's message is what PR is seeking to achieve. Thus the
message must compare to the personal experience of the audience.
So PR becomes the technique of communicating an acceptable truth-and
which will attain the desirable result.
If there's no chance of obtaining a desirable result and the truth would
injure, then talk about something else.
PR is employed to obtain a result desired by the PR and his group.
Or it is employed to cancel out the undesirable PR of others.
380
Thus there is offensive and defensive PR.
In defending against hostile PR, once more it is the R that counts. Sun
Tzu in his book about warfare gives several types of agent. One of these is
the "dead agent" because he tells lies to the enemy and when they find out
they will kill him.
Hostile (or counter-PR) is usually the usual fabric of lies.
If one finds out the lies being told and documents just one as being
false, he has made counter-PR recoil. His hearer will never believe him
again. He's dead.
In the war between psychiatric hostile PR and the truth of Scientology,
the "dead agent" caper has a field day. Psychiatric PR has been lying for
20 years. Documented, the fact of these lies are lies is killing off
psychiatry.
You understand, it's not one PR's word against another's. It's one PR's
documents against the other PR's lies! That is correct defensive PR.
So you see that using out-R PR can be very dangerous.
If one is trying to PR an abuse into decay (a dangerous activity in
itself), he obtains the desirable result by documenting TRUTH. But using
the "dead agent" caper is quite enough almost always.
The use of R not only involves truth, it involves acceptable truth and
that involves the fixed opinions of another or others and their experience.
All this is contained in the subject of REALITY.
What is the R of another or others?
This involves SURVEYS.
Then you know what truth he or they will accept.
Imagination in PR is not limited at all. It takes lots of imagination.
But the imagination should be devoted to how the truth is made acceptable
to the R of others and how the comm is delivered.
A totally imaginary statement or story is quite useful so long as it is
known to be imaginary and not passed off as truth.
In a PR world truth is the almost unknown commodity. This world is full
of the "noise" of many lies, many babbles, many old fixations and hates.
But truth has comm value. All the lies will dead-end someday.
A (affinity) supports the R and C.
Therefore PR which seeks to incite hate will not have the C value of a
message that carries actual affinity.
But affinity can also be falsified and in the PR world too often is.
A person who is sane has a high ARC value.
So the PR who is sane has a high potential. And those who have corrupted
their
381
A, R and C into a hole, wind up on the bottle or beating their dogs or
cynical beyond belief.
Serving mad masters, a PR hasn't much chance.
So there is a technique known as public relations. And it has the high
liability of abuse through lies and the degrade of its practitioner.
But if one strictly attends to the values of truth and affinity, he will
be able to communicate and can stand up to the strain.
Knowing this, PR becomes a far more useful and mature subject.
L. RON HUBBARD
Founder
LRH:sb.rd.gm Copyright 0 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
382
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 AUGUST 1970
Remimeo Issue III
Div 6 Hats
Div 7 & 8 Hats
Div 2 Hats
Ltr Reg Checksheet
PES Hats
I/A Hat
PR Crs Checksheet PR Series 3
WRONG PUBLICS
What is a "public"?
One hears "the public," a star says "my public." You look in the
dictionary and you find "public" means an organized or general body of
people.
There is a specialized definition of the word "PUBLIC" which is not in
the dictionary but which is used in the field of public relations. "PUBLIC"
is a professional term to PR people. It doesn't mean the mob or the masses.
It means "a TYPE OF AUDIENCE."
The broad population to PR professionals is divided up into separate
publics. Possibly the early birds in PR should have begun to use
"audiences" back in 1911. But they didn't. They used the word "publics" to
mean different types of audiences for their communications.
So you won't find this in the dictionaries as a PR professional term.
But you sure better wrap your wits and tongue around this term for USE.
Otherwise you'll make more PR errors than can easily be computed.
WRONG PUBLIC sums up about 99% of the errors in PR activities and adds
up to the majority reason for PR failures.
So what's a "public"?
In PRese (PR slang) use "public" along with another word always. There
is no single word form for "public" in PR. A PR never says THE public.
There is the "community public," meaning people in the town not
personally grouped into any other special public. There is the "employee
public," meaning the people who work for the firm. There's the "shareholder
public," meaning the birds who own shares in the PR's company. There's the
"teenage public," meaning the undertwenty people. There's the "doctor
public," meaning the MD audience the PR is trying to reach.
There are hundreds of different types of publics.
An interest in common or a professional or caste characteristic in
common-some similarity amongst a special group-determines the type of
public or audience,
The PR needs this grouping as he can expect each different type of
public to have different interests. Therefore his promotion to them must be
designed specially for each type of public.
In the PR world there aren't kids-there is a "child public." There
aren't teenagers-there's a "teenage public." There aren't elderly people-
there's an "elderly public."
383
The PR man thinks not in huge masses. He thinks in group types within
the masses.
PR is an activity concerned with presentation and audience. Even when he
writes a news release, he "slants" it for a publication that reaches a type
of audience and he writes it for that audience (modified by editorial
idiosyncrasies).
A PR surveys in terms of special publics. Then he presents his material
so as to influence that particular public.
He doesn't offer stories about wheelchairs to the teenage public or
Mickey Mouse prizes to the elderly public. If he is a good PR man.
All releases should be designed to reach a special public.
When you mix it up, you fail.
When you get it straight and survey it, you succeed.
The "police public" is not going to buy the glories of hash. The
"criminal public" isn't going to go into raptures over the "heroes in
blue."
All expert PR is aimed at a specific, carefully surveyed, special
audience called a
66 public."
When you know that, you can grasp the subject of PR.
When you can use it expertly, you are a pro PR!
To give some examples of wrong publics, Ron's Journal was designed for
org staffs as an intimate chat with staff members to let them in on what's
going on and what we're planning so that staffs could be informative to the
Scientology public. It was a "staff public" medium of communication.
Somebody (in NY) broke the rules, played it to the Scientology public.
Then somebody else figured it was a substitute for a congress and dropped
congresses.
The exact end result was to cut totally my comm line to org staffs. The
other day I heard how staffs missed hearing from me.
If my line to staffs in orgs is going to be played to PE attendees,
that's it. Wrong public. No comm line to staffs.
I do a briefing of SO members on Flag, some dimwit uses it to play to
Public Div public. Wrong public. So that line is cut.
Clear News publishes Treason orders on students to promote an AO! Wrong
public.
Clear News is used for an FSM newsletter. Wrong public.
Clearing Course fliers go to new book buyers. Wrong public.
Letter Registrars write to people on a mailing list sent in by a mail
order house, Wrong public.
A conclusion someone not knowledgeable in PR technique could reach would
be "promotion doesn't work."
Promotion never works on wrong publics.
384
THE SYSTEM
The PR has to figure out his precise publics. There may be several
distinct types.
Then he has to survey and look over the reactions of each different
type.
He then plans and designs his communication and offerings for each one.
An orderly org has each different public categorized and labeled in
Address.
Then the PR sends the right message to the right public in each case.
There may be a dozen different messages if there are a dozen different
publics. Each one is right for that public.
The PR is after a result, a call in, a reply, a response.
The right message in the right form to the right public gets the result.
A wrong message to the wrong public simply costs lots of money and gets
no result.
Even if a PR is engaged in "molding public opinion," it still requires a
different message to each different public.
L. RON HUBBARD
Founder
LRH:rr.rd.gm Copyright 0 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
385
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 9 OCTOBER 1970
Rernimeo
Personnel Hats
PR Checksheets
Personnel Series 11
PR Series 4
THE PR PERSONALITY
A public relations personnel has to be spot on in
a. Confronting
b. Organizing
C. Working.
CONFRONT
In confronting, a shy or retiring PR is not about to handle suppressive
persons or situations. A PR must be able to stand up to and handle the more
wild situations easily and with composure. When he does not, his confront
blows and any sense of presentation or organization would go up in smoke. A
PTS (potential trouble source) person or one who roller-coasters casewise
or one who tends to retreat has no business in PR. His connections that
make him PTS and his case would have to be handled fully before he could
make good on PR lines.
ORGANIZE
In organizing, a PR has to be able not only to organize something well
but to organize it faultlessly in a flash.
Every action a PR takes concerns groups and therefore has to be
organized down to the finest detail; otherwise it will just be a mob scene
and a very bad presentation.
A PR who can confront, can "think on his feet" and grasp and handle
situations rapidly and who can organize in a flash will succeed as a PR.
WORK
The last essential ingredient of a PR is the ability to WORK.
When appointing people to PR training, the person's work record is very,
very important.
The ability to address letters, push around files, haul furniture into
place, handle towering stacks of admin in nothing flat are all PR
requisites.
To be able to tear out to Poughkeepsie before lunch and set up the baby
contest and build a scene for a press conference on catfish before two and
get dressed, meet the governor by six is WORK. It takes sweat and push and
energy.
A PR should be able to get out a trade paper in hours where an "editor"
might take weeks.
386
I
The ability to work must be established in a potential PR before wasting
any training time, as a PR who can't work fails every time.
DELUSORY REQUIREMENTS
People think a PR must be charming, brilliant, able to inspire, etc.,
etc.
These are fine if they exist. But they are actually secondary qualities
in a PR.
Lack of the (a), (b), (c) qualities is why you see PRs begin to hit the
bottle, get sick, fail.
If a PR is also charming, brilliant, able to inspire, he is a real
winner. Possibly one is born with all these qualities every few
generations.
Personnel in appointing and training PR must look for the wish to be a
PR and (a), (b) and (c).
And anyone taking up PR who does so to escape hard work will fail as it
IS hard work.
A real top PR wants to be one, has the abilities of (a), (b) and (c) and
is trained hard and well on the subject. Then you have a real stat raiser,
a real winner, a real empire builder.
L. RON HUBBARD
Founder
LRH:sb.gm Copyright 0 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
PR Series 4 Addition
[Note: HCO PL I I Apr. 1972, Personnel Series I I Addition, PR Series 4
Addition, THE PR PERSONALITY has been canceled. This issue, not written by
L. Ron Hubbard, corrected a typographical error in HCO PL 9 Oct. 1970,
Personnel Series 11, PR Series 4, THE PR PERSONALITY. Since this correction
has now been made, this additional issue is no longer necessary and has
been canceled by Scientology Policy Directive 8, CANCELLATION OF PERSONNEL
SERIES 11 ADDITION, PR SERIES 4 ADDITION-THE PR PERSONALITY, dated 27 Apr.
1982.]
387
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 NOVEMBER 1970
Rernimeo Issue 11
PR Series 5
PR DEFINITION
The definition of public relations is very precise. The definition is
not given sufficient importance in the texts and it is way down in the
middle of most books. It is what the subject is all about and without it
the subject doesn't make sense. (And doesn't make sense to many PR pros
either.)
It took me a whole hour to clear this definition and misunderstoods of
it and related words on a PR student. It should be meter cleared. Every
word in it should be clay tabled.
THE DUTY AND PURPOSE OF A PUBLIC RELATIONS MAN IS
THE INTERPRETATION OF TOP MANAGEMENT POLICY TO THE DIFFERENT
PUBLICS OF THE COMPANY-TO ADVISE TOP MANAGEMENT SO THAT POLICY
IF LACKING CAN BE SET-TO MAKE THE COMPANY, ITS ACTIONS OR
PRODUCTS KNOWN, ACCEPTED AND UNDERSTOOD BY THE DIFFERENT PUBLICS-
AND TO ASSIST THE COMPANY TO EXIST IN A FAVORABLE OPERATING
CLIMATE SO THAT IT CAN EXPAND, PROSPER AND BE VIABLE.
If a PR man understands all that so he can apply it rapidly and
perfectly, he will then be in a position to know what PR procedures are and
do his job.
L. RON HUBBARD
Founder
LRH:sb.rd.gm Copyright C 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
388
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I I MAY 1971
Remimeo Issue 11
PR Series 6
OPINION LEADERS
An "opinion leader" is that being to whom others look for interpretation
of publicity or events. Through wisdom, proximity to data sources,
personality or other factors including popularity itself, certain members
of the group, company, community or nation are looked to by others for
evaluation.
In the teething days of public relations, George Creel, who conducted
the massive Liberty Loan drives for the US Government, considered that it
was enough to batter avalanches of publicity down on the heads of the
"general public." Given enough money, enough media of communication and no
real opposition this proved successful enough.
But as time unreeled, some unsung PR man recognized the fact that the
"general" public was made up of smaller groups. Churches, social clubs,
factories, and thousands of other large or small groupings of the
population were what made up the "general" public.
Each of these groups had its own "opinion leader" and within each group
there were smaller groups who each in turn had its own opinion leader.
"To whom do they listen?" "Whose opinion do they accept?" "Whom do they
trust?" "On whom do they depend?" are the questions, which, answered,
identify the opinion leader of the group, large or small.
Further, the opinion leader of a very large group, in turn, is
interpreted by the opinion leaders of the smaller units which go to make up
the larger group.
As an example, government spokesman X puts out Bulletin A on the radio
and TV and into the press. He is NOT talking to masses of people. He is in
reality talking to opinion leaders. On a crucial question there will not be
a reaction to X until the listeners have heard what their opinion leaders
have to say about Bulletin A.
If there have been other issuances like Bulletin A, the opinion leaders
will have voiced their own opinions. Their groups will then know the
attitude. In this case Bulletin A will receive an apparent "general public"
reaction. In short, the opinion about Bulletin As will have been preformed
by the opinion leaders. This makes it look like there is mass public
opinion without opinion leaders.
One of the great dangers of PR practice comes from not really knowing
the subject well enough or in twisting it or in losing bits of it.
Having discovered the principle that "opinion leaders" form public
opinion, not the "general" public, many PR people forgot it, or didn't give
it enough importance or even in some cases chose to be willfully
destructive of their employers.
It should be very obvious that if general public reaction to an event is
dependent upon the reaction and interpretation of opinion leaders, then a
PR action's success depends upon favorably influencing the opinion leaders
of that part of the population one is trying to reach and calculating what
opinion leaders one can neglect or even offend.
This would be almost mathematical in computation. Spokesman X issuing a
389
Bulletin A that offended 55% of the opinion leaders would get, roughly, a
55% opposing reaction from the whole public.
I Surveys for the identities of opinion leaders would then become a MAJOR
activity of PR in any area and for any type of message or event.
Even a rough estimation, which is easily done, would serve better than
no thought of it at all.
PR men go for Very Important People. PR wears this out beyond belief.
But it is an alter-is. VIPs to PR are only opinion leaders. A government
minister is tagged automatically by PR people as a VIP because his car has
flags and he is a minister. Yet he may be a drunken nephew whose opinion is
about as welcome to his colleagues as a hangover. So he may be a VIP but he
is not an opinion leader. When he says "blue," his colleagues think "black"
and the opinion leaders in the public think "red." The only PR use of this
minister would be to get him to embrace and speak up for someone you wanted
shot or some cause you wanted opposed!
There is such a situation currently in a man called Goodrich or some
such name, head of FDA in Washington. Thirty-two years in that agency, big
record. Head of it = VIP. All he has to do is open his mouth and his staff
writhes, Congress spits and opinion leaders say no-no-no. So he could only
be used to oppose something you wanted popular.
So it's very lazy PR to assume that a "VIP" is worth knowing or using.
Sometimes VIPs are also opinion leaders.
Celebrities are more often opinion leaders as they arrive at their role
by popular acclaim. But even here one has to operate with good sense. Paul
Robeson, the great American singer, was used by Communists in the 1930s to
popularize their cause. It did not achieve this. Paul Robeson championing
his own race probably would have advanced civil rights legislation greatly.
The misuse brought anti-Communists to believe that all the Negroes would
now become a Communist fifth column and brought about strong opposition to
Negroes and to Communists.
The rule that should not be violated is to use an opinion leader only to
further an opinion he could have visibly. The equation must add up with all
factors of a kind, not a strange factor interjected into the sequence. Like
music, you don't introduce a wrong note in the scale if you want harmonious
rendition. Robeson (black singer)-opinion leader of blacks-communism. Too
odd a sequence. Robeson (black singer)-opinion leader of blacks-black
relief. Obvious sequence.
The equation:
Bertrand Russell (British philosopher)-academic opinion leader-
communism: caused a strengthening of the Communist cause because he was a
thought symbol and "anybody was free to think" and "they're always forming
odd ideas in the halls of learning." His statement "Better red than dead"
was a classic PR caper. It was widely quoted. Helped Russell, of whom few
ever would have heard, and possibly helped communism, at least to be talked
about, and obviously was picked up by the group in which Russell existed.
To the rest of us this may have sounded like naked atomic war threat and
war-mongering. But it was the proper use of a foreign opinion leader by a
large group.
Now if the paragraph above jarred on you in any way or seemed to espouse
a strange cause, etc., etc., you will have the reason why PR men cannot
always see clearly and objectively. They themselves are too involved in
causes and pros and cons to remain pan-determined (viewing or handling all
sides).
By permitting prejudice to get in the way of handling opinions, a PR man
loses control of his subject. He becomes so violently partisan that many of
his stable data become blurred or abused.
390
Thus the subject of opinion leaders can become abandoned. Disagreement
with the views of some of them remove not only the opinion leaders but the
whole subject of opinion leaders out of use.
While conducting themselves like status-mad prima donnas, seeking to
exist mainly by PR techniques, most people in government power positions
are remarkably badly served by their PR men and by their own prejudices or
jealousies.
Essentially, a person in power is not the same person seeking power.
Maintaining power is a different subject than attaining power.
A politician by definition is someone who handles people. Even the word
means "people." Thus the subject of "public relations" does a natural
closure with government.
Yet the alteration of the subject of PR and its misuse, neglect or abuse
by government PR men could be in itself a considerable study.
The vast majority of population unrest stems from the misuse, neglect or
abuse of PR technology by governments, even those governments that consider
themselves experts.
A politician commonly is boosted to power by opinion leaders. This could
be called the "will of the people." Once he has attained power, the garden-
variety politician of this age finds himself committed to special interests
that have little to do with the "will of the people." Few are the
politicians who have the integrity to continue to look to the people-the
opinion leaders-who put them there. Thus, now apparently serving other
masters, they appear to have been false in their earlier pretensions. Not
remaining true to their opinion leaders, politicians as a general subject
acquires a cynical reputation with the "people."
A Labor leader in England, put into power by opinion leaders, then
spends his time in office talking about bankers, banking, deficits and all
that mumbo jumbo of modern government, speaks hostilely about unions, seeks
to restrain shop stewards and union bosses, puts on a tax to penalize any
company that hires someone and then has the dullness to wonder why he took
a beating at the polls eventually and lost. He turned on his opinion
leaders. Where were his vaunted PR experts?
The US Government routinely achieves the impossible of turning the bulk
of the population against it on most issues. Its politicians are regularly
forced to maintain their positions by huge avalanches of public funds.
Hiring more and more police and spies for more and more government
police agencies, the government is becoming less and less popular.
"Patriotism" and "idealism" are now considered dirty words.
Why? How did this get this bad?
Well, one reason is that government PR is continually recoiling on the
government. Either they don't hire good PR men, or if they do, they don't
take their advice. Or their PR men don't know their subject or aren't
permitted to practice it.
The general unrest and unpopularity is largely traceable to a violent
disregard of the subject of opinion leaders.
Attaining power is done usually by the consent of or with the help of
the opinion leaders. Arrival in a position of power too often causes the
person to shift the basis of his operation. He is now associating with
different people in a power strata. It would require quite an effort of
will to not be seduced. Having achieved power by opinion leaders, the
person may forget them and seek to maintain power by other means or by
force. This is essentially a violation of the Power Formula which indicates
one should
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not disconnect. By disconnecting from the previous opinion leaders, the
person begins his own demise.
This is terribly easy to do in the case of government. It is so easy for
a government to use FORCE that a disregard of previous opinion leaders can
occur.
Money power is usually available to persons who rise to positions of
leadership and can be, like force, a substitute.
Thus a truly suborned leader would desert "opinion leader" as a basis of
power and begin to use FORCE and MONEY to hold his position.
But when one assumes a position of power, regard for opinion leaders
should broaden, not be dropped.
The astute leader on his way up may tread heavily on the opinion leaders
of the opposition. This has its benefits in reinforcing the favor of
opinion leaders for him. But it also has its liabilities for, now in power,
he may have serious enemies who are all the more perturbed now that they
too have him as a leader.
Few politicians-indeed few men who move into any kind of power-ever
satisfactorily solve this problem. The very able ones do solve it and
become far more powerful as a result since they do not violate the Power
Formula.
Not only does the brilliant leader refuse to disconnect from the opinion
leaders who put him there through "public approval," he also connects with
the previously opposing opinion leaders. If truly magnificent, he gains the
good opinion of former hostile opinion leaders without decreasing the
goodwill of the opinion leaders who put him there. This actually defines
the difference between a second-rate politician and a real statesman. The
genius required to arrive at such solutions cannot be underestimated, but
the formula of achieving it is elementary PR.
The leader of the "blues" (supported of course by the opinion leaders of
the "blues") rises to power in the teeth of "green" opposition. Now in
power, he has sway over both the blues and the greens. The blue's opinion
is that this should signal a panorama of dead greens. But unless this rule
is to be just one long bloodbath it is now necessary to cool off tempers
all around, preserve blue support and win green support. That is an
elementary equation.
Attilas and Huns and Genghis Khans solved this by simply murdering all
imagined hostile elements. They may be known in history but politically
they built nothing that endured. Even the pyramids of skulls vanished.
Men like Hitler went so far in reverse in handling this problem as to
finally slaughter even their adherents.
In the general field of human activities every different or specialized
group can be considered a political unit. It elects with a wide variety of
formalities or lack of them its leaders, and when different agencies than
themselves elect them (inheritance, appointments from without), the group
at least elects its opinion leaders if only by listening.
And people strive to be opinion leaders and also back down or otherwise
react when someone else is so "elected."
So being an opinion leader involves the responsibility of maintaining
the position by remaining well-informed or personable or whatever else
seems to be required.
One has to decide in some degree what he is an opinion leader for or
against or at least about. And one has to set a zone or have one set for
him in which he operates.
A usual example is the family. Often someone in it is the opinion
leader. It is not
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necessarily the one with the money or the force. Where one member or clique
has the money or force and uses these and the opinion leader is someone
else, strife and domestic upset may result.
All the children may look to an aunt for their styles, thoughts and
approval. Where this runs counter to the money-force persons, somebody is
going to have a broken home or a horrible old age.
Such is human prejudice-or ignorance-that the money-force persons almost
never dream of winning the support of the opinion leader aunt by sound but
popular policy based on consultation.
The right answer of course is for the money-force power to operate in
consultation with the opinion leader.
This is true all the way on up to government-sized groups.
Money-force may bribe and break necks but it really never does become
the leader in the absence of the approval of a majority of opinion leaders.
Prosperity and an easy rule depend utterly upon the cooperation of
opinion leaders.
The US Government in the last few decades has seemed obsessed with the
antagonizing or destruction of opinion leaders.
Using the broad mass approach long since found faulty in PR activities,
the US Government has lately sought to reach the "public" without that
annoying step of reaching and getting the approval of opinion leaders.
Instead, an army of spies from every agency (according to the Committee
of Senator Ervin), descend upon any and every popular leader, hound him,
annoy him, discredit him. Even managers of businesses are so plagued by
government they can hardly do their work. This is also true of England and
other countries.
The unrest in the United States and some other countries is traceable
directly to this fantastic omission in their PR technical expertise. They
not only do not seek the favor of opinion leaders, they actively harass and
seek to destroy them.
In return the opinion leaders feel endangered and have and state
opinions accordingly. The power of the government drops back on money and
force only. Governmental survival is thus greatly impaired.
The so-called "mass news media," by which is meant newspapers, TV, radio
and magazines, has the fault built into its title. It cannot and never will
reach any masses directly. It reaches only through opinion leaders. It has
to quote this one and that one which it fancies as an opinion leader. But
it never finds out WHO the opinion leaders are.
Newspaper editorials are a direct effort to force opinion. They quote
the opinions of other papers just as though these were opinion leaders.
They believe they "mold public opinion" but PR men long since have given
up this idea and even greet it with raucous laughter.
Newspapers have ceased to wonder about their rapid demise. They are
getting fewer fast. They thought it was radio. Then TV. It wasn't.
Willy Hearst's 1890 yellow journalism and scandal mongering began to dig
the grave of the newspaper that many decades ago.
Hear this: while seeking to control public opinion, newspapers began to
strike
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viciously at opinion leaders. Name him, sooner or later any really
important opinion leader in the area would be hit with scandal. It happened
so often that opinion leaders automatically began to say, "Don't believe
the newspapers."
The day of the newspaper is dead. The not-mourned London Daily Mail hit
one too many opinion leaders one too many times. And nobody believed it
anymore and nobody bought it. And it folded.
So government or newspaper or church or hockey club, the same rule
applies. The goodwill of the opinion leaders is necessary for survival. Not
the good opinion of the masses! Since that cannot be reached.
The Russian state talks down about individualism. The "cult of the
individual" is a bad thing.
Their internal police is vital to them. They have forgotten that the
Czar's Okhrana* destroyed the Czar by destroying every opinion leader
amongst the people whom they could seize or slay.
Almost amusingly, the US Government has taken over the exact operational
pattern of the Okhrana. You can hardly get to your desk through the
government forms and mobs of spies urging the staff to commit crimes so
they can be arrested or holding out bribes to falsify the tax reports. All
one has to do is mention the US Government in a pop program and he'll have
three army sergeants from G-2 pushing the band out of the way. That's the
way it was in pre-1917 Russia just before the opinion leaders decided NO in
one final bloodbath.
So as 1 said earlier in this series, PR is dangerous stuff if one
doesn't really know it and if one only applies half of it.
Omitting the opinion leader is bad enough. Seeking to destroy him is
far, far worse.
Yes, one says, but how about the violent opposition? How about that
fellow?
Well, he's a problem. But he is an opinion leader.
One has to decide how much of an opinion leader he is.
If you don't handle a would-be opinion leader who is anti but who is NOT
an opinion leader, people get cross.
The decision here sterns from
a. Is he talking about actual abuses, or
b. Is he just lying?
In either case one has certain courses of action. If the abuses are
actual, work to remedy them. If he is just lying, lay out the truth. If he
really isn't an opinion leader, ignore him.
But one can only interfere with him or remove him if many, many are
getting cross because you don't. But that's a risky business.
As a rule, only that dissident person should be removed who is speaking
in your name and on your lines and using your power to do you down. And
then he can only be removed off your lines as you are under no obligation
to finance or empower your own opposition. That's suicide. He is not an
opinion leader but a traitor, for he owes his power to you.
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Usually anti-opinion leaders are made by neglect.
PR-wise, one has to catch them early and handle.
Abuses by those in charge are never put right by force. They are only
worsened.
Perhaps there is no excuse whatever to use force to enforce an opinion.
Wars are notorious for failing to solve. You can always find a point years
or decades before the war when a point existed that PR and cooperative rule
could have solved.
PR imperfectly known or unknown as a subject leads to big trouble.
PR is powerless when it doesn't know.
PR loses when it neglects.
Early enough, PR alone does it.
Later, PR with concessions is needed.
Then, PR is out and only force is thought to serve.
This would be a DETERIORATING SITUATION.
The longer PR takes to catch it up, the more imminent loss or force
becomes.
From this, technically adept PR could be seen to have too limited a role
in the affairs of nations or groups.
The way to attain a more dominant role with PR is first to know it well,
next to be sure others, who should, understand it and then to use it
effectively,
As it is a subject which is meant to reach masses, remember that it must
reach them through opinion leaders.
Opinion leaders may or may not be VIPs. But they are, whoever they are,
barber or king, VIPs to the PR.
Thus surveys for opinion leaders are necessary. And the opinions of
opinion leaders must be known.
And for heaven's sake restrain the boss from shooting opinion leaders no
matter how just his wrath.
But also don't tell him Dr. Kutzbrain is an opinion leader just because
he talks to two nurses and his wife.
Peace is not necessarily a target of PR. Survival is. And survival
requires some control of opinion.
When this becomes control of numbers of people, PR is only accomplished
through opinion leaders.
L. RON HUBBARD
LRH:nt.rd.gm Founder
Copyright 0 1971
by L. Ron Hubbard
ALL RIGHTS RESERVED
(*Okhrana or Ochrana: [Russian, literally, protection, guard] The Russian
secret political police under the czarist regime. Webster's New
International Dictionary Second Edition.)
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HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I I MAY 1971
Remimeo Issue III
PR Series 7
BLACK PR
About the most involved employment of PR is its covert use in destroying
the repute of individuals and groups.
More correctly this is technically called BLACK PROPAGANDA.
Basically it is an intelligence technique.
It can be a serious error to cross intelligence and PR.
These are two different fields. They have two distinctly different
technologies.
A PR man must also know something of intelligence technology. Otherwise
one day he will be left gaping.
Intelligence is intelligence. PR is PR,
When you gather information by intelligence procedures and at once
employ it for PR, the result is likely to be poor.
It is not that it isn't done. It's that it isn't very effective. Also it
is an act of desperation.
PR IS OVERT.
INTELLIGENCE IS COVERT.
PR is at its best when it begins and ends overtly.
Intelligence is best when it begins and ends covertly.
PR with an open demand by known authors, a demonstration, a conference,
is normal PR.
Intelligence trembles on the edge of PR when filched data explodes a
storm in the public. It recoils when the authors are then known.
Black propaganda is, in its technical accuracy, a covert operation where
unknown authors publicly effect a derogatory reaction and then remain
unknown.
The effect of black propaganda is largely wiped out by, "Oh, it was the
Germans who set them up."
So PR enters intelligence in this way: One finds who set up the black
propaganda and explodes that into public view.
This use of PR is almost that of an auditor to the group. One is
disclosing hidden sources of aberration.
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To use intelligence to find where they hid the body and then flip over
into wide publicity is not very powerful in actual practice. There better
be a body there and one better tell the police, not the public.
If there are no effective police, then one has the problem of police
action. Exploding it to the public, ideally, is an effort to make the
public a vigilante committee. Modern publics seldom rise this high.
Educated publics seldom explode to the explosion.
A PR man who thinks of taking Blitz & Company's crimes to the public is
really just dreaming hopefully-without foundation. It may or may not hurt
Blitz. It might recoil. The ability of the public to stand around and look
stupidly at a dripping-handed murderer without doing a thing about it is a
symptom of our civilization. They ought to act. They don't. You can form an
opinion amongst them but governing bodies won't consult it.
Exposure is not an effective road to action. It can be to opinion. It is
slow.
Then what is effective?
INTELLIGENCE
By definition intelligence is covert. Under cover. If it is kept so all
the way, it is effective.
When intelligence surfaces, it becomes very ineffective.
Threat and mystery are a lot of the power of intelligence. Publicity
blows it.
Take the Red Orchestra, World War 11, Stalingrad Campaign. In Berlin
SchulzeBoysen and other highly placed Russian agents got the whole German
plan of the battle that was to Stalingrad. Brilliant and covert
intelligence. They passed it to the Russians. Brilliant and covert comm.
The boss at Center in Moscow put the ring's names and addresses in a code
radio message. The Germans of course broke the code. The Germans rounded
them up and messily executed them on meat hooks. The Germans had no other
battle plans but contemplated not attacking Stalingrad that way. This put
the whole coup at risk. Then the Germans did use the plans the Russians
knew and that was the beginning of the end of WW 11.
So TWO exposures threatened the success of this intelligence coup. One
was the stupid radio message. The other was the realization the Russians
had the battle plans.
Exposure is the basic threat of intelligence.
PR is the willful broadcast of information.
The two don't mix well.
BLACK PROPAGANDA
Possibly used since the morning pale of history, black propaganda was
developed by the British and German services in World War I into a fine
art.
The word "propaganda" means putting out slanted information to
populations.
One propagandizes the enemy population or one's own or neutrals.
In popular interpretation it is a parade of lies or half-truths or
exaggerations.
PR and advertising technology and mass news media are employed as well
as word of mouth and posters.
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The trouble with it is that it can often be disproven, discrediting the
utterers of it.
It may serve the moment but after a war it leaves a very bad taste.
If one is engaging on a campaign of this nature, its success depends on
sticking to the truth and being able to document it.
The entire black propaganda campaign conducted for twenty-one years
against Scientology began to fold up in its 16th year because never at any
time did its instigators (a) have any factual adverse data or (b) tell the
truth.
The Scientology movement continued if only by heroic means and much
sacrifice.
But at last nobody of any note believed the propaganda.
The attackers pulled in on themselves a counterattack based on
penetrating, horrible, documented truth.
It required intelligence-like tactics to discover who it was exactly.
The "dead agent caper" was used to disprove the lies. This consisted of
counterdocumenting any area where the lies were circulated. The lie "they
were . . ." is countered by a document showing "they were not." This causes
the source of the lie and any other statements from that source to be
discarded.
That real trouble and damage was caused Scientology is not to be
discounted. The brilliance of the defense was fantastic. The depth and
inroads the propagandists reached was alarming. BUT THEY DIDN'T MAKE IT.
Some black propaganda campaigns have won in other areas, not
Scientology.
The British got the US into World War I with black propaganda, despite a
president elected on a peace platform.
Many individuals have been destroyed by black propaganda. Wilhelm Reich
was, by the lies and violence of the FDA.
So black propaganda is not a certain-result technology. It is costly. It
makes fantastic trouble.
Essentially it is NOT a PR campaign. It is a cross between PR and
intelligence.
The technique is
A hidden source injects lies and derogatory data into public view.
Since it is a hidden source, it requires an intelligence approach to
successfully end it.
In the meanwhile the "dead agent caper" is the best tool to counter it.
Legal action can restrain such a campaign but is chancy unless one knows
the source or at least has counterdocuments. It is risky solely because
"law" is unpredictable. However, legal action has a definite role in
restraining, not in ending, such a campaign.
A good policy when faced with a black propaganda campaign is to defend
as best you can (dead agent and legal restraints) while you find out
(intelligence) WHO is doing it. Then, confrontation can occur. Finding and
suing false whos can make things much more involved.
Black propaganda countercampaigns are inevitable. One engages upon them
398
whether he would or not. These are engaged on while one narrows down the
area to an exact WHO. For instance, one knows the whatsits are attacking
one. Thus he can counterattack the whatsits. But what are the whatsits
exactly, and to whom are they connected, and exactly WHO (an individual
always) is keeping it going? These last three have to be answered
eventually. And that requires an intelligence-type search.
THE CROSS
So there is where intelligence and PR cross.
When PR goes into black propaganda (hidden source using lies and
defamation to destroy) it has crossed intelligence with publicity. They
don't mix well.
The action is risky to engage upon as it may run into an ex-intelligence
officer or trained intelligence personnel. It may also run into a dead
agent caper or legal restraint.
Anyone engaging in black propaganda is either using a wrong way to right
a wrong or confessing he can't make it in open competition.
PROTEST PR
Outright protest PR, based on facts, is a legitimate method of
attempting to right wrongs.
It has to be kept overt. It has to be true.
Protest PR can include demonstrations, hard news stories and any PR
mechanism.
Minorities have learned that only protest PR can get attention from
politicians or lofty institutions or negligent or arrogant bosses.
Where protest PR is felt to be a necessity, neglect has already occurred
on the issues.
The riots of Panama some years ago were very violent, verging on open
war. This followed the negligence of the US in negotiating new treaties, a
matter arranged for long ago and arrogantly skipped for several years by
the US.
The slaves were freed in 1864 but were either misused or neglected for
the next century and finally became a key racial problem full of
demonstrations and riots and social unrest. Imperfect redress of wrongs
following these then continued the riots. This is probably the biggest PR
mess of the last century and a half, wobbling this way and that. It is
still in the stage of protest PR, possibly because it went so very, very
long unhandled.
The only real recourse these people had was protest PR. Recently, black
congressmen were refused audience by the President and had to stage a
demonstration before it was granted. But protest PR did obtain an audience.
The silliest idea of modern times is conscription. Drafted soldiers
might possibly be excused as a levee en masse but not as the habit of
government in peace and war just to overcome their lack of ability to make
the country worth fighting for and the armed services a stable attractive
career. This is all the more foolish since hardly anyone in history ever
had any trouble recruiting an army that could pay for one. Even Gibbon
remarks on it as an amazingly easy thing to do in any civilization. And
that is true today.
So conscription is continued. Facing every young man with an arbitrary
military future was a bad thing. Napoleon invented it and he lost.
Protest PR was the answer used to contest it. Met by force and violence,
it has not halted.
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Somebody will have to give the country a nobler cause more decently
prosecuted, will have to better the services and conditions and will have
to admit men without demanding their right names or perfect physique and
make them immune to recall for civil offenses. Probably that army would
fight well. Conscript services are too expensive, too inefficient and too
ready to revolt for any sane government to use them. But here this
unhandled wrong has to resort to protest PR.
So protest PR has its place. It is a fine art. It is the subject of
fantastic skill and tech.
It is not good. But it does work and it is used as a last resort when
normal hearings and good sense fail.
When money and force lead and opinion leaders are unheeded, when special
privilege enters management or government, protest PR, the strike, the
demonstration, is the tool employed.
If that doesn't work, or if it is crushed, subversive actions, general
intelligence actions, black propaganda and other evils occur.
PR used soon enough can avert much of these consequences.
But there are always two in any fight and the other side may not want to
live and so set themselves up.
Intelligent, early PR is the best remedy. But it is not always possible.
L. RON HUBBARD
Founder
LRH:sb.rd.gm Copyright 0 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
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