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Management-Series
1970-1974
Data Series
Public Relations Series
Personnel Series
Organizing Series
Finance Series
Executive Series
Establishment Officer Series
by
L. Ron Hubbard
Founder of Dianetics and Scientology
CHURCH OF SCIENTOLOGY OF CALIFORNIA
PUBLICATIONS ORGANIZATION.
UNITED STATES
Published by
the
CHURCH OF SCIENTOLOGY OF CALIFORNIA
PUBLICATIONS ORGANIZATION U.S.
(The Church of Scientology of California
is a Non-Profit Organization)
2723 West Temple Street
Los Angeles
California 90026
U.S.A.
Dianetics 0 and Scien tology 0 are registered names.
Copyright C 1972, 1974, 1975
1958,1970,1971,1973
by L. Ron Hubbard
ALL RIGHTS RESERVED
Scientology is an Applied Religious Philosophy
No part of this book may be reproduced or utilized in any form
or by any means, electronic or mechanical, including photocopying,
recording or by any information storage and retrieval system,
without permission in writing from the publisher.
First US. Printing 19 74
Reprinted May 1975
(Updated to 26 April 1975)
Reprinted July 1976
ISBN 0-88404-034-8
The E-Meter is not intended or effective for the diagnosis,
treatment or prevention of any disease.
Dianetics is the trademark of L. Ron Hubbard
in respect of his published works.
Printed in the United States of America by Kingsport Press, Inc.
MANAGEMENT SERIES
1970-1974
CONTENTS
I I Apr. 1970 Third Dynamic Tech I
DATA SERIES
26 Apr. 1970R I - The Anatomy of Thought 3
11 May 1970 2 - Logic 8
12 May 1970 3 - Breakthroughs 11
15 May 1970 4 - Data and Situation Analyzing 13
15 May 1970 5 - Information Collection 15
17 May 1970 6 - Data Systems 19
18 May 1970 7 - Familiarity 21
19 May 1970 8 - Sanity 23
20 May 1970 The Ideal Org (LRH ED 102 INT) 27
23 May 1970 9 - Errors 28
23 June 1970 10 - The Missing Scene 30
30 June 1970 11 - The Situation 34
5 July 1970 12 - How to Find and Establish an Ideal Scene 37
6 July 1970 13 - Irrationality 43
7 July 1970 14 - Working and Managing 51
8 Aug. 1970 15 - Wrong Target 53
19 Sept. 1970 16 - Investigatory Procedure 54
19 Sept. 1970 17 - Narrowing the Target 57
19 Sept. 1970 18 - Summary of Out-Points 59
13 Oct. 1970 19 - The Real Why 62
26 Nov. 1970 20 - More Outpoints 64
15 Mar. 1971 21 - Data Series Auditing 65
31 Jan. 1972 22 - The Why is God 66
17 Feb. 1972 23 - Proper Format and Correct Action 68
29 Feb. 1972 24 - Handling- Policy, Plans, Programs,
Projects and Orders Defined 75
19 Mar. 1972 25 - Learning to Use Data Analysis 79
12 June 1972 26 - Length of Time to Evaluate 83
25 May 1973 27 - Supplementary Evaluations 85
19 Sept. 1973 28 - Ideal Scenes, Ethics Whys and Bright Ideas 88
30 Sept. 1973 29 - Outpoints, More 89
30 Sept. 1973 30 - Situation Finding 91
25 Nov. 1973 31 - Final Targets (corrected & reissued 17 May 1974)
93
25 Nov. 1973-1 31 - Addition-Final Target Attachment
(corrected & reissued 17 May 1974) 95
14 Dec. 1973 32 - Target Troubles 96
3 July 1974 33 - Evaluation, Criticism of 99
18 July 1974 34 - Situation Correction 101
19 July 1974 35 - Eval Correction 103
11 Aug. 1974 36 - Envisioning the Ideal Scene 104
12 Aug. 1974 37 - Whys Open the Door 106
3 Oct. 1974 38 - Pluspoint List 108
28 Oct. 1974 39 - Who-Where Finding 109
12 Mar. 1975 40 - The Ideal Org III
V
PUBLIC RELATIONS SERIES
13 Aug. 1970 1 - Liabilities of PR 113
13 Aug. 1970 2 - The Missing Ingredient 116
13 Aug. 1970 3 - Wrong Publics 119
9 Oct. 1970 4 - The PR Personality 122
11 Apr. 1972 4 - Addition-The PR Personality see- 123
18 Nov. 1970 5 - PR Definition 124
11 May 1971 6 - Opinion Leaders 125
11 May 1971 7 - Black PR 131
28 May 1971 8 - Too Little Too Late 135
30 May 1971 9 - Manners 137
2 June 1971 10 - Breakthrough-PR and Production-Tone Scale Surveys
140
15 June 1972 11 - PR Area Control-Three Grades of PR 142
16 Dec. 1971 PRO Area Control (Flag Order 3094) 142
5 Oct. 1971 12 - Propaganda by Redefinition of Words 143
5 Dec. 1971 13 - How to do a PR Survey 145
7 Jan. 1972 14 - Creating Survey Questions 148
25 Jan. 1972 15 - Population Surveys 162
13 July 1972 16 - Survey Buttons and Promo 167
7 Aug. 1972R 17R - PR and Causation (revised 9 Aug. 1972) 168
21 Nov. 1972 18 - How to Handle Black Propaganda 172
12 Jan. 1973 19 - The Safe Point 180
26 Feb. 1974 20 - The Untrained PR 182
27 Feb. 1974 21 - Wasted Planning 183
17 Mar. 1974 22 - [Limited issue I see-183
18 Mar. 1974 23 - The Press Book 184
4 July 1974 24 - [Limited issue] see-185
27 Oct. 1974 25 - Safe Ground 186
30 Mar. 1975 26 - PR & Information 188
Vi
PERSONNEL SERIES
29 Aug. 1970 1 - Personnel Transfers Can Destroy an Org 189
29 Aug. 1970 2 - Personnel Programming 192
29 Aug. 1970 3 - Recruit in Excess 195
30 Aug. 1970 4 - Recruiting Actions 198
10 Sept. 1970 5 - Transferitis 202
12 Sept. 1970 6 - Training 204
13 Sept. 1970 7 - Hats-Vital Data 205
16 Sept. 1970 8 - Ethics and Personnel 207
22 Sept. 1970 9 - Hats 211
6 Oct. 1970 10 - "Moonlighting" 216
9 Oct. 1970 11 - The PR Personality 217
11 Apr. 1972 11 - Addition-The PR Personality see-218
20 Nov. 1970 12 - Organization Misunderstoods 219
6 Dec. 1970 13 - Third Dynamic De-aberration 223
14 Dec. 1970 14 - Group Sanity 227
30 Dec. 1970 15 - Environmental Control 238
27 Dec. 1970 16 - Hats Program Pitfalls 240
19 Jan. 1971 17 - Duplicating Functions 241
10 Feb. 1971 18 - Adds to Personnel Series No. 8, 16 Sept. 1970
Ethics and Personnel 242
16 Mar. 1971 19 - Lines and Hats 243
19 Mar. 1971 20 - Personnel Prediction 245
29 July 1971 21 - Why Hatting? 247
11 Aug. 1971 22 - Don't Unmock a Working Installation 249
23 Dec. 1971 23 - 1: 1 Tech Admin Ratio on New Recruits 250
14 Jan. 1972 24 - The "OK to Be a --" System 252
12 May 1972 25 - PTS Personnel and Finance 254
3 Apr. 1973 26 - Hatting 256
24 June 1973 27 - What is-a "Complement"
(Taken from LRH OODs item of 18 Nov. 7 1) 258
vii
ORGANIZING SERIES
13 Sept. 1970 1 - Basic Organization 259
14 Sept. 1970 2 - Cope and Organize 263
14 Sept. 1970 3 - How to Organize an Org 265
22 Sept. 1970 4 - Hats 267
26 Sept. 1970 5 - Org Bd Cutatives 272
27 Sept. 1970 6 - Cutative Prices 275
I Oct. 1910 7 - Hats and Counter-Effort 276
8 Oct. 1970 8 - Organizing and Product 280
28 Oct. 1970 9 - Organizing and Hats 282
29 Oct. 1970 10 - The Analysis of Organization by Product 287
1 Nov. 1970 11 - Organization & Morale 291
2 Nov. 1970 12 - The Theory of Scientology Organizations 294
13 Nov. 1970 13 - Planning by Product 298
14 Nov. 1970 14 - The Product as an Overt Act 300
20 Nov. 1970 15 - Organization Misunderstoods 301
25 Nov. 1970 16 - Policy & Orders 305
1 Dec. 1970 17 - Reality of Products 309
6 Dec. 1970 18 - Third Dynamic De-aberration 314
14 Dec. 1970 19 - Group Sanity 318
30 Dec. 1970 20 - Environmental Control 329
19 Jan. 1971 21 - Duplicating Functions 331
25 Jan. 1971 22 - Squirrel Admin 332
16 Feb. 1971 23 - Lines and Terminals 335
6 Mar. 1971 24 - Line Design-HGC Lines, An Example 337
16 Mar. 1971 25 - Lines and Hats 338
25 Mar. 1971 26 - Valuable Final Products 340
7 July 1971 27 - HCO Establishment Functions 342
29 July 1971 28 - Why Hatting? 344
11 Aug. 1971 29 - Infinite Expansion 346
14 July 1972 30 - Est 0 Failures 347
23 July 1972 31 - The Vital Necessity of Hatting 350
28 July 1972 32 - Establishing-Holding the Form of the Org 353
13 July 1974 33 - Production Bugs 356
13 July 1974 34 - Working Installations 357
Viii
FINANCE SERIES
29 Jan. 1971 1 - Finance Banking Officers 358
13 Feb. 1971 2 - Financial Planning Tips 360
17 Feb. 1971 3 - Basic FBO Duties 362
5 July 1972 3-1 - Handling of Bounced Checks and Refunds
(HCO PL 17 Feb. 1971 modified 5 July 1972) 364
1 Mar. 1971 4 - Income Sources 366
26 Apr. 1971 5 - FP Activation 368
10 Mar. 1971 6 - FBO Hat 369
19 Mar. 1971 7 - Bean Theory-Finance as a Commodity 374
8 June 1971 8 - FBO Accounts 377
23 Sept. 1971 9 - Finance Banking Officer Purposes 378
22 Oct. 1971 10 - Purchasing and Check Signing Lines Modified
(reissued 17 Feb. 1972) 379
9 Mar. 1972 11 - Income Flows and Pools
Principles of Money Management 381
12 May 1972 12 - PTS Personnel and Finance 385
3 June 1972 13 - Promotion Allocations 387
3 Nov. 1972RA 14 - Payment of Flag Bills Incurred Locally
(revised 9 June 1974 and 26 April 1975 as BPL;
revises & cancels HCO PL 3 Nov. 1972) 402
8 Mar. 1973 15 - Promotion 405
10 Nov. 1973R 16 - FBO Network Organization Location (amends 10 Mar. 7 1)
(revised 25 April 1975 as BPL; revises & cancels
HCO PL 10 Nov. 19 7 3) 406
EXECUTIVE SERIES
29 Oct. 1971 1 - The Executive 407
29 Oct. 1971 2 - Leadership 409
27 Nov. 1971 3 - Money 410
3 Dec. 1971 4 - Exchange 412
26 Jan. 1972 5 - Not Dones, Half Dones & Backlogs 414
6 Feb. 1972 6 - Executive Intention 416
8 Feb. 1972 7 - Targeting of Divisional Statistics and Quotas 418
18 Feb. 1972 8 - The Top Triangle 420
27 Feb. 1972 9 - Routing 422
29 Feb. 1972 10 - Correct Comm 424
1 Apr. 1972 11 - Making an Executive 427
3 May 1972 12 - Ethics and Executives 431
12 May 1972 13 - PTS Personnel and Finance 435
14 July 1972 14 - Est 0 Failures 437
23 July 1972 15 - The Vital Necessity of Hatting 440
28 July 1972 16 - Establishing- Holding the Form of the Org 443
ix
9 May 1974 Prod-Org, Esto and Older Systems Reconciled 446
7 Dec. 1974 Prod-Org, Esto and Other Systems Reconciled Reinstated 450
ESTABLISHMENT OFFICER SERIES
7 Mar. 1972 1 R - The Establishment Officer (revised 13 Apr. 1972) 451
9 Mar. 1972 2 - Hatting the Est 0 459
9 Mar. 1972 3 - Dev-T and Unhattedness 460
10 Mar. 1972 4 - Exec Est 0 Hatting Duties 464
13 Mar. 1972 5 - Production and Establishment -Orders and Products
468
14 Mar. 1972 6 - Sequence of Hatting 472
14 Mar. 1972 7 - Follow Policy and Lines 474
16 Mar. 1972 8 - Look Don't Listen 477
16 Mar. 1972 9 - Stuck In 481
18 Mar. 1972 10 - Files 482
23 Mar. 1972 11 - Full Product Clearing Long Form 484
1 Apr. 1972 12 - Making an Executive 490
3 Apr. 1972 13 - Doing Work 494
4 Apr. 1972 14 - Ethics 498
6 Apr. 1972 15 - Product Correction 502
24 Apr. 1972 16 - Hatting the Product Officer of the Division 507
13 May 1972 17 - Chinese School 511
12 June 1972 18 - Length of Time to Evaluate 513
13 June 1972 19 - Program Drill 515
26 June 1972 20 - Supervisor Tech 517
28 June 1972 21 - Files Accuracy 519
14 July 1972 22 - Est 0 Failures 520
23 July 1972 23 - The Vital Necessity of Hatting 523
25 July 1972 24 - The Form of the Org 526
27 July 1972 25 - Form of the Org and Schedules 529
28 July 1972 26 - Establishing- Holding the Form of the Org 531
21 Aug. 1972 27 - Effective Hatting 534
4 Oct. 1972R 28R - Handling PTS and Out Ethics Personnel
(revised & reissued 9 July 74 as BPL;
cancels HCO PL 4 Oct. 72) 536
24 June 1973 29 - What is a "Complement"
(Taken from LRH OODs item of 18 Nov. 7 1) 538
22 Nov. 1973 30 - Esto Series 30 539
A complete date order index appears in the back of the book,
starting on page 540.
X
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I I APRIL 1970
Remimeo
THIRD DYNAMIC TECH
The material contained in HCO BULLETINS applies to the FIRST
DYNAMICself, the individual.
The data, material and procedures contained in POLICY LETTERS apply to
the THIRD DYNAMIC-the dynamic of groups.
In applying HCO Bs as in auditing a preclear, you see that following a
certain procedure results in the remedy of a certain personal situation.
In applying HCO Policy Letters, you see that by following or continuing
certain Third Dynamic procedures you remedy, handle or continue certain
situations which relate to groups.
In both cases, SURVIVAL is the keynote of the end result.
HCO B auditing tech increases the survival of the individual as an
individual.
HCO Pol Ltr Third Dynamic Tech increases the survival of the group.
Man has always had a certain amount of know-how in both individual and
group matters of survival but he has never had any high level of result.
It is easy to see auditing improve the individual when it is exactly and
expertly applied.
Similarly one can see Third Dynamic Tech improve the group and its
survival potential.
Just as there is "squirrel" auditing (alter-ised and unworkable) so
there can be 44 squirrel" Third Dynamic Tech.
An executive who has no familiarity with HCO Pol Ltrs can make an awful
lot of mistakes.
It is an easy pretense that First Dynamic Tech existed. But no one got
any better when Man knew no more than the mumbo-jumbo he had before 1950.
Since then real results occur. But they only occur when the actual tech of
Dianetics and Scientology is correctly applied.
The same situation existed in the field of the Third Dynamic. The
pretense was that "business" tech was successful, to name one. But 17 out
of 19 businesses fail every year and the whole of the business world is
under threat from the ideology of Communism. Strikes, legislation, banking
and other catastrophes daily remain unhandled by "business tech". So
there's only pretense that "business tech" applies to groups successfully.
It is at best a dying technology.
The failure is that previous Third Dynamic Tech did not seek out and
learn the basic laws on which it must have existed.
You have seen the First Dynamic Tech of auditing develop over the
decades to a highly precise and very workable body of knowledge. The
current search began in about 193 1. By 197 0 it was in full practice over
the world.
The need of organizations to serve the First Dynamic Tech beginning in
1949 forced further and further into view the absence of Third Dynamic Tech
and its vital need.
With much hard experience the data now contained in HCO Policy Letters
was won. In 1965 1 began an active search for the basic laws of the Third
Dynamic. What has been found since then has been recorded on tapes or
published in HCO Pol Ltrs.
If auditing took 38 years to bring to a highly polished state, then the
20 years of experience of which only 5 were devoted to an active effort to
locate the basic laws can be seen to be an incomplete study.
But incomplete or not, the data and drills contained in HCO Policy
Letters are a great advance over what Man had.
For instance, in 1950-5 1, using the crude organizational tech Man then
had, the first board of directors of Dianetics Foundations failed utterly.
Any and all off-on-the-wrong-foot moves which became later woes to us were
laid in at that time by some of the finest legal, accounting and PR experts
one could retain.
Twenty years later our organizations, travelling on our developed Third
Dynamic Tech (and even now poorly known by staffs) have enabled us to
survive in the teeth of old vested interests and not only that to expand as
well.
This is due to the practical know-how we have dredged up and used and
which you find in HCO Policy Letters.
Naturally, we have not had time to develop Third Dynamic Drills for
every situation. We have not had time even to train all our staffs.
But the basic knowledge is there, recorded on tape and on HCO Pol Ltrs
and when known, understood and used it gives us survival, expansion and
prosperity. When it isn't known or understood or used, only then do we sag.
If a study of our Third Dynamic Tech is approached from the viewpoint
that it is for use and when known, understood and used that it will deliver
an expected result, then one has a proper framework for the study of it.
If one thinks it is a series of orders, or iust some random ideas, then
one will not have the use of it.
The short span of men's lives inhibits the full development of any one
subject in one lifetime. Thus there is a lot of room for further expansion
of our Third Dynamic Tech. But the basic laws can be found in it and many
exact drills are contained in it and it has great value in any zone of
application.
What we now know and use of our Third Dynamic Tech is all that has
forwarded our survival so far.
Thus its wider understanding and use in our own organizations is the key
to prosperity and expansion.
An "old experienced Scn executive" (who has a lot of this know-how) can
go into a collapsing org and boom it. The data he is using is all in these
policy letters. He knows it is there for use and he uses it in action.
The elements he uses are in HCO Policy Letters.
The data encompasses Third Dynamic Tech. It is applied very much like
one applies the First Dynamic Tech to the individual.
In its present state of development, like early auditing material, Third
Dynamic Tech is used to think with, and only the bright mind will achieve
its full potential in action.
LRH:dz.cden L. RON HUBBARD
Copyright (~) 1970 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
2
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 26 APRIL 1970R
Rernimeo REVISED 15 MARCH 1975
Data Series No. 1R
THE ANATOMY OF THOUGHT
There are many types of thought. Unless one knows these types he can
make serious errors on administrative lines.
In the unpublished work "Excalibur" (most of which has been released in
HCOBs, PLs and books) there was an important fundamental truth. This was:
SANITY IS THE ABILITY TO RECOGNIZE DIFFERENCES, SIMILARITIES AND
IDENTITIES.
This is also Intelligence.
Two or more facts or things that are totally unlike are DIFFERENT. They
are not the same fact or same object.
Two or more facts or things that have something in common with one
another are SIMILAR.
Two or more facts or things that have all their characteristics in
common with one another are IDENTICAL.
SEMANTICS
In a subject developed by Korzybski a great deal of stress is given to
the niceties of words. In brief a word is NOT the thing. And an object
exactly like another object is different because it occupies a different
space and thus "can't be the same object."
As Alfred Korzybski studied under psychiatry and amongst the insane (his
mentor was William Alanson White at Saint Elizabeth's Insane Asylum in
Wash. D.C.) one can regard him mainly as the father of confusion.
This work, "General Semantics," a corruption of semantics, (meaning
really "significance" or the "meaning of words") has just enough truth in
it to invite interest and just enough curves to injure one's ability to
think or communicate. Korzybski did not know the formula of human
communication and university professors teaching semantics mainly ended up
assuring students (and proving it) that no one can communicate with anyone
because nobody really knows what anybody else means.
As this "modern" (it was known to the Greeks, was a specialty of
Sophists and was also used by Socrates) penetration into culture affects
all education in the West today, it is no wonder that current communication
is badly strained. Schools no longer teach basic logic. Due to earlier
miseducation in language and no real education in logic much broken down
"think" can occur in high places.
A system of thinking derived from a study of psychotics is not a good
yardstick to employ in solving problems. Yet the "thinking" of the heads of
states is based on illogical and irrational rules. Populations, fortunately
less "well educated," are assaulted by the irrational (kooky) "thinking" of
governments. This "thinking" is faulty mainly because it is based on the
faulty logic shoved off on school children. "You must study geometry
because that is the way you think" is an idiocy that has been current for
the past two or three decades in schools.
I have nothing against Korzybski. But the general impact of "General
Semantics" has been to give us stupified school boys who, growing up
without any training in logic except general semantics are giving us
problems. Increasingly we are dealing with people who have never been
taught to think and whose native ability to do so has been hampered by a
false "education."
3
ADMINISTRATIVE TROUBLE
At once this gives an administrator trouble. Outside and inside his
sphere of influence he is dealing with people who not only can't think but
have been taught carefully to reach irrational conclusions.
One can make a great deal of headway and experience a lot of relief by
realizing the way things are and not getting exasperated and outraged by
the absurdities that he sees being used as "solutions." He is dealing with
people who in school were not only not taught to think-but were often
taught the impossibility of thinking or communicating.
This has a very vast influence on an administrator. Things that are
perfectly obvious to him get so muddled when passed for decision to others
that an administrator tends to go into apathy or despair.
For instance it is completely logical to him that some activity must
either cut its expenses or make more money before it goes broke. So he
passes this on as an order demanding that the activity balance up its
income-outgo ratio. He gets back a "solution" that they "get a huge sum
each week from their reserves" so they will be "solvent." The administrator
feels rattled and even betrayed. What reserves? Do they have reserves? So
he demands to know, has this activity been salting away reserves he knew
nothing about? And he receives a solemn reply-no they don't have any
reserves but they consider the administrator should just send them money!
The idiocy involved here is that the "logic" of the persons in that
activity is not up to realizing that you cannot take more out of something
than is in it.
And the activity mentioned is not alone. Today the "assets" of a company
are said by "competent economists" to be its property-good will-cash added
to its debts! In short, if you have ten pennies and owe E 1000 then your
assets are E 1000-0- 10!
Yes, you say, but that's crazy! And you're right.
For an example of modern "think" the Ford Foundation is believed to have
financially supported the arming of revolutionary groups so they will be
dependent upon the capitalistic system and won't overthrow it even though
the revolutionary group could not exist without Ford Foundation support!
A war is fought and continued for years to defend the property rights of
landlords against peasants although the landlords are mostly dead.
Electronic computers are exported under government license and paid for
by the exporter and shipped to an enemy who could not bomb the exporter
without them in order to prevent the enemy from bombing the exporter.
Yes, one says. That's treason. Not necessarily. It is the inability to
think! It is the result of suppressing the native ability by false systems
of "logic."
PROPER DEFINITIONS
People who annoy one with such weird "solutions" do not know certain
differences.
Thoughts are infinitely divisible into classes of thought.
In other words, in thought there are certain wide differences which are
very different indeed.
A FACT is something that can be proven to exist by visible evidence.
An OPINION is something which may or may not be based on any facts.
Yet a sloppy mind sees no difference between a FACT and somebody's
opinion.
In courts a psychiatrist (who is an AUTHORITY) says "Joe Doakes is
crazy." Joe Doakes is promptly put away for ten years, tortured or killed.
Yet this statement is just an OPINION uttered by somebody whose sanity is
more than suspect and what's more is taken from a field "psychiatry" which
has no basis in fact since it cannot cure or even detect insanity.
4
A vast number of people see no difference at all in FACTS and OPINIONS
and gaily accept both or either as having equal validity.
An administrator continually gets opinions on his lines which are
masquerading as facts.
If opinions instead of facts are used in solving problems then one comes
up with insane solutions.
Here is an example: By opinion it is assumed there are 3000 pounds of
potatoes available in a crop. An order is therefore written and payment
(S300 at 100 a pound) is made for the crop. One sack of potatoes is
delivered containing 100 pounds. That sack was the fact. Loss is 2900
pounds of potatoes.
An administrator runs into this continually. He sends somebody to find
an electric potato peeler "just like the one we had". He gets back a paring
knife because it is the same.
The administrator orders a similar type of shirt and gets overcoats.
The administrator feels he is dealing-with malice, sharp practice,
laziness, etc, etc. He can lose all faith in honesty and truthfulness.
The ACTUAL REASON he is getting such breakdowns is
SANITY IS THE ABILITY TO RECOGNIZE DIFFERENCES, SIMILARITIES AND
IDENTITIES.
The people with whom he is dealing can't think to such a degree that
they give him insane situations. Such people are not crazy. Their thinking
is suppressed and distorted by modern "education". "You can't really
communicate to anybody because the same word means different things to
everyone who uses it." In other words, all identities are different.
A BASIC LAW is usually confused by students with an INCIDENTAL FACT.
This is conceiving a similarity when one, the law, is so far senior to the
fact that one could throw the fact away and be no poorer.
When a student or an employee cannot USE a subject he studies or cannot
seem to understand a situation his disability is that basics are conceived
by him to be merely similar to incidental remarks.
The law, "Objects fall when dropped" is just the same to him as the
casual example "a cat jumped off a chair and landed on the floor". Out of
this he fixedly keeps in mind two "things he read"-objects fall when
dropped, a cat jumped off a chair and landed on the floor. He may see these
as having identical value whereas they are similar in subject but widely
different in VALUE.
You give this person a brief write-up of company policy. "Customers must
be satisfied with our service" begins the write-up. Of course that's a law
because it has been found to be catastrophic to violate it. On down the
page is written, "A card is sent to advise the customer about the order."
The employee says he understands all this and goes off apparently happy to
carry out his duties. A few weeks later Smith and Co. write and say they
will do no more business with you. You hastily try to find out WHY. If
you're lucky enough to track it down, you find the shipping clerk sent them
a card saying "Your order was received and we don't intend to fill it."
You have the clerk in. You lay down the facts. He looks at you glumly
and says he's sorry. He goes back and pulls another blooper. You threaten
to fire him. He's now cost the company $54,000. He is contrite.
All he understands is that life is confusing and that for some
mysterious reason you are mad at him, probably because you are naturally
grouchy.
What he doesn't know is what the administrator seldom taps. It isn't
that he doesn't know "company policy". It's that he doesn't know the
difference between a law and a comment!
A law of course is something with which one thinks. It is a thing to
which one aligns other junior facts and actions. A law lets one PREDICT
that if ALL OBJECTS FALL when not supported, then of course cats, books and
plates can be predicted in behavior if one lets go of them. As the employee
hasn't a clue that there is any difference amongst laws, facts, opinions,
orders or suggestions he of course cannot
5
think as he doesn't have anything to which he can align other data or with
which to predict consequences.
He doesn't even know that company policy is "Too many goofs equals
fired". So when he does get sacked he thinks "somebody got mad at him".
If you think this applies only to the "stupid employee", know that a
whole government service can go this way. Two such services only promoted
officers to high rank if they sank their own ships or got their men killed!
Social acceptability was the only datum used for promotion and it followed
that men too socially involved (or too drunk) of course lost battles.
An organization, ;therefore, can itself be daffy if it has a concept
that laws and facts and opinions are all the same thing and so. has no
operating policies or laws.
Whole bodies of knowledge can go this route. The laws are submerged into
incidental facts. The incidental facts are held onto and the laws never
pointed up as having the special value of aligning other data or actions.
An administrator can call a conference on a new building, accidentally
collect people who can't differentiate amongst laws, facts, opinions or
suggestions-treating them of equal value-and find himself not with a new
building but a staggering financial loss.
As the world drifts along with its generations less and less taught and
more and more suppressed in thinking, it will of course experience more and
more catastrophes in economics, politics and culture and so go boom. As all
this influences any one in any organization it is an important point.
PERSONNEL
In despair an administrator enters the field of choosing personnel by
experience with them. He embraces a very cruel modern system that fires at
once anybody who flubs.
Actually he is trying to defend himself against some hidden menace he
has never defined but which haunts him day by day.
The majority of people with whom he deals-and especially governments-
cannot conceive of
1. differences,
2. similarities,
3. identities.
As a result they usually can't tell a FACT from an OPINION (because all
differences are probably identities and all identities are different and
all similarities are imaginary).
A=A=A
We have a broad dissertation on this in Dianetics the Modern Science of
Mental Health as it affects insane behavior. Everything is everything else.
Mr X looks at a horse knows it's a house knows it's a school teacher., So
when he sees a horse he is respectful.
When anyone in an org is sanely trying to get things done he sometimes
feels like he is spinning from the replies and responses he gets to orders
or requests. That's because observation was faulty or think was faulty at
the other end of the comm line.
As he tries to get things done he begins to realize (usually falsely)
that he is regarded as odd for getting impatient.
THE WAYS OLT17
There are several ways out of this mess.
(a) One is to issue orders that demand close observation and
execution. Issuance of clear orders provides no faintest opportunity
of error, assumption or default.
(b) Another is to demand that an order is fully understood before
it is executed.
(c) A third is to be sure one totally understands any order one
receives before one goes off to do it or order it done.
(d) One is to deal only in ORDERS and leave nothing to
interpretation.
6
(e) Another is to pre-test personnel on one's lines for ability to
observe and conceive differences, similarities and identities.
(f) The effective way is to get the personnel processed.
(g) A useful way is to educate people with drills until they can
think.
(h) Another way is to defend one's areas by excluding insofar as
possible adjacent areas where crippled think is rampant.
(i) A harsh way is to plow under zones whose irrationality is
destructive (such as psychiatry).
THOUGHT CONFUSIONS
Wherever you have thought confusions (where FACT = OPINION, where
Suggestion = Orders, where an observation is taken as a direction, etc,
etc, etc) an administrator is at serious risk.
Misunderstoods pile up on these short circuits. Out of misunderstoods
come hostilities. Out of these come overwork or destruction.
The need for all discipline can be traced back to the inability to
think. Even when appearing clever, criminals are idiots; they have not ever
thought the thought through.
One can conclude that anyone on management lines, high or low is
drastically affected by irrational think.
Individuals to whom differences are identities and identities are
differences can muddle up an operation to a point where disaster is
inevitable.
These are the Third Dynamic facts with which an organization lives
daily.
The fault can be very subtle so as to nearly escape close search or it
can be so very broad so that it is obvious and ridiculous. But on all admin
lines, the point that fails has not achieved the basic law:
SANITY IS THE ABILITY TO CONCEIVE DIFFERENCES, SIMILARITIES AND
IDENTITIES.
L. RON HUBBARD
Founder
LRH: nt Copyright@1970, 1975 by L. Ron Hubbard ALL RIGHTS RESERVED
7
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I I MAY 1970
Remimeo
Data Sefies 2
LOGIC
The subject of logic has been under discussion for at least three
thousand years without any clean breakthrough of real use to those who work
with data.
LOGIC means the subject of reasoning. Some in ages past have sought to
label it a science. But that can be discarded as pretense and pompousness.
If there were such a "science" men would be able to think. And they
can't.
The term itself is utterly forbidding. If you were to read a text on
logic you would go quite mad trying to figure it out, much less learn how
to think.
Yet logic or the ability to reason is vital to an organizer or
administrator. If he cannot think clearly he will not be able to reach the
conclusions vital to make correct decisions.
Many agencies, governments, societies, groups capitalize upon this lack
of logic and have for a very long time. For the bulk of the last 2,000
years the main western educator-the Church-worked on the theory that Man
should be kept ignorant. A population that is unable to think or reason can
be manipulated easily by falsehoods and wretched causes.
ThusJogic has not been a supported subject, rather the opposite.
Even western schools today seek to convince students they should study
geometry as "that is the way they think". And of course it isn't.
The administrator, the manager, the artisan and the clerk each have a
considerable use for logic. If they cannot reason they make costly and time
consuming errors and can send the entire organization into chaos and
oblivion.
Their stuff in trade are data and situations. Unless they can observe
and think their way through, they can reach wrong conclusions and take
incorrect actions.
Modern man thinks mathematics can serve him for logic and most of his
situations go utterly adrift because of this touching and misplaced
confidence. The complexity of human problems and the vast number of factors
involved make mathematics utterly inadequate.
Computers are at best only servo-mechanisms (crutches) to the mind. Yet
the chromium plated civilization today has a childish faith in them. It
depends on who asks the questions and who reads the computer's answers
whether they are of any use or not. And even then their answers are often
madhouse silly.
Computers can't think because the rules of live logic aren't fully known
to Man and computer builders. One false datum fed into a computer gives one
a completely wrong answer.
If people on management and work lines do not know logic the
organization can go adrift and require a fabulous amount of genius to hold
it together and keep it running.
Whole civilizations vanish because of lack of logic in. its rulers,
leaders and people.
8
So this is a very important subject.
UNLOCKING LOGIC
I have found a way now to unlock this subject. This is a breakthrough
which is no small win. If by it a formidable and almost impossible subject
can be reduced to simplicity then correct answers to situations can be far
more frequent and an organization or a civilization far more effective.
The breakthrough is a simple one.
BY ESTABLISHING THE WAYS IN WHICH THINGS BECOME ILLOGICAL ONE CAN THEN
ESTABLISH WHAT IS LOGIC.
In other words, if one has a grasp of what makes things illogical or
irrational (or crazy, if you please) it is then possible to conceive of
what makes things logical.
ILLOGIC
There are 5 primary ways for a relay of information or a situation to
become illogical.
1. Omit a fact.
2. Change sequence of events.
3. Drop out Time.
4. Add a falsehood.
5. Alter importance.
These are the basic things which cause one to have an incorrect idea of
a situation.
Example: "He went to see a Communist and left at 3:00 AM." The omitted
facts are that he went with 30 other people and that it was a party. By
omitting the fact one alters the importance. This omission makes it look
like "he" is closely connected to Communism! When he isn't.
Example: "The ship left the dock and was loaded." Plainly made crazy by
altering sequence of events.
Example: "The whole country is torn by riots" which would discourage
visiting it in 1970 if one didn't know the report date of 1919.
Example: "He kept skunks for pets" which as an added falsehood makes a
man look odd if not crazy.
Example: "It was an order" when in fact it was only a suggestion, which
of course shifts the importance.
There are hundreds of ways these 5 mishandlings of data can then give
one a completely false picture.
When basing actions or orders on data which contains one of the above,
one then makes a mistake.
REASON DEPENDS ON DATA.
WHEN DATA IS FAULTY (as above) THE ANSWER WILL BE WRONG AND LOOKED UPON
AS UNREASONABLE.
There are a vast number of combinations of these 5 data. More than one,
(or all 5) may be present in the same report.
9
Observation and its communication may contain one of these 5.
If so, then any effort to handle the situation will be ineffective in
correcting or handling it.
USE
If any body of data is given the above 5 tests, it is often exposed as
an invitation to acting illogically.
To achieve a logical answer one must have logical data,
Any body of data which contains one or more of the above faults can lead
one into illogical conclusions.
The basis of an unreasonable or unworkable order is a conclusion which
is made illogical by possessing one or more of the above faults.
LOGIC
Therefore logic must have several conditions:
1. All relevant facts must be known.
2. Events must be in actual sequence.
3. Time must be properly noted.
4. The data must be factual, which is to say true or valid.
5. Relative importances amongst the data must be recognized by comparing
the facts with what one is seeking to accomplish or solve.
NOT KNOW
One can always know something about anything.
It is a wise man who, confronted with conflicting data, realizes that he
knows at least one thing-that he doesn't know.
Grasping that he can then take action to find out.
If he evaluates the data he does find out against the five things above,
he can clarify the situation. Then he can reach a logical conclusion.
DRILLS
It is necessary to work out your own examples of the 5 violations of
logic.
By doing so vou will have gained skill in sorting out the data of a
situation.
When yQu can sort out data and become skilled in it, you will become
very difficult to fool and you will have taken the first vital step in
grasping a correct estimate of any situation.
L. RON HUBBARD
Founder
LRH:dz.rd Copyright @ 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
10
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 MAY 1970
Remimeo
Data Series 3
BREAKTHROUGHS
There are two breakthroughs, actually, that have been made here in the
age old philosophic subject of logic.
The first is FINDING A DATUM OF COMPARABLE MAGNITUDE TO THE SUBJECT.
A single datum or subject has to have a datum or subject with which to
compare it before it can be fully understood.
By studying and isolating the principles that make a situation illogical
one can then see what is necessary to be logical. This gives us a subject
that could be called "Illogicality Testing" or "Irrationality Location" but
which would be better described as DATA ANALYSIS. For it subjects data and
therefore SITUATIONS to tests which establish any falsity or truth.
The other breakthrough consists of the discovery that no rules of logic
can be valid unless one also includes the data being used. The nearest the
ancients came to this was testing the premise or basis of an argument.
Trying to study Logic without also having the answers to Data is like
describing everything about an engine without mentioning what fuel it runs
on; or making a sentence like "He argued about" or "She disliked" without
completing it.
Logic concerns obtaining answers. And answers depend on Data. Unless you
can test and establish the truth and value of the data being used, one
cannot attain right answers no matter what Aristotle may have said or what
IBM may have built.
The road to Logic begins with ways and means of determining the value of
the data to be employed in it.
Without that step no one can arrive at Logic.
Two things that are equal to each other and to which a third is equal
are all equal to one another. If A equals B and B equals C then C equals A.
Great. This is often disputed as a theorem of logic and has been ever since
Aristotle said so. There is even a modern cult of Non-Aristotelian Logic.
The facts are that the ancient theorem is totally dependent on the DATA
used in it. Only if the DATA is correct does the theorem work.
Lacking emphasis on the data being used, this theorem can be proven true
or false at will. The philosophers point out the fallacy without ever
giving emphasis to data evaluation.
DATA ANALYSIS
Unless you can prove or disprove the data you use in any logic system,
the system itself will be faulty.
This is true of the IBM computer. It is true of CIA intelligence
conclusions. It is true of Plato, Kant, Hume and your own personal computer
as well.
11
DATA ANALYSIS is necessary to ANY logic system and always will be.
Ships run on oil, electric motors on electricity and logic runs on data.
If the data being stuffed into a computer is incorrect, no matter how
well a computer is planned or built or proofed up against faults you can
get a Bay of Pigs.
In mathematics no formula will give an answer better than the data being
used in it.
VALID ANSWERS MAY ONLY BE ATTAINED IN USING VALID DATA.
Thus, if the subject of Data Analysis is neglected or imperfect or
unknown ot unsuspected as a step, then wild answers to situations and
howling catastrophes can occur.
If Data Analysis becomes itself a codified subject, regardless of what
formula is going to be used, then right answers can only then be attained.
THE MIND AS A COMPUTER
The Mind is a remarkable computer.
It is demonstrable that a mind which has the wrong answers removed from
it becomes brighter. IQ soars.
Therefore for our purposes we will consider the mind capable of being
logical.
As processing improves the mind's ability to reach right answers, then
we can assume for our purposes that if a person can straighten out his data
he can be logical and will be logical and can attain right answers to
situations.
The fallacy of the mind is that it can operate on wrong data.
Thus if we specialize in the subject of DATA ANALYSIS we can assume that
a person can attain right answers.
As an administrator (and anyone else) has to reach conclusions in order
to act and has to act correctly to ensure his own or his group's continued
survival, it is vital that he be able to observe and conclude with minimal
error.
Thus we will not be stressing HOW to think but how to analyze that with
which one thinks-which is DATA.
This gives us the importance and use of Data Analysis.
L. RON HUBBARD
Founder
LRH: nt. rd Copyright @ 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
12
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 15 MAY 1970
Remimeo
Data Seties 4
DATA AND SITUATION ANALYZING
The two general steps one has to take to "find out what is really going
on" are:
1. Analyze the data;
2. Using the data thus analyzed, to analyze the Situation.
The way to analyze data is to compare it to the 5 Primary Points and see
if any of those appear in the data.
The way to analyze the situation is to put in its smaller areas each of
the data analyzed as above.
Doing this gives you the locations of greatest error or disorganization
and also gives you areas of greatest effectiveness.
Example: There is trouble in the Refreshment Unit. There are 3 people in
the unit. Doing a data analysis on the whole area gives us a number of out-
points. Then we assign these to A, B and C who work in the unit and find B
had the most out-points. This indicates that the trouble in the Refreshment
Unit is with B. B can be handled in various ways such as his hat, his
attendance, etc. Note we analyzed the data of the main area and assigned it
to the bits in the area, then we had an Analyzed Situation and we could
handle.
Example: We analyze all the data we have about the Bingo Car Plant. We
assign the data thus analyzed as out (out-points) to each function of the
Bingo Car Plant. We thus pinpoint what function is the worst off. We then
handle that function in various ways, principally by organizing it and
grooving in its executives and personnel.
There are several variations.
WE OBTAIN AN ANALYSIS OF THE SITUATION BY ANALYZING ALL THE DATA WE HAVE
AND ASSIGNING THE OUT-POINT DATA TO THE AREAS OR PARTS. THE AREA HAVING THE
MOST OUT-POINTS IS THE TARGET FOR CORRECTION.
In confronting a broad situation to be handled we have of course the
problem of finding out what's wrong before we can correct it. This is done
by Data Analysis followed by Situation Analysis.
We do this by grading all the data for out-points (5 Primary Illogics).
We now have a long list of out-points. This is data analysis.
We sort the out-points we now have into the principal areas of the
scene. The majority will appear in one area. This is situation analysis.
We now know what area to handle.
Example: 70 data exist on the general scene. We find 21 of these data
are irrational (out-points). We slot the 21 out-points into the areas they
came from or apply to. 16 came from Area G. We handle area G.
13
EXPERIENCE
The remarkable part of such an exercise is that the data analysis of the
data of a period of I day compares to 3 months operating experience.
Thus data and situation analysis is an instant result where experience
takes a lot of time.
The quality of the data analysis depends on one knowing the ideal
organization and purpose on which the activity is based. This means one has
to know what its activities are supposed to be from a rational or logical
viewpoint.
A clock is supposed to keep running and indicate time and be of
practical and pleasant design, A clock factory is supposed to make clocks.
It is supposed to produce enough clocks cheaply enough that are good enough
to be in demand and to sell for enough to keep the place solvent. It
consumes raw materials, repairs and replaces its tools and equipment. It
hires workmen and executives. It has service firms and distributors. That
is the sort of thing one means by ideal or theoretical structure of the
clock company and its organization.
Those are the rational points.
From the body of actual current today data on the clock company one
spots the out-points for a DATA ANALYSIS.
One assigns the out-points to the whole as a SITUATION ANALYSIS.
One uses his admin know-how and expertise to repair the most aberrated
sub-section.
One gets a functioning clock factory that runs closer to the ideal.
Military, political and PR situations, etc are handled all in the same
way.
We call these two actions
DATA ANALYSIS,
SITUATION ANALYSIS.
DEFINITIONS
SITUATION - The broad general scene on which a body of current data
exists.
DATA - Facts, graphs, statements, decisions, actions, descriptions which
are supposedly true.
OUT-POINT - Any one datum that is offered as true that is in fact found
to be illogical when compared to the 5 Primary Points of Illogic.
PLUS-POINT - A datum of truth when found to be true compared to the 5
points.
L. RON HUBBARD
Founder
LRH:dz.rd Copyright @ 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
14
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 15 MAY 1970
Issue II
Remimeo
Data Sefies 5
INFORMATION COLLECTION
It is a point of mystery how some obtain their information. One can only
guess at how they do it and looking at results wonder if it is actually
done at all.
Obtaining information is necessary for any analysis of data.
If one obtains and analyzes some information he can get a hint of what
information he should obtain in what area. By obtaining more data on that
area he can have, enough to actively handle.
Thus how one obtains information becomes a very important subject.
Nations have whole mobs of reporters sent out by newspapers, radio, TV
and magazines to collect information. Politicians go jaunting around
collecting information. Whole spy networks are maintained at huge expense
to obtain information.
The Japanese in the first third of the 20th Century had two maxims:
"Anyone can spy." "Everyone must spy," The Germans picked this up. They had
their whole populations at it. The Russian KGB numbers hundreds of
thousands. CIA spends billions. MI-6 - well you get the idea.
It is not amiss however to point out that those 2 nations that devoted
the most effort to espionage (Japan and Germany) were BOTH DEFEATED
HORRIBLY.
Thus the QUANTITY of data poured in is not any guarantee of
understanding.
Newspapers today are usually devoted to propaganda, not news.
Politicians are striving to figure out another nation's evil intentions,
not to comprehend it.
The basic treatise on data collection and handling used to found the US
intelligence data system ("Strategic Intelligence") would make one laugh-or
cry.
All these elaborate (and expensive) systems of collecting information
are not only useless, they are deluding. They get people in plenty of
trouble.
A copy of Time Magazine (US) analyzed for out-points runs so many out-
points per page when analyzed that one wonders how any publication so
irrational could continue solvent. And what do you know! It is going broke!
Those countries that spend the most on espionage are in the most
trouble. They weren't in trouble and then began to spend money. They began
to spy and then got into trouble!
News media and Intelligence actions are not themselves bad. But
irrational news media and illogical intelligence activity are psychotic.
So information collection can become a vice. It can be overdone.
If one had every org in a network fill out a thousand reports a week he
would not obtain much information but he sure would knock them out of comm.
15
There is a moderate flow of information through any network so long as
it is within the capability of the comm lines and the personnel.
Thus we get a rule about collecting data in administrative structures.
NORMAL ADMIN FLOWS CONTAIN ENOUGH DATA TO DO A DATA AND SITUATION
ANALYSIS,
And
THE LESS DATA YOU HAVE THE MORE PRECISE YOUR ANALYSIS MUST BE.
And
INDICATORS MUST BE WATCHED FOR IN ORDER TO UNDERTAKE A SITUATION
ANALYSIS.
And
A SITUATION ANALYSIS ONLY INDICATES THE AREA THAT HAS TO BE CLOSELY
INSPECTED AND HANDLED.
Thus, what is an "Indicator"?
An indicator is a visible manifestation which tells one a situation
analysis should be done.
An Indicator is the little flag sticking out that shows there is a
possible situation underneath that needs attention.
Some Indicators about orgs or its sections would be-dirty or not
reporting or going insolvent or complaint letters or any non-optimum datum
that departs from the ideal.
This is enough to engage in a data and situation analysis of the scene
where the Indicator appeared.
The correct sequence, then, is
1. Have a normal information flow available.
2. Observe.
3. When a bad indicator is seen become very alert.
4. Do a data analysis.
5. Do a situation analysis.
6. Obtain more data by direct inspection of the area indicated by the
situation analysis.
7. Handle.
An incorrect sequence, bound to get one in deep trouble is
A. See an indicator.
B. ACT to handle.
16
This even applies to emergencies IF ONE IS FAST ENOUGH TO DO THE WHOLE
CORRECT CYCLE IN A SPLIT SECOND.
Oddly enough anyone working in a familiar area CAN do it all in a split
second.
People that can do it like lightning are known to have "fast reaction
time". People who can't do it fast are often injured or dead.
Example of an emergency cycle: Engineer on duty, normal but experienced
perception. Is observing his area. Hears a hiss that shouldn't be. Scans
the area and sees nothing out of order but a small white cloud. Combines
sight and hearing. Moves forward to get a better look. Sees valve has
broken. Shuts off steam line.
Example of an incorrect action. Hears hiss. Pours water on the boiler
fires.
ADMIN CYCLE
When you slow this down to an Admin Cycle it becomes very easy. It
follows the same steps.
It is not so dramatic. It could string out over months unless one
realized that the steps I to 7 should be taken when the first signs show
up. It need not. However it sometimes does.
Sometimes it has to be done over and over, full cycle, to get a full
scene purring.
Sometimes the "Handle" requires steps which the area is too broken down
to get into effect and so becomes "Handle as possible and remember to do
the whole cycle again soon".
Sometimes "Handle" is a program of months or years duration, its only
liability is that it will be forgotten or thrown out before done by some
"new broom".
DATA COLLECTION
But it all begins with having a normal flow, of information available
and OBSERVING. Seeing a bad indicator one becomes alert and fully or
quickly finishes off the cycle.
BAD INDICATOR
What is a "bad indicator" really?
It is merely an out-point taken from the 5 primary out-points.
It is not "bad news" or "entheta" or a rumour. The "bad news" could
easily be a falsehood and is an out-point because it is false bad news!
"Good" news when it is a falsehood is an out-point!
RELIABLE SOURCE
Intelligence services are always talking "reliable sources". Or about
"confirmed observation".
These are not very reliable ways of telling what is true. The master
double spy Philby as a head MI-6 adviser was a Russian spy. Yet for 30
years he determined "reliable sources" for the US and England!
If three people tell you the same thing it is not necessarily a fact as
they might all
17
have heard the same lie. Three liars don't make one fact-they make three
out-points.
So it would seem to be very difficult to establish facts if leading
papers and Intelligence services can't do it!
Yes it is tough to know the truth.
But the moment you begin to work with them, it is rather easy to locate
out-points.
You are looking for out-points. When they are analyzed and the situation
is analyzed by them you then find yourself looking at the truth if you
follow the cycle I to 7.
It's really rather magical.
If you know thoroughly what the 5 primary out-points are they leap into
view from any body of data.
Oscar says he leads a happy married life. His wife is usually seen
crying. It's an out-point-a falsehood.
The Omaha Office is reported by Los Angeles to be doing great. It fails
to report. The LA datum does not include that it is 6 months old. Three out-
points, one for time, one for falsehood, one for omitted datum.
Once you are fully familiar with the 5 primary out-points they are very
obvious.
"We are having pie for supper" and "We have no flour" at least shows out
of sequence!
It is odd but all the "facts" you protest in life and ridicule or growl
about are all one or another of the out-points.
When you spot them for what they are then you can actually estimate
things. And the plus-points come into view.
L. RON HUBBARD
Founder
LRH:nt.rd Copyright@ 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
18
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 17 MAY 1970
Remimeo
Data Sefies 6
DATA SYSTEMS
Two bad systems are in current use on data.
The first is "Reliable Source". In this system a report is considered
true or factual only if the source is well thought of. This is a sort of
authority system. Most professionals working with data collection use this.
Who said it? If he is considered reliable or an authority the data is
considered true or factual. Sources are graded from A to D. A is highest, D
lowest. The frailty of this system is at once apparent. Philby, as a high
British intelligence official, was a Russian spy for 30 years. Any data he
gave the UK or US was "true" because he was a "reliable source". He had
every western agent who was being sent into Communist areas "fingered" and
shot. The West became convinced you could not enter or overthrow Communist
held areas and stopped trying! Philby was the top authority! He fooled CIA
and MI-6 for years!
Psychiatrists are "authorities" on the mind. Yet insanity and
criminality soar. They are the "reliable sources" on the mind.
Need I say more?
The other system in use is multiple report. If a report is heard from
several areas or people it is "true". The Russian KGB has a Department D
that forges documents and plants them in several parts of the world. They
are then "true".
Propaganda spokesmen located all over the world say the same thing to
the press on every major occasion. This becomes "public opinion" in
government circles and so is "true" because it is published and comes from
so many areas.
Five informants could all have heard the same lie.
Thus we see these two systems of evaluation are both birdbrain.
TWO PROBLEMS
The two problems that Information collection agencies have are:
1. Data Evaluation and
2. How to locate the areas they should closely investigate.
For 1, Data Evaluation, they use primarily Reliable Source and multiple
report.
EVERY ITEM RECEIVED THAT IS NOT "RELIABLE" OR "MULTIPLE" IS WASTE-
BASKETED.
They throw out all out-points and do not report them!
Their agents are thoroughly trained to do this.
As for 2, Areas to Investigate, they cannot pinpoint where they should
investigate or even what to investigate because they do not use their out-
points.
Using out-points and Data and Situation Analysis they would know exactly
where to look at, at what.
19
ERRORS
The above data errors are practised by the largest data collection
agencies on the planet-the "professionals". These advise their governments!
And are the only advisers of their governments. Thus you can see how
dangerous they are to their own countries.
Naturally they have agents who have what is called "flair". These
despite all systems, apply logic. They are so few that Eisenhower's
Intelligence Advisor, General Strong, said in his book that they are too
scarce so one is better off with a vast organization.
These agencies are jammed with false reports and false estimations.
An event contemporary with this writing where the US invaded Cambodia
shows several data and situation errors. Yet the Viet Cong HQ were using
computers. Yet their HQ was wiped out. The US President used CIA data which
does not include, by law, data on the US. So the info on which the US
President was acting was 50,70 missing! He was only told about the enemy
evidently. When he ordered the invasion the US blew up!
A rather big out-point (omitted facts) don't you think?
FAULTS
The reason I am using Intelligence examples is because these are the
biggest human data collection "professionals" in the world.
The collection and use of data to estimate situations to guide natural
actions and the data collection by a housewife going shopping are based on
the same principles.
Mrs. Glutz, told by a "reliable source", Nellie Jones, that things are
cheaper at Finkleberries and told by enough TV admen she should buy KLEANO
tends to do just that. Yet Blastonsteins is really cheaper and by shaving
up laundry soap and boiling it she can have ten dollars worth of KLEANO for
about fifty cents.
Errors in natural data collection give us war and high taxes and for
Mrs. Glutz gives her a busted budget and stew all week.
So at top and bottom, any operation requires a grasp of data evaluation
and situation estimation.
Those who do it will win and those who don't, go up in a cloud of atomic
particles or divorce papers!
Logic and illogic are the stuff of survive and succumb.
There are those who wish to survive.
L. RON HUBBARD
Founder
LRH:nt.rd Copyright @ 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
20
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 MAY 1970
Remimeo
Data Se)les 7
FAMILIARITY
If one has no familiarity with how a scene (area) ought to be, one
cannot easily spot out-points (illogical data) in it.
This is what also could be called an IDEAL scene or situation. If one
doesn't know the ideal scene or situation then one is not likely to observe
non-ideal points in it.
Let us send a farmer to sea. In a mild blow, with yards and booms
creaking and water hitting the hull, he is sure the ship is about to sink.
He has no familiarity with how it should sound or look so he misses any
real out-points and may consider all plus-points as out-points.
Yet on a calm and pretty day he sees a freighter come within 500 feet of
the side and go full astern and thinks everything is great.
An experienced officer may attempt madly to avoid collision and all the
farmer would think was that the officer was being impolite! The farmer,
lacking any familiarity with the sea and having no ideal as to what smooth
running would be would rarely see real out-points unless he drowned. Yet an
experienced sailor, familiar with the scene in all its changing faces sees
an out-point in all small illogicals.
On the other hand, the sailor on the farm would completely miss rust in
the wheat and an open gate and see no out-points in a farm that the farmer
knew was about to go bust.
The rule is
A PERSON MUST HAVE AN IDEAL SCENE WITH WHICH TO COMPARE THE EXISTING
SCENE.
If a staff hasn't got an idea of how a real org should run. then it
misses obvious out-points.
One sees examples of this when an experienced org man visiting the org
tries to point out to a green staff (which has no ideal or familiarity)
what is out. The green staff grudgingly fixes up what he says to do but
lets go of it the moment he departs. Lacking familiarity and an ideal of a
perfect org, the green staff just doesn't see anything wrong or anything
right either!
The consequences of this are themselves illogical. One sees an untrained
executive shooting all the producers and letting the bad hats alone. His
erroneous ideal would be a quiet org, let us say. So he shoots anyone who
is noisy or demanding. He ignores statistics. He ignores the things he
should watch merely because he has a faulty ideal and no familiarity of a
proper scene.
OBSERVATION ERRORS
When the scene is not familiar one has to look hard to become aware of
things. You've noticed tourists doing this. Yet the old resident "sees" far
more than they do while walking straight ahead down the road.
21
It is easy to confuse the novel with the "important fact". "It was a
warm day for winter" is a useful fact only when it turns out that actually
everything froze up on that day or it indicated some other out-point.
Most errors in observation are made because one has no ideal for the
scene or no familiarity with it.
However there are other error sources.
Being reasonable" is the chief offender. People dub-in a missing piece
of a sequence, for instance, instead of seeing that it IS missing. A false
datum is imagined to exist because a sequence is wrong or has a missing
step.
It is horrifying to behold how easily people buy dub-in. This is because
an illogical sequence is uncomfortable. To relieve the discomfort they
distort their own observation by not-ising the out-point and concluding
something else.
I recall once seeing a Tammany Hall group (a New York political bunch
whose symbol is a tiger) stop before the tiger's cage in a zoo. The cage
was empty and they were much disappointed. I was there and said to them
"The tiger is out to lunch." They told those on the outer edge of the group
"The tiger is out to lunch." They all cheered up, accepted the empty cage
and went very happily on their way. Not one said "Lunch?" Or "Who are you?"
Or laughed at the joke. Even though it was sunset! I pitied the government
of New York!
ACCURATE OBSERVATION
There are certain conditions necessary for accurate observation.
First is a means of PERCEPTION whether by remote communication by
various comm lines or by direct looking, feeling, experiencing.
Second is an IDEAL of how the scene or area should be.
Third is FAMILIARITY with how such scenes are when things are going well
or poorly.
Fourth is understanding PLUS-POINTS or rightnesses when present.
Fifth is knowing OUT-POINTS (all 5 types) when they appear.
Sixth is rapid ability to ANALYZE DATA.
Seventh is the ability to ANALYZE the SITUATION.
Eighth is the willingness to INSPECT more closely the area of outness.
Then one has to have the knowledge and imagination necessary to HANDLE.
One could call the above the CYCLE OF OBSERVATION. If one calls HANDLE
number 9 it would be the Cycle of Control.
If one is trained to conceive all variations of out-points (illogics)
and studies up to conceive an ideal and gains familiarity with the scene or
type of area, his ability to observe and handle things would be considered
almost supernatural.
L. RON HUBBARD
Founder
LRH:dz.rd Copyright @ 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
22
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 19 MAY 1970
Remimeo
Data SeHes 8
SANITY
An observer has to be sane to sanely observe.
This has been so far out in the society that the word "Sane" itself has
come to mean "conservative" or "cautious". Or something you can agree with.
The 19th Century psychologist decided he could not define "normal" and
there weren't any normal people. The 14th Century psychiatrist is the 20th
Century "authority" on sanity. Yet an examination of such shows them to be
unable to demonstrate it personally or bring it about, much less define it.
Dictionaries say it is "health, soundness of body or mind; level-
headedness, reasonableness".
Yet sanity is vital to accurate observation.
FIXED IDEAS
The "id(2re fixe" is the bug in sanity.
Whenever an observer himself has fixed ideas he tends to look at them
not at the information.
Prejudiced people are suffering mainly from an "iddie fixe".
The strange part of it is that the "idee fixe" they think they have
isn't the one they do have.
An example of this is the social "scientist" with a favorite theory. I
have seen tons of these birds pushing a theory as though it was the last
theory in the world and valuable as a ten pound diamond. Such throw away
any fact that does not agree with theory. That's how 19th Century
psychology went off the rails. All fixed ideas and no facts.
The physical sciences in Hegel's time did the same thing. There was no
8th planet in the solar system, even when found in a telescope, because
"seven is a perfect number so there can only be seven planets".
History is full of idiocies-and idiots-with fixed ideas. They cannot
observe beyond the idea.
A fixed idea is something accepted without personal inspection or
agreement. It is the perfect "authority knows best". It is the "reliable
source". A typical one was the Intelligence report accepted by the whole US
Navy right up to 7 Dec. 194 1, the date of destruction of the US fleet by
Jap planes. The pre-Pearl Harbor report, from unimpeachably reliable
sources was "the Japanese cannot fly-they have no sense of balance". The
report overlooked that the Japs were the world's greatest acrobats! It
became a fixed idea that caused the neglect of all other reports.
A fixed idea is uninspected. It blocks the existence of any contrary
observation.
Most reactionaries (people resisting all progress or action) are
suffering from fixed ideas which they received from "authorities", which no
actual experience alters.
That British red-coated infantry never took cover was another one. It
took a score or two of wars and fantastic loss of life to finally break it
down. If any single fixed idea destroyed the British Empire, this one is a
candidate.
NORMAL SCENE
The reason a fixed idea can get so rooted and so overlooked is that it
appears normal or reasonable.
23
And somebody or a lot of somebodies want to believe it.
Thus a fixed idea can become an ideal. It is probably a wrong ideal.
Incapable Jap pilots would be a wish for a Navy. It would be wonderful! Red-
coated infantry were supposed to be brave and unflinching.
In both cases the ideal is irrational.
A rational ideal has this law:
THE PURPOSE OF THE ACTIVITY MUST BE PART OF THE IDEAL ONE HAS FOR THAT
ACTIVITY.
A Navy that has an ideal that the enemy can't fly is stupidly avoiding
its own purpose which is to fight.
British infantry had the purpose of winning wars, not just looking
brave.
Thus one can analyze for a sane ideal by simply asking, "What's the
purpose of the activity?" If the ideal is one that forwards the purpose, it
will pass for sane.
There are many factors which add up to an ideal scene. If the majority
of these forward the purpose of the activity, it can be said to be a sane
ideal.
If an ideal which does not forward the activity in any way is the ideal
being stressed then a fixed idea is present and had better be inspected.
This could be said to be a very harsh utilitarian view of things. But it
is not. The artistic plays its role in any ideal. Morale has its part in
any ideal.
An ideal studio for an artist could be very beautiful or very ugly so
long as it served him to produce his art. If it was very beautiful yet
hindered his artistic activities it would be a very crazy ideal scene.
A handsome factory that produced would be a high ideal. But its nearness
to raw materials, transport and worker housing are the more important
factors in an ideal of a factory. And its location in a country where the
government made an atmosphere in which production could occur could be an
overriding part of an "ideal scene".
You have to look at what the area is for before you can say whether it
is ideal or not.
And if its area is too limited to produce or too expensive for it to be
solvent, then it isn't a sane scene.
URGES TO IMPROVE
Sometimes the urge to improve an activity is such that it injures or
destroys the activity.
If one is familiar with the type of activity he must also realize that
there is a law involved.
THE FACT THAT SOMETHING IS ACTUALLY OPERATING AND SOLVENT CAN OUTWEIGH
THE UNTESTED ADVANTAGES OF CHANGING IT.
In other words, an ideal scene might be vastly different but the actual
scene IS operating.
So the factor of OBSESSIVE CHANGE enters. Change can destroy with
ferocity.
Whole areas of London, jammed with small but customer filled shops have
been swept away to make room for chromium high rent modem stores which
stand empty of buyers.
Birmingham, where you could get anything made, had all its tiny craft
shops swept away and replaced with high rent huge new buildings all on some
progress crazy psychotic break.
Possibly the new stores and the huge new shops fitted somebody's "ideal"
but they did not match an actual operating environment.
It is this difference between an ideal scene and a practical scene which
brings down many old businesses and civilizations.
Therefore, to have an ideal, familiarity with what works is desirable.
24
It is quite possible without any familiarity, to imagine a successful
ideal. BUT IT MUST NOT HAVE ANY FIXED IDEAS IN IT.
It is the fixed idea that knocks a practical operating living
environment in the head.
Do-gooders are always at this. They see in a row of old shacks, not
economic independence and a lazy life but P-0-V-E-R-T-Y. So they get a new
housing project built, shoot taxes into the sky, put total control on a lot
of people and cave in a society.
The do-gooder is pushing the 19th Century fixed idea of the Comte de
Saint Simon-to gear the whole economy down to the poorest man in it. In
other words to reward only the downstat. Everyone becomes a slave of course
but it sure sounds good.
Newspapermen are probably the world's worst observers. They observe
through the fixed ideas of the publisher or the prevailing control group.
Their stories are given them before they leave the office. Yet their
observations advise the public and the government!
The out-points to be found in any contemporary newspaper brand most
stories as false before one proceeds more than a paragraph.
Yet this is what the world public is expected to run on.
Naturally it distorts the scene toward raving insanity. This conflicts
with the native logic of people so the public thinks the world a lot madder
than it really is.
In two cities all newspapers were suspended from publication for quite a
period. In both, crime dropped to zero! And resumed again when newspapers
were again published.
The ideal scene of the citizen in his workaday world is vastly different
than the scene depicted in a newspaper.
The difference between the two can make one feel quite weird.
Thus there should not be too wide a difference between the ideal and the
represented scene. And not too wide a difference between the ideal and the
actual scene.
R (reality) consists of the is-ness of things. One can improve up on
this is-ness to bring about an ideal and lead the R up to it. This is
normal improvement and is accepted as sane.
One can also degrade the R by dropping the representation (description)
of the scene well below the actual. In the Black Propaganda work
traditionally carried on by many governments this latter trick of
corrupting the R is the means used to foment internal revolt and war.
Both actions of upgrade and downgrade are out-points when reported as
facts. "We made Z 1000 in reserves this week" is as crazily out-point as
"the government went broke this week" when either one is not the truth.
When the report says "we should plan a higher income" it is leading to a
higher ideal and is not an out-point mainly because it is not representing
any fact but a hopeful and ambitious management.
5 POINTS
When none of the out-points are present, yet you do have reports and the
scene is functioning and fulfilling its purpose one would have what he
could call a sane scene.
If all 5 points were absent yet the scene was not functioning well
enough to live it would be such a departure from the ideal that itself
would be out-point in that importance was altered. What is out here is the
whole situation! The situation analysis would be instantly visible.
But in practice this last happens only in theory, not in practice. A
collapsing situation is forecast by out-points in its data.
Organisms and organizations tend to survive.
A decline of survival is attended also by out-points.
25
SANITY IS SURVIVAL
Anything not only survives better when sane but it is true that the
insane doesn't survive.
Thus survival potential can be measured to a considerable degree by the
absence of out-points.
This does not mean that sane men can't be shot or sane organizations
can't be destroyed. It means only that there is far less chance of them
being shot and destroyed.
So long as men and organizations are connected to insane men and
organizations, wild things can and do happen unexpectedly.
But usually such things can be predicted by out-points in others.
When sane men and organizations exist in a broad scene that is convulsed
with irrationality, it takes very keen observation and a good grip on logic
and fast action to stay alive. This is known as "environmental challenge".
It can be overdone! Too much challenge can overwhelm.
The difference between such happening to a sane man or organization and
to the insane would be that the failure did not itself become a fixed idea.
INSANITY
The 5 primary illogics or out-points as we calI them are of course the
anatomy of insanity.
In their many variations the insanity of any scene can be sounded and
the nucleus of it located,
By locating and then closely inspecting, such a point of insanity can
then be handled.
When you know what insanity really is you can then confront it and
handle it. One is not driven into a huge generality of "everything is
insane".
By detecting and eliminating small insane areas, taking care not to
destroy the sane things around it, one can gradually lift any situation up
to sanity and survival.
By seeing what is insane in a scene and seeing why it is insane, one has
by comparison also found what is sane.
By locating and understanding out-points one finds the plus-points for
any given situation.
And that is often quite a relief.
L. RON HUBBARD
Founder
LRH:nt.rd Copyright @ 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
26
NOT HCO POLICY LETTER
CORRECT COLOUR FLASH
BLUE ON WHITE
EXECUTIVE DIRECTIVE FROM L. RON HUBBARD
LRH ED 102 INT Date 20 May 1970
To: All staff
From: Ron
Subject: THE IDEAL ORG
Reference: Current "Data Series" PLs
The ideal org would be an activity where people came to achieve freedom
and where they had confidence they would attain it.
It would have enough space in which to train, process and administrate
without crowding.
It would be located where the public could identify and find it.
It would be busy looking, with staff in motion not standing about.
It would be clean and attractive enough not to repel its public.
Its files and papers, baskets and lines would be in good order.
The Org Board would be up to date and where the public could see who and
what was where and which the staff would use for routing and action.
A heavy outflow of letters and mailings would be pouring out.
Answers would be pouring in.
Auditors would be auditing in Div IV HGC and Qual would be rather empty.
Supervisors would be training students interestedly and 2 way comming
all slows.
The HCO Area Sec would have hats for everyone. And checked out on
everyone.
There would be a pool of people in training to take over new Admin and
Tech posts.
The staff would be well paid because they were productive.
The Public Divisions would be buzzing with effective action and new
people and furnishing a torrent of new names to CF.
The pcs would be getting full grades to ability attained for each, not 8
minutes from 0 to IV, but more like 30 processes. And they would be leaving
with high praises.
The students would be graduating all on fire to audit.
One could look at this ideal org and know that this was the place a new
civilization was being established for this planet.
The thousand or more actions that made it up would dovetail smoothly one
with another.
And the PR Area Control would be such that no one would dream of
threatening it.
Such an ideal org would be built by taking what one has and step by step
building and smoothing, grooving in and handling each of its functions,
with each of its divisions doing more and more of its full job better and
better.
The business is always there-the skill with which it is handled and the
results on pcs and students is the single important line which makes it
possible to build the rest.
The ideal org is the image one builds toward. It is the product of the
causative actions of many. Anything which is short of an ideal org is an
out-point that can be put right. The end product is not just an ideal org
but a new civilization already on its way.
%W'11 11 ##,,11
0
L. RON HUBBARD
L . 0 . G
Founder
. .. '-71.
At
LRH:dz.nh.rd *C ... -**",~*
"",,,_411F Vt%\ 0"~
0
fill
27
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 23 MAY 1970
Remimeo
Data Sefies 9
ERRORS
Many who begin to use "illogics", who have not drilled on them so they
can rattle them off, choose errors instead of out-points.
An error may show something else. It is nothing in itself.
An error obscures or alters a datum.
Example: Asking someone to spot the out-points in a Russian passenger
vacation cruise liner in a foreign port, the answers were "The hammer and
sickle are upside down." "The courtesy flag is not flying right side up."
These aren't out-points. The hammer and sickle weren't backwards so saying
it was an out-point. The actual out-point was passenger vacation cruise
liner. There is no Russian idle class. It was too big to be giving cruises
to winning tractor drivers. Russian and vacation cruise liner just don't go
together. Either the reports of Russian refusal to let Russians travel is
false or it wasn't a vacation cruise liner but it was. Hence it's an out-
point. An omitted datum. Two contrary data means one is false.
Investigation disclosed it was Russian all right and a vacation cruise
liner all right. BUT IT WAS CHARTERED TO AN ITALIAN COMPANY THAT SOLD
CRUISES TO ITALIANS!
But this leads to a new out-point. How come the workers' paradise is
building huge ships for capitalist pleasures?
If anyone like a Martian was tracing down what's out on this planet,
this one out-point would lead to others.
A situation analysis would indicate an investigation of Russia where out-
points abound and the Martian would know a lot of what's wrong on the
planet.
In doing so he would find a lot of capitalistic out-points which would
lead him to investigate the so-called West and he would have the basic
"cold war" of Communism versus Capitalism.
This would lead him into new data the two have in common (economics) and
a data analysis of economics would discover the screwiest bunch on the
planet, the International banker playing off both sides.
He would have analyzed the planet.
Given that he knew or could translate languages, it might take him a
week, starting with a Russian Luxury Cruise Liner, to run down the
planetary bad spot.
Now if he reversed his investigation and used PLUS-POINTS he would
arrive with a situation analysis of what group would be strong enough to
handle the down spot and by investigation possibly pinpoint what could tip
over the bad spot.
If he just used "errors" he would get no place.
The ideal he would have to be working from would be a planet at peace
where individuals could go about their affairs and be happy without threats
of immediate arrest or destruction. It would be a very simple ideal or it
would be based only on how planetary populations and cultures survive and
that is already laid down in an earlier rule in this series.
Ask somebody to look at a table used for meals at the end of a meal and
indicate any out-points. Usually he'll point out a dirty plate or crumbs or
an ashtray not
28
emptied. They are not out-points. When people finish eating one expects
dirty plates, crumbs and full ashtrays. If none of these things were
present there might be several out-points to note. The end of a meal with
table and plates all clean would be a reversed sequence. That would be an
out-point. Evidentially the dinner has been omitted and that would be quite
an out-point! Obviously no meal has been served so there's a falsehood. So
here are three out-points!
It is best to get what out-points are down pat. One does this first by
thinking up examples and then by observing some body of data and then by
looking at various scenes.
It will be found that out-points are really few unless the activity is
very irrational.
Simple errors on the other hand can be found in legions in any scene.
Child's games often include "What's wrong with this picture?" Usually
they are
just errors like a road sign upside down. But if you had a brown rabbit in
winter
holding down a man with its front paws and a caption "Japanese parasols
attack __91 you'd have some real out-points.
A lot of people would try to figure it out and supply new out-points
(being reasonable). A learned professor could point out the symbolism. Some
would laugh it off. Some would be annoyed by it. And the reason anybody
would do anything about it is that it is sort of painful to confront the
irrational so instead of seeing its is-ness of illogics an effort is made
to make it logical or to throw it away.
The reason misunderstood words or typographical errors were not regarded
as a barrier to study was that people converted them or not-ised them. In
actual fact a word one does not understand made a missing datum.
Reasonableness or non-confront enter in and one drops the book.
Errors do not count in plus-points either.
That a factory has a few errors is no real indicator. A factory has plus-
points to the degree it attains its ideal and fulfills its purpose. That
some of its machinery needs repair might not even be an out-point. If the
general machinery of the place is good for enough years to easily work off
its replacement value there is a plus-point.
People applying fixed or wrong ideals to a scene are only pointing up
errors in their own ideals not those of the scene!
A reformer who had a strict Dutch mother looks at a primitive Indian
settlement and sees children playing in mud and adults going around
unclothed. He forces them to live cleanly and cuts off the sun by putting
them in clothes-they lose their immunities required to live and die off. He
missed the plus-point that these Indians had survived litindreds of years
in this area that would kill a white man in a year!
Thus errors are usually a comparison to one's personal ideals. Out-
points compare to the ideal for that particular scene.
L. RON HUBBARD
Founder
LRH:nt.ka.rd Copyright @ 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
29
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 23 JUNE 1970
Remimeo
Data Sefies 10
THE MISSING SCENE
The biggest "omitted data" would be the whole scene.
A person who does not know how the scene should be can thereafter miss
most of the out-points in it.
An example is the continual rewrite of the International Code (signaling
by flags between ships) by some "Convention" composed of clerks who have
never gone to sea. Not knowing the scene, the International Code of Signals
now contains "How are your kidneys?" but nothing about lifeboats-
College education became rather discredited in Europe until students
were required to work in areas of actual practice as part of their studies.
Educated far from reality students had "no scene". Thus no data they had
was related by them to an actual activity. There was even an era when the
"practical man" or "practical engineer" was held in contempt. That was when
the present culture started to go down.
On the other hand one of the most long-lived activities around is the
wine industry of Portugal. It has almost no theory trained. It is total
scene. Every job in it is by apprenticeship for years. It is very constant
and very successful.
A good blend would be theory and practical in balance. That gives one
data and activity. But it could be improved by stressing also the ideal
scene.
BODIES OF DATA
Data classifies in similar connections or similar locations.
A body of data is associated by the subject to which it is applicable or
by the geographical area to which it belongs.
A body of data can also be grouped as to time, like an historical
period.
Illogic occurs when one or more data is misplaced into the wrong body of
data for it.
An example would be "Los Angeles smog was growing worse so we fined New
York." That is pretty obviously a misplace.
"Cars were no longer in use. Bacterial warfare had taken its toll."
"I am sorry madam but you cannot travel first class on a third class
passport."
Humanoid response to such displacements is to be reasonable. A new false
datum is dreamed up and put into the body of data to explain why that datum
is included. (Reasonableness is often inserted as explanation of other out-
points also.)
In the smog one, it could be dreamed up that New York's exports or
imports were causing LA smog.
30
In the car one, it could be imagined that bacteriological warfare had
wiped out all the people.
In the train one, it could be inserted that in that country, passports
were used instead of tickets.
The brain strains to correctly classify data into its own zones and is
very rejective or imaginative when it is not.
Intelligence tests accidentally use this one very often.
It remains that an out-point can occur when a datum belonging to one
zone of data, location or time, is inserted into another zone where it
doesn't.
Algebra is sometimes hard to learn for some because NUMBERS are invaded
by LETTERS. 2x = 10. x is of course 5. But part of a new student's mind
says letters are letters and make words.
Primitive rejective responses to foreigners is a mental reaction to a
body of people in this case being invaded by a person not of that tribe.
If the scene is wholly unknown, one doesn't know what data belongs to
it. Thus a sense of confusion results. Recruits can be sent for ruddy rods
for rifles and apprentice painters can be ordered to get cans of sky blue
lamp black.
A sense of humour is in part an ability to spot out-points that should
be rejected from a body of data. In fact a sense of humour is based on both
rejection and absurd out-points of all types.
Reasonable people accept displacements with an amazing tranquility by
imagining connecting links or assuming they do not know the ideal scene. A
reasonable person would accept a pig in a parlour by imagining that there
was a good reason for it. And leave the pig in the parlour and revise their
own ideal scene!
Yet pigs belong to a body of data including barns, pens, farms, animals.
And parlours belong to a body of data including tea cups, knick knacks,
conversation and humans.
Possibly Professor Wundt who "discovered" in 1879 that humans were
animals had seen too many pigs in parlours! And based the whole of
"psychology" on a confusion of bodies of data!
Murder in a hospital, as done by psychiatry, would be a confusion of
bodies of aciions. Actions belong to their own bodies of data.
One drives a car, rides a horse. One doesn't ride a car but one can
drive a horse. But the action, the motions involved with, driving a horse
are very different than those used in driving a car. This is a language
breakdown called a "homonym". One word means two different things. Japanese
is an easy language except for its use of the same word for several
different things. Two Japanese talking commonly have to draw Chinese
Characters (Japanese is written with Chinese Characters) to each other to
unravel what they mean. They are in a perpetual struggle to pry apart
bodies of data.
"1234 Red 789 P 987 Green 432 Apple" as a statement would probably tie
up CIA Code breakers for weeks as they would know it was a code. The same
statement would tie up a football coach as he would know it was a team
play. A mathematician would know it fitted into some other activity than
his. Hardly anyone would classify it as a totally meaningless series of
symbols.
So there is a reverse compulsion-to try to fit any datum found into some
body of data.
31
The mind operates toward logic, particularly in classes of things.
The sensible handling of data of course includes spotting a datum,
terminal, item, action grouped in with a body of data wrong for it. And in
spotting that a datum does not have to belong anywhere at all.
Included in mental abilities is putting similar data into one type of
action, items, or data. Car parts, traffic rules, communications are each a
body of data in which one can fit similar data,
When a person has some idea of the scene involved, he should be able to
separate the data in it into similar groups.
An org board is an example of this. Sections are broad classes of action
or items into which one can fit the related data. Departments are a broader
body of related data, actions, items. Divisions are even broader but still
cover related classes of data. The whole org is a very broad class of data,
determined in part by the type of product being made.
If a person has trouble relating data to its proper body of data (if he
were unaware or "reasonable") he would have an awful lot of trouble finding
his way around an org or routing despatches or getting things or wearing
his own hat.
Orders are a broad class of data. Orders from proper sources is a
narrower body of data. If a person cannot tell the difference he will
follow anyone's orders. And that will snarl him up most thoroughly.
I once knew a carpenter so obliging and so unable to classify orders
that he built knick knacks, cabinets, shelves for any staff member who
asked and wasted all the time and materials and orders from his boss that
were to have built a house! The house materials and money and the
carpenter's time and pay were all expended without anything of value to
show for it! Not only was he unable to relate orders to their own classes
but also couldn't relate materials and plans to a house!
In most miscarriages of projects it will be found that someone on the
line cannot relate data or actions to their own classes. Along with this
goes other illogics.
So the ability to spot illogics in a known scene can directly relate to
efficiency and even to success and survival.
A switch intended for a house put into an airplane electrical system
cuts out at 30,000 feet due to the wrong metal to withstand cold and there
goes the airplane. A part from one class of parts is included wrongly in
another class of parts.
So there is an INCORRECTLY INCLUDED DATUM which is a companion to the
OMITTED DATUM as an out-point.
This most commonly occurs when, in the mind, the scene itself is missing
and the first thing needed to classify data (scene) is not there.
An example is camera storage by someone who has no idea of types of
cameras. Instead of classifying all the needful bits of a certain view
camera in one box, one inevitably gets the lens hoods of all cameras
jumbled into one box marked "Lens Hoods". To assemble or use the view
camera one spends hours trying to find its parts in boxes neatly labeled
"camera backs" "lenses" "tripods" etc.
Here, when the scene of what a set up view camera looks like and
operates like, is missing, one gets a closer identification of data than
exists. Lens hoods are lens hoods. Tripods are tripods. Thus a wrong system
of classification occurs out of scene ignorance.
A traveler unable to distinguish one uniform from another "solves" it
by
32
classifying all uniforms as "porters". Hands his bag to an arrogant Police
Captain and that's how he spent his vacation, in gaol.
Lack of the scene brings about too tight an identification of one thing
with another. This can also exclude a vital bit making a disassociation.
A newly called up Army lieutenant passes right on by an enemy spy
dressed as one of his own soldiers. An experienced Sergeant right behind
him claps the spy in gaol accurately because "he wasn't wearing 'is 'at the
way we do in the Fusileers!"
Times change data classification. In 1920 anyone with a camera near a
seaport was a spy. In 1960 anyone not carrying a camera couldn't be a
tourist so was watched!
So the scene for one cultural period is not the scene for another.
Thus a class of data for a given time belongs broadly or narrowly to
itself. Including a datum in it or from another time or excluding a datum
from it, or forcing a datum to have a class can in any combination produce
an illogical situation.
Some knowledge of the scene itself is vital to an accurate and logical
assembly or review of data.
The scene therefore, knowledge of, is the basic "omitted data".
The remedy of course is to get more data on what the scene itself really
should consist of. When the scene is missing one has to study what the
scene is supposed to consist of, just not more random data about it.
L. RON HUBBARD
Founder
LRH:sb.rd Copyright(D 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
33
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 30 JUNE 1970
Remimeo
Data Sefies 11
THE SITUATION
Probably the hardest meaning to get across is the definition of
"SITUATION".
One can say variously "Isolate the actual situation" or "Work out what
the situation is" and get the most remarkable results.
To some, a despatch is a situation. A small error to others is a
situation.
Yet if one wishes to know and use data and logic one must know exactly
what is meant in this logic series by SITUATION.
English has several meanings for the one word. In the Dictionary it's a
"place", a 44state or condition of affairs", "a momentous combination of
circumstances", "a clash of passions or personalities", or "a job". One
gets the feeling that people are fumbling around for a meaning they know
must be there.
For our purposes we had better give an exact definition of what is meant
by SITUATION. If we are going to do a Situation Analysis by doing an
analysis of data, then WHAT is a situation?
We can therefore specifically define for our purposes in logic the word
SITUATION.
A SITUATION IS A MAJOR DEPARTURE FROM THE IDEAL SCENE.
This means a wide and significant or dangerous or potentially damaging
CIRCUMSTANCE or STATE OF AFFAIRS which means that the IDEAL SCENE has been
departed from and doesn't fully exist in that area.
THE IDEAL SCENE
One has to work out or know what the Ideal Scene would be for an
organization or department or social strata or an activity to know that a
wide big flaw existed in it.
To be somewhat overly illustrative about it, let us take a town that has
no one living in it.
One would have to figure out what was the Ideal Scene of a town. Any
town. It would be a place where people lived, worked, ate, slept, survived.
It could be pretty or historical or well designed or quaint. Each of these
would possibly add purpose or color to the town.
BUT this town in question has NO people living in it.
That is a departure from the Ideal Scene of towns.
Therefore THE SITUATION would be NO PEOPLE LIVE IN THIS "TOWN".
Data analysis would lead us to this by noting out-points.
6 PM - No smoke from house chimneys. (omitted item)
34
9 PM - No lights. (omitted item)
Dawn - No dogs. (omitted terminals)
19 10 Election poster. (wrong time)
That would be enough. We would then realize that a SITUATION existed
because Data Analysis is also done against the Ideal Scene.
We would know enough about it to look more closely.
No people! That's the SITUATION.
HANDLING
Thus if one were responsible for the area one would now know what to
handle.
How he handled it depends upon (a) the need, (b) availability of
resources and (c) capability.
Obviously if it's supposed to have people in it and if one needs a town
there one would have to get a bright idea or a dozen and eventually get
people to live there. How fast it could be done depends on the availability
of resources-those there or what one has (even as little resource as a
voice, paper, pen, comm lines).
One's own capability to get ideas or work or the capabilities of people
are a major factor in handling.
But so far as the SITUATION is concerned, it exists whether it is
handled or not.
HOW TO FIND A SITUATION
When you are called upon to find out if there IS a situation (as an
inspector or official or soldier or cat or king, whatever) you can follow
these steps and arrive with what the situation is every time.
1. Observe.
2. Notice an oddity of any kind or none.
3. Establish what the Ideal Scene would be for what is observed.
4. Count the out-points now visible.
5. Following up the out-points observe more closely.
6. Establish even more simply what the Ideal Scene would be.
7. The situation will be THE MOST MAJOR DEPARTURE FROM THE IDEAL SCENE.
HANDLING
Just as you proceed to the MOST MAJOR SITUATION-go big, when it comes to
handling it usually occurs that reverse is true-go small!
It is seldom you can handle it all at one bang. (Of course that happens
too.)
But just because the SITUATION is big is no real reason the solution
must be.
Solutions work on gradient scales. Little by more by more.
35
When you really see a SITUATION it is often so big and so appalling one
can feel incapable.
The need to handle comes first.
The resources available come next.
The capability comes third.
Estimate these and by getting a very bright workable (often very simple)
idea. one can make a start.
An activity can get so wide of the Ideal Scene the people in it are just
in a confusion. They do all sorts of odd irrelevant things, often hurt the
activity further.
Follow the steps given 1-7 above and you will have grasped the
SITUATION. You will then be able to do (a) (b) (c).
That begins to make things come right.
In that way most situations can be both defined and handled.
INTERFERENCE
Lots of people often with lots of authority, get mired into situations.
They do not know they are in anything that could be defined, isolated or
stated. They bat madly at unimportant dust motes or each other and just
mire in more deeply.
Whole civilizations uniformly go the route just that way.
So do orgs, important activities and individuals.
One can handle exactly as above, if one practices up so he can really do
the drill on life.
The only danger is that the situation can be so far from any ideal that
others with fixed ideas and madness can defy the most accurate and sensible
solutions.
But that's part of the situation, isn't it?
Data Analysis is done to make a more direct observation of exactly the
right area possible. One can then establish the exact SITUATION.
It's a piece of freedom to be able to do this.
L. RON HUBBARD
Founder
LRH:sb.cden Copyright @ 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
36
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 JULY 1970
Remimeo
Data Series 12
HOW TO FIND AND ESTABLISH AN IDEAL SCENE
In order to detect, handle or remedy situations one has to be able to
understand and work out several things.
These are defining the Ideal Scene itself, detect without error or guess
any departure on it, find out WHY a departure occurred and work out a means
of reverting back to the Ideal Scene.
In order to resolve a situation fully one has to get the real reason WHY
a departure from the Ideal Scene occurred.
"What was changed?" or "What changed?" is the same question.
That "Change" is the root of departures comes from a series of plant
experiments I conducted. (The type of experimentation was undertaken to
study cellular life behaviour and reaction to see if it was a different
type of life-it isn't. The experiments themselves were later repeated in
various universities and were the subject of much press for them over the
world.)
In setting up conditions of growth I observed that plants on various
occasions greatly declined suddenly. In each case I was able to trace the
last major CHANGE that had occurred and correct it. Changes made in
temperature, water volume, humidity, ventilation greatly affected the
plants in terms of wilt, decreased growth rate, increase in parasites, etc.
When THE change was isolated and the condition reverted to that
occurring during the previous healthy period, a recovery would occur.
At first glance this may seem obvious. Yet in actual practice it was not
easy to do.
Gardeners' records would omit vital data or alter importance or drop out
time, etc. A gardener might seek to cover up for himself or a fellow
worker. He tended to make himself right and would enter falsehoods or
reassurance that was a falsehood into the analysis.
A new gardener would seem to affect the plants greatly and one could
build a personality influence theory on this-until one found that, being
untrained in the procedure used, he would enter even more out-points than
usual.
At such ajuncture one would of course train the gardener. BUT that
didn't locate WHAT had been changed. And one had to locate that to get the
plants to recover. The conditions in use were extreme forcing conditions
anyway and lapse of duty was very apparent. 16 foot hot house American corn
from seeds usually furnishing 5 foot stocks, 43 tomatoes to the truss where
5 is more usual were the demands being met. So any change showed up at
once.
The fact of Change itself was a vital point as well. One discovery was
that life does best in a near optimum constancy -meaning that Change just
as Change is usually harmful to plant life.
The fact of isolating Change in the environment as the sole harmful
cause was one discovery.
That one had to isolate THE change in order to obtain full recovery was
another discovery.
Change itself was not bad but in this experimental series conditions
were set as optimum and the beneficial changes had already been made with
remarkable results. Thus one was observing Change from the optimum.
37
This would be the same thing as "departures from the ideal scene".
The action was always
1. Observe the decline.
2. Locate the exact change which had been made.
3. Revert THE change.
4. A return to the near ideal scene would occur if one were
maintaining the ideal scene meanwhile.
THEIDEALSCENE
There are two scenes:
A. The Ideal Scene.
B. The Existing Scene.
These of course can be wide apart.
How does one know the Ideal Scene?
At first thought it would be very difficult for a person not an expert
to know the ideal scene.
For years certain "authoritarian" people in the field of mental healing
fought with lies and great guile to obscure the fact that the ideal scene
in mental healing can be known to anyone. Such imprisoned and tortured and
murdered human beings with the excuse that they themselves were the only
experts. "It takes 12 years to make a psychiatrist." "Expert skill is
required to kill a patient."
The existing scene these "experts" made was a slaughterhouse for asylums
and the insanity and crime statistics soaring.
They fought like maniacs to obscure the ideal scene and hired and
coerced an army of agents, "reporters", "officials" and such to smash
anyone who sought to present the ideal scene or ways to attain it. Indeed
it was a world gone mad with ever) the police and governments hoodwinked by
these "experts".
Yet any citizen knew the ideal scene had he not been so propaganda
frightened by the existing scene.
By constantly pounding in the "naturalness" of an existing scene
consisting of madness, crime, torture, seizure and murder, these mad
"experts" PUT THE IDEAL SCENE SO FAR FROM REACH THAT IT APPEARED
INCREDIBLE. It was so bad a situation that anyone proposing the ideal scene
was actively resisted!
Yet the ideal scene is so easy to state that any citizen could have
stated it at any time. And often believed it was occurring!
The ideal scene of an asylum would be people recovering in a calm
atmosphere, restored to any previous ability, emerging competent and
confident.
The ideal scene in the society would be, probably, a safe environment
wherein one could happily make his way through life.
Of course, the technology of the mind was the missing data. But the
experts in charge of that sector of life paid out hard cash to hoods to
prevent any such technology developing-a matter fully documented.
The gap between the Ideal Scene and the Existing Scene can be very wide
and in any endeavour elements exist that tend to prevent a total closer
between the two.
However, approached on a gradient with skill and determination it can be
done.
38
DEPARTURE
The mental awareness that something is wrong with a scene is the point
at which one can begin reverting to the Ideal Scene.
Without this awareness on the part of a GROUP then an individual can be
much impeded in handling a situation.
The mental processes of the person seeking to improve things toward an
Ideal Scene or change them back to an ideal scene must include those who
are also parts of the scene.
Seeing something wrong without seeking to correct it degenerates into
mere fault finding and natter. This is about as far as many people go. That
something, real or imagined, is wrong with the scene is a not uncommon
state of mind. Not knowing what's intended or being done, or the
limitations of resource or the magnitude and complexity of opposition, the
arm chair critic can be dreadfully unreal. He therefore tends to be
suppressed, particularly by reactionaries (who try to keep it all as it is
regardless).
Unfortunately, the continual battle of life then is between the critic
and the reactionary. As this often blows up in pointless destruction, it
can be seen there could be something wrong with both of them.
Particularly the inactive carping critic is at fault on three counts.
A. He isn't doing anything about it.
B. He is not conceiving or broadcasting a real Ideal Scene.
C. He is not providing any gradient approach to actually attain an
Ideal Scene.
The reactionary of course simply resists any change regardless of who is
suffering providing the reactionary can retain what position and possession
he may have.
A revolutionary of course usually
1. Is doing something about it even if violent.
2. Is conceiving and broadcasting his version of the Ideal Scene.
And
3. Is planning and acting upon some means of bringing about his own
IdealScene.
History and "progress" seem to be the revolutionary making his version
of progress over the dead bodies of reactionaries.
And although it may be history and "progress" the cycle is usually
intensely destructive and ends up without attaining an ideal scene and also
destroying any scene existing.
The ancient world is filled with ruins over which one can wander in
contemplative and philosophic reverie. These attempts to make and maintain
an Ideal Scene certainly left enough bruised masonry around.
So it is really not enough to natter and it's rather too much to thrust
violent change down on the heads of one and all including the objectors.
Violent revolution comes about when the actual Ideal Scene has not been
properly stated and when it excludes significant parts of the group.
It's no good having a revolution if the end product will be a FURTHER
departure from the Ideal Scene.
The pastoral nonsense of Jean Jacques Rousseau was about as wide from an
ideal scene as you could get, and it and other efforts, also wide, brought
on the French Revolution.
The Russian 1917 revolution had already been preceded by the democratic
39
Kerensky revolt. But it failed because Russia being Russia was about a
century and a half late.
Also the French Revolution was late.
And in both cases those who should have led didn't. Lesser ranks
overthrew command.
These and countless other human upheavals mark the fluttering pages of
history and history will be written in similar vein again and again to
eternity unless some sense and logic gets into the scene.
Revolt is only an expression of too long unmended departures from the
ideal scene of society.
Usually the stitches taken to mend the growing social order are too weak
and too hastily improvised to prevent the cultural fabric from being tom to
rags.
Street battles and angry infantry are the direct opposite of the Ideal
political Scene.
What was needed in such a case was an awareness of departure from the
Ideal Scene, the discovery of WHY a departure occurred and a gradient, real
and determined program to return the scene closer to the Ideal.
The elements of improved mechanical arts and progress in the humanities
may be utilized to effect the recovery. In any event (which is missed by
the reactionary and his "good old days") cultures do change and those
changes are a part of any new Ideal Scene. So one does not achieve a
reversion to the Ideal by turning back the clock. One must be bright enough
to include improvements in a new Ideal Scene.
IDEAL SCENE AND PURPOSE
Let us look this over, this concept of the Ideal Scene and see that it
is not a very complex thing.
One doesn't have to be much of an expert to see what an Ideal Scene
would be.
The complex parts of the whole may not make up the whole, but they are
not really vital to conceiving an Ideal Scene for any activity, as small as
a family or as big as a planet.
The entire concept of an Ideal Scene for any activity is really a clean
statement of its PURPOSE.
All one has to ask is "What's the purpose of this?" and one will be able
to work out what the Ideal Scene of "this" is.
To give a pedestrian example let us take a shoe shop. Its purpose is
obviously to sell or provide people with shoes. The Ideal Scene is almost
as simple as "This activity sells or provides people with shoes".
Now no matter how complex may be the business or economics of shoe
sales, the fact remains that that is almost the Ideal Scene.
Only one factor is now missing: TIME.
The complete Ideal Scene of the shoe shop is then "This activity is
intended to provide people with shoes for (time)". It can be always or for
its owner's lifetime or for the duration of the owner's stay in the town or
the duration of the State Fair.
Now we can see departures from the ideal scene of this shoe store.
One has to work out fairly correctly what the purpose of an activity is
and how long it is to endure before one can make a statement of the Ideal
Scene.
From this one can work out the complexities which compose the activity
in order
40
to establish it in the first place including the speed of the gradient (how
much shoe store how fast) and also how to spot the fact of departure from
the Ideal Scene.
This process would also work on any portion of the shoe store if the
main ideal is not also violated. The Children's Department, the cashier,
the stock clerk also have their sub Ideal Scenes. And departures from their
Ideal Scenes can be noted.
It doesn't matter what the activity is, large or small, romantic or hum-
drum, its Ideal Scene and its sub Ideal Scenes are arrived at in the same
way.
METHODS OF AWARENESS
Statistics are the only sound measure of any production or any job or
any activity.
The moment that one goes into any dependence on opinion he goes into
quicksand and will see too late, the fatal flaw in restoring anything.
If the fact that anything can be given production statistics seems too
far out, it is visible that even a guard, who would at first glance seem to
be producing nothdng but giving only security, is actually producing
minutes, hours, weeks, years of continued production TIME.
Probably the most thoughtful exercise is not conceiving the ideal scene
but working out what the production statistic of it is. For here, the
activity or sub-activity must be very correctly staticized to exactly
measure the Ideal Scene of any activity or the statistic will itself bring
about a departure!
Just as the purpose from which the Ideal Scene is taken must be correct,
so must the statistic be all the more thoughtfully correct.
As an example, if the Ideal Scene of the shoe store is given the total
statistic of its income then three things can happen:
I . It may cease to provide people with shoes that persuade them to
come back for more.
2. It may sell shoes without enough profit to cover overhead and
cease to exist.
3. It may conduct itself with more interest in the cashier than the
customer and lose its trade.
Probably its statistic is "Percentage of citizens in the area profitably
shod by this store".
Working out how long it takes to wear out an average pair of shoes, any
ex-customer would be retired from the percentage after that time span had
elapsed from buying his last pair.
Given a fairly accurate and realistically updated census figure, that
statistic would probably tell the tale of the Ideal Scene, which has its
element of continuance.
The sole fixation on making money can depart from the scene. Abandonment
of making any money would certainly cause a departure of the shoe store.
A Commando Battalion would have just as serious an examination for its
Ideal Scene and statistic as a shoe store! And it would give a very very
effective activity if fully worked out. You'd really have to work out,
probably better than the generals who think they have, the real purpose of
a Commando Battalion (which is probably "To disperse enemy preparations by
unexpected actions and over-involve enemy manpower in expensive guarding").
The statistic could be something like "Our individual soldiers freed from
opponents" and/or "Casualties not occurring by reason of interrupted enemy
preparations".
In effect the Commando Battalion would be "producing". The results would
be an effective increase in men under arms for their own side.
41
WHY
Knowing, then, the Ideal Scene and its statistic one, by keeping the
statistic, can notice without "reasonableness" or somebody's report or some
fifth column propaganda, an immediate departure from the Ideal Scene.
Remember, violent change only becomes seemingly vital when the departure
from the Ideal Scene is noticed too late.
Opinion, reports, subject to out-points as they almost always are,
seldom tell one more than somebody else's prejudices or his efforts to
cover or failures to observe.
Now that a departure is seen (because the statistic drops) one can
quickly go about noticing when and so get at WHY.
When he has the WHY of the departure he can proceed to handle it.
The statistic, guarded against false reports, and verified, is a clean
statement not as subject to out-points as other types of statements.
Whole activities have been smashed by not having a statistic of success
but taking an opinion of trouble and reversely, by having a statistic
indicating disaster but a broadcast opinion of "great success". Probably
the latter is the more frequent.
It is not possible to locate WHY the departure soon enough to remedy
unless one takes the most reliable datum available-which is the datum most
easily kept clean of out-points-which is a statistic.
You don't really even know there is a why unless there has been a
departure. And the departure may be very hard to spot without a statistic.
I have seen a group producing like mad, doing totally great, but which
had no statistic, become the subject of wild out-points and even contempt
within itself.
If an activity lacks an Ideal Scene and a correct statistic for it, it
has no stable datum with which to rebuff opinion and out-points. To that
extent the group goes a bit mad.
Group sanity depends, then, upon an Ideal Scene, correct sub Ideal
Scenes and statistics to match.
One of the calmest safest groups around had a bad reputation with fellow
groups because it did not have or make known its Ideal Scene and did not
have or release its statistics.
And it had a hard time of it for quite a while, meantime working
exhaustedly but dedicatedly.
Planet, nation, social groups, businesses, all their parts and the
individual have their Ideal Scene and their statistic, their departures and
successes and failures. And none fall outside these data.
L. RON HUBBARD
Founder
LRH:sb.cden Copyright @ 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
42
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 6 JULY 1970
Remimeo
Data Seiles 13
IRRATIONALITY
Any and all irrationality is connected to departures from an Ideal
Scene.
Therefore out-points indicate departures.
It must follow then that Rationality is connected to an Ideal Scene.
These three assumptions should be studied, observed and fully grasped.
They are very adventurous assumptions at first glance for if they are
true then one has not only the definition of sanity in an organization or
individual but also of neurosis and psychosis. One also sees that
organizations or social groups or companies or any Third Dynamic (the urge
to survival as a group) activity can be neurotic or psychotic.
It therefore would follow that the technology of the Ideal Scene,
Existing Scene, departures, out-points and statistics would contain or
indicate the means of establishing sane groups or individuals or measuring
their relative sanity or re-establishing relative sanity in them.
THE PLAGUE OF MAN
Man has been harassed by irrationality in individual and group conduct
since there has been Man.
The existing scene of Man's activities is so immersed in departures and
out-points that at first survey there would seem to be no possible handling
of the situation.
Most people have accepted the existing conditions as "inevitable" and
toss them off with a "that's life".
This is of course an overwhelmed attitude.
And it is true that the departure from any ideal is so distant as to
obscure any feeling of reality about possibly achieving an Ideal Scene even
in a limited area.
Philosophies exist to "prove" that chaos is needful to furnish
challenge. That is like saying "Be glad you're crazy" (as 19th Century
psychologists did say). Or "suffering refines one" as the playwrights of
the early 20th Century so fondly used in their plots.
One whole religious order preached the necessity to accept Man as he is.
Thus Man is plagued with defeatisni, has lacked technology and
civilization after civilization has succumbed, either in a flash of flame
and war or in the slow erosion of grinding distress.
Most men, it has been said, live lives of quiet desperation.
One doesn't have to live through several wars to learn that Man and his
leaders are something less than sane.
Every sword waving conqueror has exploited Man's seeming inability to
avoid brotherly slaughter and no conqueror or army seems to have noticed
that wars only rarely shift boundaries no matter how many are killed.
Europe for centuries has excelled in the development of marble orchards and
failed remarkably to establish any lasting political scene at all.
43
In other lands government leaders, who should have at least a partial
duty of preserving their citizenry have sat raptly listening to the advice
of madmen for some centuries now. US leaders lately have taken to acting on
the mental health guidance of many civilian committees, each one of which
contains at least one member of an organization directly connected to
Russia! The country most interested in fomenting US civil commotion! A
former head of CIA once cracked for a joke, "What if there were a Russian
KGB agent inside CIAT' The shudder of horror that went through US
politicians was interesting to see. Yet every new employee of CIA was
"vetted" before employment by members of two organizations connected to
Russia! The "American" Psychological Association and the "American"
Psychiatric Association are directed by the World Federation of Mental
Health founded by Brock Chisholm, the companion of Alger Hiss and Whittaker
Chambers, the famous US Communist traitors. And the US government pays the
WFMH to hold congresses which are attended by Russian KGB delegates. And
all intelligence given the President on Vietnam, where the US was "fighting
Communism" was passed through the hands of a man whose parents are both
Russian born Communists. And the US Defense Department Intelligence on the
same war was led and "coordinated" by another Communist connected employee.
With that many out-points showing up in their social welfare and
Intelligence scene, the US government seems something less than bright in
wondering "What riots?" "Why drugs?" "Why defeats?"
The statistics of the US welfare and social scene under the domination
of the World Federation of Mental Health are soaring insanity, crime and
riot graphs. It is so bad that Russia will never have to fight an atomic
war. The US economic, political and social scene will deteriorate and is
deteriorating so rapidly that the US will have lost any will to fight or
any economic or social power to resist Russia.
(In case you wonder as to the factualness of data given above, it is all
documented.)
I have given this existing scene so that you can see the out-points. The
deteriorated state of public safety in the US is well known. The fantastic
sums it spends are well known.
I have given visible out-points.
One glance at psychiatric and psychological statistics (which are all
negative) would tell any sane person that they must be doing something else
as they were given all the money, political power and authority ever needed
to handle the scene. But it got worse! So, checking the scene for out-
points one finds them directly connected to the No. I US enemy. Their data
is marvellous for out-points. Paid to serve the US, their literature
discusses mainly abolishing boundaries and the Constitution.
The US official, so drowned in the chatter and confusion of double-talk
and false intelligence and situation reports apparently cannot see any
solution. And heaps money on his traitors and finances their avid
destruction of the country.
Yet, out-points are so many and so visible that even the citizen sees
them while the official remains apparently numb and inactive.
Very well, Man can and does get drowned in his own irrationality. And
his civilizations rise and fall.
Man's primary plague is irrationality. He is not in the grip of a "death
wish", nor is he having a love affair with destruction. He has just lacked
any road out or the technology to put him on it.
RESOLVING THE SCENE
All the US would have to do is count up the out-points, look at the
statistics, drop their passionate affair with Russian psychiatry, conceive
an ideal scene of a productive America, re-channel welfare monies into
decent public works to give people jobs and improve productivity per
capita, knock off foreign funds and wars, give the money to increasing the
value of American resources and even now the US would become all right.
National production would catch up with destructive inflation, money would
return to value and an ideal national scene would be approached. Even
44
the military-industrial clique would be happy making bulldozers instead of
tanks and youth would have a future in sight instead of a foreign-made
grave. The odd part of it is, even the Senate and House would vote for such
a program as their own statistic today is how much Federal money can they
bring home to their own states.
The only ones that would resist are the people who are the ones causing
the above out-points and who knowingly or unknowingly serve other masters
than the US. And that's a simple security problem after all.
I have put the example on a large canvas just to show that the steps of
handling departures are the same for all situations large or great.
When done this way, by the steps mentioned in the Data Series, big
situations can be analyzed as well as little ones.
Available resources and all that play a part in getting the solution
into effect. But the cost in time and action of the original effort to
introduce the cycle of revertment to an Ideal Scene is not anywhere near as
costly as letting the departure continue.
The EASIER thing to do in all cases is to work out the Ideal Scene,
survey the existing scene for out-points, work out statistics that should
exist, find out WHY the departure, program a gradient solution back to the
ideal, settle the practical aspects of it and go about it.
LOSING ONE'S WAY
One's direction is lost to the degree one fails to work out the Ideal
Scene.
It is so easy to toss off an "ideal scene" that is not the Ideal Scene
that one can begin with a false premise.
As he tries to work with an incorrect "ideal scene" for an activity he
may fail and grow discouraged without recognizing that he is already
working with an omitted datum-the real Ideal Scene for that activity.
This is a major reason one can lose one's way in handling a situation.
Also in trying to find a WHY of departure one may refuse to admit that
something he himself did was the reason for the departure-or why the Ideal
Scene never took place. It requires quite a bit of character to recognize
one's own errors, it is much easier to find them in a neighbour. Thus one
may choose the wrong WHY, for this and other reasons.
Failures to examine the scene, reasonableness which causes blindness to
the obvious, errors of penetration and defensive reasons not to admit it
all impede a proper analysis.
The existing scene may be missing in one's view because one doesn't
really look at it or because one has no correct ideal scene for it.
Many would rather blame or justify than be honest. Others would rather
criticize than work.
But this all adds up to out-points in the examination itself.'
If one keeps at it one will however arrive at the right answers with
regard to any scene.
BUILDING THE IDEAL SCENE
To suppose one can instantly hit upon an Ideal Scene for any activity
without further test is to be very fond of one's own prejudices.
There is however a test of whether you have the Ideal Scene or not.
Can you staticize it?
Strangely, but inevitably since we five in the physical universe where
there is both time and association of beings with beings and the physical
universe and the physical
45
universe with itself there is a production-consumpt ion factor in all
living.
There seems to be a ratio between producing and consuming and
establishing it would probably resolve that strange subject, economics, as
well as social welfare and other things.
It seems to be fatal to consume without producing. Many social
observations teach us this.
Evidently one cannot, at the physical universe level, produce without
consuming. And it seems that it is destructive to produce only and consume
too little. One can produce far more than one consumes, apparently, but
cannot consume far more than one produces.
This seems to be true of groups.
Some dreamers puffing on a hash pipe of unreality believe one can really
be happy producing nothing and consuming everything. The idyllic ideal of a
paradise where no one produces has been tried.
In interviewing secretaries in New York I found the larger percentage
had the personal Ideal Scene of "marrying a millionaire". Aside from there
not being that many millionaires, the dream of idle luxury forever was so
far from any possible Ideal Scene that it was busy ruining their lives and
giving their current male escorts a life of critical hell. One, having
married a boy who was fast on the road to becoming a millionaire, was so
dissatisfied with him not being one right now that she ruined his life and
hers.
In short, it sounds nice, but having met a few who did marry
millionaires, I can attest that they were either not producing and failing
as beings or were working themselves half to death.
These no-production dreams, like the harp in heaven, lead at best to
suicidal boredom. Yet Madison Avenue's ads would have one believe that one
and all should own all manner of cloth, wood and metal just to be alive.
A whole civilization can break down, flop, on propaganda of no-
production, total consumption. The sweat that flies off a "workers'
paradise" would rival the Mississippi!
There is some sort of balanced ratio and it favors apparently, for pride
and life and happiness, higher production of something than consumption.
When it gets too unbalanced in values, something seems to happen.
The unhappiness and tumult in current society is oddly current with the
Keynesian economic theory of creating want. It's a silly theory and has
lately become to be abandoned. But it was in vogue forty years or more, as
I recall. It produced the 64 welfare era" of the psychiatrist and the total
slavery of the tax payer!
So, whatever the economics of it, an Ideal Scene apparently has to have
a statistic or the whole thing caves in, either from lack of continuity in
time, from disinterest, or from plain lack of supply.
Death is possibly, could be in part, a cessation of interested
production.
Hard pressed, a living being dreams of some free time. Give him too much
and he begins to crave action and will go into production and if blocked
from doing so will tend to cave in. Loss of a job depresses people way out
of proportion and subsequent declines often trace back to it.
Destructive activities carry their own self death. The state of veterans
after wars is not always traced to wounds or privation. Destructive acts
put a brand on a man.
Some of this is answered by the absence of production.
IDEAL SCENE AND STAT
Whatever the facts and economic rules may be about production and the
Ideal Scene, it would seem to be the case, sufficient at least for our
purposes, that this rule holds good:
46
THE CORRECTLY STATED IDEAL SCENE WILL HAVE A PRODUCTION STATISTIC.
The way one defines "production" in this is not necessarily so many
things made on an assembly line. That's an easy one.
It isn't just pairs of shoes. Production can be defined as the
regulation or safeguarding of it, the planning or the designing of it, a
lot, lot, lot of things.
A stat is a positive numerical thing that can be accurately counted and
graphed on a two dimensional thing.
To test the correctness of an Ideal Scene, one should be able to assign
it a correct statistic.
If one can't figure out a statistic for it, then it probably is an
incorrectly stated Ideal Scene and will suffer from departures.
Wrong stats assigned the Ideal Scene will wreck it. A wrongly conceived
Ideal Scene will derail the activity quickly.
To understand something it is necessary to have a datum of comparable
magnitude. To understand logic one needs to be able to establish what is
Illogic. One then has two things for comparison.
The Ideal Scene can be compared to an Existing Scene. This is one way to
establish the Ideal Scene. But both need a factor to keep them in reality.
To test the Ideal Scene for correctness one needs to be able to
formulate its statistic.
The exercise of testing the statement of the Ideal Scene, to keep it
real and not airy-fairy and unattainable, is to work out a realistic stat
for it.
One can go back and forth between the statistic and the stated Ideal
Scene, adjusting one, then the other until one gets an attainable statistic
that really does measure the validity of the stated Ideal Scene.
A statistic is a tight reality, a stable point, which is to measure any
departure from the Ideal Scene.
In setting a statistic one has to outguess all efforts to falsify it
(predict possible out-points in collecting it) and has to see if following
the statistic would mislead anyone from the Ideal Scene.
So let's walk back to the shoe store.
Test statement of Ideal Scene: To make money.
Test statistic: Pairs of shoes sold.
Now if you tried to marry up those two you'd get a prompt catastrophe.
The potential departure would be immediate.
We sell shoes at no profit to raise the stat, we make no money. We try
only to make money, we sell cheap shoes at high cost and our customers
don't come back and we don't make money.
So those two are both no good.
Departure would occur, indeed it already exists right in the badly
worked out Ideal Scene and the stat.
Test Ideal Scene: Cobblers are entitled to the shoes they make.
Test statistic: How many shoes cobbler makes.
So that's loopy!
47
Test Ideal Scene: All citizens furnished with shoes.
Test statistic: Number of shoes given away.
Well, that's bonkers for ' a shoe store in any economic set-up. The
citizens for sure would have no shoes once the shoe store was empty, for if
everything is given away, who'd raise cows for hides or drive nails in
soles unless he had a gun held on him so what workers' paradise is this?
Slave state for sure. So that's no Ideal Scene for a shoe store no matter
how "ideal" it looks to a do-gooder. Too airy-fairy. Since no shoes would
exist to be given away.
Test Ideal Scene: Shoes for any worker who has coupons.
Test statistic: Number of coupons collected.
Well, maybe. In some society. But can the shoe store get shoes for the
coupons? Maybe if there's enough economic police.
But then this would have to be a monopoly shoe store and the quality
would not be a factor.
So this must be an Army Quartermaster Depot or a State Monopoly. If no
incentive were needed it would work. Sure would be hard on the corns but it
would barely work. Rather insecure though.
But this is a shoe store where people buy.
Test Ideal Scene: To provide workers with good shoes that can be
replaced from suppliers.
Test statistic: ??? Number of shoes from suppliers given to workers
........
Happy workers ??? Amount of control that can be exerted on
suppliers
........ ??? Ah. Number of shoes supplied well shod workers.
Okay, that's a QM depot. Now what's a shoe store?
And we probably get what was given in an earlier example:
Ideal Scene: To provide people with shoes and continue in business for
owner's lifetime.
Statistic: Percentage of citizens in area profitably shod by this store.
But even this would need to be played back and forth. And if this shoe
store was in a Socialist country both might require amendment. And if it
was in a beach resort thronged with tourists who were also mostly
foreigners the Ideal Scene and Statistic would suffer an immediate
departure and the store would fail, crash if the Ideal Scene were not
correctly stated and the statistic real. The class of tourist would have a
bearing on it.
Maybe the state has currency control demands on shop keepers and
requires them to get in foreign currency or no new stock!
Thus you could get:
Ideal Scene: Engendering acquisitiveness for novelty footwear made in
this country.
Statistic: Pairs of gift shoes bought by foreigners.
That sure would shift the whole atmosphere of the store!
Thus one plays the Ideal Scene against the statistic.
Maybe one can't find any Ideal Scene for the activity and no statistic
of any significance to anyone. Could be that the activity is totally
worthless even to oneself as a hobby. Although this opens the door to
cynicism or a lazy way of not doing anything about anything, it just could
be. Even a "reporter" who writes nothing could have an
48
Ideal Scene and statistic. But it would have to be really real even then.
Like
Ideal Scene: Unsuspected as a spy while accepted as a "reporter",
Statistic: Cash collected for reports undetectedly delivered to my
government.
If that seems unreal as a scene the staff of TIME magazine recently held
a mass meeting protesting the use of TIME credentials for government
spying. "Nobody will talk to us anymore" the staff of that dying WFMH
mouthpiece wept.
So anything could have an Ideal Scene, even a police state.
Idealism has nothing to do with it.
VIABLE
The word "viable" means capable of living, able to live in a particular
climate or atmosphere.
Life over a period of time requires VIABILITY, or the ability to
survive.
Any organism or any group or any part of a group must have a potential
of survival. It must be viable -life-able.
This is true of any Ideal Scene. The Statistic measures directly the
relative survival potential of the organism or its part.
This tells you the plain fact that life contains the essential purpose
of living, no matter how many misguided philosophers or generals may decree
otherwise.
The planetary population is now not fully viable since weapons exist
capable of making it a billiard ball at the whim of some madman.
The potential survival of the whole is of course an influence and
limitation on its parts.
Men who live "only for self" don't live.
An organism or group can live a dangerous life in that it risks its
survival. But is more of a threat than its enemies if it does not know or
adjust its Ideal Scene.
A military company, told on posters the Ideal Scene is all brag in the
bar with girls on each arm, who find in fact that their actual scene is
military police outside every bar with clubs and a real short life under
the orders of sadistically disinterested and inexpert government, is
presented with an instantly visible departure.
The government believed such posters were needful to get recruits and
did not realize that a truthfully stated scene and an effort to promote
survival to commanders would also have recruited and conscription needn't
be resorted to as the end product of lies.
Men will become part of the most onerous and dangerous groups imaginable
providing the purpose is there and stated and they have a chance of
survival.
The Ideal Scene of a nation worshipping death is that of a nation that
will not survive anyway. At least not as that nation.
A group or an organism must be viable. The state is relative to the time
the group needs to live to accomplish its purpose.
Each part of a group, in any Ideal Scene, should contribute viability to
the whole group.
Production of something is mandatory on any part of a group if the group
is to be fully viable.
Painting, writing, music, all have positive roles in a society. So
productivity. as is viability, can be seen as a very broad inclusive term.
49
The sub purposes of any group make up the Sub Ideal Scene of its various
parts.
In other words each part of a broad group has its own Ideal Scene and
its own statistic.
These combined bring about the broad group's Ideal Scene.
The statistics each lead to viability of the part and then the whole
group.
In reverse, with so many parts of a planet desirous of extinguishing so
many other parts, the viability of the planet becomes questionable.
In an organization each part has its own Ideal Scene and its own
statistic on up to the main Ideal Scene and the main statistic.
In practice one works back from the Ideal Scene of the group into its
smallest part, so that all lesser Ideal Scenes and lesser statistics mount
up to and bring about the main Ideal Scene and statistic.
Examining the lesser Ideal Scenes and statistics, one can find out-
points first in how the whole thing is organized and then the main Ideal
Scene and the statistics and how the lesser ones bring it about.
Dominant is the viability of the whole. Where any part does not support
total viability it is an out-point. Contributive is the viability of each
part and cohesive is the scheme in which the lesser Ideal Scenes and the
lesser statistics bring about the BIG Ideal Scene and the BIG Statistic. If
this does not occur the non-supportive lesser Ideal Scene or statistic is
an out-point.
Groups that falter have to have all this restudied. As departures did
occur, the organization itself, as part of any action, must be reexamined
against experience and new greater and lesser Ideal Scenes and statistics
must be worked out for it and put into use.
Agreement of the group is a necessary ingredient as many reformers have
learned, often too late and as many groups have seen, also generally too
late.
The trick is to correct the Ideal Scene and Statistic and all lesser
ones of the group while it is still alive.
After that one can have better dependence upon them and keep the
statistics up and the purpose going forward.
L. RON HUBBARD
Founder
LRH: sb. rd Copyright Q 1970 by L: Ron Hubbard ALL RIGHTS RESERVED
50
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 JULY 1970
Remimeo
Data Sefies 14
WORKING AND MANAGING
By actual experience in working and managing in many activities I can
state flatly that the most dangerous worker-manager thing to do is to work
or manage from something else than statistics.
Interpersonal relations with many strata of many societies in many lands
with many activities demonstrates plainly that Man's largest and most
unjust fault consists wholly of acting on opinion.
Opinions can be as varied as the weather in Washington, all on the same
subject. When one says "opinion" one is dealing with that morass of false
reports and prejudices which make up the chaos of current social orders.
Some seek an answer in Status. "If one has STATUS one is safe" is about
as frail as a house of cards. Ask some recently deposed dictator or
yesterday's idol what his status was worth. Yet many work exclusively for
status. In Spain it is enough to have an executive degree. One doesn't have
to do any executiving. Work at it? Caramba no!
In capitalisms it is enough to be an heir and in Communisms it is only
necessary to be the son of a Commissar. Work? Nyet.
Revolts are protests against idle status. Where are the Kings of
yesteryear?
Riding along on the last generation's statistics is as fatal as a diet
of thin air.
Undeserved status is a false statistic. Nothing is more bitterly
resented, unless it is a statistic earned without status by those who live
by status alone!
William Stieber, the most skilled Intelligence Chief of the 19th
Century, who won the Franco-Prussian war for Bismarck, was hated by German
officers because he was not a proper officer but a civilian!
When German Officers took over German Intelligence they lost two wars in
a row and the caste is very unlamentedly dead.
So long as "character" can be reviled, so long as "opinion" is used, so
long as governments run on rumours and false reports, the social scene will
continue to be a mess.
You will not believe it but governments think newspaper stories are
"public opinion". One US President was astounded to be given a wildly
enthusiastic public reception at an airport. The press had been hammering
him for a year and the poor fellow thought it was "public opinion". Texts
on Public Relations remark this strange governmental fixation on believing
the press.
That means all a nation's enemies have to do is bribe or hire some
underpaid reporters or semi-bankrupt publishers, and voilli! it can steer
the government any way it wishes!
Do a survey on any personality or subject and the conflicts in opinion
are revealed as fantastic.
Seven witnesses to one street accident will even give seven conflicting
accounts.
Thus this whole field of "opinion" and "reports" is a quicksand
endangering both personal repute and management skill.
It is so bad that wars and revolutions stem directly from the use of
opinion and the neglect of statistics.
In a chaos it is necessary to set up one point or terminal which is
stable before one can really decide anything much less get anything done.
A statistic is such a stable point. One can proceed from it and use it
to the degree that it is a correct statistic.
One can detect then, when things start to go wrong well before they
crash.
51
Using opinion or random rumours or reports one can go very wrong indeed.
In fact, using these without knowing the statistics one can smash a life or
crash a group.
The US Navy operates on the social attainments and civilized behaviour
of their people.
A naval officer is promoted on the basis of his amiability and the
social skill of his wife!
A clerk is promoted because he marries the boss's daughter.
A governor is elected because he could play a guitar!
This is a whirlwind of chaos because of the falseness of the statistics
used.
So the stat used is itself an out-point in each case.
PREDICTION
Out-points are more than useful in prediction.
The whole reason one does a Data Analysis and a Situation Analysis is to
predict.
The biggest out-point would be a missing Ideal Scene, the next biggest
would be a correct statistic for it.
If these are missing then prediction can become a matter of telling
fortunes with bamboo sticks.
One predicts in order to continue the viability of an organism, an
individual, a group, an organization, a state or nation or planet, or to
estimate the future of anything.
The more out-points the less future.
A disaster could be said to be a totality of out-points in final and
sudden culmination.
This gives one a return to chaos.
The closer one approaches a disaster the more out-points will turn up.
Thus the more out-points that turn up the closer one is approaching a
disaster.
When the out-points are overwhelming a condition of death is approached.
By being able to predict, the organism or individual or group can
correct the out-points before disaster occurs.
Each sphere of activity has its own prediction.
A group of different activities with a common goal can be predicted by
the out-points turning up in parts of the general activity.
In theory if all parts of a main group or organization had an Ideal
Scene for each, a statistic and an intense interest in maintaining the
Ideal Scene and Statistic of each part, the survival would be infinite.
Any group or organism or individual is somewhat interdependent upon its
neighbors, on other groups and individuals. It cannot however put them
right unless it itself has reached some acceptable level of approach to its
Ideal Scenes.
The conflict amongst organisms, individuals and groups does not
necessarily add up to "the survival of the fittest", whatever that meant.
It does however mean that in such conflict the best chance of survival goes
to the individual, organism or group that best approaches and maintains its
Ideal Scene, lesser Ideal Scenes, Statistic and lesser statistics.
L. RON HUBBARD
Founder
LRH:sb.rd Copyright (a) 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
52
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 8 AUGUST 1970
Remimeo
Data Seiles 15
WRONG TARGET
There is an additional specific out-point.
it is WRONG TARGET.
This means in effect AN INCORRECT SELECTION OF AN OBJECTIVE TO ATTEMPT
OR ATTACK.
Example: Josie Ann has been sitting in the house reading. Her brother
Oscar has been playing ball in the yard. A window breaks. Josie Ann's
mother rushes into the room, sees Josie Ann and the ball on the floor,
spanks Josie Ann,
This out-point contains the element, amongst other things of injustice.
There is another version of this:
Example: A firm has its premises flooded. The manager promptly insists
on buying fire insurance.
Example: The people of Yangville are starving due to food scarcity in
the land. The premier borrows 65 million pounds to build a new capital and
palace.
Example: The government is under attack and riot and civil disorder
spreads. The government officials campaign to put down all "rightests" for
trying to establish law and order.
Example: A man is beaten and robbed on the main street of a town. The
police demand to know why he was there and put him in jail for a long
period of investigation.
Example: The Multi-billion dollar drug cartels push out 65 tons of habit
forming hard drugs. A government campaigns against cigarettes.
Example: A boy wants to be an accountant. His family forces him to join
the army as a career.
It is noted that the very insane often attack anyone who seeks to help
them.
This out-point is very fundamental as an illogic and is very useful.
L. RON HUBBARD
Founder
LRH:rr.rd Copyright Q 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
53
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor. East Grinstead, Sussex
HCO POLICY LETTER OF 19 SEPTEMBER 1970
Issue I
Remimeo Executive Hats Ethics Hats
Data Series 16
INVESTIGATORY PROCEDURE
Correction of things which are not wrong and neglecting things which are
not right puts the tombstone on any org or civilization.
In auditing when one Reviews or "corrects" a case that is running well,
one has trouble. It is made trouble.
Similarly on the third dynamic, correcting situations which do not exist
and neglecting situations which do exist can destroy a group.
All this boils down to CORRECT INVESTIGATION. It is not a slight skill.
It is THE basic skill behind any intelligent action.
SUPPRESSIVE JUSTICE
When justice goes astray (as it usually does) the things that have
occurred are
1. Use of justice for some other purpose than public safety (such
as maintaining a privileged group or indulging a fixed idea) or
2. Investigatory Procedure.
All suppressive use of the forces of justice can be traced back to one
or the other of these.
Aberrations and hate very often find outlet by calling them "justice" or
"law and order". This is why it can be said that man cannot be trusted with
justice.
This or just plain stupidity brings about a neglect of intelligent
investigatory procedures. Yet all third dynamic sanity depends upon correct
and unaberrated investigatory procedures. Only in that way can one
establish causes of things. And only by establishing causes can one cease
to be the effect of unwanted situations.
It is one thing to be able to observe. It is quite another to utilize
observations so that one can get to the basis of things.
SEQUENCES
Investigations become necessary in the face of out-points or plus-
points.
Investigations can occur out of idle curiosity or particular interest.
They can also occur to locate the cause of plus-points.
Whatever the motive for investigation the action itself is conducted by
sequences.
If one is incapable mentally of tracing a series of events or actions,
one cannot investigate.
Altered sequence is a primary block to investigation.
54
At first glance, omitted data would seem to be the block. On the
contrary, it is the end product of an investigation and is what pulls an
investigation along-one is looking for omitted data.
An altered sequence of actions defeats any investigation. Examples: We
will hang him and then conduct a trial. We will assume who did it and then
find evidence to prove it. A crime should be provoked to find who commits
them.
Any time an investigation gets back to front, it will not succeed.
Thus if an investigator himself has any trouble with seeing or
visualizing sequences of actions he will inevitably come up with the wrong
answer.
Reversely, when one sees that someone has come up with a wrong or
incomplete answer one can assume that the investigator has trouble with
sequences of events or, of course, did not really investigate.
One can't really credit that Sherlock Holmes would say "I have here the
fingerprint of Mr. Murgatroyd on the murder weapon. Have the police arrest
him. Now, Watson, hand me a magnifying glass and ask Sgt. Doherty to let us
look over his fingerprint files."
If one cannot visualize a series of actions, like a ball bouncing down a
flight of stairs or if one cannot relate in proper order several different
actions with one object into a proper sequence, he will not be able to
investigate.
If one can, that's fine.
But any drilling with attention shifting drills will improve one's
ability to visualize sequences. Why? Stuck attention or attention that
cannot confront alike will have trouble in visualizing sequences.
INVESTIGATIONS
In HCO Policy Letter I I May 1965 Ethics Officer Hat, HCO Policy Letter
I Sept 1965-Issue VII, HCO Policy Letter I Feb 1966 Issue 11 and pages 3,
4, 5 and 6 of the Manual of Justice, the subject of investigation as
applied to Justice is given.
It will be noted that these are sequences of actions.
Neglect of these items or a failure to know and follow them led here and
there to suppressive uses of justice or to permitting orgs to be suppressed
by special interest groups in the society.
Indeed, had these been in and followed we would have had a great deal
less trouble than we did.
But Investigation is not monopolized by law and order.
All betterment of life depends on finding out plus-points and why and
reenforeing them, locating out-points, and why and eradicating them.
This is the successful survival pattern of living. A primitive who is
going to survive does just that and a scientist who is worth anything does
just that.
The fisherman sees seagulls clustering over a point on the sea. That's
the beginning of a short sequence, point No. 1. He predicts a school of
fish, point No. 2. He sails over as sequence, point No. 3. He looks down as
sequence, point No. 4. He sees fish as point No. 5. He gets out a net as
point No. 6. He circles the school with the net, No. 7. He draws in the
net, No. 8. He brings the fish on board, No. 9. He goes to port, No. 10. He
55
sells the fish, No. 11. That's following a plus-p oint- cluster of
seagulls.
A sequence from an out-point might be: Housewife serves dinner. Nobody
eats the cake, No. 1, she tastes it, No. 2, she recognizes soap in it, No.
3. She goes to kitchen, No. 4. She looks into cupboard, No. 5. She finds
the soap box upset, No. 6. She sees the flour below it, No. 7. She sees
cookie jar empty, No. 8. She grabs young son, No. 9. She shows him the set-
up, No. 10. She gets a confession, No. 11. And No. 12 is too painful to
describe.
Unsuccessful investigators think good fish catches are sent by God and
that when cake tastes like soap it is fate. They live in unsuccessful
worlds of deep mystery.
They also hang the wrong people.
DISCOVERY
All discoveries are the end product of a sequence of investigatory
actions that begin with either a plus-point or an out-point.
Thus all knowledge proceeds from plus-points or out-points observed.
And all knowledge depends on an ability to investigate.
And all investigation is done in correct sequence.
And all successes depend upon the ability to do these things.
L. RON HUBBARD
Founder
LRH:sb.rd Copyright @ 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
56
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 19 SEPTEMBER 1970
Issue II
Remimeo
Data Sefies 17
NARROWING THE TARGET
When you look at a broad field or area it is quite overwhelming to have
to find a small sector that might be out.
The lazy and popular way is to generalize "They're all confused." "The
organization is rickety." "They're doing great."
That's all very well but it doesn't get you much of anywhere.
The way to observe so as to find out what to observe is by discarding
areas.
This in fact was the system I used to make the discoveries which became
Dianetics and Scientology.
It was obvious to me that it would take a few million years to examine
all of life to find out what made it what it was.
The first step was the tough one. I looked for a common denominator that
was true for all life forms. I found they were attempting to survive.
With this datum I outlined all areas of wisdom or knowledge and
discarded those which had not much assisted Man to survive.
This threw away all but scientific methodology, so I used that for
investigatory procedure.
Then, working with that found mental image pictures. And working with
them found the human spirit as different from them.
By following up the workable one arrived at the processing actions
which, if applied, work, resulting in the increase of ability and freedom.
By following up the causes of destruction one arrived at the points
which had to be eradicated.
This is of course short-handing the whole cycle enormously. But that is
the general outline.
Survival has been isolated as a common denominator to successful actions
and succumb has been found as the common denominator of unsuccessful
actions. So one does not have to reestablish these.
From there, to discover anything bad or good, all one has to do is
discard sterile areas to get a target necessary for investigation.
One looks broadly at the whole scene. Then discards sections of it that
would seem unrewarding. He will then find himself left with the area that
contains the key to it.
This is almost easier done than described.
Example: One has the statistics of a nine division org. Eight are
normal. One isn't. So he investigates the area of that one. In
investigating the one he discards all normal bits. He is left with the
abnormal one that is the key.
This is true of something bad or something good.
A wise boy who wanted to get on in life would discard all the men who
weren't getting on and study the one who was. He would come up with
something he could use as a key.
A farmer who wanted to handle a crop menace would disregard all the
plants
57
doing all right and study the one that wasn't. Then, looking carefully he
would disregard all the should be's in that plant and wind up with the
shouldn't be. He'd have the key.
Sometimes in the final look one finds the key not right there but way
over somewhere else.
The boy, studying the successful man, finds he owed his success to
having worked in a certain bank seven states away from there.
The farmer may well find his hired man let the pigs out into the crop.
But both got the reason why by the same process of discarding wider
zones.
Plus-points or out-points alike take one along a sequence of
discoveries.
Once in a purple moon they mix or cross.
Example: Gross income is up. One discards all normal stats. Aside from
gross income being up only one other stat is down-new names. Investigation
shows that the public executives were off post all week on a tour and that
was what raked in the money. Conclusion-send out tours as well as man the
public divisions.
Example: Upset is coming from the camp kitchen. Obvious out-points.
Investigation discloses a 15 year old cook holding the job solo for 39
field hands! Boy is he plus-point. Get him some help!
DRAWN ATTENTION
Having attention dragged into an area is about the way most people
"investigate". This Puts them at effect throughout.
When a man is not predicting he is often subjected to out-points that
leap up at him. Conversely when out-points leap up at one unexpectedly he
knows he better do more than gape at them. He is already behindhand in
investigating. Other signs earlier existed which were disregarded.
ERRORS
The usual error in viewing situations is not to view them widely enough
to begin with.
One gets a despatch which says Central Files don't exist.
By now keeping one's attention narrowly on that one can miss the whole
scene.
To just order Central Files put back in may fail miserably. One has been
given a single observation. It is merely an out-point: Central Files
Omitted.
There is no WHY.
You follow up "no CF" and you may find the Registrar is in the Public
Division and letter registrars never go near a file and the category of
everyone in C17 is just "Been Tested". You really investigate and you find
there's no HCO Exec Sec or Dissem Sec and there hasn't been one for a year.
The cycle of "Out-point, Correct, Out-point, Correct, Out-point,
Correct" will drown one rapidly and improve nothing! But it sure makes a
lot of useless work and worry.
WISDOM
Wisdom is not a fixed idea.
It is knowing how to use your wits.
L. RON HUBBARD
Founder
LRH:sb.rd
Copyright @ 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
58
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead. Sussex
HCO POLICY LETTER OF 19 SEPTEMBER 1970
Issue III
Remimeo
Data Series 18
SUMMARY OF OUT-POINTS
OMITTED DATA
An omitted anything is an out-point.
This can be an omitted person, tenninal, object, energy, space, time,
form, sequence, or even an omitted scene. Anything that can be omitted that
should be there is an out-point.
This is easily the most overlooked out-point as it isn't there to
directly attract attention.
On several occasions I have found situation analyses done which arrived
at no WHY that would have made handling possible but which gave a false why
that would have upset things if used. In each case the out-point that held
the real clue was this one of an omitted something. In a dozen cases it was
omitted personnel each time. One area to which orders were being issued had
no one in it at all. Others were undermanned, meaning people were missing.
In yet another case there were no study materials at all. In two other
cases the whole of a subject was missing in the area. Yet no one in any of
these cases had spotted the fact that it was an omitted something that had
caused a whole activity to decay. People were working frantically to remedy
the general situation. None of them noticed the omissions that were the
true cause of the decay.
In crime it is as bad to omit as it is to commit. Yet no one seems to
notice the omissions as actual crimes.
Man, trained up in the last century to be a stimulus-response animal
responds to the therenesses and doesn't respond as uniformly to not-
therenesses.
This opens the door to a habit of deletion or shortening which can
become quite compulsive.
In any analysis which fails to discover a WHY one can safely conclude
the why is an omission and look for things that should be there and aren't.
ALTERED SEQUENCE
Any things, events, object, sizes, in a wrong sequence is an out-point.
The number series 3, 7, 1, 2, 4, 6, 5 is an altered sequence, or an
incorrect sequence.
Doing step two of a sequence of actions before doing step one can be
counted on to tangle any sequence of actions.
The basic outness is no sequence at all. This leads into FIXED IDEAS. It
also shows up in what is called disassociation, an insanity. Things
connected to or similar to each other are not seen as consecutive. Such
people also jump about subjectwise without relation to an obvious sequence.
Disassociation is the extreme case where things that are related are not
seen to be and things that have no relation are conceived to have.
Sequence means linear (in a line) travel either through space or time or
both.
A sequence that should be one and isn't is an out-point.
59
A "sequence" that isn't but is thought to be one is an out-point.
A cart-before-the-horse out of sequence is an out-point.
One's hardest task sometimes is indicating an inevitable sequence into
the future that is invisible to another. This is a consequence. "If you saw
off the limb you are sitting on you will of course fall." Police try to
bring this home often to people who have no concept of sequence; so the
threat of punishment works well on well behaved citizens and not at all on
criminals since they often are criminals because they can't think in
sequence-they are simply fixated. "If you kill a man you will be hanged",
is an indicated sequence. A murderer fixated on revenge cannot think in
sequence. One has to think in sequences to have correct sequences.
Therefore it is far more common than one would at first imagine to see
altered sequences since persons who do not think in sequence do not see
altered sequences in their own actions or areas.
Visualizing sequences and drills in shifting attention can clean this up
and restore it as a faculty.
Motion pictures and TV were spotted by a recent writer as fixating
attention and not permitting it to travel. Where one had TV raised
children, it would follow, one possibly would have people with a tendency
to altered sequences or no sequences at all.
DROPPED TIME
Time that should be noted and isn't would be an out-point of "dropped
time".
It is a special case of an omitted datum.
Dropped time has a peculiarly ferocious effect that adds up to utter
lunacy.
A news bulletin from 1814 and one from 1922 read consecutively without
time assigned produces otherwise undetectable madness.
A summary report of a situation containing events strung over half a
year without saying so can provoke a reaction not in keeping with the
current scene.
In madmen the present is the dropped time, leaving them in the haunted
past. Just telling a group of madmen to "come up to present time" will
produce a few miraculous "cures". And getting the date of an ache or pain
will often cause it to vanish.
Time aberrations are so strong that dropped time well qualifies as an
out-point.
FALSEHOOD
When you hear two facts that are contrary, one is a falsehood or both
are.
Propaganda and other activities specialize in falsehocids and provoke
great disturbance.
Willful or unintentional a falsehood is an out-point. It may be a
mistake or a calculated or defensive falsehood and it is still an out-
point.
A false anything qualifies for this out-point. A false being, terminal,
act, intention, anything that seeks to be what it isn't is a falsehood and
an out-point.
Fiction that does not pretend to be anything else is of course not a
falsehood.
So the falsehood means "other than it appears" or "other than
represented".
One does not have to concern oneself to define philosophic truth or
reality to see that something stated or modeled to be one thing is in
actual fact something else and therefore an out-point.
60
ALTERED IMPORTANCE
An importance shifted from its actual relative importance, up or down,
is an out-point.
Something can be assigned an importance greater than it has,
Something can be assigned an importance less than it has.
A number of things of different importances can be assigned a monotone
of importance.
These are all out-points, three versions of the same thing.
All importances are relative to their actuality.
WRONG TARGET
Mistaken objective wherein one believes he is or should be reaching
toward A and finds he is or should be reaching toward B is an out-point.
This is commonly mistaken identity. It is also mistaken purposes or
goals.
If we tear down X we will be okay often results in disclosure that it
should have been Y.
"Removing the slums" to make way for modem shops kills the tourist
industry. Killing the king to be free from taxation leaves the tax
collector alive for the next regime.
Injustice is usually a wrong target out-point.
Arrest the drug consumer, award the drug company would be an example,
Military tactics and strategy are almost always an effort to coax the
selection of a wrong target by the enemy.
And most dislikes and spontaneous hates in human relations are based on
mistaken associations of Bill for Pete.
A large sum of aberration is based on wrong targets, wrong sources,
wrong causes.
Incorrectly tell a patient he has ulcers when he hasn't and he's hung
with an out-point which impedes recovery.
The industry spent on wrong objectives would light the world for a
millennium.
SUMMARY
These are the fundamental out-points required in Data Analysis and
Situation Analysis.
They have one infinity of variation. They should be very well known to
anyone seeking third dynamic sanity.
They are the basic illogics.
And while there may be others, these will serve.
L. RON HUBBARD
Founder
LRH: sb. rd Copyright @ 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
61
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 OCTOBER 1970
Issue 11
Remimeo
Data Series 19
THE REAL WHY
"WHY" as used in Logic is subject to non-comprehension.
WHY = that basic outness found which will lead to a recovery of stats.
WRONG WHY = the incorrectly identified outness which when applied does
not lead to recovery.
A MERE EXPLANATION = a "Why" given as THE why that does not open the
door to any recovery.
Example: A mere explanation "The stats went down because of rainy
weather that week." So? So do we now turn off rain? Another mere
explanation "The staff became overwhelmed that week." An order saying
"Don't Overwhelm Staff" would be the possible "solution" of some manager.
BUT THE STATS WOULDN'T RECOVER.
The real WHY when found and corrected leads straight back to improved
stats.
A wrong why, corrected, will further depress stats.
A mere explanation does nothing at all and decay continues.
Here is a situation as it is followed up:
The stats of an area were down. Investigation disclosed there had been
sickness 2 weeks before. The report came in "The stats were down because
people were sick." This was a mere explanation. Very reasonable. But it
solved nothing. What do we do now? Maybe we accept this as the correct why.
And give an order "All people in the area must get a medical exam and
unhealthy workers will not be accepted and unhealthy ones will be fired."
As it's a correction to a wrong why, the stats really crash. So that's not
it. Looking further we find the real WHY. In the area there is no trained
in org bd and a boss there gives orders to the wrong people which, when
executed, then hurt their individual stats. We org board the place and
groove in the boss and we get a stat recovery and even an improvement.
The correct WHY led to a stat recovery.
Here is another one. Stats are down in a school. An investigation comes
up with a mere explanation: "The students were all busy with sports." So
management says "No sports!" Stats go down again. A new investigation comes
up with a wrong why: "The students are being taught wrongly." Management
sacks the dean. Stats really crash now. A- further more competent
investigation occurs. It turns out that there were 140 students and only
the dean and one instructor! And the dean had other duties! We put the dean
back on post and hire two more instructors making three. Stats soar.
Because we got the right why.
Management and organizational catastrophes and successes are ALL
explained by these three types of why. An arbitrary is probably just a
wrong why held in by law. And if so held in, it will crash the place.
62
One really has to understand logic to get to the correct WHY and must
really be on his toes not to use and correct a wrong WHY.
In world banking, where inflation occurs, finance regulations or laws
are probably just one long parade of wrong whys. The value of the money and
its usefulness to the citizen deteriorate to such an extent that a whole
ideology can be built up (as in Sparta by Lycurgus who invented iron money
nobody could lift in order to rid Sparta of money evils) that knocks money
out entirely and puts nothing but nonsense in its place.
Organizational troubles are greatly worsened by using mere explanations
(which lead to no remedies) or wrong whys (which further depress stats).
Organizational recoveries come from finding the real WHY and correcting it.
The test of the real WHY is "when it is corrected, do stats recover?" If
they do that was it. And any other remedial order given but based on a
wrong why would have to be cancelled quickly.
L. RON HUBBARD
Founder
LRH:sb.rd Copyright @ 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
63
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 26 NOVEMBER 1970
Remimeo
Data Seiles 20
MORE OUTPOINTS
While there could be many many oddities classifiable as outpoints, those
selected and named as such are major in importance whereas others are
minor.
WRONG SOURCE
"Wrong Source" is the other side of the coin of wrong target.
Information taken from wrong source, orders taken from the wrong source,
gifts or materiel taken from wrong source all add up to eventual confusion
and possible trouble.
Unwittingly receiving from a wrong source can be very embarrassing or
confusing, so much so that it is a favorite intelligence trick. Dept D in
East Germany, the Dept of Disinformation, has very intricate methods of
planting false information and disguising its source.
Technology can come from wrong source. For instance Leipzig University's
school of psychology and psychiatry opened the door to death camps in
Hitler's Germany. Using drugs these men apparently gave Hitler to the world
as their puppet. They tortured, maimed and slaughtered over 12,000,000
Germans in death camps. At the end of World War 11 these extremists formed
the "World Federation of Mental Health", which enlisted the American
Psychiatric Association and the American Medical Association and
established "National Associations for Mental Health" over the world, cowed
news media, smashed any new technology and became the sole advisors to the
US government on "mental health, education and welfare" and the appointers
of all Health Ministers through the civilized world and through their
graduate Pavlov dominated Russian Communist "mental health". This source is
so wrong that it is destroying Man, having already destroyed scores of
millions. (All statements given here are documented.)
Not only taking data from wrong source but officialdom from it can
therefore be sufficiently aberrated as to result in planetary insanity.
In a lesser level, taking a report from a known bad hat and acting upon
it is the usual reason for errors made in management,
CONTRARY FACTS
When two statements are made on one subject which are contrary to each
other, we have "Contrary facts".
Previously we classified this illogic as a falsehood, since one of them
must be false.
But in doing data analysis one cannot offhand distinguish which is the
false fact. Thus it becomes a special outpoint.
"They made a high of $12,000 that week" and "They couldn't pay staff"
occurring in the same time period gives us one or both as false. We may not
know which is true but we do know they are contrary and can so label it.
64
In interrogation this point is so important that anyone giving two
contrary facts becomes a prime suspect for further investigation. "I am a
Swiss Citizen" as a statement from someone who has had a German passport
found in his baggage would be an example.
When two "facts" are contrary or contradictory we may not know which is
true but we do know they can't both be true.
Issued by the same org, even from two different people in that org, two
contradictory "facts" qualifies as an outpoint.
These two will be found useful in analysis.
LRH:sb.rd L. RON HUBBARD
Copyright @ 1970 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS
Saint Hill Manor, East Grinstead,
HCO POLICY LETTER OF 15 MAR
Issue Il
(CORRECTED & REISSUED 31 AUGU,1
(Only change is to delete from reference u
HCO B 15 March 7 1, "Additional List", which w
Rernimeo
Admin Students Data Setles 21
DATA SERIES AUDITING
(Reference: HCO B 24 July 70, "Data Series"
and HCO B 28 August 70, Confidential for Auditors only)
Whenever a student cannot grasp or retain the data of the DATA SERIES
Policy Letters, he must be audited on the Data Series Rundown (also called
the Hubbard Consultant Rundown).
The reason for this is that he himself has OUTPOINTS and it is necessary
to audit him on this subject.
When the student has outpoints, it has been found that he has a terrible
time grasping or retaining the Data Series material.
This does not mean the student is in any way crazy. It just means he is
illogical and has outpoints in his thinking.
This will reflect as well in his other studies.
So handling this is a vital action.
L. RON HUBBARD
LRH:mes.rd Founder
Copyright @ 1971, 1974
by L. Ron Hubbard
ALL RIGHTS RESERVED
65
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 31 JANUARY 1972
Remimeo
Data Seties 22
THE WHY IS GOD
When beings operate mainly on illogics, they are unable to conceive of
valid reasons for things or to see that effects are directly caused by
things they themselves can control.
The inability to observe and find an actual useable WHY is the downfall
of beings and activities. This is factually the WHY of people not finding
WHYs and using them.
The prevalence of historical Man's use of "fate", "kismet" (fatalism),
superstition, fortune telling, astrology and mysticism confirms this.
Having forgotten to keep seed grain for the spring, the farmer starves
the following year and when asked WHY he is starving says it is the Gods,
that he has sinned or that he failed to make sacrifice. In short, unable to
think, he says "The Why is God."
This condition does not just affect primitives or backward people.
All through the most modern organizations you can find "The WHY is God"
in other forms.
By believing that it is the fault of other divisions or departments, a
staff member does not look into his own scene. "The reason 1 cannot load
the lumber is because the Personnel section will not find and hire people."
It does not seem to occur to this fellow that he is using a WHY which he
can't control so it is not a WHY for his area. It does not move the
existing to the ideal scene. Thus it is not a WHY for him. Yet he will use
it and go on nattering about it. And the lumber never gets loaded. The real
WHY for him more likely would be, "I have no right to hire day laborers. 1
must obtain this right before my area breaks down totally," or "My
department posts are too specialized. 1 need to operate on all hands
actions on peak loads."
A course supervisor who says, "I haven't got any students because Ethics
keeps them for weeks and Cramming for months" is using a "The WHY is God."
As he cannot control Ethics or Cramming from his post his WHY is illogical.
The real WHY is probably "I am not mustering all my students daily and
keeping them on course. If they are ordered to Ethics or Cramming they must
be right here studying except for the actual minutes spent in Ethics and
Cramming."
But this does not just apply on small activities. It applies to whole
nations. "The reason we Germans cannot advance is because England is
against us." This wrong WHY has killed many tens of millions in two world
wars.
Intelligence organizations are often almost dedicated to "the Why is
over there". It seldom is.
Most staffs of orgs, when pay is poor, are completely addicted to over-
thereness. In one org, the Finance Banking Officer was continuously
hammered to "give more money" by the people who were responsible for making
the money and yet'who were not raising a finger to do so. An actual survey
of four org staffs showed that only 2% were aware that their pay depended
upon the org Gross Income!
66
I
Thus survival is very closely tied to logic. If one finds he is sinking
into apathy over his inability to get his job done, it is certain that he
is operating on self-conceived wrong WHYs in areas that he cannot ever hope
to control.
And in living any life, most major points of decline can be traced to
the person's operating on whys that do not allow him to improve, his own
scene.
The Greek cut open the guts of birds to find the WHY. He called this
"divination" or "augury". Don't look now, but that civilization has long
been dead!
Just as anyone will be whose illogic leads him to over-thereness to find
his whys.
Strength and Power in the individual consists of being logical enough to
find WHYs he can use to advance his existing scene toward the ideal scene.
The Why is NOT God. It lies with YOU and your ability to be logical.
God helps those who help themselves.
L. RON HUBBARD
Founder
LRH:ne.rd Copyright @ 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
67
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 17 FEBRUARY 1972
Remimeo
Data Sefies 23
PROPER FORMAT AND CORRECT ACTION
When doing an Evaluation, one can become far too fixated on outpoints
and miss the real reason one is doing an evaluation in the first place.
To handle this, it is proper form to write up an Evaluation so as to
keep in view the reason one is doing one.
This is accomplished by using this form
SITUATION:
DATA:
STATS:
WHY:
IDEAL SCENE:
HANDLING:
CONSISTENCY
The whole of it should concern itself with the same general scene, the
same subject matter. This is known as CONSISTENCY. One does not have a
Situation about books, data about bicycles, stats of another person, a WHY
about another area, a different subject for ideal scene and handling for
another activity.
The Situation, whether good or bad, must be about a certain subject,
person or area, the data must be about the same, the stats are of that same
thing, the WHY relates to that same thing, the Ideal Scene is about the
scene of that same thing and the handling handles that thing and especially
is regulated by that Why.
A proper evaluation is all of a piece.
SITUATION
First, to do an Evaluation, some situation must have come to notice.
There is a report or observation that is out of the ordinary.
This "coming to notice" occurs on any line. Usually it is fairly major,
affecting a large portion of the area, but it can be minor.
So OBSERVATION in general must be continuous for situations to be noted.
To just note a situation and act on it is out of sequence as it omits
evaluation. You can be elated or shocked uselessly by noting a situation
and then not doing any evaluation.
It is the hallmark of a rank amateur or idiot to act on reports without
any evaluation.
So, the first step is noting, from general alertness, a situation
exists.
A situation is defined as a not expected state of affairs. It is either
very good or it is very bad.
68
If it is very good it must be evaluated and a Why found so one can even
upgrade an Ideal Scene.
If it is very bad, it must be evaluated and a Why found so that it can
be handled to more closely approach the Ideal Scene.
DATA
Data is the information one has received that alerts one to the
situation.
Intelligence systems use various (mainly faulty) methods of "evaluating"
data so as to "confirm it". They do this uniformly from reports. No matter
how many reports one may see there is always a question as to their truth.
Intelligence Chiefs have started most wars (US vs Germany 1917) or failed
to start them in time (US vs Japan 1936) by depending on "authoritative
sources", "skilled observers", "valid documents" and other confetti they
class as "reports" or "documents".
As noted above, the "raw document" or "raw materials" as they are called
have led, when accepted, to the most terrifying catastrophes. British
Admiral Hall, without permission of the British government, leaked the
famous "Zimmerman telegram" to US President Wilson and stampeded the US
into World War L The alleged German "instructions" to their US Ambassador
"intercepted" by Hall were passed on with Confidence tricks and President
Wilson, elected to keep the US out of the war, being no great evaluator,
dived overboard on one flimsy questionable report and carried America into
the disaster of two world wars and a Communist supremacy.
The US was lulled by false Japanese assurances and false data on the
smallness of Japanese armaments and considered the country no danger. The
true situation would have led to a US declaration of war in 1936! Before
Japan could sink the whole Pacific fleet in one raid and cause 41/2 years
of war and open all of China to Communist supremacy.
These are just a couple of the thousancts of disasters in international
affairs brought about by a pathetic reliance on reports or documents.
If you knew the game well, with a half a dozen agents and a document
factory, you could have half the countries of the planet in turmoil.
Because they rely on reports and "authoritative sources" and "expert
opinion" instead of Data as viewed in this Data Series.
If one does not court disaster and failures one does NOT rely on
reports, but an absence of reports or a volume of reports carefully
surveyed for outpoints and counted.
To do this one must be VERY skilled at spotting outpoints. Most people
confuse simple errors with actual outpoints.
You can get so good at this you can recognize outpoints and plus points
at a fast glance over reports.
Essentially, "data" regarded from the angle of outpoints is a lack of
consistency. "Our Div 2 is doing very well" -doesn't go with Gross Income
$2.
This gives you a guideline, the "string to pull" (see Investigation
checksheet on following down things you just don't understand, the first
emergence of the Data Series).
So the DATA you give is not a lot of reports. It is a brief summary of
the "strings pulled" on the outpoint or plus point route to finally get the
Why.
Example: (from a situation where an org was going broke) "The sign-ups
reported for service and new names to Central Files were both high yet
gross income was down. An investigation of the service arek showed no
backlogs and no new customers with the staff idle. Tech Services was fully
staffed. Examining complement showed no one in the Department. of Income.
People were signed up but there was no one to receive the money." The WHY
of course was a wrong complement particularly NO CASHIER and an Executive
Director neglecting his duties.
Example: (on a situation of a stat soaring) "The Promo Dept had very
down stats with no promo going out. Bulk mail w.-s low. Div 6 was idle, yet
the GI was soaring. Nothing in the org could be found to account for it.
Investigation of what promo incoming public had showed that the Promo was
coming from a lower level org promoting itself as a route to upper level
services." The WHY of course was an
69
effective Promo campaign being run OUTSIDE the org. And one could bolster
that up and get the org active too.
DATA, then, is the Sherlock Holming of the trail that gave the WHY. It
at once reflects the command the Evaluator has of the DATA SERIES. And his
own cleverness.
Sometimes they come in a sudden blue flash a yard long, a piece of
insight into what MUST be going on if these outpoints add up this way.
Rapid investigation of further data on this trail proves or disproves the
flash of insight. One does NOT run on insight alone (or crystal balls).
To one not trained and practised in Evaluation the finding of a REAL WHY
may look as mysterious as an airplane to an aborigine.
It is a fact that people who do not understand evaluation can get the
idea that management acts on personalities or whims or that management has
spies everywhere to know that the Distribution Secretary never came to
work.
To the expert it is easy. To the ignorant it looks very supernatural.
It is the TRAIL followed that counts.
This is what is required under "DATA".
STATS
Situations and DATA trails are supported by Statistics.
Where statistics are not in numeral form this may be harder. Where they
are outright lies, this is an outpoint itself.
A person or nation without any statistic may be a puzzle at first but
statistical approximations can exist and be valid.
Statistics of CIA would be very hard to dig up. They don't even let the
US Congress in on it. But the deteriorating overseas influence of the US
would show that CIA was not batting any high average and that its data fed
to policy makers (its avowed purpose) might well be false or misleading
causing policy errors that cause a deteriorating scene.
So statistics can be estimated by the scene itself even when absent in
numerical form.
England has lost its whole empire in a quarter of a century, without a
single defeat in war. This gives an adequate statistic for the government's
good sense or lack of it. It is at this writing losing even parts of the
homeland and is itself joining what might be called the Fourth Reich and so
will soon cease to exist as a political sovereignty. This statistic can
even be drawn as a dive bombing down curve.
A deckhand's statistic may not exist on a chart but the areas he tends
do exist for view.
One either has a numerical statistic or a direct observation. One can
use both.
I once answered the question "Why are paid completions high and gross
income low" by finding that the "paid" completions stats were false.
So one statistic can be compared to another.
Three or more stats can be compared to each other and often lead
directly to a WHY.
The main point is DON'T ACT WITHOUT STATISTICAL DATA.
After a fine Data Analysis, one may well find tlae stats are quite
normal and there is NO situation.
One may have a great PR PR PR data analysis and collide with statistics
you'd need a submarine to read.
And one may have data that says the whole staff of Keokuk should be shot
without waiting for dawn and then discover that, by stats, they're doing
great.
And one can also do a Data Analysis that shows somebody should be
commended and prove it by stats and then discover belatedly the stats are
false and the guy should have been shot.
70
However if one looks at all available stats after doing a Data Analysis
one may find they look good at a glance but are sour as green apples. One
could see a high lot of stats, GI, etc and then see a cost stat that shows
someone is making $2 million at a cost of $4 million and that the place is
going straight into the garbage can.
DO NOT give a Why or recommend handling without inspecting the actual
stats.
And DO NOT be thrown off a situation you are sure exists without looking
at ALL the stats. (Example: High hour Internes' stats throw one off
interfering until one sees NO internes graduating and NO programs completed
by them.)
THE WHY
This is the jewel in the crown, the main dish at dinner, the gold mine
in the towering mountains of mystery.
A real WHY must lead to a bettering of the existing scene or (in the
case of a wonderful new scene) maintaining it as a new Ideal Scene.
Therefore the WHY must be something you can do something about. (See THE
WHY IS GOD policy letter.)
Thus the Why is limited by what you can control. It is NEVER that other
di'vision or top management or the bumps on the Moon.
Even if all this were true, the WHY must be something which
YOU CAN DO SOMETHING ABOUT YOURSELF FROM YOUR LEVEL OF AUTHORITY OR
INITIATIVE that will lead to
THE IMPROVEMENT OF A POOR EXISTING SCENE TOWARD THE IDEAL SCENE.
The WHY is a special thing then. It is a key that opens the door to
effective improvement.
It is not a prejudice or a good idea. It is where all the analysis led.
And a REAL Why when used and handled and acted upon is like a magic
carpet. The scene at once becomes potentially better or gets maintained.
"Acting on a wrong Why" is the stuff of which coffins are made.
No matter how brilliant the program that follows, there it is, the same
old mud.
Wrong Whys work people half to death handling a program which will lay
ostrich eggs and rotten ones at that.
It will cost money and time that can't be afforded easily.
It will distract from the real tiger in the woods and let him roar and
eat up the goats while everyone is off chasing the ghosts which "really
were the cause of it all".
Wrong Whys are the tombstones of all great civilizations and unless
someone gears up the think will be the mausoleum of this one.
Do not think you won't get them. It takes 28,000 casualties in battle,
they say, to make a major general. Well it may take a few wrong Whys to
make an Evaluator.
The evaluator who has done the evaluation is of course responsible for
it being correctly done and leading to the right conclusion and verified by
stats to give the correct real WHY.
And the real ones are often too incredible to have been arrived at in
any other way. Or they are so obvious no one noticed.
In one instance Whys were found by experts for six months on a certain
Course without improving the flagrantly bad situation but actually messing
it up more until a huge real Why jumped out (the students had never been
trained on earlier levels) and the situation began to improve.
Using one Why for all situations can also occur and fads of Whys are
common. True, a Why often applies elsewhere. That's what gives us
technology including policy. But in any area of operation where a situation
is very abnormal the Why is likely to be very peculiar and too off the
ordinary to be grasped at once.
71
There can be an infinity of wrongnesses around just one rightness. Thus
there can be an infinity of wrong Whys possible with just one real Why that
will open the door.
For the real Why does open the door. With it on a good situation one can
maintain it and with a bad situation one can improve it.
Thus the REAL WHY is the vital arrival point to which evaluation leads.
THEIDEALSCENE
If a bad situation is a departure from the ideal scene and if a good
situation is attaining it or exceeding it, then the crux of any evaluation
is THE IDEAL SCENE for the area one is evaluating.
Viewpoint has a lot to do with the Ideal Scene.
To Russia a collapsed America is the Ideal Scene. To America a collapsed
Russia is an Ideal Scene.
To some have-not nations both Russia and the US competing at vast
expense for the favor of a coy petty ruler is the Ideal Scene to that
ruler.
To most other parts of the world both these major countries interested
only in their own affairs would be an Ideal Scene.
So, with viewpoint the Ideal Scene can be "bad" or "good".
The Ideal Scene is not necessarily big and broad. An intelligence
evaluator that gave the Ideal Scene as "a defeated enemy" on every
evaluation would be very inexpert.
By CONSISTENCY the Ideal Scene must be one for that portion of an
activity for which one is trying to find the Why.
Example: (Situation: renewed activity on a front held by one platoon.
Evaluation: No other points along the lines are active and a tank road
leads toward the front where the activity is. WHY: Area being prepared for
a tank breakout.) IDEAL SCENE: An uninhabitable area in front of the
platoon. (Which could be done with napalm as there is a wood there and a
heavy crossf ire maintained and a renewed supply of bazookas for the
platoon if the napalm didn't work.)
Example: (Situation: a lot of silence from Plant 22. Evaluation: No
trucks arriving with materials, no raw materials being sent by outside
suppliers, suppliers irate. WHY: The Accounting Office forgot to pay the
raw materials bill and the suppliers held up all further supplies.) THE
IDEAL SCENE: High Credit Rating and good Accounts PR Established with all
creditors. (And Handling would include a recommendation for an Evaluation
of the Accounting Office as to Why it forgot and Why there is no high
credit PR with a new Ideal Scene for that Accounting Office, which might be
a wholly different thing: IDEAL SCENE: An Accounting Office that enforces
Income greater than outgo.)
By giving the IDEAL SCENE for every situation, the evaluator is not led
into a fatal contempt for the competence of all work actually being done.
The Ideal Scene clarifies for one and all whither we are going.
But even more important, the evaluation that includes an Ideal Scene
postulates a win from the viewpoint of those for whom it is being done or
for one's activities.
Sometimes when one gets to the Ideal Scene and writes it down he finds
his Why won't really lead to it, in which case he must get another Why or
familiarize himself with the scene in general to find out what he is trying
to send where.
In the case of an abnormally good situation one finds he has exceeded
what was formerly thought to be the Ideal Scene and must state a new one
entirely with the WHY concerned with how to maintain it.
Anyone reading a full evaluation in proper form can better estimate
whether the WHY and handling are workable if the IDEAL SCENE is there. And
sometimes it will be found that the evaluator is trying to do something
else entirely than what everyone else thinks is a correct attainment.
Thus it is a very healthy thing to include the Ideal Scene. It serves as
a discipline and incentive for the Evaluator and those executing the
program.
72
HANDLING
Handling must be CONSISTENT with the situation, the evaluation, the Why
and the Ideal Scene.
Handling must be WITHIN THE CAPABILITIES of those who will do the
actions.
Handling must be WITHIN THE RESOURCES AVAILABLE.
Handling quite often but not always requires a BRIGHT IDEA. It is
peculiarly true that the less the resources available the brighter the idea
required to attain effective handling.
Handling must be SUPERVISED by one person who acts as a Coordinator of
the Program and a checker-offer and de-bug expert.
And last but most important handling must be EFFECTIVE AND FINAL.
The steps of Handling are in Program Form. They are numbered 1-2-3 etc.
Or A-B-C etc.
They can be in the sequence they will be done but this is mostly
important when one person or one team is going to do the whole thing step
by step.
These steps are called TARGETS.
Each part of the program (each TARGET) is assigned to someone to do or
to get done.
Care must be taken not to overload persons already loaded and where this
occurs one appoints a special personnel or mission for that specific
target.
The Supervision must see that each target gets fully done and no targets
not done and no targets h41f done.
It is up to Supervision to keep track of all completions on a MASTER
sheet.
Supervision debugs those targets that bog or lag by finding in them a
Why, which may mean a rapid evaluation of that target to rephrase it or get
it clarified without altering its intended accomplishment.
Supervision can reassign a target.
PROJECTS
It is expected that any complex or extensive target will have a PROJECT
written for it by the person to whom it is assigned if not by the
originator.
By completing this Project the target is DONE.
Often these projects have to be passed upon by a senior before being
begun.
COMPLIANCE
When the MASTER sheet shows all targets DONE (not not done and not half
done and not falsely reported) full Situation handling can be expected.
REVIEW
When the Supervisor reports all Targets done, it is in the hands of Fate
whether the situation will now be progressed toward or attain the Ideal
Scene.
The accuracy of the data, the skill of the evaluator, the correctness of
the WHY, the competence of the Supervisor and the skill of those executing
the targets and the willingness of those receiving the effects of all this
activity (their Human Emotion and Reaction) determine whether this
evaluation approaches or attains the Ideal Scene.
All such Evaluations should be REVIEWED as soon as the actions have had
time to take effect.
An idiot optimism can suppose all is well and that it is needless to
Review.
But if this WHY was wrong then the situation will deteriorate and a
worsening situation will be apparent.
Thus a sharp watch has to be set. No thirst for "always being right" or
arrogance about never being wrong must prevent an honest review.
WAS the Ideal Scene approached or attained?
Or was it a wrong Why and now is all Hades breaking loose?
73
Now we don't have just renewed insistence that the WHY was right and
that the program must go in in spite of all.
We have a wrong Why.
MAGIC
IT WILL BE FOUND THAT WHERE YOU HAVE A REAL WHY PEOPLE WILL COOPERATE
ALL OVER THE SCENE.
The only exception is where there are traitors around. But this is an
easy explanation, too often bought to excuse wrong Whys.
The Germans, when they found in World War 11, how ineffective the
Italian intelligence service was, couldn't believe it, tried to improve it,
became convinced they were traitors, probably shot them in scores and took
the service over themselves. And lost Italy even more rapidly. Whatever the
right Why was, the Germans had the wrong one. And so does any executive who
has to shoot everybody-he just can't find the right Whys.
It is NO disgrace to find a wrong Why. It is only a disgrace not to keep
trying on and on until one does find it. Then the clouds open, the sun
shines, the birds pour out their souls in purest melody and the Ideal Scene
is approached or reached.
So REVIEW is damnably important.
Situations have to be handled very fast.
And Reviews have to be as quick as possible after effect can occur.
WHOLE VIEW
So here you have the whole view.
The keynotes are OBSERVE, EVALUATE, PROGRAM, SUPERVISE and REVIEW.
The heart of Observe is accuracy.
The heart of Evaluate is a cool cold Knowledge of the Data Series.
The heart of Program is knowing the scene.
The heart of Supervise is getting it FULLY done.
The heart of Review is HUMILITY.
. SUMMARY
If you cannot roll all this off rapidly then misunderstood words in this
series are in the way. Or one is battling with some outpoint in his own
life.
The Data Series is for USE.
It works because it has unlocked logic.
In Management one is very fortunate since he can program and handle.
In Intelligence one is less fortunate as his handling can only be
suggested and many an Intelligence officer has watched a useless Battle of
the Bulge after he told them all about it and "they" had other ideas. But
the Data Series works in Intelligence as well.
Data Analysis was not developed in a professorial out of a lost to the
world tower. It was evolved by attempting to explain logic, then was
developed on one of the hottest cross-fire but successful evaluation posts
on the planet against a background of blood, sweat and tears war
intelligence experience.
So it is itself REAL.
The key to it is handling DATA.
So here it is.
I do sincerely hope it serves you in helping to attain your Ideal Scene.
LRH:mes.rd L. RON HUBBARD
Copyright (D 1972 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
74
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 FEBRUARY 1972
Issue 11
Remimeo
Data Series 24
HANDLING
POLICY, PLANS, PROGRAMS
PROJECTS AND ORDERS DEFINED
The words "Policy", "Plans", "Programs", "Projects" and "Orders" are
often used interchangeably one for the other, incorrectly.
To handle any confusions on the words and substance of "Policy",
"Plans", "Programs", "Projects" and "Orders" the following DESCRIPTIVE
DEFINITIONS (See Scn Logic No. 5) are laid down for our use.
POLICY: By this is meant long range truths or facts which are not
subject to change expressed as operational rules or guides.
PLANS: Short range broad intentions as to the contemplated actions
envisaged for the handling of a broad area to remedy it or expand it or to
obstruct or impede an opposition to expansion. A plan is usually based on
observation of potentials (or resources) and expresses a bright idea of how
to use them. It always proceeds from a REAL WHY if it is to be successful.
PROGRAM: A series of steps in sequence to carry out a plan. One usually
sees a Program following the discovery of a Why. But in actual fact a Plan
had to exist in the person's mind, whether written or not, before a program
could be written. A Program, thus, carries out the Plan conceived to handle
a found WHY. A Plan and its Program require authorization (or okay) from
the central or coordinating authority of the general activities of a group
before they can be invested in, activated or executed.
PROJECTS: The sequence of steps written to carry out ONE step of a
Program. Project orders often have to be written to execute a Program step.
These should be written but usually do not require any approval and often
are not generally issued but go to the person or persons who will
accomplish that step of a program. Under the category of PROJECT would come
orders, work Projects, etc. These are a series of GUIDING STEPS which if
followed will result in a full and successful accomplishment of the Program
Target.
ORDERS: The verbal or written direction from a lower or designated
authority to carry out a program step or apply the general policy.
In short:
POLICY = the rules of the game, the facts of life, the discovered truths
and the invariable procedures.
PLANS = the general bright idea one has to remedy the WHY found and get
things up to the Ideal Scene or improve even that. (Approval)
PROGRAM = the sequence of major actions needed to do the Plan.
(Approval)
PROJECT the sequence of steps necessary to carry out one step in a
Program. (No approval)
ORDERS some Program steps are so simple that they are themselves an
order or an order can simply be a roughly written project.
75
Thus, by these definitions a Data Analysis would look like this.
POLICY: (what brings the evaluation into existence in the first place.)
SITUATION: (departure from or improvement of the Ideal Scene expressed
in policy.)
DATA: (observations leading to INVESTIGATIONS.)
STATISTICS: (the independent continuing survey of production or lack of
it.)
WHY: (the real reasonfound by the investigation.)
IDEAL SCENE: (the state of affairs envisioned by policy or the
improvement of even that.)
HANDLING:
A PLAN whether written in full or not based on the WHY to use the
resources available to move the Existing Scene toward the Ideal Scene.
A PROGRAM: A sequence of broad steps to get the Plan executed.
PROJECTS: Any sequence of steps ordered or written to get a Program step
completed.
ORDERS: The program step itself or the verbal or written project to get
the Program step fully Done.
Thus a Handling could look like this:
HANDLING:
Plan: To use Bob Bartlett to replace the incompetent exec found as the
WHY.
1. Find a Replacement for Bartlett. PERSONNEL.
2. Program Bob Bartlett to get his incomplete cycles caught up. DIR OF
PERSONNEL ENHANCEMENT.
3. Train Bob Bartlett. DIR OF TRAINING.
4. Write Garrison Mission Orclers for Bartlett. ACTION MISSION WRITER.
5. Write Recall orders for G. Zonk (the incompetent found in the WHY).
PERSONNEL.
6. Send Bartlett to relieve Zonk. ACTION.
7. On Zonk's return assign to bilge cleaner. PERSONNEL.
This of course is a very simple Plan and simple program.
The Orders are seen as "PERSONNEL", "DIR OF PERSONNEL ENHANCEMENT",
"ACTION MISSION WRITER" etc at the paragraph ends. The program step itself
is an ORDER to the person or unit named at program end. But IT ALSO
AUTHORIZES THAT PERSON OR UNIT TO DO THE STEP OR ISSUE ORDERS TO DO THE
STEP OR EVEN WRITE A PROJECT AND GET IT DONE.
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That final end word on the program step is an AUTHORITY as well as being
an order to the person or unit named.
ROUND-UP
A copy of a full program Marked MASTER is placed in a folder. The Folder
is marked on the edge with the Program name and number. The program itself
is stapled along its left edge to the inside left cover of the folder.
An "LRH Comm" is responsible for "LRH Programs". A Deputy Executive
Director or Deputy Commanding Officer is responsible for an ED's or C/0's
programs.
The responsibility lies in seeing that each step is FULLY effectively
DONE.
All related papers, copies of projects, orders etc are collected in that
folder and as each done is reported and investigated as DONE it is marked
off on the MASTER Program sheet.
When all those projects or orders bred by the Program steps are DONE
then the PROGRAM is considered DONE.
One does not "report progress" but only DONES and when something is NOT
done yet it is chased up by the "LRH Comm" or Deputy ED or C/O and
"debugged".
DEBUGGING
The word "bugged" is slang for snarled up or halted.
DEBUG is to get the snarls or stops out of it.
This itself requires an evaluation. The evaluation may be done at a
glance or it may take a full formal Evaluation by form.
The Ideal Scene here is the Program step DONE or even improved.
So the WHY here would be the REAL reason it was not being done or
couldn't be done and that may require hours to locate and sometimes days to
remedy.
When "debugging" one usually finds the persons assigned the target
already have a "WHY" and it is usually a false Why for if it was the right
one the program step would get done.
Thus debugging usually begins with finding "their Whys"-which is to say
reasons, excuses, apologies etc. Getting these into view is a main part of
the Program Step Evaluation.
A Project, often written, comes out of this DEBUG EVALUATION.
In extreme cases it will be found that the Whole program is based on a
wrong WHY and rapidly needs redoing by the original authority. Example: The
WHY found was that the JINX OFFICE WAS NOT MAKING MONEY. In doing one step
of the program: "3. Survey past invoices to find where money is coming from
and why they don't get it now: MISSION", the Mission sent finds Jinx Office
was making money by the ton but it was being wasted by their having bought
a huge building whose rent is three times normal rental "In the hopes new
sub-tenants would pay the rent but nobody wants the place". Rapid debug is
needed because the target can't really be done. They ARE making money and
they do get it now.
In such a case doing the program unearthed a new REAL WHY and scrubbed
that program.
A super-frantic hysterical communication would be sent to the authority
of the
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program "New WHY found by Pgm 891 Target 3 observation. Jinx Office paying
$80,000 a quarter for skyscraper. Obvious real Why ED has delusions of
grandeur, is a bad business head. Suggest Pgrn 891 Redone on new Why and
suggest Plan of mission here for instant offload of this skyscraper and
Office into proper quarters and replacement of ED." At which the "LRH Comm"
or Deputy ED or Deputy C/O will approach the authority for the Pgm to get
immediate cancellation of 891 and all program targets and a new program 891
R based on the REAL REAL WHY.
Debug, however, is not always so dramatic. "We don't have anyone to put
on it" is the usual excuse as they sit lazily chatting amongst their piled
up Dev-T.
So one evaluates the area against the program target and finds a WHY
that, executed as a project will get that target done.
The PERFECT DEBUG EVALUATION (a) gets the target done (b) improves the
area (c) leaves no dregs of Human Emotion and Reaction behind it.
Just plain screaming often works. But if one has to, there is a real WHY
there someplace that should be found, a project handed out and done.
HANDLING SUMMARY
You can find out all the SITUATIONS and WHYS in the world but if there
isn't a PLAN and PROGRAM and if these are not DONE fully, then nothing
beneficial will happen. Indeed the not dones, half dones and backlogs will
mount up (per HCO P/L 26 Jan 72 Admin Know How 29 Executive Series 5) and
set the whole thing a step backwards.
Bad programs and clumsy projects develop useless traffic (Dev-T) and tie
people up all over the place, pull them off normal needful actions and send
the existing scene even further from the Ideal Scene. They make people very
busy but nothing beneficial is gained and as the useless actions distract
from normal duties, the whole place is at risk.
Staffs subjected to programs that are not based on sound observation
Evaluation, a REAL WHY and the points in Data Series 23, become apathetic
as they see no result,
So programs that are bad and programs that are right but don't get fully
done are alike deadly. THERE IS NO SUBSTITUTE FOR CORRECTLY DONE DATA
ANALYSIS.
THERE IS NO EXCUSE FOR NOT GETTING CORRECT PROGRAMS DONE.
In this way and only in this way can one raise the Existing Scene toward
an Ideal Scene.
Data Analysis is a powerful tool. YOU CAN USE IT.
L. RON HUBBARD
Founder
LRH:ne.bh Copyright @ 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
78
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead. Sussex
HCO POLICY LETTER OF 19 MARCH 1972
Issue 11
Remimeo
Data Sefies 25
LEARNING TO USE DATA ANALYSIS
After one has studied Data Analysis he is expected to be able to use its
principles easily and swiftly.
The barriers to being able to use Data Analysis are, in the order of
frequency:
I . Misunderstood words. One has not gotten the definitions of the words
used. This does not mean "new words". It is usually old common words. It
is not just long words, it is more usually little ones. To handle this
one takes each policy letter (or chapter) in turn and looks it over
carefully to see what words he cannot rapidly define. To help in this
one uses an E-Meter and "Method 4" word clearing which is the method of
using a meter to see if "Are there any words in this policy
Misunderstood?" Any upset or antagonism or boredom felt comes only from
a misunderstood word or misunderstood words.
2. The person has himself an out-point in his routine thinking. This is
found and handled by what is called an "HC (Hubbard Consultant) List".
This list assessed on a meter detects and handles this.
3. Lack of knowledge of an existing or an ideal scene. This is handled
by observing the existing scene directly or indirectly by reports and
for the Ideal, study of the basic policy of the scene which gives one
its ideal, its expected products and form of organization.
4. Not having studied the Data Series. Handled by studying it properly.
5. Not having studied Data Analysis from the viewpoint of needing to
apply it.
6. Thinking one already knows all about analyzing and data. Handled by
looking over some past failures and realizing they could have been
prevented by a proper collection of data and analyzing it.
7. Tossing off "reasons" personally on one's own personal area which are
usually just excuses or justifications and not Whys. "I was too tired"
"I should have been tougher" "They were just bums anyway" which loads up
one's own life with wrong Whys. Handled by being more alert to and more
honest about the causes and motives of one's life and the scene, and
doing a better analysis.
8. Confusing Errors with out-points. Handled by practice.
9. Confusing out-points with Whys. Handled by learning to observe and
better study of Data Analysis.
10. Too narrow a situation. Handled by getting more data and observing
the scene more broadly.
11. Missing "Omitted data" or particles or people as a frequent out-
point. Handled by knowing the Ideal Scene better. What should be there
and isn't,
THE BEGINNER
When one begins to apply Data Analysis he is often still trying to grasp
the data about Data Analysis rather than the out-points in the Data. Just
become more familiar with the Data Series.
Further one may not realize the ease with which one can acquire the
knowledge of an Ideal Scene. An out-point is simply an illogical departure
from the Ideal Scene. By comparing the Existing Scene with the Ideal Scene
one easily sees the out-points.
To know the Ideal Scene one has only to work out the correct products
for it. If these aren't getting out, then there is a departure. One can
then find the out-points of the various types and then locate a WHY and in
that way open the door to handling. And by handling one is simply trying to
get the scene to get out its products.
79
Unless one proceeds in this fashion (from product back to
Establishment), one can't analyze much of anything. One merely comes up
with errors.
The definition and nature of Products is covered in several P/Ls and
especially in HCO P/L 13 Mar 72 Establishment Officer Series No. 5,
An existing scene is as good as it gets out its products, not as good as
it is painted or carpeted or given Public. Relations boosts.
So for ANY scene, manufacturing or fighting a war or being a hostess at
a party, there are PRODUCTS.
People who lead pointless lives are very unhappy people. Even the idler
or dilettante is happy only when he has a product!
There is always a product for any scene.
The analyst when he begins may get the wrong product. He may get a
doingness instead of something one can have. And he may look upon a half
completion or half done thing as a completed product.
All this makes his Data Analysis faulty. As he can't figure out an Ideal
Scene, he then has nothing to compare the existing scene to. It is simply a
matter of the cost and time involved in not or half getting a product
compared to the Ideal Scene of a really valuable product with Exchange
value and what it takes to get it. These two things can be worlds apart.
The trail that leads to a WHY that will close the gap is plainly marked
with one kind or another of out-points. Where the most and biggest are,
there is the WHY. Found, the real WHY and actual handling will move the
existing toward Ideal.
Hideously enough, what I say about products is true. Even a government
could have a product. Like "a prosperous happy country". An Intelligence
agency often muffs its product such as "A properly briefed head of state".
But to do it the head of state would have to have a product concerning
other nations like "Friendly, cooperative allies which are a help and no
threat" or some other product. Otherwise the agency would wind up going
straight out of the Intelligence business and being required to conduct its
business by assassination of foreign notables or other actions to do
handlings based on wrong Whys.
As there would be no Product, there could not really be an Ideal Scene.
If there is no Ideal Scene then there is no way to compare the existing
scene. Thus, outpoints would expose situations but no WHY would really be
possible as there's no Ideal Scene to approach. One has often heard some
agency or activity say, "Where the hell are we going anyway?" Translated
this would be "We haven't had any Ideal Scene set up for us." And
translated further, "The policy makers have no product in view." So they
aren't going anyplace really and lack of an objective would cause them to
go down and lack of a product would cause them to be miserable.
That's the way life has been running.
Parents and others often ask children "What will you do when you grow
up?" Or "What are you going to be?" This is not baffling for a 5 year old,
perhaps, but it is a confuser for a child of 12. There are BE, DO and HAVE
as three major conditions of existence. One must BE in order to DO and DO
in order to HAVE. A Product is the Have. It is not the DO. Most people give
"Do" as "product". A Product is a completed thing that has Exchange value
within or outside the activity.
If one asked a 12 year old "What product are you going to make when you
grow up?" he'd likely give you the exchange reward as the answer, like
"Money". He has omitted a step. He has to have a product to exchange for
money.
To "make money" directly he'd have to be the Secretary of the Treasury,
Superintendent of the Mint or a counterfeiter!
Only if you cleared up Product and Exchange with him could he begin to
answer the question about what's what with growing up.
Let's say this is done and he says he is set on making photographs of
buildings. The DO now falls into line-he'd have to photograph things well.
The BE is obvious-architectural photographer. The Exchange of architectural
photographs for salary or fee is feasible if he is good.
So now we find he is a poor boy and no chance of schooling or even a box
camera. That's the existing scene.
The Ideal Scene is a successful architectural photographer making
pictures of buildings.
80
You see the gap between the existing scene and the Ideal Scene.
Now you can follow back the outpoints and get a WHY.
It isn't just that he's poor. That's no WHY as it opens no doors to get
from existing scene to Ideal Scene.
We investigate and find his "father" is very religious but an alcoholic
and that the boy is illegitimate and his "father" hates his guts.
So we find a WHY that his "father", much less helping him, is not about
to let him amount to anything whatever ever.
This opens a door.
Handling often requires a bright idea. And we find the local parson has
often shown interest in the boy so an obvious handling is to get the parson
to persuade the "father" to let the boy apprentice in the local photo store
and tell the boy what he has to do to make good there.
Situations cannot be handled well unless a real WHY is found.
And a real WHY cannot be found unless the product is named and an Ideal
Scene then stated. This compared to the existing scene gives us, really the
I st outpoint,
In going the other direction, to find a WHY of sudden improvement, one
has to locate poor existing scenes that suddenly leap up toward Ideal
Scenes. This is done by locating a high product period (by stats or other
signs of production) and comparing IT as an Ideal Scene to the existing
scenes before it (and just after if there was a slump) and looking into
that for a WHY. But one is looking for Pluspoints. And these lead to a real
WHY for the prosperity or improvement.
A "who" will often be found. Like "James Johnny was shop foreman then."
Well, he's dead. So it's not a Why as it leads nowhere. What did James
Johnny DO that was different? "He got out products" leads nowhere. We keep
looking and we find he had a scheduling board and really kept it up to date
and used it as a single difference. Aha "The WHY is a kept up scheduling
board!" The handling is to put a clerk on doing just that and hatting the
current foreman to use it or catch it. Result, up go the stats and morale.
People can look at it and see what they're producing today and where
they're at!
So not all WHYs are found by outpoints. The good situations are traced
by Pluspoints.
If the high peak is current, one has to find a Why, in the same way, to
maintain it,
STANDARD ACTION
A beginner can juggle around and go badly adrift if he doesn't follow
the pattern: I . Work out exactly what the (person, unit, activity) should
be producing.
2. Work out the Ideal Scene.
3. Investigate the existing scene.
4. Follow outpoints back from Ideal to existing.
5. Locate the real WHY that will move the existing toward Ideal.
6. Look over existing resources.
7. Get a Bright Idea of how to handle.
8. Handle or recommend handling so that it stays handled.
This is a very sure-fire approach.
If one just notes errors in a scene, with no product or Ideal with which
to compare the existing scene, he will not be doing Data Analysis and
situations will deteriorate badly because he is finding wrong Whys.
THINKING
One has to be able to think with outpoints. A crude way of saying this
is "learn to think like an idiot". One could also add "without abandoning
any ability to think like a genius".
If one can't tolerate outpoints at all or confront them one can't see
them.
A madman can't tolerate pluspoints and he doesn't see them either.
But there can be a lot of pluspoints around and no production. Thus one
can be told how great it all is while the place edges over to the point of
collapse.
81
An Evaluator who listens to people on the scene and takes their WHYs
runs a grave risk. If these were the Whys then things would be better.
A far safer way is to talk only insofar as finding what the product is
concerned and investigating.
One should observe the existing scene through data or through observers
or through direct observation.
An Evaluator often has to guess what the WHY might be. It is doing that
which brings up the phrase "Learn to think like an idiot". The WHY will be
found at the end of a trail of outpoints. Each one is an aberration when
compared to the Ideal Scene. The biggest idiocy which then explains all the
rest and which opens the door to improvement toward the Ideal Scene is the
WHY.
One also has to learn to think like a genius with pluspoints.
Get the big peak period of production (now or in the past). Compare it
to the existing scene just before.
Now find the pluspoints that were entered in. Trace these and you arrive
at the WHY as the biggest pluspoint that opened the door to improvement.
But once more one considers resources available and has to get a bright
idea.
So it is the same series of steps as above but with pluspoints.
VETERAN
A veteran evaluator can toss off evaluations in an hour or two, mainly
based on how long it takes him to dig up data.
A big tough situation may require days and days.
Sometimes luck plays a role in it. The data that was the key to it was
being sat on by someone not skilled in the subject and who had no idea of
relative importances. Sometimes the datum pops up like toast from an
electric toaster. Sometimes one has it all wrapped up and then suddenly a
new outpoint or pluspoint appears that changes the whole view of the
evaluator.
Example: A firm's blacklist has just been published in a newspaper or as
a scandal. Evaluator: "They do what?" in a voice of incredulity. "They ship
their security files to Memphis in open crates? Because they are saving on
postage?" Wrath could dangerously shoot a wrong somebody. The idiocy is not
believable. But a new datum leads to personnel who hired a reporter in
disguise because it no longer requires or looks up references.
Example: Situation where stats soared. "They used schoolchildren to pass
out literature?" That's just a point but a strange one. Turns out they also
hired a cashier and had NEVER HAD ONE ON POST BEFORE! Why? Nobody to take
money.
Man gets dedicated to his own pet theories very easily. A true scientist
doesn't fixate on one idea. He keeps looking until he finds it, not until
his pet theory is proven. That's the test of an evaluator.
STATISTICS
One always runs by statistics where these are valid.
Statistics must reflect actual desired PRODUCT. If they do not they are
not valid. If they do they give an idea of Ideal Scene.
From a statistic reflecting the desired products one can work out the
departure from the Ideal Scene.
A backlog of product production must reflect in a stat. As a backlog is
negative production.
From such tools an Evaluator can work.
The use of Data Analysis is relatively easy compared to learning a
musical instrument.
You have the hang of how it is done.
So why not just be a veteran right now and DO IT.
LRH:nt.mes.rd
Copyright @ 1972 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
82
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 JUNE 1972
Remimeo
Data Series 26
Establishment Officer Series 18
LENGTH OF TIME TO EVALUATE
It will be found that long times required to do an Evaluation can be
traced each time to AN INDIVIDUAL WHY FOR EACH EVALUATOR.
These, however, can be summarized into the following classes of Whys:
This list is assessed by a Scientology Auditor on a Meter. The handling
directions given in each case are designations for auditing actions as done
by a Scientology Auditor and are given in the symbols he would use.
I . Misunderstood Words.
Handled with Word Clearing (Method I and Method 4 of the Word
Clearing Series.)
2. Inability to Study and an inability to learn the materials.
(Handled by a Study Correction List HCO B 4 Feb 72.)
3. Outpoints in own thinking.
(Handled by what is called an HC [Hubbard Consultant] List HCO B 28
August 70.)
4. Personal out-Ethics.
(Use P/L 3 May 72 by an auditor. Has two Listing and Nulling type
lists.)
5. Doing something else.
(2-way communication on P/L 3 May 72 or reorganization.)
6. Impatient or bored with reading.
(Achieve Super-Literacy. LRH Executive Directive 178 International.)
7. Doesn't know how to read statistics so doesn't know where to
begin.
(Learn to read stats from Management by Stat P/Ls.)
8. Doesn't know the scene.
(Achieve familiarity by direct observation.)
9. Reads on and on as doesn't know how to handle and is stalling.
(Get drilled on actual handling and become Super-Literate.)
83
10. Afraid to take responsibility for the consequences if wrong.
(HCO B 10 May 72 Robotism. Apply it.)
11. Falsely reporting.
(Pull all withholds and harmful acts on the subject.)
12. Assumes the Why before starting.
(Level IV Service Facsimile Triple Auditing.)
13. Feels stupid about it.
(Get IQ raised by general processing.)
14. Has other intentions.
(Audit on L9S or Expanded Dianetics.)
15. Has other reasons not covered in above.
(Listing and Nulling to Blowdown F/N Item on the list.)
16. Has withholds about it.
(Get them off.)
17. Has had wrong reasons found.
(C/S Series 78.)
18. Not interested in success,
(P/L 3 May 72 and follow as in 14 above.)
19. Some other reason.
(Find it by 2-way comm.)
20. No trouble in the first place.
(Indicate it to person.)
When this list is assessed one can easily spot Why the person is having
trouble with the Data Series or applying it. When these reasons are
handled, one can then get the series restudied and word cleared and
restudied and it will be found that Evaluations are much easier to do and
much more rapidly done,
L. RON HUBBARD
Founder
LRH: ne.rd Copyright @ 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
84
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 25 MAY 1973
Remimeo
Data Series 27
SUPPLEMENTARY EVALUATIONS
(*Rate all Evaluators)
If one knows how to evaluate an existing scene correctly (which means by
the purest and most exacting application of the Data Series) and still does
not achieve an improvement toward the Ideal Scene, several things may be
the reason.
First amongst these is of course poor evaluation. Second would be a
considerable disagreement in the evaluated scene with the WHY, especially
if it is interpreted as condemnatory. Third would be a failure to obtain
actual compliance with the targets in the evaluation. Fourth would be
interference points or areas which, although affecting the scene being
evaluated, are not looked at in relationship to it.
In any scene being evaluated, there are two areas which are not likely
to get much attention from the evaluator as they may not be remarked on in
any of the reports or data being used in his evaluation. These two types of
area are (1) LOCAL ENVIRONMENT and (2) RELAY POINTS AND LINES BETWEEN
POLICY AND ORDER SOURCE AND THE SCENE ITSELF.
These two areas may be looked at as (1) the plane upon which the scene
exists and (2) the upper stages of authority under which the scene reacts.
THE LOCAL ENVIRONMENT
The surrounding area to the scene being evaluated in the matter or a
person would be the general third dynamic or other dynamic in which he or
she lives his day to day life and which influences the person and therefore
influences his hat or post. The search for the WHY which exactly causes Joe
or Joanna to fail to hold post or wear a hat and which when handled will
greatly better Joe or Joanna may well be their reactions to environments at
their level and which may be or may not be there with them. Family or
distant friends, not visible to an evaluator, or the work environment or on
the job friends of Joe or Joanna may greatly influence Joe or Joanna.
This might prove too inviting for the evaluator to blame environment for
the state of the existing scene and a caution would have to be introduced:
that any WHY must lead to a bettered scene and must not just explain it.
EVAL BY RELAY PTS.
Thus, in such a problem it should be understood that one has TWO
existing scenes, one the person and two his environment; that they
interrelate does not make them just one scene. Thus two evaluations about
Joe or Joanna are possible, each with its program. To go about it otherwise
is likely to prove as unsuccessful as the original evaluation of the
person. Life and orders are reaching Joe or Joanna through relay points
which are not ordinarily taken into consideration. Thus those areas should
be separately evaluated. Usually, in the case of a person, something would
have to be done to those areas, on the same plane as the person, by the
person himself. So the program might include what the person himself could
do about them.
The local environment of a material object, such as a machine or an
office or a vehicle, may also be evaluated as well as the machine or the
office or vehicle itself.
In short, there are relay points of difficulties that produce
situations, on the same plane as the person or thing being evaluated. And
these make ADDITIONAL evaluations possible and often profitable to the
evaluator in terms of bettered ideal scenes. Yet at first glance, or using
only the usual reports, it may seem that there is only one situation such
as the person himself.
85
Completely in the interests of justice, it is unfair to put down a
target in some greater area situation like "Remove Joe". It may well be
that stats did go down when Joe was appointed to a post. Well, that may be
perfectly true. But by only then evaluating Joe and not the greater zone of
Joe's personal scenes, one may very well come up with a very wrong and
abrupt and unjust target. WHO in other words, when found, may not solve the
scene at all even when one only targets it as "specially train" or "audit"
without removal. There may be another scene that is having an effect on Joe
which, if not evaluated properly with a proper program of its own, will
make nonsense out of any program about Joe himself related only to his post
or position. Another scene may be relaying fatality to Joe which if
unhandled will unsuit him to any other post of any other kind.
Thus Joe and Joanna would have, each of them, TWO or more full
evaluations possible. What the person is failing at or not doing on the job
may have a plain enough WHY that can be corrected by programming and moved
to an ideal scene or at least toward it. What is hitting the person at an
environmental or familial or social level might be an entirely different
situation, requiring its own evaluation, with a proper WHY and program for
Joe or Joanna to carry out themselves or even with some help from others.
In a broader case, we have, let us say, an organization or division that
is in a situation. One, of course, can evaluate it as itself, finding a
proper WHY and a nice bright idea and a program. And one can also do a
second evaluation of the local environment. This might be the society or an
adjacent division or even another organization. And this will require the
location of a situation and finding its WHY and working out a program to
handle that can be done by the org or the division itself or with help from
outside.
The local environment outside the scene being evaluated is then a proper
subject for another evaluation.
It is a serious error to only evaluate the local environment as all too
often the person or org or division will insist that that is the ONLY
situation and also that it is totally beyond any remedy by their own
actions. Thus, if the evaluator is going to evaluate the local environment
of a subject that is in a situation, he does it AFTER he has evaluated the
subject on its own ground totally.
EVALUATION OF ECHELONS
On any command or communication channel there are always a certain
number of points extending from source through relay points down to the
final receipt or action point. These may be very numerous. Some may be
beyond the authority of any evaluator. But each is capable of having ITS
OWN SITUATION that will cause an evaluation of the receipt or action point
to fail.
These can be called "echelons" or step-like formations. The receipt or
action point that is to comply finally with the program may be the subject
of hidden sources of effect in the relay points of any program or order.
Thus, as in the case of a dangerous decline of some activity somewhere,
an evaluator has several evaluations possible and probably necessary.
It would be, by experience, a severe error to try to evaluate all these
different scenes (such as many echelons each in a different area) in one
evaluation and find a WHY for the lot as one is attempting to find a single
WHY for several different scenes in different places which violates the
strict purity of evaluation procedure.
One may find the exact and correct WHY for the point of action and do a
splendid program only to find that somehow it didn't come off or didn't
last. Yet it was the right WHY for that scene. Hidden from view is the
influence on that scene from one or more upper echelons which have,
themselves, an individual situation and need their own WHY and their own
program. Only then can the influence on the action point be beneficial in
its entirety.
There is a system by which this is done.
86
I One recognizes that there is a situation in an area which has not
responded
well to previous evaluation or has not maintained any benefit
received very
long.
2. One realizes that there are several echelons above the point
being evaluated.
3. One draws these points without omission. This makes a sort of
graph or command chart. It includes every command or comm relay
point above the level of the point being evaluated.
4. The points, if any, BELOW the point under consideration as in I
above are then added to the chart below it.
5. One now undertakes a brief study of EACH of these points above
and below to see if any have a situation of its own that could
influence the success or failure of the original point evaluated as
in I above.
6. One does a full separate evaluation of each of these echelon
points where any situation seems to exist. Each of the evaluations
done must have its own local situation, WHY and program. Care is
taken not to evaluate "nosituations". Care is also taken to keep
this SERIES of evaluations consistent with the main idea of
remedying I above.
7. The evaluations are released as a series and executed as
feasible.
In doing such a series, brand new data may leap out as to the inter-
relationship of all these. relay points and this may bring about a
recommendation for a change of organization requiring new policy. But this
would be another evaluation entirely as it is in effect an evaluation of
basic organizational policy and may even require that tech be issued or
withdrawn.
Take a case where the area which has not bettered or sustained a
betterment has in actual fact two echelons below it and six above. The
area, let us say, is a continental management office of an international
hotel chain. Below it are its state offices and below that the hotels on
that continent. Above it is the International comm relay center, the
International headquarters executive at International headquarters for that
continent, above that the International management organization, above that
the chief executive of the International management organization, above
that the advisors to the board and above that the board itself.
By drawing these out as a series. of echelons one sees that there is
potentially a series of eight evaluations in addition to the main
evaluation of that continental office which is where the situation
originally was. By scanning over all these eight other influencing areas,
one may find one or more of them which have situations of real influence on
the original evaluation subject.
One then evaluates separately and handles separately WHILE STILL GOING
ON HANDLING THE ORIGINAL SUBJECT.
One can then also do the local environment evaluation of the original
subject if there seems to be a situation there.
No evaluation is done where there is no situation. But one should assert
in a covering note to the series that there are no known situations in the
remaining points.
Doing a series of evaluations and local environment evaluations can be
extremely fruitful only so long as one realizes that they comprise separate
situations which only by their influence are preventing an ideal scene from
being achieved in the original area where betterment cannot be attained or
maintained.
Supplementary evaluations, when necessary and when done, can rescue a
long series of apparently fruitless evaluations of a subject and move the
evaluator himself toward a more ideal and happier scene of success.
LRH:sr.rd L. RON HUBBARD
Copyright Q 1973 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
87
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 19 SEPTEMBER 1973
Rernimeo ISSUE IR
REVISED 22 JUNE 1975
Data Series 28R
(D.S. 28 is cancelled because it could be misinterpreted & I did not
authorize its release. The data contained in it
would have been written by me as a P/L had I considered them vital to
Evaluation.)
CHECKING EVALS
In checking over the evaluations of others,there is no substitute for
following the hard and fast rule of insisting upon:
(a) Purity of evaluation. (c) Workability.
(b) Consistency. (d) Authenticity of the data.
There are no small rules. To quote one of these "The Situation is the
direct opposite of the Ideal Scene." This is not necessarily true and is
not a precise definition. A Situation is the most major departure from the
Ideal Scene. That's purity by definition.
A Why is not necessarily opposite to an Ideal Scene. But it is of the
same order of thing.
Example: Stat of Income Divided by Staff sunk to 150.
Ideal Scene: Staff producing under competent management.
Sit: Execs not coming to work.
Why: The ED has forbidden any exec to be paid.
If you look this over it is consistent. But it is not reversals or
opposites.
The stat found the area, the Ideal Scene was easy. Search of data found
the Sit as the biggest departure. Further search found the Why. Further
search and knowledge of the existing scene would get a Bright Idea (which
would not be sacking the ED who is probably the only one coming to work,
but more likely getting the ED and execs into a hello-okay session and
resolve their hates and ordering execs be paid at once).
THE COMMON BUG
(Orders of Day Item 24 Feb 75)
"I found that getting the Sit was a common bug. Evidently people don't
do a real Stat Analysis and get an Ideal Scene, look for its furthest
departure and get the Sit and then look for data and find the Why.
"There are many ways to go about it but the above is easy, simple and
foolproof-
"It would look like this on a worksheet:
"GDS Analysis to find the area and a conditional guess
"Ideal Scene for that area.
"Biggest Depart from it for the SITUATION.
"Stats Why IdealScene
Data Ethics Why Handling
Outpoint Counts WHO Bright Idea.
"If you're very good your GDS Analysis will get confirmed by data.
"The real Why opens the door to handling.
"And you can handle.
"This doesn't change eval form. It's just a working model.
"All good evals are very consistent-all on same railroad track. Not
pies, sea lions, space ships. But pies, apples, flour, sugar, stoves.
"I think evaluators get dispersed and Q and A with data, lacking any
guideline. And so take a near forever.
"Last one I did, the GDS Analysis gave the whole scene and 1hen it got
confirmed, all on the same outline as above. That org is still booming!
"It took 61/2 hours, including doing the majority of the targets!
"It doesn't take days or weeks, much less months!
"It takes hours."
L. RON HUBBARD
LRH: nt FOUNDER
Copyright @1973, 1975
by L. Ron Hubbard
ALL RIGHTS RESERVED
88
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 30 SEPTEMBER 1973
Issue I
Remimeo
Data Series 29
OUTPOINTS, MORE
1 recently surveyed a number of possible new outpoints. Almost all of
them were simply the basic outpoints in a different guise and needed no
special category.
However, two new outpoints did emerge that are in addition to the basic
number.
The new outpoints are:
ADDED TIME. In this outpoint we have the reverse of dropped time. In
added time we have, as the most common example, something taking longer
than it possibly could. To this degree it is a version of conflicting data
= something takes 3 weeks to do but it is reported as taking six months.
But added time must be called to attention as an outpoint in its own right
for there is a tendency to be reasonable about it and not see that it IS an
outpoint in itself.
In its most severe sense, added time becomes a very serious outpoint
when, for example, two or more events occur at the same moment involving,
let us say, the same person who could not have experienced both. Time had
to be ADDED to the physical universe for the data to be true. Like this: "I
left for Saigon at midnight on April 21st 1962 by ship from San Francisco."
"I took over my duties at San Francisco on April 30th 1962." Here we have
to add time to the physical universe for both events to occur as a ship
would take two or three weeks to get from San Francisco to "Saigon".
Another instance, a true occurrence and better example of added time
happened when 1 once sent a checklist of actions it would take a month to
complete to a junior executive and received compliance in full in the next
return mail. The checklist was in her hands only one day! She would have
had to add 29 days to the physical universe for the compliance report to be
true. This is also dropped time on her part.
ADDED IN-APPLICABLE DA TA. Just plain added data does not necessarily
constitute an outpoint. It may be someone being thorough. But when the data
is in no way applicable to the scene or situation and is added it is a
definite outpoint.
Example: Long, long reams of data on an eval write-up, none of which is
giving any clue to the outpoints on the scene. By actual survey it was
found that the person doing it did not know any why (not having used
outpoints to find it) and was just stalling.
Often added data is put there to cover up neglect of duty or mask a real
situation. It certainly means the person is obscuring something.
Usually added data also contains other types of outpoints like wrong
target or added time.
In using this outpoint be very sure you also understand the word in-
applicable and see that it is only an outpoint if the data itself does not
apply to the subject at hand.
There is more about another already named outpoint ~
WRONG SOURCE. This is the opposite direction from wrong target.
89
An example would be a president of the United States in 1973 using the
opinions and congratulations of Soviet leaders to make his point with
American voters.
A more common version of this, not unknown in Intelligence Report
grading for probability, would be a Farmer in Iowa reporting a Mexican
battleship on Mud Creek. The Farmer would be a wrong source for accurate
naval reports.
A private taking an order from a sergeant that countermands an order he
had from a lieutenant would be an example of wrong source.
What is sometimes called a "Hey You" "organization" is one that takes
orders from anyone = a repeating outpoint of wrong source.
There are many examples of this outpoint. It must be included as a very
important outpoint on its own. It produces a chaos of illogical ideas and
actions when present.
PLUS POINTS
CORRECT TIME or the expected time period is a plus point.
ADEQUATE DATA is a plus point.
APPLICABLE DATA is a plus point.
CORRECT SOURCE is a plus point,
L. RON HUBBARD
Founder
LRH:nt.jh Copyright (D 1973 by L. Ron Hubbard ALL RIGHTS RESERVED
90
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 30 SEPTEMBER 1973
Issue 11
Remimeo
Data Series 30
SITUATION FINDING
There is an iron bound rule in handling things:
WHERE YOU FIND OUTPOINTS YOU WILL
THERE ALSO FIND A SITUATION.
If several outpoints come to view in any scene (or even one), if you
look further you will find a situation.
There is not any real art to finding situations if you can see
outpoints.
The sequence is simple. (1) You see some outpoints in a scene, (2) You
investigate and "pull a few strings" (meaning follow down a chain of
outpoints) and (3) You will find a situation and (4) Then you can evaluate.
Statistics are leaders in pointing the way. They should be X, they are
not X. That is conflicting data. Behind that you will find a situation.
If anyone has any trouble finding situations then one of three things is
true (a) he cannot recognize outpoints when he sees them, (b) he does not
have any concept of the ideal scene or want it or (c) he does not know how
to pull strings, which is to say ask for or look for data.
On the positive side, to find situations one has to (A) Be able to
recognize outpoints, (B) Has to have some idea of an ideal scene and want
it and (C) Has to be able to "pull strings".
Evaluation is very much simpler when you realize that the art lies in
finding situations. To then find a Why is of course only a matter of
counting outpoints and recognizing what (that can be handled) is retarding
the achievement of a more ideal scene.
REASONABLENESS
One often wonders why people are so "reasonable" about intolerable and
illogical situations.
The answer is very simple: they cannot recognize outpoints when they see
them and so try to make everything seem logical.
The ability to actually see an outpoint for what it is, in itself is an
ability to attain some peace of mind. For one can realize it is what it is,
an outpoint. It is not a matter for Human Emotion and Reaction. It is a
pointer toward a situation.
The moment you can see this you will be able to handle life a lot
better.
The human reaction is to REACT! to an outpoint. And then get
"reasonable" and adopt some explanation for it, usually untrue.
You can safely say that "being reasonable" is a symptom of being unable
to recognize outpoints for what they are and use them to discover actual
situations.
NATIVE THINK
It may come as a surprise or no surprise at all that the ability to
evaluate as given in this Data Series is not necessarily native to a being.
91
In a native state a being detests illogic and rejects it. He seldom uses
it for any other purposes than humor or showing up a rival in debate as a
fool or using it in justice or a court of law to prove the other side wrong
or guilty.
A being is dedicated to being logical and he does, usually, a wonderful
job of it.
But when he encounters illogic he often feels angry or frustrated or
helpless.
He has not, so far as I know, ever used illogic as a systematic tool for
thinking.
Certain obsolete efforts to describe man's thinking processes stressed
"Associative thought" and various other mechanisms to prove man a fully
logical "animal". The moment they tried to deal with illogic they assigned
it to aberration and sought drugs, tortures or executions that would "cure
it". None of them ever thought of using illogic as a tool of rational
thinking! Thus they did not advance anyone's intelligence and conceived
intelligence as unchangeable and fixed.
The only Greek School of philosophy that dealt with illogic was the
Sophist school. But even they had no real idea of the illogic. They were
employed by politicians to make their political acts seem reasonable!
Even humorists have no real idea of illogic. Reading their ideas of the
theory of humor shows them to be off the mark. They don't really know what
is "funny".
Laughter is rejection, actually.
And humor you will find usually deals with one or another outpoint put
in such a way that the reader or audience can reject it.
The groan of most humorists is that too often their hearers go
reasonable on them. PAT: "Who was that hobo I saw you with last night?"
MIKE: "That wasn't no oboe, that was my fife." LISTENER (puzzled): "But
maybe it was a very slender hobo."
The tendency of a being is to try to keep it reasonable, logical,
rational. And that is of course a very praiseworthy impulse or all life's
endeavors might unhinge.
The fear of being illogical is a secret fear of being crazy or insane.
(Not an idle fear when psychiatry was roaming around loose.) Or at the
least being thought a fool or dullard or at the very very least, unworldly
and uneducated.
To evaluate and be a fine evaluator is to be able to prevent a slump
toward a painful collapse. And to be able to steer the way from the non-
ideal present to the ideal future.
A person who feels queasy about his sanity really doesn't dare look at
outpoints or confront and use illogic. Yet it is the way to full sanity
itself.
The ability to evaluate puts one at cause over both the mad and ideal.
It places a being at a height it is unlikely he has ever before enjoyed in
the realm of commanding the situations of life.
Evaluation is a new way to think.
It is very worthwhile to acquire such an ability as it is doubtful if it
ever before has been achieved.
L. RON HUBBARD
Founder
LRH:nt.jh
Copyright @ 1973 by L. Ron Hubbard ALL RIGHTS RESERVED
92
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 25 NOVEMBER 1973
Issue I
CORRECTED & REISSUED 17 MAY 1974
Remimeo
Data Series 31
FINAL TARGETS
The first, foremost and most usual reason evaluations fail is because
the programs to handle are not done.
The evaluator, with all the study for an Ideal Scene, the exhaustive
search for data and the collection and count of outpoints and pluspoints,
with the discovery thereafter of the right why and the brightest of ideas
to handle may yet be totally defeated by the simple fact that no one ever
chases up the target execution and gets the program really and honestly
DONE.
He can even have someone who is responsible for getting his program
executed only to find they are themselves issuing additional or even
contrary orders. Or even issuing whole new programs which have no relation
to evaluation at all.
Circumstances have been found where a person with the duty of getting
targets done was so deficient in the ability to confront that he accepted
any excuse at all and was even pushed over into other subjects. The remedy
for this of course is HCO B 21 Nov 73, "The Cure of Q & A, Man's Deadliest
Disease".
It can be so bad that persons entrusted with target execution did not
even speak to or approach any person who had a target to do while not
reporting at all or reporting marvelous progress with the program!
So, sad to have to relate, it is not enough to be a fantastic and able
evaluator. If the program is never truly done, the evaluation is merely a
mental exercise.
The ability to supervise and obtain cooperation and execution is
mandatory for the skill of any evaluator.
HCO P/L I Sept 73, "Admin Know-How No. 30" and HCO P/L 15 Oct 73, Admin
Know-How Series 31, "Administrative Skill", give the evaluator some of the
additional data he needs to obtain execution of his programs.
One can say right here that the thought, "Oh well, I'm just a sort of
technician here and it's really not up to me to RUN things. I just evaluate
and it's up to 'them' to see that they carry it out," is very likely to
occur.
But if one's repute as an evaluator is to be established, it will come
about because:
THE EXISTING SCENE MOVED UP MARKEDLY TOWARD OR BECAME THE IDEAL
SCENE.
If that does not occur, then seniors or workers don't blame the
supervisors or communicators. They blame the evaluator. "Oh him! He
evaluated the building situation and look, the whole situation went to
hell."
No justice at all. The data and why and all the rest were quite right.
The on paper evaluation was perfect. It would have "handled the hell" out
of it. But lamentably the program just was never done. Altered or falsely
reported or untouched, the targets just weren't done.
So the test of an evaluation is:
DID IT MOVE THE EXISTING SCENE TOWARD OR ATTAIN THE IDEAL SCENE?
93
And that cannot occur without the program being fully and totally and
correctly
done.
See also HCO P/L 26 Jan 72, "Not Dones, Half Dones and Backlogs" for
more data on this.
Thus it is VITAL that four final targets exist on every evaluation.
These are:
(Fourth from last number of the evaluation program.) Verify from personal
inspection of the existing evidence or the scene itself that every target
has been fully done without omission, alteration, falsehood or exaggerated
reports. EVALUATOR.
(Third from last number of the evaluation program.) Look at current
statistics and the results of the above inspection and the SITUATION of
this evaluation as written above AND SEE IF THE SITUATION IS NO LONGER A
THREAT. EVALUATOR.
(Second from last number of the evaluation program.) Look again at the
IDEAL SCENE as written above. Then look at the above two targets and
further investigate and SEE IF THE IDEAL SCENE HAS NOW BEEN APPROACHED MORE
CLOSELY OR ATTAINED. EVALUATOR.
(Last numbered target of the evaluation program.) A. If the above 3 targets
do not show a favorable approach toward or attainment of the IDEAL SCENE,
gather new data, investigate further and RE-EVALUATE or B. If the IDEAL
SCENE has been more closely approached or attained the following
commendations or awards are assigned:
EVALUATOR.
This signifies the conclusion of the evaluation,
(Note: The last four targets may be made available on a mimeograph sheet
for the use of an evaluator in ending off his evaluation.)
By using this program ending it is abundantly clear to all those
concerned with the evaluation including the evaluator that:
THE PROGRAM AND ITS SUCCESSFUL EXECUTION ARE AN INTEGRAL PART OF AN
EVALUATION.
Unless the program is fully, truthfully and successtully done, an
evaluation alone cannot remedy any situation and the Ideal Scene will not
be attained.
The reason for and the final objective of any evaluation is the approach
toward or attainment of the IDEAL SCENE.
LRH:clb.jh L. RON HUBBARD
Copyright @ 1973, 1974 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
[Note: The 17 May '74 reissue corrected a typographical error in the
original mirneo.]
94
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 25 NOVEMBER 1973-1
Issue I
CORRECTED & REISSUED 17 MAY 1974
Rernimeo
Data Sefies 31 Addition
FINAL TARGET ATTACHMENT
To save the evaluator writing the final targets longhand this sheet is
provided. It can be filled in with the proper numbers and data,
inapplicable lines crossed out and this sheet stapled to the end of any
Eval.
(Fourth from last number of the evaluation program.) Verify from
personal inspection of the existing evidence or the scene itself
that every target has been fully done without omission, alteration,
falsehood or exaggerated reports. EVALUATOR.
(Third from last number of the evaluation program.) Look at current
statistics and the results of the above inspection and the SITUATION
of this evaluation as written above AND SEE IF THE SITUATION IS NO
LONGER A THREAT. EVALUATOR.
(Second from last number of the evaluation program.) Look again at
the IDEAL SCENE as written above. Then look at the above two targets
and further investigate and SEE IF THE IDEAL SCENE HAS NOW BEEN
APPROACHED MORE CLOSELY OR ATTAINED. EVALUATOR.
(Last numbered target of the evaluation program.) A. If the above 3
targets do not show a favorable approach toward or attainment of the
IDEAL SCENE, gather new data, investigate further and RE-EVALUATE or
B. If the IDEAL SCENE has been more closely approached or attained
the following commendations or awards are assigned:
EVALUATOR.
LRH:ntin.jh
Copyright@ 1973, 1974
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
[Note: The 17 May '74 reissue corrected a typographical error in the
original mimeo.]
95
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 DECEMBER 1973
Remimeo
Data Series 32
TARGET TROUBLES
TARGETS JUNIOR TO POLICY
A target given on an evaluation may not set aside management policy or
technical releases.
Where such a target is written or misused to supplant policy a great
deal of trouble can follow.
Example: Org policy in authorized issues states that accounts for the
week must be finalized at 2:00 p.m. Thursday. Someone writes an evaluation
and puts a target in it to end the week on Sunday. People doing the target
actions change to Sunday. 'Ibis is out of phase with all other actions and
chaos results.
People tend to take orders from anyone and anything in a poorly
organized area.
When they use evaluation or project targets instead of policy the whole
structure may begin to cave in.
NO EVAL TGT IS SENIOR TO OFFICIAL ISSUES AND WHERE THESE CONFLICT THE
TARGET HAS THE JUNIOR POSITION.
The only way a target can change policy is to propose that such and such
a policy be officially reviewed on proper channels or that a new policy be
written and passed upon properly by those in actual authority.
Someone attempting to do a target who finds that it conflicts with
policy or official technical releases and yet goes on and does the target
is of course actionable.
TARGETS OUT OF CONTEXT
CONTEXT: "The Interrelated Conditions in which something exists or
occurs."
OUT OF# CONTEXT: Something written or done without relation to the
principal meaning of a work.
Targets must be written within the meaning of the whole evaluation.
Example: The evaluation is about pie. There is a target that says to
polish shoes just because the evaluator happened to think of it and
squeezed it into the program. A program written to increase pies winds up
with the ideal scene of polished shoes. No pies get increased so the
evaluation fails.
Targets must be DONE within the Context of the evaluation.
Example: An evaluation is done to increase central office collections.
It calls for another evaluation to be done on a statistic. The person doing
that target reduces the number of items collected upon and crashes central
office collections.
96
0007-
The person DID NOT READ OR UNDERSTAND THE WHOLE EVALUATION before he did
the target and so did it in a way that accidentally defeats the Ideal
Scene.
Example: An evaluation is done to fill up a big hotel of 450 guest
capacity. One of its targets calls for project orders sending a team to the
hotel. The person who writes the project orders does not look at the
evaluation or the hotel plans and specifies 30 guests must be gotten! The
evaluation is defeated.
FALSELY EVALUATING
A person who evaluates a situation without chasing up all the data or
even looking at the data in his files can bring about a false evaluation.
Example: A person has come back into an organization at a high level.
The place crashes. The evaluator does not examine personnel changes at the
time of the crash and comes up with "too many football games" as his why
and the evaluation fails.
FALSE DONES
False reports that a target has been done when it has not been touched
or has been half done at best is actionable in that he is defeating not
only the evaluation but the organization.
Example: The evaluator has an Ideal Scene of Repaired Machines that will
increase production. The mechanic reports all machines repaired now when he
has not even touched them. The evaluator sees production remains low, looks
around for a new why. But his why is falsely reported dones on his accurate
eval!
PERSONAL CONTACT
Targets seldom get done without personal contact.
Evaluations should carry the name or post of the person who is overall
responsible for the completion of the program.
Sitting at a desk while one is trying to get people to do targets has
yet to accomplish very much. One can have messengers or communicators or
Flag Representatives getting the targets done but these in turn must depend
upon personal contact.
A person assigned responsibility for getting a whole program done is not
likely to accomplish much without personal contact being made.
This can be done on a via. Mr. A in Location A remote from Mr. C in
Location C can get a target done reliably only if he has a Mr. B in that
area whose sole duty it is to personally contact Mr. C and have Mr. C get
on with it despite all reasons why not. That is how targets get done. That
is also how they can be reviewed.
Target troubles are many unless the program is under direct contact
Supervision. Even then targets get "bugged" (stalled). But the evaluator
can find out why if personal contact is made and the target can be pushed
through.
SUCCESS
Therefore the success of an evaluation in attaining an Ideal Scene
depends in no small measure on:
I Both evaluator and target executor realizing policy and technical
materials are
senior to targets in programs and that targets do not set senior policy
aside. One
of the best ways to prevent this is to know and refer to policy and
technical issues
in targets.
97
2. Targets must be written in context with the evaluation and done in
context with the Ideal Scene. The best way to achieve this in writing an
eval's targets is to make them consistent with the Why and Ideal Scene.
The best way to be sure that targets will be DONE in context is to
require that anyone doing a target must first read the whole evaluation
(and be word cleared on it) before he does his target so that he does
his target in a way to improve the existing scene in the eval not some
other scene.
3. To prevent false evaluation one may require that the evaluator
attests that all pertinent data and statistics have been examined and to
discipline such failures whenever an evaluation fails.
4. 'To prevent False Dones one must review the evidence of dones and
statistics after the program is complete and discipline all falsely
reporting persons and reassign the targets or in any way possible get
them actually done.
5. The way to get a whole program done, target by target, is through
Personal Contact. Supervise it by personal contact with those assigned
the targets. Or use a communicator or messenger. Where the people doing
the targets are remote from the evaluator one must have someone there to
do the personal contact. And be sure THAT person isn't just sitting at a
desk but is actually doing personal contact on targets. Thus all
evaluations, on the issue itself or by organizational pattern should
have someone who can personally contact people getting the targets done
fully and completely.
If these points about evaluations and their programs are understood, one
can and only then can move things toward the Ideal Scene.
L. RON HUBBARD
Founder
LRH:nt.ts Copyright Q 1973 by L. Ron Hubbard ALL RIGHTS RESERVED
98
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 JULY 1974
Remimeo
Data Series 33
EVALUATION, CRITICISM OF
There are six duties of a person who is responsible for passing
evaluations:
1 To see that the evaluation is correct and that it can accomplish or
approach
the Ideal Scene.
2. That those doing evaluations, by the process of the criticism
itself, become trained and better evaluators.
3. That persons doing evaluations become correctly and well trained
by the process of training, cramming and, as needed, ethics.
4. To see that evaluations do occur on existing situations.
5. To see that unevaluated situations do not exist, and
6. To make sure that the Data Series is used to its full potential.
When an evaluation is rejected, care must be taken that the criticism is
correct and not capricious.
If one gives out-tech criticisms of evaluations, no evaluator will
really ever learn evaluation. He will just become confused and desperate.
The quality of evaluations will deteriorate and the Data Series potential
will be defeated.
Therefore the only criteria that may be used in calling attention to
outnesses in an eval, a requested rewrite or correction are:
A. Purity of form. (All parts of an eval included.)
B. Verification of stats.
C. Date Coincidence correct and proven on graphs, using all graphs
that have to do with the situation.
D. GDS Analysis supporting the eval (Stat Management P/Ls apply).
E. Exactly offered data not borne out by an inspection of files.
F. No situation.
G. Insufficiently broad situation.
H. Inconsistent - Policy - Situation - Stats - Data - Why - Ideal
Scene -Handling - Tgts, not on same subject. The inconsistency must
be precisely pointed out.
1. Outpoints in the eval itself-such as in bright idea or handling,
etc. The outpoint must be precisely noted and named. This does not
include outpoints in the data section which are the outpoints on
which the eval is based.
99
J. Not all pertinent or available data applicable or needed was examined
by the evaluator. The excluded data must be exactly stated as to what it
is and where found. Not looking at all applicable or important data
makes it a partial eval.
K. Wrong Why.
L. Weak Handling.
M. Handling does not include targets to handle directly or indirectly
the more serious outnesses found in the data mentioned.
N. Absence of Ethics handling on serious ethics matters found.
0. No method of implementing the evaluation or maintaining the scene and
getting its targets done. Such as a broken line between evaluator and
scene or omitted terminals.
P. Sequence of handling incorrect or omitted. A production target must
come first. Errors of solid organize for many early consecutive targets
without production in them, no organizing at all are flunks.
Q. Vague generalities in postings which do not name the new person or
the person to replace the person being moved up.
R. Musical chairs.
S. No resources or ways to get them or non-utilization of known
resources or excessive use of resources for no real gain.
T. Off-policy orders or orders that set policy.
U. No target or targets to get in the policies mentioned under "Policy".
V. Unreadable or illegible presentation of the eval for criticism or
review.
W. Failure to return eval promptly with corrections.
If the reviewer, corrector or critic of evaluations does the above AND
NOTHING ELSE he will be rewarded with better and better evaluations, less
and less time spent correcting, more and more gain by use of the Data
Series and a happier and more productive scene entirely.
L. RON HUBBARD
Founder
LRH: clb.rd Copyright @ 1974 by L. Ron Hubbard ALL RIGHTS RESERVED
100
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 JULY 1974
Remimeo
Data Seties 34
SITUATION CORRECTION
I have just reviewed a number of attempted evaluations and was struck by
the similarity of errors in them. None of these evaluations would have
reached any ideal scene or even improved the existing scene.
The real reason for this is that the majority of them had a highly
generalized situation such as "Bidawee Biscuit Company Failing" or "Stats
down from last year." They then proceeded on a data trail and got a "why."
In these cases the why they found was actually the situation!
Each of them had failed to use the data trail to find the situation.
They were using the data trail to find a why!
The evals then had no why.
The handling was just a bunch of orders that were in fact unevaluated
orders since no real why had been found.
Like in playing a game these evaluators had started 50 feet back of the
starting line and when they got to the starting line (the situation) they
assumed it was the finish.
If you look at an "evaluation" that has a generalized "situation" like
"Continental products getting fewer" you will find in a lot of cases (not
always accurately) that what was put down as the "why" was in fact the
situation. This left the "eval" without a why. Thus the Ideal Scene would
be wrong and the handling ineffective.
Example: (not in form) "Situation: Gus Restaurant failing." "Data:
Customers refusing food, etc, etc." "Why: The food isn't good." "Ideal
Scene: A successful Gus Restaurant." "Handling: Force Gus to serve better
food, etc, etc." That isn't an eval. That is an observation that if Gus
Restaurant is to survive it better get evaluated. It is being evaled
because it isn't surviving. Now look at this: The data trail led to "The
food isn't good." That's a situation. Why isn't it good enough? Well it
turns out the cook got 15% commission from the store for buying bad food at
high prices. And Gus didn't know this. So bang, we handle. Gus Restaurant
achieves Ideal Scene of "Gus Restaurant serving magnificent chow."
In this example if you used the situation for a why the who would
probably be Gus!
The data trail of outpoints from a highly general "situation" (that is
only an observation like failing stats) will lead one to the situation and
then a closer look (also by outpoints) will lead one to the real why and
permit fast handling.
DATA TRAIL
People can get too fixated on the history of something. They can call
this a "Data rail. Well, all right, if it's a trail of outpoints.
101
But significances of history have little to do with evaluation.
Let us say you see the Machine Division is failing.
Now if you simply take masses of data about it and just start turning
over 10 or 12 sheets at a time looking for outpoints only and keep a tally
of what they are and to whom they belong, you will wind up with your
situation area and probably your situation without reading any
significances at all.
Now that you have your area and situation in it you can start really
reading all about it and get that existing scene's data and its outpoints.
And your why leaps at you.
SUBSTITUTION
You can't substitute stats for a situation or a situation for a why.
But substitution of one part of an eval for another is a common fault.
Substituting a general hope for the Ideal Scene you really would and
could achieve makes a sort of failed feeling in an eval. "Gus Restaurant
Being Best in Town" is nice but "Lots of customers very well fed so Gus
Restaurant survives" is what you are trying to achieve. Aat can occur and
will be reached if you find the real why.
L. RON HUBBARD
Founder
LRH:rhe.act.ts Copyright@ 1974 by L. Ron Hubbard ALL RIGHTS RESERVED
102
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 19 JULY 1974
Remimeo
Data Seiies 35
EVAL CORRECTION
An evaluation submitted for an okay is only reviewed to the first major
outness (see HCO P/L 3 July 74, Data Series 33) and is then returned for
correction.
Only when no major correction is necessary does one then verify all data
or go to an extensive review of the whole eval.
This makes the line very fast. It also saves a great deal of work by one
and all.
If the Stats are incorrectly given, that's it. Reject. If the Why is
really the Situation, that's it,
On the reject one gives the letter of Data Series 33 that is not correct
and any reference to the Data Series that would seem helpful.
An evaluation corrector will see how well this rejection system works
when you find that the eval, let us say, has no Situation on it, but only
some Stats. Why verify anything as a whole new body of data may have to be
found.
In correcting evals, if a Situation is given, I usually call for the
main Stats of the unit being evaluated to see if these show any reason to
handle it at all. I recently found an activity had had its chief removed
when his Stats were in Power. The activity then crashed. And that was the
Situation. It was made by an evaluator and an eval corrector not looking at
the Stats!
If no error exists in Situation or Stats I read the eval down to Bright
Idea and look especially at the Why, Ideal Scene and Handling to see if one
would make the others.
If that's okay I look at the targets of Handling and the Resources.
If those are okay, I look at Data and Outpoints. If these are all okay,
I then verify the Data.
But if at any of these steps I find an error, I then reject at once for
immediate correction.
Often, by using only basic things to reject, the whole eval has to be
redone as the basics are so far wrong.
If you try to correct the whole thing before rejecting or if you correct
tiny little things instead of the big ones, the whole line slows.
Eval correction should be a fast, helpful line, strictly on policy, no
opinion.
That way the job of correction becomes easier and easier.
L. RON HUBBARD
Founder
LRH:nt.ts Copyright Q 1974 by L. Ron Hubbard ALL RIGHTS RESERVED
103
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I I AUGUST 1974
Remimeo
Data Series 36
ENVISIONING THE IDEAL SCENE
If one cannot envision the Ideal Scene, one is not likely to be able to
see a Situation or get one.
A SITUATION IS THE MOST MAJOR DEPARTURE FROM THE IDEAL SCENE.
Thus:
ONE MUST BE ABLE TO ENVISION AN IDEAL SCENE TO FIND A SITUATION.
A lot of "Ideal Scenes" you see are just glib. An afterthought.
Some people know the proper scene so well they at once recognize that a
departure from it has occurred, which is fine. But such people do not
realize, when they are teaching evaluation or coffecting evals, that others
may not know the proper scene well enough to get an idea of what the Ideal
Scene should be. Thus, a wrong target occurs. The teacher or corrector
keeps putting attention on the incorrectness of the Situation given in the
eval instead of noticing that the Ideal Scene is adrift.
An Ideal Scene is FUTURE.
When one is stuck on the time track it may seem pretty difficult to
envision a
future.
In politics this is called "reactionary" or "conservative". These mean
any resistance to change even when it is an improvement. The bad old days
seem to be the good old days to such people. Yet the old days will not come
again. One has to make the new days good.
" Liberals", "Socialists" and such make great propaganda out of this.
They inveigh against (criticize) conservatives and say the future must be
reckoned with. And they hold up some often incredible future scene and say
the way to it is by "revolution" or destroying everything that was.
Both viewpoints could be severely criticized. The conservative tries to
stick on the time track with no reality on the fact that today will be
yesterday in 24 hours. The super-liberal skips tomorrow entirely and goes
up the track 5 or 10 years to a perfect state which can never exist or is
falsely represented as possible.
In between these two viewpoints we have the attainable.
And we come to an Ideal Scene that is possible and will occur if the
Why is right and Handling is correct and done.
Envisioning an attainable future requires some connection with reality.
There is no harm at all in dreaming wonderful dreams for the future.
It's almost the bread of life.
104
But how about giving oneself a crashing failure by disconnecting from
any reality?
Some laborers do this to themselves. Taking no steps to attain it, they
daydream themselves as kings or some other grand identity. Well, all right.
But that isn't an "Ideal Scene". That's a delusion engaged upon for self
gratification in a dream world.
One can not only dream a possible Ideal Scene but he can attain it.
So an Ideal Scene is SOMETHING THAT CAN BE ATTAINED.
It should be quite real.
Some people setting unreal quotas are really setting some impossible
Ideal Scene. "Complete this work in I hour!" to someone working hard on a
job that will take 4 days is delusory. It is setting, without saying so,
the Ideal Scene of having a worker who is really a magician! Well, maybe if
he were audited and hatted he would be. But that's sure some Ideal Scene!
The here and now is a guy sweating it out and trying. And that's an Ideal
Scene that is missed!
And so are many Ideal Scenes missed. The offices neat and orderly might
not even be imagined by someone who has seen them in a iness for two years.
He may think that's the way they're supposed to be! And be quite incapable
of envisioning the offices in any other condition!
Thus, if one cannot see the offices should be clean, he does not see
that they are dirty and messy as a Situation. Thus when he is told the
public won't come into the place, and even if he finds the place is full of
old dirty junk, he can't evaluate it as a clean orderly place would not be
envisioned by him. So he doesn't get "dirty place" as a valuable datum,
doesn't get "A clean orderly place that is inviting to the public" as an
Ideal Scene, doesn't get "Office so dirty the public won't go near it" as a
Situation and so cannot find a Why to lack of public! And so as he didn't
find Why it was so dirty and disorderly, it wouldn't handle. So there would
be a failed eval.
Yet the teacher or evaluation corrector would not realize the person
could not envision an Ideal Scene and so keep telling the person to find
the Situation whereas the Ideal Scene was what was out.
You can get some very beautiful Ideal Scenes AND attain them-if you can
evaluate!
L. RON HUBBARD
Founder
LRH: nt.rd Copyright @ 1974 by L. Ron Hubbard ALL RIGHTS RESERVED
105
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 AUGUST 1974
Remimeo
Data Series 37
WHYS OPEN THE DOOR
You can really understand a real Why if you realize this:
A REAL WHY OPENS THE DOOR TO HANDLING.
If you write down a Why, ask this question of it: "Does this open the
door to Handling?"
If it does not, then it is a Wrong Why.
Backtracking to find how it is wrong, one examines the Ideal Scene and
the Situation one already has.
The Outpoints should be checked. The completeness of Data should be
checked. One may find he is in a wrong area of the scene.
Correct that, correct the Ideal Scene, correct the Situation and look
for more Data.
With the Outpoints of more Data one can achieve the Real Why that will
open the door to handling.
Quite often an "evaluator" "knows" the Why before he begins. This is
fatal. Why evaluate?
Some of the most workable Whys I've ever found surprised me! So usually
I also ask, did I know this? Am I surprised? The chances are, if I "knew"
it already (and the Situation still exists) it is a wrong Why. And needs
proper evaluation.
When you have a right Why, handling becomes simple. The more one has to
beat his brains for a Bright Idea to handle, the more likely it is that he
has a wrong Why.
So if you're not a bit surprised and if the Handling doesn't leap out at
you THE WHY HAS NOT OPENED THE DOOR and is probably wrong.
I have seen evaluators take weeks to do an evaluation. In such cases
they went on and on reading as they did not know how to find a real Why.
Actually they did not know what one was.
By going through the total current files of an activity looking for
outpoints just by randomly glancing at data sheets from all sources, you
can find the AREA. Outpoints lead you straight to it.
An Ideal Scene for that smaller AREA is fairly easy to envision.
The type of Outpoint will generally give you how the departure is. One
can then get the Situation.
By looking over (in detail now) the data of that smaller area and
counting the Outpoints, one can find the Why.
106
The Why will be how come the Situation is such a departure from the
Ideal Scene and WILL OPEN THE DOOR TO HANDLING.
If it doesn't, then review the whole thing, do the steps again. Don't
just sit and sag!
Let's say we find Outpoints of Added Inapplicable Data in all reports.
And they lead to Reception. The Ideal Scene of Reception is easy:
Attractive pleasant atmosphere, welcoming in the public.
We find more detailed reports that the place is full of junk and filthy
and we get our Situation, "Public repelled by filthy messy Reception".
Now why?
So back to the real data and we find the janitor never cleans it. Or
anything else. The easy out is just sack the janitor (and leave the post
empty). But that won't handle so we have no Why.
So we dig and dig and suddenly we find that the staff refer to the
janitor in lowly and disrespectful terms: "Janitor has no status". Well,
the Outpoints all say so. And it opens the door to a Handling.
So we handle by transferring the janitor org board position from
Treasury where it went as he "looks after assets" to the Office of the
President with the president's secretary as his direct senior.
We write up a program for clean offices.
Magic!
The offices get clean!
The public again comes in.
The Ideal Scene is attained.
(You may think this example is pretty unreal. But actually it once
happened and worked!)
So a right Why opens the door to Handling.
If it doesn't, look harder.
THERE IS ALWAYS A REASON FOR THINGS.
And if your Ideal Scene and Situation are correct, you can find the real
Why that opens the door.
L. RON HUB13ARD
Founder
LRH:nt.rd Copyright @ 1974 by L. Ron Hubbard ALL RIGHTS RESERVED
107
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 OCTOBER 1974
Remimeo
Data Series 38
PLUSPOINT LIST
The following is a list of PLUSPOINTS which are used in evaluation.
Needless to say, pluspoints are very important in evaluation as they
show where LOGIC exists and where things are going right or likely to.
RELATED FACTS KNOWN. (All relevant facts known.)
EVENTS IN CORRECT SEQUENCE. (Events in actual sequence.) TIME NOTED.
(Time is properly noted.)
DATA PROVEN FACTUAL. (Data must be factual, which is to say, true and
valid.)
CORRECT RELATIVE IMPORTANCE. (The important and unimportant are
correctly sorted out.)
EXPECTED TIME PERIOD. (Events occurring or done in the time one would
reasonably expect them to be.)
ADEQUATE DATA. (No sectors of omitted data that would influence the
situation.)
APPLICABLE DATA. (The data presented or available applies to the matter
in hand and not something else.)
CORRECT SOU RCE. (Not wrong Source.)
CORRECT TARGET. (Not going in some direction that would be wrong for the
situation.)
DATA IN SAME CLASSIFICATION. (Data from two or more different classes of
material not introduced as the same class.)
IDENTITIES ARE IDENTICAL. (Not similar or different.)
SIMILARITIES ARE SIMILAR. (Not identical or different.)
DIFFERENCES ARE DIFFERENT. (Not made to be identical or similar.)
The use of the word "Pluspoint" in an evaluation without saying what
type of pluspoint it is is a deficiency in recognizing the different
pluspoints as above. It would be like saying each outpoint is simply an
outpoint without saying what outpoint it was. In doing evaluations to find
why things got better so they can be repeated, it is vital to use the
actual pluspoints by name as above. They can then be counted and handled as
in the case of outpoints.
Pluspoints are after all, what make things go right.
L. RON HUBBARD
Founder
LRH: nt Copyright@1974 by L. Ron Hubbard ALL RIGHTS RESERVED
108
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 28 OCTOBER 1974
Remimeo
Data Series 39
WHO-WHERE FINDING
You may now and then see an eval that winds up with a who. Very rarely
you also find one that winds up in a where. Sometimes you find an
"evaluator" who only finds whos or wheres.
If this puzzles you when you see such "evals" or if you land in that
situatioD yourself while evaluating, remember this:
AN "EVAL" THAT ONLY HAS A WHO OR A WHERE AS ITS WHY IS
INCOMPLETE.
What has happened is this: The "evaluator" does an outpoint count only
for who or where. He does not then really investigate or dig up the real
data on that who or where but lets it go at that. He says-WHY: Dept I not
functioning. WHO: Director of Personnel. IDEAL SCENE: A functioning Dept 1.
HANDLING: Shoot the Dir Personnel.
Such evals do NOT raise statistics. They do not work. Because they are
not complete!
In any eval you have to do an outpoint count to find where or who to
investigate. This prior outpoint count does not appear, always, on the eval
form. It's just where to look.
Having gotten the who or where you NOW do a full read out, lift the
rocks, pry into the cracks and find the why.
It can even get worse. Having seen something wrong, one puts down a
situation. He does a preliminary outpoint count for a where or who and then
discovers a more basic or even worse situation. In other words his
situation can change!
Example: No personnel being hired leads one to Dept 1, Personnel. So one
writes the Situation: "No one being hired." Then one can easily dash off
"Why: Dept I inactive. Ideal Scene: An active Dept I hiring personnel." And
write up a Handling: "Hire people."
Great, easy as pie. But somehow six months later there are still no
personnel! The reason is simple: the "evaluator" never went beyond the who-
where. He put down a who-where as his why.
Real evaluation would go this way: Ist observed situation, "no personnel
being hired." The who-where comes up as Dept 1. Now and only now do we have
something to evaluate. So our situation has changed. It becomes "Dept I
inactive." And we investigate and lo and behold there is no one in that
whole division! Again we could go off too early. It is tempting to say
"Why: No one in it!" And say "Handling: Put somebody in it!"
But actually "No one in it" is just data! Certainly the execs who should
be screaming for personnel know there is no one in Dept 1. After all, they
get cob webs on their faces every time they pass the door! So it is just an
outpoint, not a why as it does not securely lead to solution. So we look
further. We find seven previous orders to put on a Director of Personnel!
The writers of these orders are not the whos but who they were given to are
elected. That's seven non-compliances by the Executive in Charge of
Organizing! And this turns out to be Joe Schmoe. Now we have a who. So
what's with this Joe Schmoe? So we go to anything connected with Schmoe and
we
109
locate Board of Directors minutes of meetings and herein he has been
stating for 2 years repeatedly that "The organization only makes so much
money anyway so if we hire anybody to deliver service we might go broke."
As the organization has been going broke for those two years and the last
Dir Personnel was fired two years ago we now also have our DATE
COINCIDENCE. But this is still just an ou tpoint -contrary facts, as one
has to deliver to stay solvent. So we look up Joe Schmoe even further and
we find he is also the Chief Stockholder in a rival company! So here is our
Why: "Organization being suppressed by the Chief Stockholder in the
company's rival." "Who: Joe Schmoe. Ideal Scene: Organization hiring
personnel needed to deliver." Now for the handling. Well, Joe Schmoe could
mess things up further if we just fired him. So we better know what we're
doing. We have found our organization controls the tin Joe Schmoe's company
needs for its cans. So we shut off the tin supply and when Schmoe's stock
falls we buy it up, merge the companies and fire Joe. Or so a businessman
would do. THAT handles it!
Shallow evals that stop with a who-where on the first inspection don't
succeed. Outpoints are usually aberrated and the people there around them
usually handle things unless they have depth of mystery.
You have to have a who-where to begin your investigation. Once you find
your who or your area, now the outpoints begin to count.
Very few situations in actual fact are caused by active whos. Usually it
is inactive whos, confronted with situations they have not grasped and
don't see any way through.
A classic case was a situation that did not resolve for over a year
until very close investigation discovered a statistic was wrongly worked
out and which targeted an area in the wrong direction. One could have shot
"whos" by the dozen without ever solving it!
So when you see a who-where as a why, you know one thing: the eval is
incomplete.
You can cure someone doing this chronically by making him first list the
outpoints that show who-where to look. And then make him go on with the
evaluation outpoints that lead to a why, giving two counts of outpoints.
The light will dawn.
L. RON HUBBARD
Founder
LRH: nt Copyright@1974 by L. Ron Hubbard ALL RIGHTS RESERVED
110
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 MARCH 1975
Remirneo ISSUE 11
Evaluators
DSEC Students Data Series 40
Execs
Flag Bureaux
FOLOs THE IDEAL ORG
(First appeared as LRH ED 102 INT,
20 May 70, referring to Evaluation.)
The ideal org would be an activity where people came to achieve freedom
and where they had confidence they would attain it.
It would have enough space in which to train, process and administrate
without crowding.
It would be located where the public could identify and find it.
It would be busy looking, with staff in motion not standing about.
It would be clean and attractive enough not to repel its public.
Its files and papers, baskets and lines would be in good order.
The Org Board would be up to date and where the public could see who and
what was where and which the staff would use for routing and action.
A heavy outflow of letters and mailings would be pouring out.
Answers would be pouring in.
Auditors would be auditing in Div IV HGC and Qual would be rather empty.
Supervisors would be training students interestedly and 2 way comming
all slows.
The HCO Area Sec would have hats for everyone. And checked out on
everyone.
There would be a pool of people in training to take over new Admin and
Tech posts.
The staff would be well paid because they were productive.
The Public Divisions would be buzzing with effective action and new
people and furnishing a torrent of new names to CF.
The pcs would be getting full grades to ability attained for each, not 8
minutes from 0 to IV, but more like 30 processes. And they would be leaving
with high praises.
The students would be graduating all on fire to audit.
One could look at this ideal org and know that this was the place a new
civilization was being established for this planet.
The thousand or more actions that made it up would dovetail smoothly one
with another.
And the PR Area Control would be such that no one would dream of
threatening it.
Such an ideal org would be built by taking what one has and step by step
building and smoothing, grooving in and handling each of its functions,
with each of its divisions doing more and more of its full job better and
better.
The business is always there-the skill with which it is handled and the
results on pcs and students is the single important line which makes it
possible to build the rest.
The ideal org is the image one builds toward. It is the product of the
causative actions of many. Anything which is short of an ideal org is an
outpoint that can be put right. The end product is not just an ideal org
but a new civilization already on its way.
L. RON HUBBARD
L RH: nt Founder
Copyright @ 19 7 5
by L. Ron Hubbard
ALL RIGHTS RESERVED
HUBBARD COMMUNICATI
Saint Hill Manor, East Grin
HCO POLICY LETTER OF 13
Issue I
Remimeo
Div 6 Hats
Div 7 & 8 Hats
Div 2 Hats
Ltr Reg Checksheet
PES Hats
I/A Hat PR Seiles I
PR Cse Checksheet
LIABILITIES OF PR
PR = Public Relations, a technique of communication of ideas.
A casual investigation of the activities and effects of "PR" as
practised in the Ist 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 3 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
stimulusresponse mechanisms and without determinism.
(c) Further perversions entered upon the scene in the 1894 Libido
Theory of Sigmund Freud attributing all reactions and behaviour
to the sex urge.
PR is essentially a matter of reaching minds. Therefore the above four
factors have given PR strange elements and bed fellows 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
113
means of subjugating their own people, perpetrating horrors and 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 10
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.
114
So in entering or studying this field do not walk into it like a wide-
eyed virgin 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:
I . 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 liabilitv 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.rd Copyright (~) 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
115
HUBBARD COMMUNICATI
Saint Hill Manor, East Grin
HCO POLICY LETTER OF 13
Issue 11
Remimeo
Div 6 Hats
Div 7 & 8 Hats
Div 2 Hats
Ltr Reg Checksheet
PES Hats
I/A Hat PR Series 2
PR Cse Checksheet
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 oult of whole cloth the "statistics" of
the insane. "9 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
increase government cost per year in 2 months. His PR man was trying to
influence Congress.
The "Backfire W' 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 newspaper or listen in the street and you see PR - PR - PR
- all lies.
A battle cruiser makes a "Good Will visit" to a town it is only equipt
to crash and you have more lies.
The tremendous power of newspapers, 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".
116
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.
Thusthelaw
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.
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
117
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 44 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 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 Copyright@ 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
118
HUBBARD COMMUNICATIOT,~
Saint Hill Manor, East Grinste
HCO POLICY LETTER OF 13 A
Issue III
Remimeo
Div 6 Hats
Div 7 & 8 Hats
Div 2 Hats
Ltr Reg Checksheet
PES Hats
I/A Hat PR Sefies 3
PR Cse Checksheet
WRONG PUBLICS
What is a "Public"? I
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 PRerrors than can easily be computered.
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 under 20 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 especially 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".
119
The PR man does not think 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
idiosyncracies).
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 64 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 dim wit 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.
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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 "moulding public opinion" it still requires a
different message to each different public.
L. RON HUBBARD
Founder
LRH:rr.rd Copyright Q1970 by L. Ron Hubbard ALL RIGHTS RESERVED
121
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 case-wise
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 6 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 we6ks.
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.
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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.rd.ts Copyright(_-_'~ 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: Some mimeo issues of this Policy Letter were issued with an error in
the fourth line, which read (c) Confront Working instead of the correct (c)
Working. HCO Policy Letter of 11 April 1972, Personnel Series 11 Addition,
PR Series 4 Addition, ordered the replacement of any faulty copy found,
either loose or bound in packs, correction of stencils with the incorrect
text before any copies were run off from it, and immediate correction of
any translation made from the incorrect copy. It also ordered that, where a
student had used an incorrect copy in his study, a correct copy be sent to
him at once, with a request by the current course's Supervisor that he
check out on it star-rated, and enclosing a copy of HCO PL 11 April 1972.
The copy as it appears above is correct.]
123
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 NOVEMBER 1970
Issue 11
Remimeo
PR Sefies 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 whkt 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 Copyright @ 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
124
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I I MAY 1971
Issue 11
Remimeo
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 pre-formed
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 forget 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
Bulletin A that offended 55% of the opinion leaders would get, roughly, a
55% opposing reaction from the whole public.
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
125
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. 32 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.
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
126
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 Labour 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
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 good
will 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.
127
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 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 Erin) 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 "mould public opinion" but PR men long since have
given up this idea and even greet it with raucous laughter.
128
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 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 good will 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
3 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 blood-bath.
So as I 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 stems 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.
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.
129
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
Founder
LRH:nt.rd Copyright @ 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
130
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I I MAY 1971
Issue III
Remimeo
PR SeHes 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.
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 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?
131
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
Schultz-Boysen and other highly placed Russian agents got the whole German
plan of the battle that was to be Stalingrad. Brilliant and covert
intelligence. They passed it to the Russians. Brilliant and covert comm.
The boss at Centre 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.
BLACKPROPAGANDA
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.
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 21 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 counter attack 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
counter-documenting any area where the lies were circulated. The lie "they
were
9' 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.
132
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 counter-documents. 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 counter-campaigns are inevitable. One engages upon them
whether he would or no. 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 counter-attack 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.
133
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.
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
Copyright@ 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
134
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 28 MAY 1971
Remimeo
PR Seties 8
TOO LITTLE TOO LATE
The hallmark of bad promotion is "Too Little Too Late".
Probably the most aggravating and most suppressive error that can be
made by those doing promotion or other PR actions, is to plan or announce
an event too close to the date for anyone to come.
Typical report "Only 50 came to the Congress. I guess it just wasn't
popular."
An exec hearing this can validly suspect "too little too late" as the
real WHY. He would be 95% right without even querying further.
"When did you announce the July I Congress?" Usual true answer: June 25!
"How many mailings were sent?" Usual true answer: 500 "because FP "
"What
other promotion was done?" Usual true answer: None.
Reason for only 50 at the Congress: "Too little promotion announced too
late for anyone to come."
Often this factor is hidden. Other more dramatic reasons, not the true
WHYs are advanced. "There was a football match the same date." "We are in
disrepute." "There
is an anti-campaign." "The press Yap, yap, yap. All lies. It was
just too little
promotion too late.
"Nobody showed up for the VIP dinner." The right response to this is
"When did you send the invitations?" "Well, you see, FP wouldn't give us
any stamps so ........ "WHEN did you send the invitations?" "The same
morning as the dinner was held." "Were they engraved?" "No we sort of ran
them off on mimeo."
Just why event failures are 95% traced "handled at the last moment
without proper planning and without proper verified addresses and without
enough posh or volume" is itself a mystery.
Undermanned PR section is the most charitable reason.
PR in reality is about 80% preparation of the event and about 20% event.
If the preparation is not planned and prepared fully well in advance of
the event, the events fail.
Off the cuff PR is sometimes necessary. But usually made necessary by
lack of foresight and hard work.
There is a rule about this:
THE SUCCESS OF ANY EVENT IS DIRECTLY PROPORTIONAL TO THE TIMELY
PREPARATION.
In other words, poor preparation made too late gives an unsuccessful
event.
135
PR is hard work. But the hard work mostly occurs before there is any
public view of it. The work in the event itself is pie.
You see these beautifully staged affairs, these flawless polished
occurrences. They look so effortless. Well, they LOOK effortless because a
fantastic amount of preparation went into them ahead of time.
A well attended event is planned and drilled and announced ages ahead of
the occurrence.
Even a mere dinner has to be announced at least a week in advance.
PRs who don't work hard to plan and drill and who don't announce in time
with enough promotion have flops.
I So PR flops come from failures to plan, drill, promote enough and in
plenty of time.
Therefore PR successes are best guaranteed by data gathering, sharp
planning, heavy drilling, timely announcement and adequate promotion.
Even a surprise event has to be handled this way for everyone except
those for whom the surprise is intended.
So gather the data that will guide planning, plan well, program it, do
all the clerical actions necessary, announce it in ample time, drill all
those connected with it heavily until they're flawless and then stage it.
And there you are, a "spontaneous", highly successful event,
Whether it's a protest march, a press conference, a Congress, a new
Course or dinner for VIPs or even just friends, if it's to be a success,
prepare it and announce it widely in plenty of time.
There was this grave where they buried a failed PR man. And on the
headstone they put, "George Backlog. Too Little, Too Late." They had to
shoot him because he broke the company's leg.
A mediocre event very well prepared and announced well and in time will
succeed better than the most splendid event done off the cuff.
The next time you see empty seats remember and use this P/L. Or better
still do it right in the first place.
L. RON HUBBARD
Founder
LRH:sb.rd
Copyright @ 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
136
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 30 MAY 1971
Remimeo
PR SeHes 9
MANNERS
The original procedure developed by Man to oil the machinery of human
relationships was "Good Manners".
Various other terms that describe this procedure are-politeness,
decorum, formality, etiquette, form, courtesy, refinement, polish, culture,
civility, courtliness and respect.
Even the most primitive cultures had highly developed rituals of human
relationship. In studying 21 different primitive races, which I did first
hand, I was continually impressed with the formalities which attended their
interpersonal and intertribal and interracial relationships.
Throughout all races, "bad manners" are condemned.
Those with "bad manners" are REJECTED.
Thus the primary technology of public relations was "Manners".
Therefore a public relations man or team that has not drilled and
mastered the manners accepted as "good manners" by those being contacted
will fail. Such a PR man or team may know all the senior PR tech and yet
fail miserably on the sole basis of "exhibiting bad manners".
"Good manners" sum up to (a) granting importance to the other person and
(b) using the two way communication cycle (as in Dianetics 55!). Whatever
motions or rituals are, these two factors are involved. Thus a PR violating
them will find himself and his program rejected.
Arrogance and Force may win dominion and control but will never win
acceptance and respect.
For all his "mental technology" the psychiatrist or psychologist could
never win applause or general goodwill because they are personally (a)
arrogant beyond belief (b) hold others in scathing contempt ("man is an
animal", "people are all insane", etc). Bom from Bismarck's military
attitude these subjects have borrowed as well the attitude which made the
Nazis an object of worldwide condemnation. No matter how many people were
maimed or killed, the Nazis would never have dominated the world any more
than their "mental scientists" will ever win over humanity.
They just don't have "good manners"; i.e. they do not (a) consider or
give others a feeling of importance and (b) they are total strangers to a
comm cycle.
SUCCESSFUL PR
All successful PR, then, is built upon the bedrock of good manners as
these are the first technology developed to ease human relations.
Good manners are much more widely known and respected than PR tech,
Therefore NO PR tech will be successful if this element is omitted.
137
Brushing off "mere guards" as beneath one's notice while one goes after
a contact with their boss can be fatal. Who talks to their boss? These
"mere guards".
Making an appointment and not keeping it, issuing an invitation too late
for it to be accepted, not offering food or a drink, not standing up when a
lady or important man enters, treating one's subordinates like lackeys in
public, raising one's voice harshly in public, interrupting what someone
else is saying to "do something important", not saying thank you or good
night-these are all "bad manners". People who do these or a thousand other
discourtesies are mentally rejected by those with whom they come into
contact.
As PR is basically acceptance then bad manners defeat it utterly.
A successful PR person has to have good manners.
This is not hard. One has to assess his attitude toward others and iron
it out. Are they individually important? One has to have his two way comm
cycle perfect so perfect it is so natural that it is never noticed.
Given those two things, a PR can now learn the bits of ritual that go to
make up the procedure that is considered "good manners" in the group with
which he is associating.
Then given PR tech correctly used. one has successful PR.
IMPORTANCE
You have no idea how important people are. There is a reversed ratio-
those at the bottom have a self importance far greater than those at the
top who are important. A char lady's concept of her own importance is far
greater than that of a successful general manager!
Ignore people at your peril.
Flattery is not very useful, is often suspect, as it does not come from
a sincere belief and the falsity in it is detectable to all but a fool.
A person's importance is made evident to him by showing him respect, or
just by assuring him he is visible and acceptable.
To see and acknowledge the existence of someone is a granting of their
importance.
To know their name and their connections also establishes importance.
Asserting one's own importance is about as acceptable as a dead cat at a
wedding.
People have value and are important. Big or small they are important.
If you know that you are half way home with good manners.
Thus PR can occur.
COMMUNICATION
The Two Way Comm Cycle is more important than the content.
The content of the comm, the meaning to be put across to another or
others is secondary to the fact of a Two Way Comm Cycle.
Comm exists to be replied to or used.
138
Comm without the comm cycle being in first must exist before it carries
any message.
Messages do not travel on no-line.
Advertising is always violating this. Buy Beanos! Into the empty air.
Other things must establish the line. And the line must be such as to
obtain an answer, either by use or purchase or reply.
A funny example was a letter writer who without preamble or reason told
people to buy a multi-thousand dollar package without even an explanation
of its use or value. Response zero. No comm line. He was writing to a name
but not really to anyone.
In social intercourse a comm cycle must be established before any
acceptance of the speaker can occur. Then one might get across a message.
Good manners require a two way comm cycle. This is even true of social
letters and phone calls.
Out of this one gets "telling the hostess good night as one leaves"
One really has to understand the two way comm cycle to have really good
manners.
Without a two way comm cycle, PR is pretty poor stuff.
PRIMITIVES
If an American Indian's ritual of conference was so exact and complex,
if a thousand other primitive races had precise social conduct and forms of
address, then it is not too much to ask modem man to have good manners as
well.
But "good manners" are less apparent in our times than they once were.
This comes about because the intermingling of so many races and customs has
tended to destroy the ritual patterns once well established in the smaller
units.
So one appears to behold a sloppy age of manners.
This is no excuse to have bad manners.
One can have excellent manners by just observing:
(a) Importance of people
(b) 2 Way Comm Cycle
(c) Local rituals observed as proper conduct.
These are the first musts of a PR man or woman.
On that foundation can be built an acceptable PR presence that makes PR
succeed.
L. RON HUBBARD
Founder
LRH:nt.rd CopyrighV~c 1971 ~~J by L. Ron Hubbard ALL RIGHTS RESERVED
139
HUBBARD COMMUNICATI
Saint Hill Manor, East Grins
HCO POLICY LETTER OF
Issue II
Remimeo
PRO Course Checksheet
Div 6 Sec Hat
Dept 16 Hats PR Series 10
BREAKTHROUGH
PR AND PRODUCTION
TONE SCALE SURVEYS
(Reference: FEBC Tape No. I
which contains the full text.)
THE LAWS OF PR
THE PRIMARY BARRIER TO PRODUCTION IS HUMAN EMOTION AND REACTION.
PR IS THE SOCIAL TECHNOLOGY OF HANDLING AND CHANGING HUMAN EMOTION AND
REACTION.
A LOW PRODUCTION AREA IS OUT-MORALE BECAUSE IT IS LOW PRODUCTION. IF YOU
CAN NURSE THE AREA UP TO PRODUCTION YOU HAVE MORALE.
DON'T USE NEGATIVE ARC IN A PR SURVEY. MAKE IT LIGHT SO IT INVOLVES
COMMUNICATION.
To get a PR survey done in an area that is barriered against production,
you begin by writing down three VERY DIRECT questions that you want
answered. One question for each of BE, DO, HAVE.
On a Survey of Lower Slobovia central command point, the 3 direct
questions could be:
1 . (BE) Do you want this joint to succeed?
2. (DO) Are you personally going to be active in getting this show on
the road?
3. (HAVE) Are you going to directly assist Scientology to acquire
Lower Slobovia?
Now you translate these into the field of human emotion. Each direct
question is concerned with one or more of A, R and C. You put down by your
direct question what each question is concerned with.
In the example above,
1. is A
2. is A or C
3. is R.
You now phrase a question to which you will get a reaction, and that
reaction you get has to be the reaction of the individual to the direct
question, but you get that reaction by asking him a different question
translated into terms of emotion that will give you his reaction willy-
nilly. He can figure his way round the direct question to give
140
you a PR answer. He cannot help but give you his reaction if you involve
his emotions. The direct question does not involve his emotions so that he
doesn't give a reaction you can observe clearly as the reaction to the
question.
Having established your BE, DO, HAVE questions and added your
connotations of A, R, C, you can translate the direct question into a
survey question that involves his emotions and gives you his reaction.
The examples above could translate as follows:
I . Do you think that increased efficiency in management would bring
about a more desirable organization?
2. Would it be more pleasant working within such a framework?
3. Have yL envisioned improvements that would occur in Lower
Slobovia if Scientology were more widely used?
Now you pre-test the survey mentally, paying attention to dictation and
comprehension, rephrasing to ensure adequate communication without losing
any of the sense of your question, per the Art formula.
The Surveyor contacts the people to be surveyed, asks his questions and
makes notes of the answers given; he also makes sure he notes the reaction.
He should write down the Tone Level of the reaction to each question. He
doesn't handle anything-just the question, recording the answer and the
reaction.
Tabulation of the results gives you a majority of reactions on one Tone
Level.
You can now design your PR Campaign on a Tone Level half or one notch
above that level and be sure to obtain wide agreement, by the rules
contained in Science of Survival.
Thus the barrier of human emotion and reaction is removed.
The duty and function of PR is to remove the barrier of human emotion
and reaction.
You hit at the heart of reaction when you get into human involvement.
You hit at the basic on any production situation when you get into BE,
DO, HAVE.
You hit at his emotion when you address his A, R, C.
So you involve him when you get his emotion and thus his reaction.
You can strip off the verbiage in the survey and its tabulation and get
a numerical answer (Tone Level figure) for each question.
Different publics can be PRed. Finance Publics for example, as well as
Production Publics-sornetimes finance people get into conflicts with
Production.
PR is always perfectly okay as long as it is real. If not real, it acts
as a stop. You find the R by establishing if there is a situation to begin
with, surveying to get the Tone Level, figuring out the average response of
the group on each question-and design a PR campaign to handle.
There is a 1-2-3 not quite figured out in designing the Campaign. But
these are the basic concepts of the science of PR. It covers the field of
manipulation of human
emotion.
LRH:nt.rd
Copyright @ 1971 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
141
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 15 JUNE 1972
Rernimeo PR Series 11
PR AREA CONTROL
THREE GRADES OF PR
These are the three grades of PR: Perfect PR: GOOD WORKS WELL
PUBLICIZED. Inadequate PR: GOOD WORKS WHICH SPEAK FOR THEMSELVES.
Enemy PR: BAD WORKS FALSELY PUBLICIZED.
Extracted from LRH Conference Notes by
LRH:DH:nt.rd CS-6
Copyright @ 1972 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
NOT HCO POLICY LETTER
CORRECT COLOUR FLASH
BLACK ON WHITE
SEA ORGANIZATION
FLAG ORDER 3094 16 December 1971
Ship Port Captain's
Office
Div 6 SO Orgs
Flag Div 6 PRO AREA CONTROL
PRO (Public Relations Office) Area (port and town and country) Control
(regulate, start change and stop from cause point) is the basic action of
the Port Captain's Office (or Div 6 in an org).
Customs, Immigration, dockmasters, police, officials, town officials,
inhabitants, country officials, country inhabitants, and the lines and
activities of all these as they affect the ship or org are the subject of
"PRO Area Control".
The tech of how this is done is found in the book "Effective PR", the PR
Series P/Ls, FOs and FSOs. It is a technology.
The extent of one's PRO Area Control can be measured at once by counting
up the points one is not controlling from the Company or org viewpoint and
the points one IS controlling. This gives you a ratio like 3 to 6 or one
half.
Example: Immigration and Customs are NOT doing what we want. Agents,
Dockmasters and Police are. Thus we have 2/3rds effective PRO Area Control.
This is poor, showing a 1/3 failure.
Now the tech to apply is a survey of all five points to find out, let us
say, what they want one to be, what they want one to do, and what they want
to have from one. (See FEBC Tape on PR.)
Then one surveys further to find out what problem they are trying to
solve by having us be, do, have these things.
This puts us at cause because we can now handle their misinformation,
reassure their suspicions and generally increase ARC.
A project to get all required points now known in and followed would now
be
done and executed.
Result - PRO Area Control.
L. RON HUBBARD
LRH:nt.rd Commodore
142
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 OCTOBER 1971
Remimeo
Gdn Office
PR Sefies 12
PROPAGANDA BY REDEFINITION OF WORDS
A long term propaganda technique used by socialists (Communists and
Nazis alike) is of interest to PR practitioners. I know of no place it is
mentioned in PR literature. But the data had verbal circulation in
intelligence circles and is in constant current use.
The trick is-WORDS ARE REDEFINED TO MEAN SOMETHING ELSE TO THE ADVANTAGE
OF THE PROPAGANDIST.
A prime example is the word CAPITALIST. Once it meant "one who makes his
income from the interest of loaning money to others". That is still the
definition in economics. Through propaganda redefinition a capitalist
became a person of wealth who invested in business (making him an owner,
not a banker) and currently is someone who exploits others, urges war and
stamps on workers! In short the word is changing in meaning by the efforts
of those who are trying to own everything in the country under the guise of
being the workers' friend. Totalitarian socialism must eradicate the
private owner in order to grab the property for themselves. Hence, an
intense concentration on redefining the word "Capitalist" and "Capitalism".
Many instances of this exist. They are not "natural" changes in
language. They are propaganda changes, carefully planned and campaigned in
order to obtain a public opinion advantage for the group doing the
propaganda.
Given enough repetition of the redefinition public opinion can be
altered by altering the meaning of a word.
The technique is good or bad depending on the ultimate objective of the
propagandist.
"Psychiatry" and "psychiatrist" are easily redefined to mean "an anti-
social enemy of the people". This takes the kill crazy psychiatrist off the
preferred list of professions. This is a good use of the technique as for a
century the psychiatrist has been setting an all time record for inhumanity
to man.
The redefinition of words is done by associating different emotions and
symbols with the word than were intended.
The American Medical Association and the National Association for Mental
Health in England and South Africa and the "British Psychological
Association" in Australia have been working very hard to redefine
Scientology in the public mind.
Two things occur because of this-the Scientologists are redefining
"doctor", "psychiatry" and "psychology" to mean "undesirable anti-social
elements" and are trying to stabilize the actual meaning of "Scientology".
The AMA has even gotten US dictionaries to redefine "Dianetics" as a
"pseudo-science from Science Fiction".
Fortunately the public does not respect and is not responding to Mass
news
143
media. Mass news media believes it steers public opinion, but in actual
fact can get a reverse effect.
"The capitalistic AMA is seeking to deny the people the benefits of new
discoveries such as Scientology because it would eradicate the great
profits the AMA makes from the psychosomatic illnesses of the people,"
would be a statement reversing the reversal of meaning. One has to find,
pinpoint and denounce the propagandists to make headway against such an
effort of redefinition. One brands the propagandist and blows the effort to
redefine, using a steady standard PR campaign to do so.
One can also use redefinition by exposing the effort to redefine.
A case in point is the word "Psychology".
Webster's International Dictionary of the English Language-1829 defines
"Psychology: A discourse or treatise on the human soul; the doctrine of the
nature and properties of the soul."
Webster's High School Dictionary-1892 "Psychology: The powers and
function of the soul."
Merriam Webster's 3rd International Dictionary-1961 "Psychology: the
science of mind or mental phenomena or activities; the study of the
biological organism (as man) and the physical and social environment."
Somewhere along the way, Man lost his soul!
We pinpoint when and we find Professor Wundt, 1879, being urged by
Bismarck at the period of Germany's greatest militarism, trying to get a
philosophy that will get his soldiers to kill men. And we find Hegel, the
"great" German philosopher, the idol of super-socialists, stressing that
WAR is VITAL to the mental health of people.
Out of this we can redefine modern psychology as a German military
system used to condition men for war and subsidized in American and other
universities at the time the government was having trouble with the draft.
A reasonable discourse on why "they" had to push psychology would of course
be a way of redefining an already redefined word, "Psychology".
The way to redefine a word is to get the new definition repeated as
often a$ possible.
Thus it is necessary to redefine medicine, psychiatry and psychology
downward and define Dianetics and Scientology upwards.
This, so far as words are concerned, is the public opinion battle for
belief in your definitions, and not those of the opposition.
A consistent, repeated effort is the key to any success with this
technique of propaganda.
One must know how to do it.
L. RON HUBBARD
Founder
LRH:mes.rd
Copyright @ 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
144
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 DECEMBER 1971
Issue II
Remimeo Div 2 Hats Div 6 Hats PR Cse Checksheet
PR Series 13
HOW TO DO A PR SURVEY
SURVEY means "a careful examination of something as a whole and in
detail".
The word "survey" as used in Public Relations terminology means to
carefully examine public opinion with regard to an idea, a product, an
aspect of life, or any other subject. By examining in detail (person to
person surveying) one can arrive at a whole view of public opinion on a
subject by tabulating highest percentage of popular response.
The purpose of this Policy Letter is to describe the two most important
aspects of surveying so that 100% successful results can be obtained every
time. Though there are many different types of surveys, the method used is
the same. The two components of surveying are:
I . The Mechanics of doing the survey itself.
2. The Beingness of the surveyor.
THE MECHANICS
The actions involved in doing a survey are simple and few. The first
thing you do is establish the questions you are going to ask into thq
public to find out what is wanted and needed, popular or unpopular or
whatever. Creating the survey questions is a technology in. itself and is
covered primarily in HCO Policy Letter 2 June 1971 PR Series No. 10.
After the questions are established they are mimeoed on survey forms or
typed on a piece of plain paper for the surveyor to refer to. If one were
doing a survey in a city where large numbers of people are interviewed the
survey forms might be most practical. However, all that is needed for most
surveys is a clipboard with plenty of plain paper and several ball point
pens. The survey question page is then placed on top of the pad of paper
and flipped back while taking notes of the interview.
The only materials needed for a survey are several ball point pens (so
running out of ink in the middle of the survey doesn't cause interruption),
plenty of paper and a clipboard.
To begin a survey, you simply walk up to a person and in a friendly
manner introduce yourself (if a stranger) and ask to survey them. If
additional R-Factor is requested, it is given and then the survey is begun.
Ask the person the first question, flip back the question page and take
down the answer. Be sure to number the answers corresponding to the
question number being asked. You needn't write down every word as the
person speaks to you but get the most important points. You will find,
after practice surveying, you can write almost everything down.
After the person has answered the first question, thank him or her with
good TRs
145
to acknowledge that comm cycle and go to the next question. All you have to
do is BE THERE, be INTERESTED in what the person is saying, and take down
his answers.
At the end of the survey thank the person very much. The person will
most likely be thanking you by this point as people LOVE to be asked their
opinion of things. And having another terminal grant beingness to this and
listen attentively is a rare and valuable experience to many.
Then go to the next person and repeat the same procedure. This is all
there is to the mechanical action of surveying.
The final tabulation of a survey is very simple. The following data was
written and compiled while conducting an Ethnic Survey.
1 . Count all the surveys.
2. Establish various categories of answers for each question by listing
answers briefly as you go through the surveys.
3. Soon you will be able to merely mark a slant by each category. the
slant meaning one more answer of a similar nature.
4. Then you total the answers given for a particular category of answer.
Let's say you had 1,500 answers of a similar nature to one question and
your total number of surveys is 2,500. This means 60% gave that similar
type of answer (1500).
2500
5. You then list each question and under that question list the
categories of answers and the percentage from the highest to the lowest.
6. The only mistake you can make is not to realize the similarity of
answers and so have a great diversity of categories.
BEINGNESS OF THE SURVEYOR
Just as an Auditor has to have his TRs in, has to abide by the Auditor's
Code and BE there as a terminal for the pc to communicate to, so must a
Surveyor.
Outward appearance of the surveyor must be clean, tidy, and the dress
ethnically acceptable for whichever public is being surveyed.
A successful surveyor must have a high affinity for other beings-friends
or complete strangers. A friendly NATURAL approach to people is required. A
sincere smile and good TRs is the door opener. And CONFRONT. You have to
reach out to complete strangers and get them interested in themselves
enough to let you know where their Reality is at so you can help them.
This is completely natural to any trained Scientologist anyway. A
Scientologist knows the formula of communication, knows to grant beingness
to another, and that ARC = Understanding. With these factors and the basic
TRs in, the person being interviewed will feel relaxed about communicating
his ideas and Realities.
This is all there is to surveying, and you will be amazed with the
results attained!
Listed below are some DON'TS just to make sure possible pitfalls are
known about and avoided.
1 . Don't dress in an unclean or unethnic way. That would automatically
make you unwelcome.
2. Don't be short of materials and have to fumble for a pen or survey
form. The person might walk off from you in the meantime if you're doing
a survey on the street.
146
3. Don't be backward or shy. Would make you look unconfident of your own
product or purpose for being there.
4. Don't overwhelm with forceful overzealous approach or comm.
5. Don't be over-serious, or on the other hand giddy. Anything phony is
absolutely detrimental.
6. Don't do socially unacceptable practices like chewing gum loudly,
biting your fingernails or any one of dozens of other little annoyances.
7. Don't be in too much of a hurry. The person must feel you CARE about
what he feels and thinks.
8. Don't be propitiative or the other extreme condescending. Be
YOURSELF, in valence and confident.
9. Don't cut a person's comm or be gruff in any way.
10. Don't act super-sweet either. Be friendly and BUSINESSLIKE-
As a matter of interest, there is a certain PR textbook which describes
a method of surveying called "depth interview". It is said that this method
takes highly trained interviewers and skilled analysts.
Now these fellows think a successful surveyor needs years of training of
some kind or another
But because you have the technology to UNDERSTAND the basics of the
mind, yourself and other people, you accomplish what seems miraculous by
any other standards.
The miracles of Survey results are easily attainable and valuable. But
don't be surprised if other people still think you're a genius.
LRH Personal PRO for L. RON HUBBARD Founder
LRH:SC:nt.rd Copyright @ 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
147
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 JANUARY 1972
Remimeo Issue 11
ED Hats
Div 2 Hats PR Series 14
Div 6 Hats
PR Cse Checksheet
CREATING SURVEY QUESTIONS
The purpose of this policy letter is to fully document how survey
questions, to evoke human emotion and reaction, are derived. Included are
examples of actual surveys done, showing the SITUATION, the SURVEY.
QUESTIONS, the SURVEY RESULTS and resulting PR PROGRAM to handle. A good
many of the surveys were done within the org to find human emotion and
reaction barriers to production amongst staff members. The examples are
given in chronological order so that one may see how the survey and PR
technology was evolved by Ron during the years of 1970 and 197 1.
SURVEY EXAMPLE I SITUATION:
Due to various causes, morale is not what it should be aboard.
The full intention of Command is to have things running smoothly and
safely for all hands.
Major Target: To interview each individual crew member and obtain his
honest state of opinion regarding his post and issues.
Vital Targets:
1. Not to interrupt the work of or worsen the situation.
2. To improve matters by survey.
3. To obtain data so that a new sensible reality can be established
by PR programs.
Primary Targets:
1. Provide yourself with paper, clip board and ball points.
2. Work at this at optimum periods.
Operating Targets:
1. To approach persons individually. Draw them out of groups.
2. Just listen and prompt and question. Don't interrupt or
interject. Don't comment on what they say to them.
3. Make useful, not necessarily voluminous, notes.
4. Cover each question.
5. Excerpt results.
6. Design programs to handle what is found. QUESTIONS AND RESULTS:
Survey R-factor - The Commodore wants your opinion on certain matters to
help handle them.
A) What do you feel command intention really is? 33% 1. Clear the Planet.
31% 2. Something planned from Source or high org executive to be
carried out by staff members.
16% 3. Everyone doing his job and getting the show on the road. 7% 4. Well
trained crew in tech, policy and seamanship.
148
5% 5. Provide safe environment so LRH can get on with his research. 5% 6.
Successful management of outer orgs. 3% 7. Miscellaneous.
B) What do you feel you should know more about to get your job done?
30% 1. Tech, Policy and Seamanship.
22% 2. OEC Policy.
2001o 3. Specifics relating to hat.
14% 4. Nothing in particular.
9% 5. More briefing re: schedules and Flag Org actions with outer
orgs.
5% 6. Scientology tech.
0% 7. Miscellaneous.
C) What do you really need to get your job done?
32% 1 . Nothing in particular.
2001o 2. More training.
17% 3. Specifics pertaining to hats.
13% 4. More time (without arbitraries and distractions).
8% 5. More personnel.
7% 6. To be left alone to get on with it.
3% 7. More briefing of ship schedules for planning work cycles.
D) What would you like to see us.doing? 31% 1. Expanding Scientology around
the planet. 21% 2. Group co-operation and co-ordination. 16% 3. Crew
getting trained and OT. 14% 4. What we are doing. 13% 5. Moving more and to
different ports. 3% 6. Getting stats up in outer orgs. 2% 7. Miscellaneous.
E) What changes should occur?
3001o 1 . What we are doing is good.
24% 2. More expansion in the field for more flow of recruits to Flag.
20% 3. More trained personnel in tech and policy.
13% 4. More briefing of the crew on Flag Org operations.
7% 5. Specifics relating to post.
4% 6. No opinion.
2% 7. Miscellaneous.
The following is an item from the Flag Orders of the Day with regard to
one tabulated survey by LRH.
FRI 24 April 1970
"SURVEY
The survey of the Ship's Company purposes and opinioni; has been
completed and all hands are thanked for their contribution to it.
Results will be issued in due course.
There is an astonishing similarity in the answers which demonstrates we
are all of similar opinion on vital questions.
It discloses there is far less dissidence in the company than might have
been supposed.
We are a true group.
The survey will be of great use in future planning.
LRH, COMMODORE"
149
SURVEY EXAMPLE 2
SITUATION:
'1NJURY SURVEY
Please interview the 5 people recently injured to discover what's going
on?
I've never had any injured people like this.
All in this port.
See if you can 2 way comm it and get some common denominator.
Love,
Ron"
RESULTS:
The Common Denominator found followed this pattern:
1 . EXTERIOR at time of injury.
2. Attention OFF the body.
3. Physical contest being engaged in.
4. NO PAIN involved (though 2 needed stitches!).
5. NO MISEMOTION at having injury, mild interest only.
6. A feeling of POWERFULNESS prior to injury.
Following is an item entered in the next day's Orders of the Day by LRH.
4 June 1970
'1NJURIES
Those recently injured were not PTS. Survey showed they were exterior
and
feeling powerful and didn't watch where they were sending the body.
LRH, COMMODORE"
SURVEY EXAMPLE 3
SITUATION:
& cross-section survey is needed on what we are thought to be aiming
for.
QUESTIONS AND RESULTS:
1. What is your conception of what we are doing currently?
A) Getting the ship's company trained up in specialist seamanship
and then admin functions.
B) Getting Scientology tech fully back in use and orgs running
smoothly.
2. What is your idea of the ideal we are working towards?
Immediately - smooth running Sea Org and Scn networks.
Ultimately - a clear and sane planet.
3. What is being done to achieve it?
Strengthening ourselves internally while keeping our external lines
operating.
4. Do you feel we are making it?
Yes!
5. Does anything need to be changed so we can make it faster?
More training.
More processing.
Any counter intention removed.
More promotion.
Faster and wider acceptance of Scn.
6. When do you think we will make it?
Current ship programs 2-6 months.
Scientology org programs 1-2 years.
Manetary Scn influence 2-5 years.
Real Planetary control 10-20 years.
An LRH OODay item of the next day comments on the survey results.
150
24 June 1970
"SURVEY
The cross-section survey just done regarding what we are doing showed
'very good results, and the answers were quite consistent'.
We sure have group agreement on what we are doing!
There were very good indicators on this survey. There was an overall
feeling of confidence among all those surveyed (a 28 person cross-section
of the ship),
There was confidence that we are progressing on a steady and positive
uptrend and that the next few years will show monumental victories in our
favor.
LRH, COMMODORE"
BREAKTHROUGH
During the month of January 1971 LRH made a major advance in the subject
of PR and surveying. That is-PR Surveying in combination with the Tone
Scale tech. He discovered the BASIC LAWS of PR as contained in PR Series
10. Thus, ONE SURVEYS TO FIND THE REALITY OF A PERSON ABOUT SOMETHING. The
person's Tone Level about this subject is noted. This tone level
establishes the Affinity or lack of, the person has about the subject.
Emotion is A. A is the Tone Scale. (NOTE: The person's tone level toward
the SURVEYOR and about the SUBJECT may be two entirely different tone bands
so don't get them confused. The person may be in Enthusiasm toward the
Surveyor but Antagonism about the subject being surveyed. It is the latter
tone level which is of value. People don't just have a tone. They have a
tone toward something.)
You survey to determine the R (reality) of each person so as to raise
the A about the subject through the PR campaign.
You're looking for agreement. This is the key to SALESMANSHIP. To get
agreement you come down to the point where the guy will agree with you. You
determine the R (reality) they agreed with. Translate this into A (affinity
tone). R is monitored by A attitude. You then raise the R 1/2 to I tone
band and this establishes the C (comm) level.
The following item by LRH in the Orders of the Day of 25 Jan 71
summarizes this.
"PR
Some more PR data has been developed. The same public varies by
Continent.
One tests the tone with R questions, reads the A off the Tone Scale,
develops the program at the A half a tone above and uses the R of that
tone. R to A, up half, A of that to new R desired. Gives one the Pgrn that
Communicates, raises tone.
A survey of a tone must be a tone about something.
See Science of Survival's Chart of Human Emotion. Read the book. The new
and future bible of PR followed by 8-8008 for the graduate PR expert!
Finally came into its own!
LRH, COMMODORE" 25.1.71
On 18 January 1971 Ron made a tape entitled PR Becomes a Subject which
outlines the basic laws of PR. An excerpt follows.
"PUBLIC RELATIONS IS FOR THE HANDLING AND CONTROL OF HUMAN EMOTION AND
REACTION.
IT'S A THIRD DYNAMIC TECHNOLOGY.
So how do you make up survey questions? It's simple. You get three
questions: One is the equivalent of BE, one is equivalent of DO, one is
equivalent of HAVE. BE, DO, HAVE-three questions. Above and below it you
could have a couple of null questions. You're trying to find out if
somebody on the assembly line likes automobiles. He's building them, does
he like them? Well, that's an easy one because it's already a human
emotion. 'Do you like automobilesT Well, let's find out if he's going to
work on the assembly line. Let's make it a little bit tougher. Now we're
going
to find out 'Are you going to work on the assembly line?' Alright, we go
around and say 'Are you going to work on the assembly line?' and the guy
says 'No' and the next guy says 'Yes' and so forth ... you get no place. So
THEREFORE, YOU TAKE THE QUESTIONS YOU WANT TO KNOW ON THE SUBJECT OF BE,
DO, HAVE AND YOU ENCODE THEM INTO HUMAN EMOTION USING THE ARC TRIANGLE.
We don't care whether you put A or R or C after each question.
YOU'RE GOING TO TRANSLATE THE BASIC QUESTION THAT YOU KNOW INTO HUMAN
EMOTION IN ORDER TO OBTAIN INVOLVEMENT AND YOU IMMEDIATELY HAVE
INVOLVEMENT.
So you get the true answer, don't you? But the target of your subject is
of course the control of human emotion and reaction. So if that is the
case, then you would have to have involvement in human emotion and
reaction. So how do you put this question together?
THIS SUBJECT IS THE CONTROL OF HUMAN EMOTION AND REACTION, SO THEREFORE
THE QUESTIONS OF YOUR SURVEY HAVE TO BE WHAT YOU WANT TO KNOW TRANSPORTED
OVER INTO A HUMAN EMOTION AND REACTION. BE: 'Do automobiles exist?'
translated once across for an A, is 'Do you like automobiles?' Now you will
get then an emotional response which can be plotted. Now why all this?
Because
THE PRIMARY BARRIER TO PRODUCTION IS HUMAN EMOTION AND REACTION. THAT'S
THE PRIMARY BARRIER TO PRODUCTION.
All at once we know where PR lives.
THERE'S ITS USE. NOT IN GETTING SOMEBODY TO BECOME A MAN OF EXTINCTION
BY DRINKING SEAGRAM'S WHISKEY TO AID AND ASSIST ADVERTISING WHICH WOULD BE
A MINOR USE, BUT ACTUALLY TO SOUND OUT THE PUBLIC TO WHICH THE CAMPAIGN IS
ADDRESSED SO AS TO HANDLE THE HUMAN EMOTION AND REACTION.
Now to trace it back through. The basic law that we're involved with
then is: The primary barrier to production is human emotion and reaction.
Public relations is the technology of handling and changing human emotion.
handling and controlling human emotion and reaction.
SO YOU HAVE TO FIND OUT WHAT IS THE HUMAN EMOTION AND REACTION SO YOU
GET AN ENCODING OF THE QUESTION, THREE QUESTIONS, ONE BE, ONE DO, ONE HAVE.
YOU TRANSLATE THOSE OVER INTO AN EMOTIONAL QUESTION BY ADDING THE ARC
TRIANGLE. YOU PLOT THAT NOW. YOU GET YOUR HUMAN EMOTIONS IN RESPONSE TO
THESE QUESTIONS. YOU ADD THEM UP. YOU PUT YOUR PROGRAM TOGETHER AGAINST THE
TONE SCALE, ONE HALF TO ONE BAND ABOVE. YOU WILL HAVE A PRETTY UNIFORMLY
SUCCESSFUL METHOD OF REACH.
SO WHEN ALL SEEMS TOO GRIM AND YOU CAN'T SEEM TO GET YOUR POINT ACROSS
AND YOU CAN'T SEEM TO GET YOUR PRODUCT AND IT JUST WON'T ORGANIZE THAT WAY,
THEN YOU DO HAVE A TOOL AND THAT TOOL IS CALLED PR. AND IT HAS ITS OWN
TECHNOLOGY AND WE HAVE MADE A BREAKTHROUGH IN THIS SUBJECT."
EXAMPLE
As an example of this, let's pretend we want to survey HCO. The ED of
the org has an idea not a person in HCO is hatted, though a major product
of HCO is Personnel Hatted. In this HCO there may be some counter-opinion
re getting hats on. The implementation of policy of Management is the first
line of PR.
We're trying to obtain data to popularize and remove barriers from
hatting. It may very well be hatting is the least popular function of HCO.
Developing the Survey Questions
1. You make a statement of a possible situation. (ie: It may be hatting
is the least popular function of HCO.)
152
2. You then think up several BLUNT, head-on type questions.
BE: What is your hat?
DO: What do you actually do?
HAVE: What is your product?
3. You then convert those questions so you get a HUMAN ELEMENT. In that
way
you get an involvement. A PR question must always contain a "human"
or "being
involvement".
BE: Are you interested in your hat?
DO: Do your duties align with your own purpose?
HAVE: Do you consider your product contributes to the group?
A further question encoded could be:
DIRECT: Are you being trained in your Hat?
to
ENCODED: Do you find the training you are getting on your hat
interesting?
The purpose of this survey would be to obtain data to popularize and
remove the
barriers from hatting.
Re: PR OD UCTION
VALIDATION OF ACCOMPLISHMENT IS GARDEN VARIETY PR.
ONE RULE ABOUT A PRODUCTION OFFICER IS HE HAS TO WANT THE
PRODUCT BEFORE HE GETS IT.
THIS IS HUMAN EMOTION AND REACTION,
Policy interpreting-wise, does the group want the product?
Thus there is the:
I ADMIN approach, which the Org or Production Officer uses which is a
straight question. (ie: What is your hat?)
2. HUMAN (or PR) approach, which is used by the PR man to find
basic desires and OPINION. (ie: Are you interested in your hat?)
YOU HIT AT THE HEART OF THE RESISTANCE-TO WHEN YOU GET INTO
THE HUMAN INVOLVEMENT.
The Key PR Datum is of course THE GREATEST BARRIER TO PRODUCTION
EFFICIENCY IS HUMAN REACTION. and
A LOW PRODUCTION AREA IS OUT-MORALE BECAUSE IT IS LOW
PRODUCTION.
IF YOU CAN NURSE IT UP TO PRODUCTION. YOU HAVE MORALE.
SURVEY EXAMPLE 4
SITUATION:
A survey needs to be done in Department A to find out who or what keeps
the
area upset.
DIRECT QUESTIONS
BE 1. Do you want your job?
DO 2. Are you doing your job?
HAVE 3. What is wrong in Dept A area?
ENCODED QUESTIONS
BE I . Do you enjoy your post?
DO 2. Are you having any difficulties on your post?
HAVE 3. What changes are needed, if any, in the Dept A set-up?
153
RESULTS:
10 staff out of 17 had good indicators, were willing, having wins and
creating their posts.
The other 7 were to varying degrees conservative about their posts,
having minor difficulties and upsets.
It was found that unstabilization was coming from external sources to
the division. I.e. HCO (1) allowing frequent personnel changes and (2) not
ensuring the area was hatted.
HANDLING:
These two factors were gotten in on HCO from an exec level and the Dept
A area stabilized remarkably.
SURVEY EXAMPLE 5
SITUATION:
3 or 4 days ago an urgent order was given to (area). It was not done and
the situation went unhandled, causing severe overload to staff in the area.
We are looking for an attitude of defiance and one or more attitudes of
helpless child.
RAW QUESTIONS
I . What hat are you wearing actually if any?
2. Why didn't you handle your post in this emergency?
3. Are you unwilling to have fast lines and stats?
ENCODED QUESTIONS
Affinity
Tone I . Did you like the hat you were assigned?
Affinity
Tone 2.What did you feel about the situation?
Affinity
Tone 2A. What was unpleasant about it?
Communication
Tone 3. How do the present (area) lines compare with the early
ones we had?
RESULTS:
Various terminals in the area were found to be antagonistic and some
apathetic, Others were found to have realized their failure to handle the
situation that had occurred and had taken steps to prevent reoccurrence.
By isolating these factors it was then possible, by keeping a close eye
on the area for the next few days, to observe further instances of non-
compliance and resistance to handling the area. In which cases additional
actions were taken as necessary to hat and handle confusions and non-
compliance.
SURVEY EXAMPLE 6
HCO needs further data for posting personnel optimumly in two divisions.
QUESTIONS:
I . When you need to know how to do something whom do you ask?
2. Who gets the most done?
3. In the div whom do you feel the most secure about?
RESULTS:
The most upstat of the two divisions answered the questions as follows.
154
Average Tone 4.0-20. 0
Q 1 A) my immediate senior
B) a reference book
C) figure it out myself
Q2 A) we all do!
B) our division
C) the same for all of us
Q3 A) our div head!
B) all the guys in our div
C) myself and the rest in our div.
The less upstat, less productive, low morale division answered
accordingly.
Average Tone 2. 0
Q I A) try to find out for myself then ask the div head
B) look in a book
Q2 Two of the most junior staff in the division named
Q3 The div head, then the two junior staff members as named in answer 2
(the dept heads not mentioned).
RESULTS:
This survey confirmed the success of the productive division as having
stable leadership from the div head, staff who were enthusiastic about
theirjobs, high morale and continually training on their posts. The div as
a unit worked with tremendous team spirit. The downtone, poor production
division had an unhappy senior with downtone unstable department heads.
There was no team spirit in this div and little if any post training
actions. The most stable terminals in this division were two junior staff
members who had enthusiasm for doing their posts and who trained in their
study time to increase their abilities.
HANDLING:
Thus HCO then knew (regarding the unproductive division) who to look to
for future exec material, and who would then bring this div to a high
operating standard. And HCO knew what area to concentrate on most heavily
with hatting.
Needless to say nothing was changed in the productive division. As its
production increased even higher, it was allotted additional personnel.
SURVEY EXAMPLE 7
SITUATION:
Some staff members' APPEARANCE not up to an acceptable standard.
Information needed-the Tone Level average on the subject of APPEARANCE so
that a PR program can be formulated and launched at an appropriate Tone
Level to reach the Reality of offenders.
ENCODED QUESTIONS
BE Do you feel good about having a professional looking appearance?
DO How would you like to dress for your job?
HAVE What would be the advantages of the group being sharply uniformed?
RESULTS:
It was found that staff were strongly interested (3.5) in having good
appearance. The main outpoint was lack of uniforms available.
So an Enthusiastic campaign to co-ordinate uniforming of the crew was
the answer.
155
mmmr~
SURVEY EXAMPLE 8 SITUATION:
Personal and org premises not as CLEAN as should be. Attitude and
tone level
toward cleanliness required so a suitable PR program to upgrade standards
can be
carried out.
ENCODED QUESTIONS
BE Do you enjoy being very clean?
DO Do you find it more 0ifficult to maintain personal cleanliness on a ship
than
where you have lived ashore?
HAVE Is the standard of others' cleanliness, personal and living space
acceptable to
you?
RESULTS:
A cross section survey was done and the average tone level with regard
to cleanliness was 2.0-2.5 (antagonism to boredom).
Of those interviewed, various justifications were given by those who
didn't keep clean, and these people even admitted they were justifications.
Some even admitted to pure laziness.
Among those surveyed who do keep clean, there was the desire to be
clean.
Several "un-cleans" invited stricter discipline to keep the standards
up.
Therefore what was wanted and needed was more 8-C. The PR program thus
derived was firmer HCO enforcement of hygiene and cleanliness. This was a
successful campaign with good results.
SURVEY EXAMPLE 9 SITUATION:
Wherewithal. Staff members not adequately aware of their responsibility
for org viability and income.
Reality and tone level toward this subject needed establishing so
further action could be taken to educate staff on the subject of org
viability-
ENCODED QUESTIONS
BE How do you feel about the group making its own way?
DO What can be done to ensure the group has lots of money to work with?
HAVE When do you think you'll be receiving full bonus awards?
RESULTS:
The average tone level of those surveyed was 3.5 (strong interest).
There was a high degree of Reality and agreement that the group make its
own way.
Therefore to support this agreement, the recommendations of a recent B
of I on the subject of Finance were endorsed. This was to place a 6' X 10'
graph in HCO reception showing weekly org income. This enabled all staff to
see org viability and to feel more at cause over wherewithal by producing
on their own posts.
SURVEY EXAMPLE 10 SITUATION:
ETHICS. A general attitude and tone level with regard to the subject of
Ethics
desired.
ENCODED QUESTIONS
BE How do you feel about Ethics?
DO How do you use Ethics?
HAVE What is the advantage of working within a group which has an Ethics
System?
156
RESULTS:
Average tone level on the subject of Ethics was found to be in the 2.0
or antagonistic range. The human emotion and reaction was found to be
toward Courts of Ethics being printed in the Orders of the Day. This was
driving many of the crew into Resentment, Anger and Fear to read these
notices first thing in the morning in the OODay. In addition, the tone
level of the notices themselves was written a tone below the average tone
of the group re Ethics which was causing a doubly reverse effect.
Therefore, as a PR measure, the Ethics Officer was informed of this and
instructed to print Courts of Ethics on HCO Conditions Orders, not in the
OODay. The Ethics Officer was also briefed on the Tone Scale. From then on
Ethics Orders were written up in a conservative manner simply stating the
facts with no additional HE and R included.
This was a very successful measure and group morale rose on the whole at
least one tone level higher than before on the subject of Ethics.
SURVEY EXAMPLE I I
SITUATION:
Execs are needed. Those presently on post are not all capable.
The PR survey questions must detect-
BE Other Status-Status as defense. Been something else. IS something
else?
DO Other In volvemen t -Involvement in other things or things that don't
matter
or involvement in contrary actions to a post. Problems would come up.
HAVE Scene-(omitted or false)-what does he know about it, how real are his
data.
Representation.
Execs fall into two categories.
(a) Those who will assume the status or forward the doingness or
enhance the scene toward Ideal.
(b) Those who defend status, have other involvement and have an
omitted or falsified scene.
Category A build things into a smooth prosperous org.
Category B wind up with an omitted or perverted org.
Sample Survey Questions
I . What would be the most ideal post to have if you had total
choice? Or what type of life best suits you?
2. What problems or situations would you find easy to handle? Or,
what should you be working on? Or, what are you working on?
3. How are things really in your area? Or, what is the org really
doing these days?
QUESTIONS USED
STATUS 1. Is there a post you would like to hold sometime in the
future
for which you feel ideally suited?
INVOLVEMENT 2. Are you having any problems getting done what you are
working on now?
REPRESEN
TATION 3. How is your org presently doing on an overall basis?
RESULTS:
The results of this particular survey showed the tone level of the org
execs to be GRIEF. In addition, at least half the execs surveyed
volunteered that they really didn't
157
want to be an exec at all, but would prefer to be in a worker position.
The WHY of the org's down statistics was neglect of implementing LRH
policy, EDs and projects in the org on the part of the execs.
I
Short range and immediate handling was to post an LRH Comm in the org
who forced in compliance to LRH orders and policy. Long Range handling was
to move into exec positions, junior staff members who were ambitious to
hold an exec post competently and to move off the unwilling execs into
junior areas where they could produce well until ready to again resume a
more senior position.
SURVEY EXAMPLE 12 SITUATION:
The Founder wrote a test statement of the meaning of Scientology to be
used as handouts for new public.
A survey was done of Scientologists locally to establish popularity of
the statement and check for agreements or disagreements.
QUESTION:
A direct question used. "Please read this statement and tell me what you
like or dislike about it.'!
RESULTS:
For the survey, each sentence of the statement was numbered. On the
tabulation, beside the number to each corresponding sentence, was written
the percentage of endorsements of that sentence or suggestions for
improvement.
Several of the words and phrases in the statement were thus changed or
re-arranged slightly to make the statement totally acceptable. This amended
version was then re-surveyed and the results confirmed complete
endorsement.
As a further measure to ensure the statement reaches the Reality and
Ethnics of the broad public a limited number of issues of the statement ate
being tested on the street to raw public and any disagreements noted.
Results of this are not complete as yet, however the tabulation and
correction procedure would be the same as the previous example. Any words
or phrases which may meet with resistance or disagreement in a high
percentage of those public surveyed would be noted and amended to suit the
public Reality for most effective communication. As this statement is
written for broad public issue, it is therefore imperative to ensure the
message is written in such a way as to have impact and acceptability in its
presentation.
SURVEY EXAMPLE 13 SITUATION:
Population Survey. The purpose of this survey-to find out the Reality
and tone level average of an entire city so that the org could promote and
deliver to this Reality.
4800 people in a city were surveyed in a few days by several org
members.
QUESTIONS AND RESULTS:
1. What are you trying to achieve in life?
Happiness 32%
Good jobs-Careers 10%
2. What worries people most?
Money 24.4%
Other people 15.1%
3. If these things were resolved what would happen?
People would be a lot happier 19%
Better world to live in 15.2%
Tone Level = PAIN, ANTAGONISM
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The following two telexes were sent to the org by LRH and CS-6 in
response to the survey results:
"9 Dec 71 Relay C/O USLO Relay C/O Boston ELATED BY SURVEY. FURTHER DATA
NEEDED BUT BEAUTIFUL FOR PCs STUDENTS.
LOVE = RON"
"PR OFFICER BOSTON DAVE. GREAT. NOW QUICK GET ANOTHER SURVEY. QUESTIONS
'(1) WHAT MAKES PEOPLE UNHAPPY? (2) HOW DOES THAT AFFECT PEOPLE? (3) IF
THAT WERE RESOLVED WHAT WOULD HAPPENT CONDUCT SAME PROCEDURE AS BEFORE.
WELL DONE. LRH PLEASED. NOW NARROW DOWN.
LOVE DIANA"
The results of this additional survey were:
I . What makes people unhappy?
Other people 28%
Not getting what you want 17.4%
2. How does that affect people?
Depressed 28%
Unhappy 11%
3. If that were resolved what would happen?
People would be happy 37%
Miscellaneous 10%
People would get along better 8%
Better world-better place to live in 8%
TELEX
"C/O BOSTON PR OFF BOSTON From your surveys, the following promo pieces are
indicated.
I . A way to happiness is to urge other people to get processed.
INTENSIVES
IA. To handle other people become a pro auditor and change their lives.
ACADEMY COURSE
2. To be happy and stay happy get processed.
INTENSIVES
2A. Understand the mind and life fully. Become a Pro auditor.
ACADEMY COURSE
3. Get rid of your money worries.
MONEY PROCESS
4. You have to be able to handle other people in order to hold your job.
If you've got a job and can't influence people around you you're not
likely to succeed. Be successful and able to handle others. Get trained.
TR COURSE
HQS
NON PRO AUDITORS COURSE
5. Make all your past education totally available to you and shoot up
your IQ so you can use your education and hold your job.
WORD CLEARING
159
6. Scientology itself is a career. It will help you establish yourself
in handling other people working on the job you're on.
PROFESSIONAL AUDITOR TRAINING
ACADEMY COURSE
7. Be happy getting what you want by being trained to handle other
people and be persuasive, etc.
TR COURSE
HQS
NON PRO AUDITORS COURSE
8. Scientology is a mission to make the world a better place. Be a
Scientologist to make a better world,
TR COURSE
HQS
NON PRO AUDITORS COURSE
9. Make other people happy. Get trained.
TR COURSE
HQS
NON PRO AUDITORS COURSE
Above are I I separate continuing campaigns. We'll settle for 1% happy
because of Scientology. Love = CS-6"
THE TONE LEVEL OF ALL THE PROMO WRITING AND PRESENTATION WOULD BE
CONSERVATISM = I TONE ABOVE ANTAGONISM (the level found by survey).
The Boston Org Survey is interesting as it shows a cross sectional
Reality level of an entire city! Survey results (Reality and Tone) would
vary in different cities, countries and continents. So each org in
surveying its own area would create its promo slanted to a slightly
different Reality. And the Scientology services offered would correspond to
what is most wanted and needed by the public.
SPOTTING TONE
After one has mastered the technique of creating survey questions, the
only remaining expertise necessary is accurately spotting tone levels.
The PR man's bible is of course Science of Survival and the Hubbard
Chart of Human Evaluaticn and the book 8-8008. These materials must be read
and thoroughly understood. There is also a tape available from Pubs DK
called The Tone Scale, recorded in 1955. On the opposite side is Moving the
Pc up the Scale, recorded in 1952. Both sides contain invaluable
information. Other materials are HCOB 6 February 1960 Effect Scale and an
absolutely essential HCOB revised 15 Nov 1971, TONE SCALE IN FULL. Also The
Auditor World Wide No. 60 is devoted entirely to the Tone Scale. The way to
drill yourself on observing and quickly spotting tones is to read and apply
HCOB 26 October 1970 Obnosis and the Tone Scale.
To gain proficiency one can do two simple drills.
1. Walk around and spot people on the Tone Scale. Just say (to yourself)
what tone level each person is at until you feel confident that you can
tell instantly where any person is on the Tone Scale. An important datum to
grasp is that there is a (1) Social Tone and (2) an actual Theta Tone. And
these can be two entirely different tones widely apart in range. This is
because a human body is between 0.0 and 4.0 only. A thetan, however, can be
anywhere from -40.0 and below to +40.0 and infinitely higher.
Thus a thetan can be way way below death on the Tone Scale and yet his
social tone may appear to be somewhere around Conservative. But this is
where you must be an excellent observer. The person may sit there and
conservatively tell you how he just must control bodies in order to get
along. He may not say these exact words, but
160
amazingly enough you'll find this really happens. Or the person may go on
about how he regrets doing this or that and how it's all someone else's
fault-well you know he's at Shame, Blame, Regret as a thetan at this point.
Yet he or she may at the same time be weeping into a handkerchief. In this
case the (1) Social Tone is GRIEF (.5) and the (2) Thetan Tone -0. 2 to -
1. 3.
2. Another drill to do is to walk around until you find somebody at a
specific tone level. Decide to look for someone at 1.5 for instance. The
first person you run into with face flushed from shouting and fists
clenched, BINGO you've found your 1.5. Then pick another tone and go from
there. If the person you saw at Anger was also hitting another, then you
would know the person was at 1.5 Socially and -1.0 Blame (or punishing
other bodies) as a Thetan.
CONCLUSION
As you can see, the technology of PR Surveys and the Tone Scale in
handling and controlling human emotion and reaction is an incredibly
Powerful tool.
By putting this technology to use on a personal basis you can literally
be in control of your environment on at least the first three dynamics! And
Scientologists (particularly Scientology staff members) have a monopoly on
the entire subject. If there was ever a way to "win friends and influence
people", this is it. We as Scientologists are continually jolted by the
primitive nature of the general populace around us. So by establishing the
local Reality and Tone we can at least present ourselves and our product in
such a way as to be accepted, and then we can bring people up the scale
from there.
Gone are the days of hit-and-miss promo, and by-guess-or-by-God public
events. We now have the know-how to hit the exact target every time. We now
have, thanks to Ron, another beautiful tool for UNDERSTANDING.
Data compiled by LRH Personal PRO from Notes, lectures, books, policy,
bulletins, tapes and guidance by L. RON HUBBARD Founder
LRH: SG: ne. rd Copyright @ 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS 0
Saint Hill Manor, East Grinstead, S
HCO POLICY LETTER OF 25 JANU~
Remimeo
Div 6 Staff
PR Cse Checksheet PR Series 15
Staff Hat
Div 2 Hats
POPULATION SURVEYS
Division 6 specializes in human emotion and reaction -handling it,
capturing and controlling it. They get the raw public flooding into the Org
for service. They deal closely with the live wire of public response.
A Division 6 by reason of the above has to know WHAT the public will
respond to. Without this key datum it can be hell, going around in circles.
trying one action after another, hunting and punching with maybe success,
maybe disaster but nothing predictable for sure. It becomes a matter of
luck stumbling down a blind alley. There is no reason to suffer this way by
trial and error and years of hardship not only for Div 6 but the whole Org.
All you have to do is:
FIND OUT WHAT THE
PUBLIC WANTS AND
CONSIDERS VALUABLE.
If you promote and deliver what the public wants and considers valuable,
you will get public response and by this simple action you are bringing the
Org out of non-existence with the public. It then becomes a very easy
matter for Div 6 to do its job-pushing and promoting what is wanted with
guaranteed response and people flooding into the Org.
The public will only respond to what is real to them. Here we are
centuries ahead of our time and we have even solved death. We can handle
anything a person desires from A-Z. We hold a monopoly as the only workable
mental technology on the planet and for that matter-the universe. We are
incredible. How could we be real? We are unbelievable-
WHEN YOU ARE TOO
INCREDIBLE YOU
BECOME INVISIBLE.
If you found out what the public wants and then sell and deliver it you
will overcome this reality gap and become real and credible to the public.
What they want is real to them. If you deliver what they want-you are real
too.
Guessing at public reality levels and what they may consider valuable is
complete folly. One can sit guessing for a hundred years and not come up
with the right answer. Philosophers in their ivory towers never arrived at
any real philosophies. Why should a person sitting behind a desk arrive at
any real conclusions on public reality levels and considerations? Guessing
can be expensive and when you find yourself guessing:
STOP GUESSING
AND START SURVEYING.
Sometimes one can be totally amazed and taken by surprise at what comes
up in surveys. One can make some real discoveries through surveys. If data
was ever dependable, it's the data from a survey. A survey is safe and
reliable when all else fails. It is not worth making expensive mistakes
when you can do a survey and be right the first time.
Publics are different area by area, city to city. What may be so by
survey of one area may not be true of another. Surveys also go out of date
as trends change. Always survey the population in YOUR area and survey it
REGULARLY.
HOW TO DO IT
A Population Survey is very simple to do. All you are trying to find
out is what
162
the public wants and considers valuable. This is a scientific way of
finding out.
The Questions:
They are exactly verbatim as follows:
1. What are you trying to achieve in life?
2. What worries people most?
3. If these things were resolved, what would happen?
R-Factor: If asked, you give the R-Factor that this is a survey for social
research.
From question (1) you get what they consider valuable, (2) tells you
what is bugging them and what they want handled, (3) gives you extra data
on what result should be promoted or what the public would expect from your
Org.
Who and How Many:
The public you survey is RAW PUBLIC. You should survey at least 2,000 to
3,000 people. The bigger the number surveyed the more accurate your survey
results will be.
Method:
This is a VERBAL survey. The questions are asked VERBALLY person to
person. NEVER by written questionnaire. The questions are asked with good
TR-I showing interest with intention. TR- I is natural, not stiff robot
style. Fumbling questions or a bad comm cycle can fog up your answers, but
only if it's really bad as these questions were built to stand up to such
trials. The questions because they are simple, are quite powerful.
Procedure:
Such a survey is too large to do a "one-man-band". FSMs and volunteers
must be called in to help. They must be briefed very thoroughly as follows:
tough drilling on the Tone Scale as per HCOB 26 Oct 70 "Obnosis and the
Tone Scale" until absolutely certain on spotting tone levels, good drilling
with a twin on TR- I using the questions, how to fill in survey forms,
where they turn in filled survey forms, how to dress (neatly and
acceptably) and how to use the R-Factor.
The survey forms are mimeographed with spaces to fill in occupation,
age, date, the answers to each question and the tone level. The questions
are put in full wording on the forms for reference and as a constant
reminder. This also helps in tabulating. As many forms as needed are run
off. Equip each surveyor with the forms, clipboards and pen. Answers are
written in on the forms the instant a person gives them-NEVER after the
survey interview-ALWAYS during-like an auditor keeps worksheets. Establish
an agreed upon stable terminal in Div 6 to whom surveyors can turn in their
completed forms. It is imperative surveyors keep their admin IN and that
they fill in all the required details on the form. Otherwise you'll have a
mess to tabulate.
Note: If you cannot get any forms mimeographed or it is too expensive
for your Org, you can just have surveyors supplied with blank paper
instead. The only liability is that you are leaving the details required to
be recorded up to surveyors' memories so extra drilling will have to be
done. Using forms is the safest method.
Re- Tone Scale:
Just to make it very clear-you DON'T need a tone level recording for
each question. You just need the one chronic tone level as spotted in the
survey interview. Spotting tone levels is a weak point that will have to be
drilled well.
TABULATION
This is a key point of the survey. Reliable persons only may be assigned
to tabulating the survey. They must be able to see similarities and
differences in establishing categories of answers and must not be inclined
to arithmetical errors. Once assigned, DON'T musical chair tabulators or it
will throw your survey off to that degree.
All you have to have tabulated are (a) each question and (b) the tone
level. The
163
procedure is exactly as per HCO P/L 28 Oct 69 "How to Tabulate a Survey"
and PR Series 10 P/L.
The results are published to all staff by local ED and a copy is always
sent to Flag Distribution Aide. The results give the full tabulations for
each question, how many surveyed, date of survey, what public (in this case
it's raw public) and what type of survey.
NARROW DOWN
If you really want to get fancy or put the cream on the cake when faced
with a somewhat general set of answers from the public as revealed in your
tabulation, you can do a second survey to narrow it down. The first survey
is usually informative enough to go about arranging carnpaign-promo
actions. A narrow down would rarely be required as absolutely necessary and
more often it would be if one desired an extra fancy polished touch on
accuracy.
Where it would be absolutely necessary is if you got tabulated answers
like: "Everything" or some such real generality. This would show that
either your surveyors goofed in demanding specifics or else the public
couldn't give any.
As an extra touch on accuracy you could narrow down tabulated answers
like: "Happiness" "Freedom". This would be getting very polished and fancy
and it's up to you whether you want it that specific. It is true-the more
accurate, the bigger the success.
Questions:
I . The first question on the narrowing down survey is the most
important. However, it is flexible, depending on what you want to narrow
down. Examples:
If it was "happiness" -"What would make people unhappy?"
If it was "freedom" -"What would deny people freedom?"
If it was "everything" -"What would mean everything to a person?"
It's just a matter of using common sense and formulating a coaxing,
leading question that will get answers.
2. Question two is stable and always:
" How does that affect people?"
3. Question three is stable and always:
"If that were resolved. what would happen?"
Procedure:
This narrow down survey is conducted using the same procedure as before.
As said earlier-your first survey is usually adequate.
USING RESULTS
The Whole Picture
The survey reveals what the public WANTS. You match up the service to
that WANT and promote and sell and deliver it. In other words survey shows
people want foo-foos. You match up service that will give foo-foos, tell
the public we do foo-foos and promote and sell and deliver foo-foos! You
will hit public "R" level and give them a stable datum - " S cientology
gives you foo-foos- everybody knows that!" Your response will be
tremendous.
How to Make up a Campaign
Set the tone level of your campaign 1/2 to one tone above that of the
survey. This is very important. Everything you do in the campaign will be
at that tone level you set. Dig out your Chart of Human Evaluation and
study up on the tone level you set for the campaign so you'll have it all
aligned.
164
Look over your survey results. List every button (wants, desires, what's
valuable, what they want to get rid of per question 2, etc) and with
technically qualified personnel MATCH UP services that would handle those
buttons. You don't have to have a DIFFERENT service for EVERY button-they
will be the same service in some cases. You match up whatever service
handles.
You then end up with a list of buttons to push with matched up services
Take this list. On EACH button with matching service-a separate promo-PR
message is formulated.
Rough example:
Button Other people
Service Processing
Survey Tone Level = Fear
Message You don't need other people getting in your way. Handle it
once and for all. Send them to us for processing.
(Antagonism one tone above.)
Your list then expands to Button/ Service/Message. Each item on this
list gets SEPARATE promo pieces, PR push and advertising. You push each
message dogmatically over and over again. A message said just once is never
heard.
Note: See HCO P/L 7 Jan 72 "Creating Survey Questions" -example 13. In
there is a list of very basic messages with matched services. It gives you
a rough idea. Those messages were a basic layout so that Boston could
translate them into "promo language" fitting tone level, etc. The above
rough example in this P/L would give you the FULL layout format.
Thoroughly look over your Public Dissemination Manual. You are going to
have to do adequate Div 6 events and demonstrations to back up the messages
of your population campaign. ADAPT the actions in the manual to the
campaign. Lay off tape plays and lectures as they are less effective than
actual DEMONSTRATION. Hold those events and Div 6 services that will back
up your campaign -promoted and held on the BASIC PATTERN of the manual-but
with form, event and message changed to fit your campaign.
Look over the lines of your Org. Can your Org deliver the services
required? Can you seU them-Public Reg lines smooth, etc? Can people get in
the front door? Will they be turned away by bad appearances -unfriendly
staff? Inspect the scene for anything needing to be handled.
From the above draw up your campaign covering good preparation, good
groove in of Staff and FSMs (they're a sales public that can help), volume
hitting outflow on promo, PR actions, press, mass media, rallying up the
community, etc. It is a population campaign and it's all hands gung-ho!
Get on with it full blast.
IMPORTANT
There are only two crimes in the game of public response. One is not
surveying. The other is not using a survey once done.
SUMMARY
So-this is the rundown on Population Surveys. It is basically getting
the "R" of the public by survey, communicating along that "R" to get ARC,
response and agreement with the public on a broad campaign, and delivering.
Do it and you can't lose.
CS-6
LRH:DH:mes.rd for
Copyright (~) 1972 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
165
HUBBARD COMMUNICATI
Saint Hill Manor, East Grins
HCO POLICY LETTER OF I
Remimeo
All Promotion
Hats
Div 2 & 6 PR SeHes 16
Tours Offices
SURVEY BUTTONS AND PROMO
There is some data that must be known by all personnel who are drafting
up promotion of any kind. It is so important that lack of it is reducing
the effect of your promotion by more that fifty percent.
As you know, there is no promotion that should be done without prior
survey. And in most cases, the surveys are being done before the promo is
put together. However it becomes obvious that most people are not
duplicating their surveys and getting it on the promo.
So what is it that must be done to put your survey on paper as promo and
make it effective? The primary thing you get from your survey is a
"button". This is the answer that was given the most number of times to
your survey question. In the case of the most recent national surveys that
button is HAPPINESS. You want to get HAPPINESS across in your promo.
You must realize what you punch up in your promo is what they see at
once. That's the headline, the prominent words, it's what attracts the
eyes. And it, in every case, must be the button.
Now let's look at an example. Our button is Happiness. Does our promo
look like this:
INTRO LECTURE
COME ONE, COME ALL
Learn about happiness.
No. Intro Lecture is a non-existent button. It's punched up big but will
have no effect.
Now this promo would be much more effective if it looked like this:
Learn about
HAPPINESS
Come to our intro lecture.
Now why is this? Your promo is going out and gets received amongst
thousands of other advertisements for soap, refrigerators, shoes and
sealing wax. The public, deluged by this constant flow, tends to briefly
glance at the promo and tosses it away. They see it and if it's not sharp
enough, and if it doesn't push the right button fast enough, they pass on
by. Promo that gets this treatment is called "throw-away".
Now by using your survey tech, you can get the right button. If you
punch it up as demonstrated above it will hit the public fast enough
because they see it first, and they'll read it all the way through.
You can actually test the "throw-away" time of your promo with a stop
watch. Slip a piece of your promo in a magazine and hand it to someone.
Time how long they read your promo piece while flicking through the
magazine. If they pass right by it, you know there's something wrong.
166
CONFUSION LEVEL
You can also test Promo by its "confusion level". If the public has to
read a paragraph to find out what it's all about, they won't read it. So
the delivery of your message has to be sharp. They have to get your message
at once. And you can accomplish this by being concise and clear. Know what
your message is and get it across.
CONSISTENCY
The last point here on promo is this-Promo has to be consistent. It
doesn't do to punch up Happiness and then talk about communication,
communication and communication. Why? The public wants HAPPINESS, so they
must be told how to ACHIEVE happiness. It could run like this: "Happiness
is achieved through understanding. Understanding is increased by
Communication. Take our Communication Course and achieve Happiness." In
other words, BE CONSISTENT. Relate your service to the button.
Work on the above points while keeping in the seven points of an ad per
HCO PL 10 Feb 65 "Ad and Book Policies". Improve your promo and you will
increase the numbers of public coming into your Org.
Adapted from notes of
Conference by
Lt. Cmdr. Diana Hubbard CS-6 by F/ Tours Chief for L. RON HUBBARD Founder
LRH:BS:DH:nt.bh Copyright (Z 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
167
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 AUGUST 1972 REVISED
(REVISED 9 AUG 72)
(Revisions in this type style)
Remimeo
PR Sedes 17R
PR AND CAUSATION
Public Relations is Causative. To be effective it must cause something.
PR is essentially a Communications subject and follows the Communication
formula:
SCIENTOLOGY AXIOM 28
AXIOM 28. COMMUNICATION IS THE CONSIDERATION AND ACTION OF IMPELLING AN
IMPULSE OR PARTICLE FROM SOURCE-POINT ACROSS A DISTANCE TO RECEIPT-
POINT, WITH THE INTENTION OF BRINGING INTO BEING AT THE RECEIPT-POINT A
DUPLICATION AND UNDERSTANDING OF THAT WHICH EMANATED FROM THE SOURCE-
POINT.
The formula of Communication is: Cause, Distance, Effect, with
Intention, Attention and Duplication WITH UNDERSTANDING.
The component parts of Communication are Consideration, Intention,
Attention, Cause, Source-point, Distance, Effect, Receipt-point,
Duplication, Understanding, the Velocity of the impulse or particle,
Nothingness or Somethingness. A non-communication consists of Barriers.
Barriers consist of Space, Interpositions (such as walls and screens of
fast-moving particles), and Time. A communication by definition, does
not need to be two-way. When a communication is returned, the formula is
repeated, with the receipt-point now becoming a source-point and the
former source-point now becoming a receipt-point.
SIGNIFICANCE
Public Relations deals mainly in significances.
It uses those channels of communication which convey thought. Some of
these channels are the spoken word, word of mouth, TV, Radio, Cinema,
Tapes, pictures, symbols, designs, colors, the written word as represented
in books, signs, advertisements, pamphlets, handouts, newspapers and
various combinations. Any channel which conveys thought overtly or covertly
is a legitimate channel for public relations use.
PERSUASION
The object of PR is persuasion to think, either newly or differently or
to keep on thinking the same way.
Therefore coercion to think in the way required is done by varying ideas
persuasively.
INTELLIGENCE
When coercion takes the form of blackmail or threat, PR is no longer PR
but has entered the field of intelligence.
VIOLENCE
When the persuasion is attempted by threat of mass violence, it has
entered the field of war.
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"WHITE" PR
When PR is used for the improvement of things, ideals, conditions or any
promotion of pro-survival factors, it could be called "white PR".
BLACK PR
When PR is used for the destruction of ideals or institutions or repute
of persons it is called, traditionally, Black PR.
CAUSATION
Thus it can be seen that the person undertaking PR must be causative. He
is causing an effect in the field of thought by utilizing the communication
channels that are open to him or that he can develop.
He can assign as his source authoritative persons. He can use
authoritative channels. Or he can make his apparent sources bear more
weight. Use of opinion leaders is a routine mechanism.
He can in many ways, not the least of which is logic, persuade the
acceptance and continuance of thoughts he causes to emanate.
KNOWNNESS
In dealing with products or persons in White PR the PR person achieves
as his first action knownness. This is done by simply repeating
continuously on as many channels as possible the identity of what he is
representing.
To this basic significance he must attach associated significances that
cause the acceptance and understanding of the basic significance which is
being PRed.
For this he continues to use suitable channels and develops further
channels for his use.
MESSAGE
The thought or significance which the PR person is attempting to convey
is called "the message".
The PR person must clearly understand this message himself in order to
cause its communication in the many varied ways required.
PUBLICS
The receipt points of the message are called "publics".
There are many different publics. These are types or groups who accept
differently from other types or groups.
It is the task of the PR person to study and separate out the different
publics and know what they want or will accept.
It is then his task to couch variations of his message in terms and
forms which will be accepted by a particular public.
Unless he knows what to offer each different public his message will not
be received.
The common tool of the PR in getting to know various publics is surveys.
He has to know the Reality, tone and acceptance level of each public he is
trying to reach. And use it for that exact public and no other.
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IMAGINATION
As a PR person IS operating at the CAUSE point he must be able to
IMAGINE.
In other words he has to be able to think creatively and create images.
Without this ability he cannot conceive of various forms of his message
or conceive of his publics.
If he is a type who simply records or writes down only what he sees he
will not be able to master PR. If he can imagine, he will master PR.
IDEALIZATION
White PR is engaged in IDEALIZATION at all times to a greater or lesser
degree.
The better side of life or persons or dreams or hopes is the subject of
White PR.
This is true even when the truth of the message is a very high level of
betterment or stature. Here the imagination is used to bring the public
chosen into a greater awareness of the ideal.
DEGRADATION
Black PR also uses imagination in order to degrade or vilify or
discredit an existing or fancied image,
MIDDLE GROUND
Common, ordinary dull statement of the is-ness of things is hardly
classifiable as PR. It is communication of a sort but it is not PR because
it is only attempting to inform, it is not attempting to persuade.
TRUTH
roo glowing an idealization can be punctured when it is a lie.
Too vicious degradation can be exploded when it is a lie.
The only safe ground is to idealize what is already true and when
engaged in Black PR to degrade what is already bad.
PERSONALITY
The personality of the PR man tends to determine what kind of PR he will
do (or not do).
But whether handling White PR or Black the successful PR man or woman
must be causative, imaginative, energetic and capable of a lot of fast,
hard work.
- The middle grounders who, neither bright nor sour, live a dull
monotone and see only what they see do not make PR people.
Taking or choosing photographs or programs the true PR personality moves
things, directs things, combines things until he gets the effect he wants
regardless of work. Then he lets it roll. For Black PR he will twist things
around and put out lights and tear cloth and move garbage until he gets a
suitable awfulness. And then lets it roll.
The middle grounder just records or takes what's there and lets it go on-
which is not PR.
His however is not a hopeless case. All he has to do is decide to be
causative and capable of PR actions. And then do them with a will!
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SCENES
The PR deals in three Scenes.
The EXISTING SCENE is what is really there.
In White PR the idealized scene is the way he wants the scene to be
praised by a public.
In Black PR the Degraded Scene is the way he wants the scene to be
condemned by a public.
He can actually raise a scene by idealizing it or degrade a scene by
condemning it. At times he condemns the bad to Idealize the good.
He must know all three scenes whatever he is doing with PR. He must have
the scene he wants clearly in view and project it so that it is accepted.
He is lucky when he has a near ideal scene to idealize or a near
degraded scene to degrade as then he closely approaches the existing scene
and is dealing in truth with only changes in emphasis.
SPEED
Real PR has to move fast. The moment and timeliness of an action is so
swiftly gone in PR that great speed is required in spotting, developing and
executing an action.
Whether pushing for new ideals or social reform a PR has to MOVE FAST.
Because it is all a world of thought anyway, the structures put up by
PR, the campaigns developed, the situations seen and handled all
approximate thought velocity rather than the physical universe.
The time it takes to get something done must not continue beyond the
need of the message. If it does, PR has failed.
, PR is always seizing the moment and getting in the message. And the
moment has a habit of passing.
Thus, speed in PR is essential.
PR could be called the busiest profession.
The speed of a PR determines how many times he can get his subject known
and thought about and wanted or approved or disapproved.
This is what really measures success in PR: number of times.
Thus those wanting a quiet life should take up something else.
But for excitement, PR has all the plus points whether white or black.
The world is a PR world today.
And PR is a great and useful subject.
L. RON HUBBARD
Founder
LRH: nt.rd Copyright @ 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
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HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 NOVEMBER 1972
Issue I
Remimeo
All PR Packs
PR Series 18
HOW TO HANDLE BLACK PROPAGANDA
RUMORS AND WHISPERING
CAMPAIGNS
Black propaganda" (Black = bad or derogatory, propaganda = pushing out
statements or ideas) is the term used to destroy reputation or public
belief in persons, companies or nations.
It is a common tool of agencies who are seeking to destroy real or
fancied enemies or seek dominance in some field.
The technique seeks to bring a reputation so low that the person,
company or nation is denied any rights whatever by "general agreement". It
is then possible to destroy the person, company or nation with a minor
attack if the Black Propaganda itself has not already accomplished this.
Vicious and lying gossip by old women was the earlier form of this
tactic and was so bad that some areas put them in public stocks (neck
yokes) or drove them out of town.
, In modem times there is no such check on Black Propaganda.
Difficulties and
costs of libel and slander suits, abuse of press privilege, lay anyone open
to such a
campaign.
All one needs is an enemy. And there are few men in history who have
been without enemies.
There are random individuals in the society who do not understand very
much. This is expressed as a sort of malicious glee about things. Such pass
on slanderous rumors very easily. In an illiterate society such people
abound. Since they cannot read, the bulk of knowledge is denied to them.
Since they do not know very many words much of what is said to them is not
understood.
This is not isolated to the illiterate only.
What they do not understand they substitute for with imaginary things.
Thus such persons not only listen to slander but also corrupt and twist
even it.
Thus a rumor can go through a society that has no basis in truth.
When numbers of such rumors exist and are persistent, one suspects a
"Whispering Campaign". This is not because people whisper these things but
because like an evil wind it seems to have no source.
Black Propaganda makes use of such a willingness to pass on and amplify
falsehoods.
Much Black Propaganda is of course more bold and appears blatantly in
irresponsible (or covertly controlled) newspapers and radio and television.
But even after a bad press story has appeared or a bad radio or TV
broadcast has been given, the "Whispering Campaign" is counted upon bv
Black Propagandists to carry the slander through the society.
Thus any person, any being, is at risk.
No person, company or nation has totally clean hands. That is left to
the Saints. In childhood one stole a few apples, broke a window or two,
dented a fender, went joy riding in a "borrowed" vehicle or took pennies or
candy bars that weren't his own.
Childhood is quite lawless and the teenage period is often a revolt
against the
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closer and closer fitting straightjacket of "proper social conduct". One
marries the wrong spouse or goes astray with another in some incautious
moment, or commits various large and small sins of which society
disapproves.
Any of these things tend to make one vulnerable to attack, upon his past
or repute.
A person comes to fear bad things being said about him. In the face of a
Whispering Campaign, real or imagined, one tends to withdraw. tends to
become less active and reach less.
This is equally true of companies and even nations.
Thus, unless one knows how to handle such an attack, one can in fact be
made quite miserable and ill.
THE ATTACKER
The world is full of madmen.
The basic characteristic of extreme madness is perpetual attack, attacks
on anything, attacks on persons or things which contain no menace.
Extreme, not petty, crime is at the root of such an impulse.
The attacker has an evil purpose in life. He is a thing of death, not
life. And his harvest is a death harvest.
Such a person feels he cannot be safe unless everything else is dead.
His evil purpose takes many forms and expressions. The end product is
the same-death.
Where an attacker has gone too far he is himself then attacked. Long
bitter quarrels and national wars are alike the to and fro exchange of
violence.
Where an attacker lacks the physical means of destroying others and
where his own purpose would fail if disclosed, the attacks become covert.
He uses word of mouth, press media, any communication channel to spit
his venom. He hides himself as the source, he makes the verbal attack seem
logical or real or proven.
He counts on the utterances being picked up or distorted and passed on
by the more base people in the society.
This is Black Propaganda. It is intended to reduce a real or imagined
enemy, hurt his income and deny him friends and support.
Companies or associations do this to competitors. The American Medical
Association maintains its multi-billion dollar monopoly over sickness by
continuing a long, well financed Black Propaganda campaign against anyone
it thinks might threaten their income. The head of their "Department of
Investigation" (as they call their Black Propaganda department) once said
they just kept it up and kept it up against any rival and one day WHAM!
They use press releases, their own members, paid ads, displays, government
connections and speakers, any channel, to release endless streams of
imaginary tales against any imaginary rival. While this does bring them
government support it has brought them deep hatred not only from rivals but
the public at large.
They get back what they put out. They were once wealthy. They are no
longer. Their members dislike them and increasingly doctors belong only to
state medical societies, not the AMA. The individual doctor most often has
good public relations. His main society benefits from this and betrays it.
One day, no AMA. WHAM!
So Black Propaganda is not something one lightly instigates. For it
recoils on the person who uses it.
Let us see how it recoils.
Too much venom put out stains one with venom.
Too much Black Propaganda gets attacks in return.
Black Propaganda is essentially a fabric of lies. The AMA simply
imagines stories to put out or have put out.
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Sooner or later such stories are found not to be true. ONE false story
can destroy the credit of the teller. Now who listens?
Thus a Black Propaganda Campaign is vulnerable. The attacker sooner or
later is attacked-often by many.
But those who have to counter such a campaign need the technology of how
it is handled.
ANY NEWS
There is a natural law at work that unfortunately favors Black
Propaganda.
WHERE THERE IS NO DATA AVAILABLE PEOPLE WILL INVENT IT.
This is the Law of the Omitted Data.
A vacuum tends to fill itself. Old philosophers said that "nature abhors
a vacuum". Actually the surrounding pressure flows into an area of no
pressure.
It is this way with a person, company or nation.
Hit by lies the person tends to withdraw. This already tends to pull
things in.
The person does not then wish to put out data. He becomes to some degree
a mystery.
To fill that mystery people will invent data.
This is true of persons, companies or nations.
This is where public relations is a necessity.
Essentially Public Relations is the art of making good works well known.
It is a fatal error to think good works speak for themselves. They do
not. They must be publicized.
Essentially this is what public relations is. And this is why it is-to
fill that vacuum of omitted data.
In the midst of a Black Propaganda Campaign one is denied norinal
communication channels. The press media along which the campaign is being
conducted will not run favorable comment. One is mad if he thinks it will
as it is serving other masters that mean to destroy the repute of the
Target.
"Authoritative" utterances push plain truth out of sight.
Thus public relations people have to be very expert in their technology
when they confront Black Propaganda.
THE TECH
When one is not fighting a battle against Black Propaganda, public
relations is easy.
One hires a reporter who gets to work thinking up ideas and turning out
releases. That's why reporters are often thought of as Public Relations
people which they are not.
In the face of a Black Propaganda Campaign, such releases are twisted,
refused and that is the end of it.
There is far more to the art than this.
These are some of the rules that apply.
I . Fill the vacuum of omitted data with factual data.
2. Prove all false utterances heard are lies.
3. Discredit every rumor encountered.
4. Handle the interest level with any utterance.
5. Carefully study out the scene until the exact source is located.
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6. Use the knowledge of source to impede or destroy the source of
Black Propaganda by non-criminal means.
7. Continue to fill the vacuum of no data with good data using any
channels available.
Each one of these points could well take a book. But understanding them
and using one's initiative one can fill in a lot of the tech himself.
The variations of each one are endless.
APPLICATION
1. Fill the Vacuum.
First of all, cease to withdraw. It is proven conclusively that in
public relations handling of Black Propaganda, only outflow pays off.
Saying nothing may be noble in a character but it is fatal in public
relations. Yet even "experts" advise it (when they are doing their clients
in).
Blunt denial is crude and can be used against one as a sort of
confirmation.
You don't have to announce or spread a flap and never should. PR men
often make the flap.
But don't interpret this as "silence is necessary". Get in a safe place
and speak up.
Use any channel to speak up. But don't seek channels that will corrupt
what you say in repeating it.
Don't stay on the same subject that you are being attacked on.
An example of speaking up without denying and thus confirming might be:
STATEMENT: "I read your company went broke last month."
REBUTTAL: "My God. You're telling me! If we hadn't got out of that
contract we really would have gone broke. There was a hell of a row in the
board room. But McLinty won. Scotch to the core. He said, 'I won't sign
it!' Like to have tore the president's head off. Hell of a row. Seems like
we got 80 million buried somewhere and McLinty is in charge of it and he
won't move an inch on it."
The Interrogator's conclusion is you're not broke. He's got data. The
vacuum is filled with a story of board rows and 80 million mysterious
reserves.
2. Disprove False Data.
The technique of proving utterances false is called "DEAD AGENTING".
It's in the first book of Chinese espionage. When the enemy agent gives
false data, those who believed him but now find it false kill him-or at
least cease to believe him,
So the PR slang for it is "Dead Agenting".
This consists of disproving utterly the false statement with documents
or demonstration or display.
One has to have a kit (a collection of documents) or the ability to
demonstrate or something to display.
STATEMENT: "I've been told you are in trouble with Income Tax people."
REBUTTAL: "Here's a document of fully paid taxes and a letter of
commendation from the tax authorities." Displays some.
Result? Whoever told him that is now dead with him as an accurate
informer.
The best way to dead agent is when the person makes some disprovable
statement, find WHO to fix his mind on it and then produce the rebuttal.
STATEMENT: "I hear you aren't married to the man you're living with."
REBUTTAL: "WHO told you that?"
STATER: "I forget."
REBUTTER: "Well you remember and I'll show you some proof."
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STATER: "Well, it was a man...."
REBUTTER: "WHOT'
STATER: "Joe Schmo."
REBUTTER: "Okay. Here's my marriage certificate. Who's the Joe Schmo nut
anyway?"
Now it's Joe Schmo who's the mystery. How come he lies? What's in it for
him?
When one hasn't got the document but can get it one can say, "You tell
me the name of whoever said that and next time I see you I'll show you
something very interesting about it."
And be sure to get the document and see him again.
Dead Agenting has a billion variations. "It won't fly." Fly it. "Place
is empty." Show him it's full.
The subject matter of Dead Agenting is PROOF in whatever form.
You only challenge statements you can prove are false and in any
conversation let the rest slide.
EVERY FRIEND, EVERY OPINION LEADER, EVERY STAFF MEMBER YOU HAVE SHOULD
BE SUPPLIED WITH A DEAD AGENT PACK CONTAINING PROOFS AGAINST COMMON RUMORS
(AND BROCHURES AND COACHING TO FILL THE VACUUM).
3. Disprove Every Rumor.
Proving negatives is almost impossible. "How do I know you aren't a CIA
man?" Well, how can one prove that? One can't whip out a KGB badge as that
would be just as bad. No one ever wrote a document "Bill Till is not a
member of the CIA." Useless. It is a denial. Who'd believe it?
Sometimes "You don't" works.
But the right answer to a negative (no proof) is a "fill the vacuum".
STATEMENT: "Howdolknowyou'renotaClAman?"
REBUTTAL: "Christ, please don't insult me! The CIA tried to hire me
once. Said they'd shoot me if I didn't join up. Cuba it was. I was a sugar
salesman. And
Batista was trying to etc, etc. See this scar on my leg? (Pulls up
pants.) Batista
cop shot me because he thought I was CIA. So don't bring up painful
subjects. (Rubs
scar.) (Laugh.)"
But once in a while you can prove a negative. Accused of drug smuggling
one can show he's a member of the anti-drug league. The counter in a
negative proof must be creditable.
A million million variations exist in Dead Agenting.
The basis of it is NOT to be the thing rumored and to be able to prove
it fast.
4. Handle the Level.
Handling Interest Level is basically an exercise in the Tone Scale. (See
Tone Scale Charts of Human Emotion.)
Agreement occurs at the same emotional tone level as the person making
the statement. He buys his facts at that level.
To go half a tone up from his level is to command him within his zone of
reality.
STATEMENT: "It's hopeless trying to believe in anyone. I thought you
people were all right but now I hear you are all hippies. (In a dull
apathy.)"
REBUTTAL: "Oh, oh, oh, who could have told you such a sad lie. (Sob.)"
STATER: "Wouldn't be any use to say."
REBUTTER: "(Sob.) But you've got to say. Oh, I feel so awful."
STATER: "Well he wouldn't care if I told. It's the local minister."
REBUTTER: "(Sob.) (Kleenex.) What an awful thing to say. Just because we
found him dead drunk and took him home to sleep it off and he said if we
ever told he'd say we're hippies."
STATER: "What a sad story. Oh, it's a bad world. How ungrateful."
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You go half a tone up. Give him a story, on the subject or not. Like
"(Sob) That's because we lost our instruments. We once were a band and this
nightclub owner wouldn't pay us and we had to sleep in the barn (sob). . .
Another one.
STATEMENT: "I hear some bad things about you people. (Covert
hostility.)"
REBUTTAL: "(Anger) Who would DARE say such things?"
Etc.
And story type can be matched in tone.
STATEMENT: "I hear those people stole some rowboats."
REBUTTAL: "Who said so?"
STATER: "The dock master's son."
REBUTTAL: "Oh, him. Gets things wrong. Our rowboat was stolen! With all
the
gear in it. We were out fishing and say, you don't suppose HE
stole it do you?
Did you ever hear of him stealing anything? Has he got a record?"
Well, this dock master's son will now "have a record" in the stater's
tales. As theft is of interest to him, crime will also be.
5. Carefully Study Out the Scene.
The technology of finding who is shooting is very vast. But the core of
it is FILING.
All PR is expensive in time or money or both. And nowhere is it more
time consuming than in locating the source of a Black Propaganda Campaign.
But, to live at all, one has to engage in this search at some time or
other.
One just keeps running down these tales until one locates the source,
There can be more than one apparent source and these can be handled. But
they will at last lead to the real instigator.
One just keeps locating names and filing them, with dates.
At length one name file is very thick. That's your boy-or association or
company or nation.
6. Impede or Destroy.
As you have been dead agenting as you looked, the attacks get handled.
The campaign ebbs and flows but actually lessens.
There are thousands of variations on finding the real WHO.
But essentially it is just looking, dead agenting, filing, looking on
and on.
You are, in this whole period, handling.
Once in a while it happens fast.
Now and then the Black Propagandist packs up and fades away before he is
fully spotted. He becomes aware of the counter-action.
The usual action is a counter propaganda campaign based on truth.
It is a long-to-find and hard-learned fact that people who engage in
Black Propaganda have big bursting crimes to hide.
They do not have little crimes. They have BIG ones.
One's own ability to confront evil may be too low to really grasp the
Black Propagandist's crimes or believe they exist.
Such people are often SANCTIMONIOUS hypocrites. They are usually
arrogant and will not parley (have conferences with a foe). They appear so
terribly sure they are RIGHT that it fairly shakes one's confidence that
they could ever do anything wrong.
Thus the Black Propagandist is not detectable as such in many cases. The
lordly institution, the lofty society, the glittering country are far, far
above such a nasty psychotic trick as a studied, financed, expertly run
campaign of vicious lies.
Thus they are believed. Or their servants are believed. And their
campaigns can be very effective.
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But this makes them hard to suspect or detect. And it makes it hard to
get anything bad about them believed.
But under all this are real crimes. Not stealing apples or pinching
pennies as a child. Real crimes like extortion, blackmail, embezzlement and
mass murder are sitting in their closets. Believe that. For in the course
of your counter-attack you may despair of ever finding anything.
But you will find it.
A lofty railroad-but secretly murdering anyone who opposed their land
grabs. A minister of high renown-but a secret member of and taking orders
from a murder mob. The biggest and "most respected" union leader in the
country-but a numbered agent of a foreign intelligence service dedicated to
destroying the country's fuel capacity and defeating its president!
And each of these engaged in and never was suspected of Black Propaganda
Campaigns that ruined many lives.
Bad guys tend to get rid of good guys. Sometimes for what they consider
good reasons, sometimes for imagined reasons, sometimes because the bad guy
just can't stand a decent bright person.
But there is no real truth in the bad guys always cause their own
downfall. It may come, but it may be far too late to save the reputation or
even life of the person being attacked by hidden campaigns.
Therefore it is vital to handle the matter. One can't just hope it will
all go away. 11 won't. It will get disastrous to the degree that it is not
handled.
The less handling, the more disastrous.
There is another hard won truth.
ONLY COUNTER-ATTACK HANDLES.
The fact is that just going on PRing oneself does not remove the effects
of the campaign and all too soon one no longer has communication lines left
in order to handle anything since reputation is so destroyed no one will
listen and no lines remain.
One has to fill the vacuum of the counter-propagandist's evil deeds. As
these are never exposed to view there is a vacuum there.
Another strange thing is that press will print attacks. Maybe this will
no longer be true in some enlightened age. But in this era, good attacks or
fights between things will get print space.
But press is very far from the only channel of communication.
Governments do believe the press and think it is public opinion. A
newspaper can be a fortress of some Black Propagandist. But a people often
believes little it reads.
There are opinion leaders, there are letters, there is word of mouth.
These are also channels of communication and really far more powerful than
the press.
There is also friendly press. But a friendly-talking reporter is often
the most suspect. He was so nice in the interview, so vicious in his
article.
Statements one makes can be curved. "She had a birthday party" becomes
"The delinquents in her circle gathered yesterday for a sex orgy and
pretended to the police it was a birthday party. No one was jailed."
The brand of Black Propaganda is very easy to see in writing twists.
So it takes time and work to reverse an attack because normal channels
have to be reopened and reversed.
It is done by attacks.
But attacks which are not true earn suits. So one must attack only on
proven ground.
This requires a lot of hard search.
However, a Black Propagandist often has many other enemies. These have
sometimes gathered data.
The principles are that when the sub-terminals are located, they are
investigated and counter-attacked. Then further investigation reveals
closer terminals to the propagandist and these are attacked. In short, one
investigates and attacks.
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Always be ready to parley-that is, have a conference and settle it. The
arrogance of the Black Propagandist often forbids this. And when it does,
it means longer and harder work and, if well done, his downfall.
In any event, the attack is a long cycle, a complex cycle and often an
expensive cycle. It consists of investigate and attack.
But remember, one must attack once he has any idea of the identity of
the Black Propagandist or even his sub-terminals.
There is no other way out.
Any other course is death.
7. Continue to Fill the Vacuum.
Continuous good works and effective release of material about one's good
works is vital especially in a Black Propaganda war.
One cannot just fight.
You are in effect advertising the other fellow when you expose him
repeatedly. This gives you a new sort of vacuum. One becomes known as the
fellow or company or nation that attacks _. But who really is this fellow
or company or nation?
Pamphlets, brochures, press releases, one's own newspaper and magazine,
one's own contacts with opinion leaders, these and many more, must be
supplied with A COMPREHENSIBLE IDENTITY OF SELF.
Distributing or using these one publicizes one's own good works.
And one must also do good works. One can't just dedicate his life to
eradicating the enemy, even when that is tempting.
On the other hand, within the dictates of safety, one cannot hide
continuously. One must, through his good works and actions at least, be
visible.
So a continual truthful and artful torrent of public relations pieces
must occur.
Then one day there is no enemy.
And one's repute is high.
There may be other attacks but now one can handle them as small fires
and not as a whole burning forest.
WHAT IS BLACK PROPAGANDA?
You can see that Black Propaganda is a covert attack on the reputation
of a person, company or nation, using slander and lies in order to weaken
or destroy.
Defense presupposes that the target is not that bad.
One does not have to be perfect to withstand such an attack, but it
helps.
But even if one were perfect it would be no defense. Almost all the
saints in history have been subjected to such attacks. And most of them
died of it.
The answer is PR TECHNOLOGY SKILLFULLY APPLIED.
To be skillful in anything, one has to know it and be experienced in it
and DO it.
As weary a task as it may seem to some, as heartbreaking as it can be,
one still has to fight. And fight with tools and technology and dedication
superior to that of the enemy.
But progressing and getting small gains, small penetrations, small
little skirmishes and battles one at length comes up to victory after
victory and at last wins the whole war.
One is saved.
L. RON HUBBARD
Founder
LRH:Idm.sb.nt.rd Copyright @ 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
179
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 JANUARY 1973
Remimeo
PR Series 19
THE SAFE POINT
The following is taken from an LRH Briefing on the subject of PR Area
Control, and adds to PR Series 18, HCO PL 21 Nov 72, Issue 1, "How to
Handle Black Propaganda".
Under "Application" of Rule I (Fill the Vacuum) of PR Series 18, the
instruction is given: "Get in a safe place and speak up."
It is necessary of course to have a safe place to get into, from which
one can in safety speak up.
One cannot defend himself in a point that has no defenses.
Without some consideration of security in the first place any attempt at
PR Area Control is folly.
Thus the Safe Point takes consideration over Active Defense.
One can be in the situation of attempting to sell and deliver a product
or service and suddenly find it necessary to defend himself in the same
place from attack. The attack can make the point dangerous to such a degree
it becomes impossible to deliver from. One might even be forced to act from
a totally hidden point.
Thus the Safe Point takes consideration over Active Defense but takes
even greater consideration over delivery operations.
Where possible, PR Area Control makes the Point Safe for the production
activity, before any production occurs.
When it is necessary to go into delivery operations without the prior
step of making the Safe Point, a special unit must be set up and run at
full steam to make a Safe Point and gain viable PR Area Control over all
publics in the area.
PREPARING THE SAFE POINT
You cannot operate without a base to operate from. You cannot deliver
without somewhere to deliver it. You cannot sell what you cannot deliver.
The optimum action is to send a PR Area Control team to the area you
want to operate in, and have it establish PR Area Control first.
A new group or Company should be established first as a Safe Point and
then as an Operating Point.
There is a formula here just a hair lower than Non-Existence: "Find a
Point from which to put out a Comm Line."
180
The PR Area Control action in a new area can go so far as to create in
the area a whole past and future track for the activity being established.
It can make it sound old-established, stable, reliable, expert, productive,
and with continuing expansion before it-when the delivery activity arrives
and gets into operation.
Everything that accompanies an actually delivering unit is put there.
Except the delivery. With established PR Area Control, delivery is put in,
without a ripple, and it is all perfectly natural and acceptable.
BASIC ESSENTIALS
The most important action to undertake when going about making a Safe
Point is to carefully and painstakingly find out who exactly are the top
dogs in the area in financial and political circles, and their associates
and connections, and to what each one is hostile.
One must learn carefully his Ps & Qs with regard to these people and
take care not to step on their toes. Otherwise one can get tromped on hard,
and will. This data must be learned and USED.
Without a Safe Point established as above, it is a waste of time to rush
into dealings with a government or to promise them anything. It is too easy
to step on hostile toes and to arouse suspicion of you or make you
difficult to account for.
To maintain your Safe Point when you have started delivery it is vital
that you be able to detect the SP-PTS characters on your delivery lines and
HANDLE him, be he high or low in station, and get him out of the road. One
such person acting against you in the midst of your Safe Point can
undermine it totally.
One of the reasons for this is that violations of Study Tech in a
person's education can turn him into a seething mass of BPC. This is very
easily stirred up by an SP or PTS, and at the slightest chance he will do
so. A whole class can explode like a powder-keg, and with it the safety of
your delivery point and its whole PR Area Control.
Thus SP-PTS Tech comes into its own as a basic tool of PR Area Control
for the operating activity. Delivery of excellent results is of course a
vital necessity in any activity, no matter what the degree of PR Area
Control, once it is established.
Follow this procedure to make a Safe Point, and the Rules of PR Series
18 to make it Safer.
But make it Safe first.
CS PR Area Control Aide LRH Pers Comm for L. RON HUBBARD Founder
LRH:KU:JB:nt.rd Copyright@ 1973 by L. Ron Hubbard ALL RIGHTS RESERVED
181
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF ~26 FEBRUARY 1974
RemirDeo
PR Series 20
THE UNTRAINED PR
An untrained PR will do at least two wrong things:
I - He will waste events and materials
and
2. He will not only not handle existing
situations, he will create new ones.
PR is a real technology. Until he studies it, a person may not realize
it.
Therefore people who are "in PR" must be called and must sign themselves
I/T until such time as they have studied the full approved text and done
the most recent P/L full PR checksheet and its practical and have had some
apprenticeship.
Life is rather hard for the trained PR who has to work with the very
untrained as he is likely to be kept busy correcting or creating new
materials that are then wasted and handling stupid situations generated in
the name of PR.
The real pro has a right to insist that anyone on his lines "helping" or
"assisting" or holding PR posts GET TRAINED. That they put their seat on a
student chair and do the course thoroughly.
It is easier to do this than to be worked half to death without getting
PR products out of juniors.
This applies to Public Div Secretaries, Port Captains, PR Officers,
photographers, artists, magazine editors and make-up people and anyone
directly concerned with PR.
GET TRAINED!
L. RON HUBBARD
Founder
LRH:ntm.ts Copyright (~) 1974 by L. Ron Hubbard ALL RIGHTS RESERVED
182
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 FEBRUARY 1974
Remimeo
PR Series 21
WASTED PLANNING
It too often occurs in PR that the planning of several capers (PR events
or actions) comes to nothing.
This can be the planning of 4 Hard News (events rather than statements)
Stories or 6 future issues of a magazine.
The trained PR outlines it all quite plainly.
Then the debacle.
In execution by untrained juniors the 4 Hard News Stories become one and
the one is presented badly in the wrong place. The 6 magazine issues become
one handout.
Why?
Well, it's Data Series No. 1, "The Anatomy of Thought", HCO PL 26 April
1970.
It is also in Book One, Dianetics: Modern Science of Mental Health: A =
A = A.
The junior conceives things as identical which are in fact only similar
or even very different.
It might not be realized by the trained PR that people are sometimes
incapable of differentiating.
To the untrained and aberrated "helper", the capers are all alike even
though one displays a burning building and another the birth of twins; the
magazine layouts were all identical to each other even though one was for
winter complete with Santa Claus and snow and another was full of bathing
beauties and sunburn.
Instead of going purple about it the right answer is to point out simple
differences to the "helper" so that he spreads out his tendency to identify
everything with everything.
If you do this well you will get understanding cooperation in most
cases.
L. RON HUBBARD
LRH:ntm.ts Founder
Copyiight @ 1974
by L. Ron Hubbard
ALL RIGHTS RESERVED
PR Series 22
PR Series 22 is a limited issue and will be found in hats and training
materials to which it applies
183
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 MARCH 1974
Remimeo
PR Sefies 23
THE PRESS BOOK
A professional PR who has a "client" always at once constructs a display
book. And he keeps it added to and up-to-date.
IT IS VITAL THAT THIS BOOK BE CREATED AT ONCE.
The book is used to get interviews, bookings, press.
Usually it is a loose-leaf big fancy clipping scrapbook.
Such a book begins with an acceptable story of the group creation which
is factual and contains itself PR.
There follow press cuttings including photos as in the press. Such press
sections go on and on in the book as new press occurs so other data is
sandwiched in between expanses of press.
Radio and TV appointments or plays are noted or clipped from papers and
posted in.
Display photos of the group exist in different locations.
Group members are individually photographed and a short PR biography
(quotable gimmicks) is included for each member. This is material a
reporter or interviewer would pick up and use for human interest.
Awards, plaques are photographed well and included.
What they do is described.
In the case of a music group a cassette player and a sample tape are
part of the kit-a piece that shows audience participation.
Several full packs of photos, duplication quality, one of each
displayed, are included in the kit. This is so no one tears photos from the
book.
Real handbills and posters are posted in as they occur.
Such a book is a responsibility of any professional PR. A pro never
operates without one. He also keeps it up-to-date as a routine action,
putting new photos and clippings in it as a day-to-day part of his admin.
The book is not created in 2 or 3 months. It is knocked together fast
and then gradually built fully.
It is of tremendous use and gets bookings and interviews with speed.
That it is fat is a big recommendation in itself.
Usually it and its packs are kept in an attach6 case big enough to hold the
works.
184
No professional PR or booking agent or advance man is ever without a
display book telling of and selling his client.
A group's popularity and usefulness depend as much upon doing the usual
steps (such as a display book) of PR and booking as they do upon the
performance itself.
PR is defined as GOOD WORKS WELL PUBLICIZED.
The first public one contacts is usually the person in charge of
programs.
This book is what you PR him with. If you win there, you are in and have
a comm line to the broader public.
Thus a PR or booking man without a good effective display book is liable
to miss selling the person who has the key to the door!
So be sure to make and have such a book!
L. RON HUBBARD
Founder
LRH: ams.ts Copyright@ 1974 by L. Ron Hubbard ALL RIGHTS RESERVED
PR Series 24
PR Series 24 is a limited issue and will be found in hats and training
materials to which it applies.
185
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 OCTOBER 1974 Remimeo
PR Series 25
SAFE GROUND
1. NEVER SAY OR PUBLISH ANYTHING YOU CANNOT PROVE OR DOCUMENT.
2. ALWAYS DOCUMENT THE TRUTH TO OPPOSE LIES.
These two rules are a PR's safe ground.
Violating them can bring on catastrophe!
About the most trouble that can be caused by violations of Rule One is
to tell several versions of a tale that then by their own contradiction
bring about the collapse of creditability.
On the second rule, letting any lie remain disproven can be a fatal
course. Dead agenting-as this is called-is a VITAL PR function.
THE ART OF PR
The art of PR consists of how the truth is told and how the lie is
disproven.
PR is not a dry as dust activity. One could follow the above two rules
in a variety of moods.
Truth can be revealed in an enhancing way, a dull way, a derogatory way
Lies can be disproven spectacularly or dully or in a derogatory fashion.
The imagination of the good PR is wholly exercised only in how he is
doing Rules One and Two.
A very bad and dangerous PR exercises his imagination in inventing the
"truth" and the disproof of lies. In this way he erects a structure any
baby can topple over.
There is NO limit to the amount of imagination a PR can use PROVIDING he
does not violate the above two rules.
If this seems a contradiction, let us examine examples.
Statement about the PR's subject by PR: "He drives." "He is a good
driver." "He is a fantastic driver." Proof: He wins or has won a road
rally. The imagination of the PR is employed in the mood of his statement
and in his device to prove. Reversely, he has the proof already, so he can
make the statement.
A foolish PR, in violation of Rule One says: "He is a world champion
driver." The fact is he had his license revoked for bad eyesight! What a
picnic an enemy could have with that!
A lie example would be an enemy statement: "He can't drive." The DA
would be showing his 20 year membership in the AAA and a safe driving
award.
A violation of Rule Two would be a PR hearing an enemy statement "He
can't drive" and letting it go by! Or, hearing "He is a reckless driver,"
showing a news clipping of his subject winning a speed rally!
Imagination plays its role in overall image planning and then selecting
what can be proven easily and then building it up.
186
Also imagination plays its role in Rule Two in leading a hostile person
into uttering lies which can be wiped out by the DA book in the PR's lap
simply by opening it. And then opening another display that shows the
hostile person had lost 7 suits for libel and slander he has uttered
against others!
There are other ways of applying imagination to Rule Two. One would be
to let half a dozen hostile statements one cannot easily disprove pass (in
one debate or article) and leap all over the seventh which can be
documented as false and then winding the whole scene into a hurricane
around that 7th!
But whatever you do, do NOT violate the two basic rules ever for that is
the road to PR disaster.
PR does not quite follow (as intelligence work does) the rules of
warfare. Deception is NOT a legitimate PR action.
The road to Power in PR must be built on a highroad of truth.
L. RON HUBBARD
Founder
LRH: nt Copyright@1974 by L. Ron Hubbard ALL RIGHTS RESERVED
187
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 30 MARCH 1975
Remimeo
PR Series 26
PR & INFORMATION
PR brings things to the notice of a public.
In order to do that the PR himself has to notice things.
There is no "Ivory Tower" in PR.
One has to know what is going on.
To do that a PR has to be on info lines and has to know accurately (not
by gossip, which is a public's action).
In writing a release or furnishing a campaign, a PR has to do his
homework. He can't rely on guesses or faking the data if he is to succeed.
Information, collection of, on any subject is a first step must in any
PR action.
This includes surveys. But there are other sources of info than surveys.
He notices things and handles.
He finds out the data before he acts.
The PR has to be the person in the know.
L. RON HUBBARD
Founder
LRH:nt Copyright@1975 by L. Ron Hubbard ALL RIGHTS RESERVED
188
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 AUGUST 1970
Issue I
Remimeo
Dept 1 Hat
HCO Area Hat
ES Hats Personnel Series I
Dept 13 Hat
Dept 14 Hat
Qual Sec Hat
PERSONNEL TRANSFERS
CAN DESTROY AN ORG
It is an observation that personnel, by critical definition, is "that
function which creates havoc in one place in an org by trying to solve a
personnel mess in another".
Example: We have just gotten in our Div 6. It has two people. The org
has been suffering for lack of Div 6 actions. Now we've finally got two
people there and they are being trained up. Meanwhile there is a shortage
of staff in CF. Personnel "solves" the CF problem by transferring those in
Div 6 to CF in Div 2. There goes any progress on Div 6.
By solving one problem, another is created.
Also there is the fact that it takes a while to train someone on a post
and get the post in order. So rapid transfers defeat any post training or
competence.
We call this action "Musical Chairs". That is a game in which people
rapidly change positions.
So these transfers defeat not only the org on the 3rd dynamic but also
the individual on the first dynamic.
An earlier action similar to this went on. Then whenever Tech got an
auditor trained up, personnel would transfer the auditor to an admin post.
As the auditor was tech trained and not OEC trained, you began to find
auditors in charge but they didn't have any admin training, thus
shattering, by ignorance, the org form, and defeating the org's production.
I've just seen a case where a staff member went on full time training
Class VI (very expensive) and was made HCOES on his return. But had never
had an OEC.
Using the Tech Divs as a "Personnel Pool" and taking tech people for
admin posts thus defeats twice-defeats the org as a producing activity and
defeats its form by not training people in Admin (OEQ when they are going
to be used in admin.
These personnel errors (or crimes) cause every staff member to suffer in
terms of lowered income, lowered pay, lowered facilities, lower success. I
doubt there is any org where these errors (or crimes) are not current at
this writing.
To give the HCOES candidate full time training on the OEC or FEBC would
make sense. Not Class VI! If you reverse it, you'll see what I mean: we
give a new staff member an OEC only and put him onto auditing. Of course
that would be disastrous. It's just as disastrous the other way around-
taking an auditor who is a Class VI but not an OEC grad and making him the
HCO Area Sec!
There is an optimum executive who is both an experienced trained
administrator (OEC and time on org posts) and an Auditor. But an org would
have to be in high production with lots of auditors before that could
happen.
ERRORS
These errors are of long duration. They happen over and over. And they
do more to destroy an org than any other action.
189
nmlr~
A. Making a hole in one place to remedy a hole in another.
B. Training a person for tech but not admin and putting him in admin.
C. Using the Tech Divs as personnel pools from which to man other divs.
D. Rapid shifts of post.
E. Leaving areas in an org unmanned.
SOLUTIONS
The reasons why these things are done all come under the heading of
failures to recruit and properly train.
Org expansion often gets pinned by false economy in personnel. "If we
hired anyone else we would get less pay." This completely overlooks the
fact that if the org doesn't hire more people it will go broke. An org has
to be of a certain size to be solvent; it has certain basic expenses such
as rent which makes it cost just so much to run. Yet personnel can be so
poorly thought out that the org is kept at starvation level.
I heard one not long ago which takes a prize, "But we don't need an
Advance Registrar. We can't afford one anyway. You see we have pcs booked
in advance for 10 weeks already as we don't have enough auditors so why
should we have any further promotion?" An idiot smile went with this of
course. Backlog became "advance registration".
Orgs in various ways fix their income and prevent its increase. First
and foremost of these is personnel.
In every org where I have acted as executive director I have had a
personnel procurement problem. In each case the problem was internally
created. First I would get, "Well, units are low. . ." or "nobody ever
applies". I would take it from there. I finally became very clever at these
impasses. "What", I would ask the receptionist, "do you tell people who
come looking for a job?" Cunning. "Oh them!" I would get, "I tell them we
aren't hiring of course." I would set up a line from a specially appointed
personnel person to me only and would shortly have enough people. I have
run an org from 8 people to 63 in 30 days and its GI from E50 to E3,000 in
60 days. Just by doing the usual. It created awful problems of course like
auditing rooms, classrooms, hand grooving people onto posts-it was busy.
The favorite graveyard calm, so adored there before that got shattered to
hell!
I concluded many times then and conclude now that it is a characteristic
of an org to refuse new personnel and to keep them off. In approaching this
problem in an org I am afraid experience has taught me to begin with that
assumption and handle it from that viewpoint.
So I normally set up a line that can't be stopped and get people on
post. Then I force in training on posts. And I personally inspect and talk
to every section every day about what they need and how it's going and keep
up their section production.
LRH Comms tell me they can't get execs to inspect their areas daily. And
personnel shortages show that others do not blow the lines open on
recruiting and even prevent handling.
So here is one area where I do some things in managing a production org
that not many others do.
I . Force recruitment.
2. Train on post.
3. Daily inspection and comm with everyone in the place in his post
area,
4. Concentrate on section and individual production.
5. Let people finish the job they are on.
The result of all this has uniformly been sky high stats, sky high pay,
huge reserves and excellent tech produced.
190
So these are the magic solutions.
I do NOT empty out tech to fill admin. I do NOT encourage transfers. I
do NOT create problems in one area by transferring to another. I will NOT
accept that no one applies for jobs. And I don't wreck one project by
grabbing people off it to start another. I FIND NEW PEOPLE.
IMPOSSIBILITIES
Behind every "Impossibility" lies some great big WHY which if not found,
keeps things messed up-. One area that "couldn't get any auditors" had
expelled 60% of the field from the church! Another area had dismissed 50%
of staff every time the income dropped. Another area cut the staff's pay
very low and then made it go lower each time the gross income fell. Another
"never could find the right people".
Sometimes internal squabbles are given a much higher importance than the
org itself.
Some areas use "social acceptability" instead of stats to handle
personnel.
Whatever the reason an org isn't getting on, it is internal. It isn't
some other org or some senior management body. It's right inside that org.
Further it has to do with personnel mishandling.
Any org at any time has not given as much quantity of service as the
public demanded. If you continued to expand at the rate of demand, giving
very high quality of service mind you, the org would expand to hundreds or
even thousands of staff members.
Somewhere, when that doesn't happen, personnel mishandling has cut off
the expansion.
So when we look this over we find that quality of delivered product
detennines how much it will be in demand and that the only thing which will
limit an expansion to meet that demand is personnel procurement, training
and stability on post, getting the staff to 4roduce and holding the form of
the org and making it go.
p
When personnel commits the errors (or crimes) mentioned here and when
management fails to do the I to 5 listed above that I do in an org, there
will be a halt.
True, an org is complex. True, quality is hard to maintain. True, one
has to work. But unless personnel procurement and handling is IN all else
will fail. So that's the weak spot.
An undermanned division will empty.
An undermanned org will pay badly and go down,
The point to handle is personnel.
L. RON HUBBARD
Founder
LRH:sb.rci Copyright @ 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
191
HUBBARD COMMUNICATIO
Saint Hill Manor, East Grinstea
HCO POLICY LETTER OF 29 A
Issue 11
Rernimeo
Dept 1 Hat
HCO Area Hat
HCO ES Hat Personnel Series 2
Dept 13 Hat
PERSONNEL PROGRAMMING
If personnel are not programmed you get chaos.
The subject of personnel carries with it always the subjects of training
and experience and suitability.
Dept 13 has been created to permit personnel to be "enhanced" or
improved.
This is done by programming.
HCO should make known what it will need in the org in the next year. How
many of what kind it now has.
Dept 13 must work out what programming is now needed. It posts a board,
puts the names on it and sees that part time study will occur and be
followed for the next post. It sees that this will be made.
HCO by looking back over some period of expansion will be able to
forecast what will be needed more easily. Anyone in the org is usually
aware of the undermanned posts that exist and the unfilled posts as they
get hit with them continually. So if HCO doesn't know what these points are
by record, it is easy to do a survey.
With an inefficient HCO which has not recruited and programmed, the org
is already starting well behind the gate and is already howlingly
undermanned and undertrained. Yet to solve all this by instantaneous
transfers will unmock the lot.
The RIGHT way to do it is to
1 . Count up what you have.
2. Figure out where they will be promoted to.
3. Programme them on part time training and
4. Recruit.
5. When recruits are on, get them genned in fast on the lower posts
so they can operate.
6. Shift the programmed people to the posts for which they have
been programmed.
7. Begin to train up the recruits with part time programming.
8. Recruit.
This does not mean you shift every post in the org. It does mean your
more experienced people are the ones that go up.
192
Various rules go with this-
TRY TO KEEP TECH TRAINED PEOPLE IN TECH.
TRY TO TRAIN ADMIN PEOPLE FULLY FOR ADMIN.
There are ways to waste enough training time to crash your org. Train a
person to Class VI, put him in Public Divs. Train up a PES and transfer him
to tech training. All sorts of goofs can be made in programming, all of
them costly to the org, all of them defeating the objects of Personnel Dept
I and Enhancement Dept 13. One obvious way is to train somebody up with no
contract or note. But the main one is not to programme at all and just
rattle around as a total effect.
Part of the action by Dept I is to beat down all the reasons why we
can't hire anyone. I recently reviewed an area where personnel problems
were desperate. Five to ten people a week were applying. Only I to 2 were
"suitable", whatever that meant. That ratio is wrong. 80% unsuitable? 10%
maybe, not 80%.
The area Dept 13 has to beat down is arranging work so no part time
study can occur. Only about 20% of a staff won't study. Nearly 90% will
handle their post if it's overloaded rather than study, which is okay. But
putting somebody on day and foundation and putting I man on a 10,000 name
address section to keep it up and in use are the usual reasons for no-study
time.
This comes together between Dept I and Dept 13 AND IS AN INDICATOR THAT
DEPT I IS GOOFING ITS RECRUITING ACTIONS.
Dept 3, Inspections, or the Executive Secretaries or Secretaries can
also foul up both Dept I and Dept 13. By not inspecting and not running on
and by stats these salt the org down with idling people. So you see Dept 22
let us say with 6 people and no production while the Treasury Sec has to
work every night to handle an undennanned Dept 8.
The answer is stats, honest stats for everyone.
You can get a situation where you have enough people in the whole org to
run an org but a third are overloaded and the rest Dev-Ting around. That's
where there is no stat watching and no daily area inspections or executive
interest.
I know of one org that has 44 on staff doing the work and potential
service load of about 75. Naturally they can't take time off to study so
they can't be programmed. Yet the stat situation is not watched or used nor
is the place inspected so the production is about a 20 person org and no
funds exist to pay 44 much less 75. The clue is that it's all manned except
for Tech! The customers are there in droves. They can't get service. So no
pay.
It is silly situations like this that occur when personnel are not
programmed. Two years ago the above org did not train anyone, worked as a
clinic and would not even audit staff. All its auditor contracts expired.
HCO and the OES sat there in a fog and let it happen. There was no Dept 13
to programme anyone.
So here is a new angle to the recruitment problem. HCO is faced with the
vital necessity of recruiting trained auditors NOW. Yet at this writing
hasn't even sent around a bulk mailing to ask field auditors to drop in.
DEPT 14
So this is where Dept 14 gets into the act. It is a problem in org
correction. If even Qual is empty it's all an OES function. The correct
solution is to force recruitment of trained auditors, force recruitment of
ordinary applicants, and programme it in Dept 13 to train up new auditors
well.
193
THE REMEDY
You should realize that no matter how rough the problem looks, it
involves recruitment and programming. Instant transfers can utterly wreck
an org. Yet inevitably transfer! is all you hear when a solution is
required to org production failures.
I think this comes in from the world of "psychology". Maybe labor
unions. If a man isn't doing well on a post you transfer him. It assumes
that each person has "aptitude". It never changes so you fit the post to
the person by finding a new post. That's really nonsense. You can actually
more profitably fit the person to the post.
Only when programming has failed (or doesn't exist) does one resort to
transfers to solve personnel problems. Of course experienced able people
get promoted. But unless they are programmed and trained watch out! He was
a fine CF clerk and a lousy Dissem Sec. Why? It isn't his personality. It's
that nobody trained him to be a Dissem Sec. He wasn't programmed.
It's cruel to promote a person and let the guy fall on his head.
Transferring because somebody doesn't do well is discipline, it is not
"adapting people to jobs they can handle".
There is quite an awful jolt in losing one's post. Never think there
isn't.
Promote-demote occurs when the person is not programmed. Therefore the
new Dept 11
Therefore this personnel series.
L. RON HUBBARD
Founder
LRH:rr.rd
Copyright (~) 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
194
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 AU(
Issue III
Remimeo
Dept 1 Hat
HCO Area Sec Hat
ES Hats Personnel Series 3
Dept 13 Hat
Dept 14 Hat
Qual Sec Hat
RECRUIT IN EXCESS
1 have always followed a doctrine of hiring or recruiting in excess.
There is a heavy turnover in personnel. There are many stresses in human
society.
You lose people from all ranks, particularly toward the top. Early on,
for instance, I never could keep a secretary. Because she'd been mY
secretary she could get a big-pay job (one of them $ 10,000 a year) from a
bigwig. Or some young man had to marry her (and divorce her when she was no
longer so glamorously placed). Anyway she was trained and had become an
executive secretary. The only one 1 know of who didn't go UP had a Commie
husband making sure she went down.
So the higher they go
A. The more altitude they have that has market value, and
B. The more stress that hits them and blows them apart.
This is true of auditors. You'll lose 3 times as many Class VIlls as you
lose Class VIs. You'll lose 3 times as many Class VIs as you do Class IVs.
Etc. And you'll lose more auditors than you will admin people.
Therefore you have to be very careful indeed who you send for full time
expensive technical training. You have to ask these questions:
A. Is the candidate a uniformly good HDC auditor?
B. Is the candidate scheduled for a technical post?
C. Is the candidate a fast student by record?
D. Is the candidate un-involved with anti-Scientology or non-
Scientology connections such as wife or family?
E. Is the candidate out of personal debt?
F. Does the candidate have a good record of keeping his promises?
G. Is the candidate willing to sign a new contract and note?
H. Have the candidate's stats been high on post or especially in
auditing?
1. Does the candidate stay with the org and not go into Franchise?
If the answer to all these is emphatically yes there is a chance that
the org will benefit. If any of these are no, or if any are even maybe,
then don't do it. Find somebody who will be able to get a YES on every one.
They are more numerous than you suppose.
This is also true for highly specialized admin training. The same list
except for B (and is scheduled for an admin post and is a candidate for
higher org admin training) applies rigorously.
Failing to establish these things first and getting it all understood,
you can find yourself with all such funds expended and no highly trained
personnel either.
195
LOSSES
The percentage of loss or incompetence discovered is hard to establish
but is remarkably high. In the decade from 1960-1970, personnel turnover
was quite heavy even in orgs that were booming.
During that time staff staff auditing was at a minimum. The orgs were
jittery under psychiatric inspired attacks. Dianetic tech was not in use
until mid-1969. From 66 to 1970 Scientology tech was quickie and the Grade
and Class Chart not followed. Pay, after I ceased to be Executive Director,
was low. Therefore you can make a list of things that have to be in hand to
reduce heavy turnover.
1. Audit staffs well and train them for Staff Status.
2. Keep PRO Area Control in in areas and in the org.
3. Use Dianetics heavily and teach it well.
4. Keep all Scn tech materials in action with tapes and all
materials and books in full use, well used, well taught.
5. Keep personal and Sectional, Departmental and Divisional stats
high.
6. Keep the org recruited up.
7. Keep personnel programmed.
8. Hold the form of the org.
9. Deliver an excellent flubless product.
10. Work for volume of training and processing as the org's product.
As recruitment was also neglected and as contracts expired without being
filled, we can add
11. Over-recruit always.
If you have an idea you will need 20 people in the next six months you
had better take on at least 40 and you will have your twenty. And double is
a low figure.
LINEAR RECRUITING
A firm hires a girl to write their letters. After 60 days they find she
doesn't do her job. So they get rid of her and hire another. And in 90 days
find she can't do her job.
So they fire her and hire another That's 150 days of no-
correspondence. It's
enough to ruin any firm. It's costly.
SIMULTANEOUS HIRING
A firm hires 3 girls feeling they need 1.
At the end of 150 days they have I girl.
But they had 150 days of correspondence. And a profit.
The economical answer in terms of saved profit is keep up the
production. Don't fixate on personnel. Always do multiple personnel
procurement.
In actual practice when you do this you seldom fire anyone. They blow
off or they were actually needed.
If people are let go you don't just brush your hands of it. You in an
organization can let them continue being programmed while they hold an
outside job, fix them up, get them trained and hire them later.
196
Modern society is very loose footed. The state pays them not to work
(apparently only). The society is suppressively oriented. The push and pull
of personal relationships is poor.
You are edged in upon a society of dying cultural values, encroaching
drugs, threatened annihilation.
No one out there feels very safe.
This insecurity leaks into the org and people get pushed around or push
people around.
Real or fancied wrongs occur.
People are rather timid really.
And the more the society buys the idea it's a world of tooth and claw,
the more it becomes so.
All this reflects into the picture of personnel.
You have to really work to keep orgs manned and trained up.
You do this by
A. Running a very good org.
B. Delivering an excellent product.
C. Keeping a steady inflow of new personnel.
D. Training and processing well those you have.
If the 1 to 11 are in in the org then EXPANSION occurs and losing hardly
anyone you have to scramble to keep up.
As the INCOME OF THE ORG DEPENDS WHOLLY ON ITS GDSes (Gross Divisional
Statistics) and as these are wholly under the control of the org, then it's
obvious that the only finance trouble or pay trouble an org can have is by
under-manning, under-training and under-producing.
No great International GI slump has ever occurred unless there has been
a long GDS slump. So it's obvious that an under-manned org is asking for a
cave-in.
Much of this has been learned in recent years.
At this writing there is little or no recruitment by HCOs and training
of staffs could be better.
But the lessons we learn, we learn and apply.
And so it is with personnel.
L. RON HUBBARD
Founder
LRH: rr. rd Copyright 0 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
197
HUBBARD COMMUNICATIONS 0
Saint Hill Manor, East Grinstead,
HCO POLICY LETTER OF 30 AUGt
Remimeo
Dept I Hat
HCO AS Hat Personnel Series 4
ES Hats
Dept 13 Hats
Dept 14 Hats
RECRUITING ACTIONS
The first thing one has to handle in recruiting is the willingness of an
org staff to have new people as staff members.
New people tend to cut pay down, they stretch internal staff services
thinner, they are not yet "with it" and create a lot of Dev-T. Ethics
problems rise. Deadwood goes overlooked. Staffs have a certain esprit and
elan and aren't all that willing to confer it.
Some orgs plug along on a fixed inadequate gross income, refusing to
recruit, losing old staff by contract expiry or graduating to higher orgs
or general wear and tear.
They have a sort of horror of green staff members. One can't blame them-
files get upset, comms vanish, body interruptions go high, one gets
overloaded just handling the Dev-T generated.
BUT THERE IS A WAY TO HANDLE ALL THIS.
HCO PL 4 Jan 66 Personnel Staff Status and Staff Status 0, 1, 11 and III
take care of these faults.
All this is Programmed in LRH ED 121 INT 29 Aug 70 STAFF TRAINING PGM
NO. 2, which is a part of this Series.
Taking on new staff has to be done. Otherwise the org will not expand;
that which stays the same shrinks and the org faces collapse.
So recruitment. is a vital necessity.
To overcome any objections, one makes sure that HCO PL 4 Jan 66 Staff
Status is IN. Otherwise the place becomes a maelstrom. It is gotten in by
the LRH ED STAFF TRAINING PGM NO. 2.
RECRUITING POOLS
HCO PL 24 June 1970 lists proper Personnel Pools for a Dianetics or
Scientology Organization.
This covers areas for recruitment and gives ways to do it.
The main thing, the most important thing is that IT HAS TO BE DONE. It
doesn't just happen.
An organization or activity has to recruit and it has to train.
The dream of the industrialist and even the modern agriculturalist is an
activity which is totally automated (automatically run by machinery not
people). The more "overpopulated" the world becomes the more the bigwigs
dream about automation. 1 had a psycho editor once (cured him of being
psychotic but never cured him of being an editor) who used to dream up
civilizations where the machines were even repaired by machines.
The lovely part of machines is that they are supposed to be invariable
in action. Each part meshes smoothly with every other part.
198
If you conceive of a machine made out of human beings instead of metal
parts you see at once that the parts are not exact nor are they perfectly
adapted to each other.
This is the fact about beings that dismays the industrialist. The parts
don't fit, they vary, they have ideas of their own.
The "parts" also drop out of the "machine".
Any old time personnel system seeks to fit the people into the "machine"
composed of people or fit the "machine" to the people.
All these systems were based upon a psychological principle that no
person ever changed or got better.
Also the idea was that people's social order as it existed was the basic
social order. (That the existing departure from the Ideal Scene was the
Ideal Scene. See the Data Series Policy Letters.)
Thus it was conceived that an organization composed of human beings
required perfect human beings or it wouldn't run at all. But there are no
perfect human beings.
In "straightening an organization up" there is a belief that one must
get rid of all its imperfect beings.
And this can go so far as to refuse to try out or let in any beings who
are not perfect.
When things get to this pass one is looking at the probable death of an
org.
In real life only a small percentage of people are "unsuitable". They
come in four general classes:
(a) Those who are destructively anti-social (Suppressive Persons).
(b) Those who are connected with the destructively anti-social
outside the org (Potential Trouble Sources).
(c) Those ill, diseased or in some way unable to function.
(d) Those who are active enemies sent in by active enemies to harm
the org.
Anyone hiring should be familiar with the HCOBs covering Suppressive
Persons and HCOBs and Policy Letters concerning Potential Trouble Sources.
He should also be familiar with testing procedures: (1) E-Meter Tone Arm
position and needle manifestation (HCO PL 26 August 66 Ethics E-Meter
Check) (2) IQ tests (3) Aptitude Tests (4) Leadership Score (5) Oxford
Capacity Analysis (6) The Chart of Human Evaluation (Science of Survival).
These skills and procedures are part of the Hubbard Consultant (H.C.)
Checksheet.
Using this technology one minimizes the entrance onto staff of persons
who will upset the place.
If no reasonableness (faulty explanations) enters into this, the 10% who
would enter disturbance into the place are eliminated.
If this barrier is put up and held up, then the people brought in on
staff will not upset anything.
Following the Staff Status procedure one grooves them in.
And all is well.
If this procedure is NOT followed rigorously, the org will become
educated into resisting new staff or recruiting. If it IS followed
rigorously, the place will smoothly expand.
199
BEGINNING HIRING
To begin a cycle of recruitment one must first apply all the test
procedures to all on the existing staff and compare it to production
records.
This is important. In one case where scores of green personnel were
recruited the place was very upset. The whole organization blamed the new
recruits. BUT THE TROUBLE WAS COMING FROM THREE PERSONS ALREADY THERE-two
were on drugs, the third was a Suppressive of a classic kind and these
three blocked all training and processing of the new recruits! The three
eventually blew off, people got trained and processed and the whole org
went upstat. There were no undesirables amongst the new people! They were
just so battered around and left so untrained that they were made to look
bad!
Any org which has lost a lot of staff and has failed to recruit had
hidden in it someone who should have been screened out!
So one is looking for a small percentage. He is NOT trying to find
perfect people!
With that small percentage screened out one can make recruits into
valuable staff members.
Whenever I see "80% were unsuitable" I really raise an eyebrow. Wrong
percentage. When I see "we dismissed 50%" 1 raise the other eyebrow. Wrong
percentage. 10% yes. 5 0 to 80% no.
So when I see figures like that I know that the screening is taking
place in the wrong area. Somebody already IN is blocking others out and
getting rid of them.
The test is not PAST. The test is what the E-Meter reads (no questions,
just what is the read). What's the IQ, Leadership, Aptitude and Oxford?
Where does he sit on the Chart of Human Evaluation?
If that's all okay and the personnel is IN now what's his stat of
production? What's his study stat? What's his case gain?
And that handles that. Without much trouble. Without opinion. Without
any oppression or threats.
THE CHARACTER OF MAN
You see, Man is not a savage beast at all. He is rather timid. He is
easily alanned.
His symptoms of revenge grow out of his fears.
His basic nature is social, not anti-social. He is not an animal. He
likes to communicate. He actually would like to be friends. Rebuffs and
upsets and failures to understand him and efforts to harrn him can make him
hide under a mask of aggression. And this when it gets too bad and is
wrong, is apt to drive him, crazy.
If he isn't crazy he is decent and tries to do his best.
That he put a foot wrong is unimportant. Will he put his foot right? is
all I ever care about.
Discipline and punishment and threats can go far too far and can upset
him very badly rather than crowd him "into line".
When madmen are amongst him he responds badly, is upset and becomes
turbulent. Protected he acts well and behaves well and is constructive.
A lot of experience is talking. I've even made great crews out of people
the government had made into convicts.
A very few have gone so wrong that only huge amounts of processing would
ever repair. In personnel recruiting and training they have to be audited
so long that they
200
are only cases, not personnel. They cause upsets for too long a period
before they are handled as cases to be trusted.
They are not even natively bad. They think they are psychiatrists or
wolves or vultures or something. They are crazy and think they have to kill
or destroy.
People closely connected to them are a bit psycho as they go into
terror.
When any weeding out goes further than this it is a bad mistake, upsets
an organization, blows people off and is itself oppressive.
THE TOOLS
You have to realize that we have precision tools. If we lose them or
don't use them we get into trouble.
For a long while the E-Meter as a personnel instrument was out of use in
the test battery. The Chart of Human Evaluation was laid aside. The Oxford
Capacity Analysis was not used.
And personnel errors almost destroyed several orgs.
The tools we have tell the story well. They can be disregarded, opinion,
police record, social acceptability, etc. get put into use instead and we
are for it. Those are the OLD tools that failed.
But to use the tools we have one has to realize they are precise tools.
One doesn't get a bad needle on a personnel and explain it away. It's a bad
needle (a Rock Slam or a Dirty Needle or a Stuck Needle or a Stage 4
Needle). It means we are dealing with dynamite.
We can handle it in processing. We can bring the person up to a valuable
person IF WE ARE PROCESSING THE PERSON AS A PC.
But we are discussing staff members. We are discussing PRODUCTION. We
are discussing hiring personnel.
Only about 10% fall into an unacceptable category. And they too can be
saved. BUT WE DON'T WANT THEM AS PART OF AN ORG STAFF.
You see, there are two different things here. One is CASES. The other is
PERSONNEL.
When a person knows he can handle off-beat cases he tends to get
careless about cases being off-beat as personnel. AND IT'S A NEAR FATAL
ERROR.
It costs the org its calm, staff members their pay and deprives the area
of full use of the product.
So it's quite an overt to overlook the niceties and technology of
personnel and goof it up.
A very bad off case on staff can actually cause enough trouble to blow
off and bar out all good staff.
Bad recruits can make a whole org allergic to any recruits.
It's up to those in charge of Personnel to get trained as HCs and act
accordingly.
L. RON HUBBARD
Founder
LRH:rr.rd Copyright @ 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
201
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 10 SEPTEMBER 1970
Remimeo
Personnel Series 5
TRANSFERITIS
A survey of personnel on posts who would ordinarily be considered for
transfer brings to light certain factors which underlie WHY they are
failing on post even while seeming to work at it.
People on Personnel posts in companies have followed a 19th Century
psychological approach that if a person can't do one post he can be
transferred to another post to which he is better "adapted". "Talent",
"native skill" all sorts of factors are given. But if a person with all
things considered in the first place is then found to do badly on that
post, the second think of 19th Century personnel was to transfer him to
another post and yet another and another. The third think when again he
fails is then to fire him.
Transferring under these circumstances is usually not only wrong for the
person but strews the error all through the org.
The HCO PL 24 June 70 "Management Cycle" gives an answer to "has to be
transferred".
CAMOUFLAGED HOLES
A "camouflaged hole" means a hole in the org line-up that appears to be
a post. Yet it isn't a held post because its duties are not being done. It
is therefore a hole people and actions fall into without knowing it is
there. It can literally drive an org mad to have a few of these around.
Camouflaged means "disguised" or made to appear something else. In this
case a hole in the line-up is camouflaged by the fact that somebody appears
to be holding it who isn't.
Let's take a receptionist who doesn't receive and route people. You will
find the people in the org being fouled up by this. They all have to act
after the fact of no-reception. This makes them handle reception in the
midst of a mess of reception goofs. But there appears to be a receptionist.
If there were NO pretended-receptionist, people would at least know this
and keep an eye out. But as there "is a receptionist" who isn't a
receptionist all reception actions have to be handled by others each time
after there has been a goof! Guaranteed to mess up the environment and
strain tempers more than somewhat.
An executive post is much harder to detect. Those below it are not aware
of the skills the post needs and are only aware of trouble. Yet it easily
can be just a camouflaged hole.
Given the fact that one is not dealing with a sick person or a scoundrel
(any post requires that a person be fairly healthy and with a clean ethics
record), for a person to be on a post and not doing it, he or she must be
suffering from one or more of the following conditions:
1. Never trained up for the post in the first place. (Per
Management Chart.)
2. Never grooved in on the post purpose.
3. Unreality or unfamiliarity with the Ideal Scene in its
practical aspects, resulting in omitted data or a missing scene.
202
Furthermore, for a person to Remain on a post under these conditions
he/she must:
(a) Be unaware of their lack of knowledge.
(b) Blame it on another or
(c) Have considerations about status. (i.e. It would be damaging to
their reputation for it to be found out that they didn't know.)
This last point, status, puts any post flub onto a WITHHOLD basis
resulting in continuously deteriorating performance each time it occurs.
In actual fact in each one of the cases examined, one or more of the
above points were evident in greater or lesser degree. My suggested remedy
would be:
I . Thorough training as Deputy before putting any person on a
major.post. The purpose being to familiarize the person with actual
working conditions.
2 A Clear approved statement of Post purpose must be written in the
front of
the Post Hat write-up, which is easily comprehensible and simple. This
post
purpose is then cleared to F/N in Qual before the person can be
considered
fully on post.
3. Once on post the person must constantly maintain and increase
their
working knowledge of their appointed areas of responsibility and study
and
familiarize themselves with old and new HCOBs and P/Ls as they apply.
That they undergo a competent examination from time to time on the
duties
and actions of their post as they exist or are extended.
4. That to this end any poor performance on post be reported to Div
V Dept
13 for investigation and correction by examining the above points and
putting in those found out.
5. That within the framework of Cases and Morale Policy Letter,
priority be
given to those posts in the org that most likely could be expected to
collect a
4status value' so that the integrity of those holding such posts be
maintained.
6. That in any case, notwithstanding the above paragraph, persons
on such
posts should make every attempt to keep themselves clean of O/Ws,
including making it known to the proper terminals when they find they
have
misunderstoods or missing data on post.
If there is any trouble in training a person up for a post it will be
traced ordinarily to LACK OF ADEQUATE MATERIAL about that post and no
checksheet to be thoroughly checked out on.
This should be checked as a point.
It is common not to have a pack of data or checksheet for a post and if
so one must be made.
SUMMARY
Given a person on post not producing TRANSFER is almost never the right
answer. Yet it is the one most frequently done.
If a person is morally unfit, a criminal or mad, it is obvious that
"transfer" is the wrong answer.
So this leaves us with these actions to do:
As given in the Management Cycle, HCO PL 24 June 70.
LRH:rr.rd L. RON HUBBARD
Copyright @ 1970 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
203
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 SEPTEMBER 1970
Remimeo
Personnel Series 6
TRAINING
By actual test and practical experience, a fully trained on policy
executive will raise the stats of an org.
An untrained executive will depress the stats.
An officer trained on the Flag Executive Briefing Course will send stats
up where an equivalent officer not so trained will send them down.
This appears so obvious that it can be missed.
It means that it costs an org thousands upon thousands to use an
untrained executive who has not done an FEBC. It costs personnel their pay,
their facilities and their security.
If an FEBC cost $30,000 (which it does not) the org would make it back
in a few weeks.
If an untrained executive is placed in charge of an org it can prepare
for losses and can succumb.
This is a very simple lesson. It is a matter of actual fact, not of PR.
This is shown up well when a fully trained executive is placed in charge
of a whole org.
It is less visible but just as decisive regarding ANY post.
An untrained person on a post will be at best somebody not too
destructive and at worst a camouflaged hole.
These facts are facts,
When you do not know this, be prepared to have lots of trouble, losses
and Dev-T.
It costs money not to spend money pre-training for a post. It also costs
money not to train a person on a post to familiarize him with it.
Training is of course a relative word. The materials taught must be
practical and useful and must apply to the job to be held.
Given this, a personnel officer who does not advise or provide for full
pre-post training will be found to be very costly.
One who insists on full pre-training and on post training will be found
to be a very valuable asset.
This data is not theoretical. It is the living truth.
LRH:rr.rd L. RON HUBBARD
Copyright @ 1970 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
204
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead. Sussex
HCO POLICY LETTER OF 13 SEPTEMBER 1970
Remimeo
Personnel Series 7
HATS - VITAL DATA
1 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) if the post's senior has actively provided them and checked them
out or had them checked out on the junior.
If (a) and (b) are not true then 1 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.
205
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 p'Ack 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
I . 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
I . Undermanned.
2. Unorganized.
3. Untrained.
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 Copyright @ 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
206
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.
Demands for 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 I can expedite needful
personnel or demand utilization of existing personnel.
Personnel IIC"
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,
An area can get into this hideous cycle:
207
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 & 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 work load 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.
208
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.
Given a worthwhile cause, Personnel can be made a near impossible post
by neglect of grooving in.
209
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.rd
Copyright @ 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
[See also HCO Pl, 10 February 1971, Issue 111, Personnel Series 18, on page
242 which adds to the above Policy Letter.]
210
HUBBARD COMMUNICATION
Saint Hill Manor, East Grinstez
HCO POLICY LETTER OF 22 SEP
Rernimeo
Exec Hats
Personnel Hats Personnel Series 9
Ethics Hats Org Series 4
AN URGENT IMPORTANT AND STARRA 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,
HATTECHNOLOGY
"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.)
E. A full pack of the written materials plus 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 non-production or abuse of post
privileges or misuse of the post contracts.
(d) The Public Relations responsibilities of a staff member.
(e) The int~rpersonal 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
non-gradient 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).
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 led 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 countrv in four years? (The
term of a president.)
212
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.
Then hats as post checksheets and packs are extended to the rest of the
staff.
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 non-standard 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.
213
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.
I 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 ORO 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?"
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 NON-UTILIZED 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.
21,1
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.
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 ldea]Scene.
L. RON HUBBARD
Founder
LRH:sb.cden.ts Copyright @ 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
215
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead Sussex
HCO POLICY LETTER OF 6 OCTOBER 1970
Issue 11
Remimeo
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 non-survival act and injurious.
An org which is just starting up or which has been so unorg 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 costs of operating rise,
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.
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.
LRH:sb.rd L. RON HUBBARD
Copyright (a) 1970 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
216
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 case-wise
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 6 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.
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.
217
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.rd.ts
Copyrightl'~- 1970
~1~
by L. Ron Hubbard
ALL RIGHTS RESERVED
[Note: Some mimeo issues of this Policy Letter were issued with an error in
the fourth line, which read (c) Confront Working instead of the correct (c)
Working. HCO Policy Letter of 11 April 1972, Personnel Series 11 Addition,
PR Series 4 Addition, ordered the replacement of any faulty copy found,
either loose or bound in packs, correction of stencils with the incorrect
text before any copies were run off from it, and immediate correction of
any translation made from the incorrect copy. It also ordered that, where a
student had used an incorrect copy in his study, a correct copy be sent to
him at once, with a request by the current course's Supervisor that he
check out on it star-rated, and enclosing a copy of HCO PL 11 April 1972.
The copy as it appears above is correct.]
218
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead. Sussex
HCO POLICY LETTER OF 20 NOVEMBER 1970
CORRECTED & 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 word "Felix Domesticus" and
doesn't know it simply means HOUSE CAT, the words which appear thereafter
may become 46 meaningless", "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 am", 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 am.
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 Gen-nany death camp school
(psychologists, psychiatrists) to handle personal aberration is like
thfowing 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
219
overt act. But these constitute only about 10 or 2 0 percent of the
population.
The remaining 80% or 90% where they are non-functional or bungling are
so because they do not understand what it's all about. They have in effect
gone on by a mis nderstood 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. Non-com prehension of the individual regarding the activities of
which he is a part.
5. Non-comprehension 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. 10% 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
mass produced area crawling with bad texts and non-comprehension 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", "policy". Vocabularies
have to be increased before comprehension and communication occur and
misunderstoods drop out.
220
6A. Post purposes are often glibly agreed with while something entirely
different is done.
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 Programmes
Targets Orders Technology Know-How Org Bd Post Hat
221
Cope Purposes Organize Duties
. Checksheet
. Checklist
. Comm Channel
. Command Channel
. Relay Point
. 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 useable 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 Copyright Q 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: The 29 August '74 reissue corrected the word test to text in the
second paragraph on page 219.1
222
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, non-production 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 snwll pipe shop."
Such masses of unnecessary policy can be issued that it cannot be
assimilated.
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.
223
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
oulnesses 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
PROGRAMMES
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.
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 hind red 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.
224
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 counter policy. 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?
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 L I Os on Flag).
2. Purpose handling for posts.
225
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.
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.
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 Copyright @ 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
226
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
I . 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. 50% 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 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. Confinnation is the deteriorated
basic education found in teenagers such as
227
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 NON-FACTUAL PROMOTION
7. SALES
Sales actions are unreal or out of balance. Clumsy or non-functioning
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 cut-backs 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 cut-back construction industry
people live in bad houses. Sales taxes are almost universal. A THIRD
DYNAMIC PSYCHOSIS IS THE IMPEDING OF PRODUCT 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.
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. Rumours are accepted as
evidence. Police forces and power are used to ENFORCE the injustices
contained 1 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 1 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.
228.
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.
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 (1862-65) 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.
229
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 terin 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 11. 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 non-survival practices and overcome their gruesome group past.
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 Personal Enhancement.
230
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 re-oriented.
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.
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.
Optimumly 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 (,ould quality of organization
be maintained and quality of product guaranteed.
231
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 un-apprenticed 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 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.
232
UTILIZATION is a big subject. It applies to resources, capabilities and
many other factors.
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 9f
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 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
233
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.
'Ihere 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 sub-products 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.
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
234
the Mest Universe. Things are produced in a sequence of sub-products which
result in a final valuable product. Hope all you want to. When you omit the
sub-products 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 sub-products 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 non-
delivery.
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.
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.
235
Finance has to have a full reality on the valuable final products and
the sub-products 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 L500 a week that should make E5000 a week in potential
is losing the finance people E4500 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.
10. JUSTICE
Without justice there can be no real organization.
Even a government 6wes 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
236
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 well aligned, one with the next, and honest sane
endeavor to achieve a final goal for all.
L. RON HUBBARD
Founder
LRH:ms.rd Copyright Q 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
237
HUBBARD COMMUNICATIO
Saint Hill Manor, East Grinstea
HCO POLICY LETTER OF 30 DE(
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.
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
behaviour. 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
238
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
behaviour 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 re-established 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.
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 Copyright Q 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
239
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 DECEMBER 1970
Rernimeo
HCO Area Sec
Dir RAP Personnel Series 16
Hats Officer
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.
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. Non-utilization 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.
LRH:sb.rd L. RON HUBBARD
Copyright@ 1970 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
240
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 19 JANUARY 1971
Remimeo
Personnel Series 17
Org Seiles 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 has 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 1~ 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.rd CopyrightQ 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
241
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 10 FEBRUARY I
Issue III
Remimeo
C/O Hat
HAS Hat
Dept 1 Hats Personnel Series 18
Dept 3 Hats
HCO Chshts
E/O Hat
ADDS TO PERSONNEL SERIES NO. 8
16 Sept 1970
ETHICS AND PERSONNEL
(Applies to E/Os)
An I & R Form I (HCO PL 6 October 1970 "Inspection of Low Stats") must
be done by Inspections and Reports on the Dept or Div or activity that is
demanding personnel, at the request of Personnel, Dept 1.
When the I & R Form I is done by the Inspector (be it the Ethics Officer
or another), the additional questions on Personnel Series No. 8, A-H, are
covered by the Ethics Officer who personally gets the answers to them.
His answers are added to the I & R Form I, together with any Ethics
actions proposed.
In this case the routing of the I & R Form I is Inspector to E/O to
Personnel.
Personnel adds his recommendations regarding either (a) to expedite
needful personnel or (b) to demand utilization of existing personnel.
The I & R Form 1, with the E/0's added report and Personnel's added
recommendations then follows the routing as laid down on the Form, and the
standard procedure for the form is carried out.
WITHOUT THE AUTHORISATION OF THE EXEC DIR OR HCO ES FOR THE ACTIONS
RECOMMENDED ON THE I & R FORM I NO TRANSFER OR ASSIGNMENT MAY TAKE PLACE AT
ALL. THE EXEC DIR OR HCO ES MAY ORIGINATE ORDERS ON THE PERSONNEL REQUEST
BUT SUCH ORDERS MUST BE BASED ON THE COMPLETED I & R FORM I WITH E/O REPORT
AND PERSONNEL RECOMMENDATION TO HAND AND THESE DOCUMENTS MUST ACCOMPANY
SUCH ORIGINATED ORDERS BEFORE THE HCO AREA SEC IS EMPOWERED TO ISSUE AND
ENFORCE THEM.
No more than 24 hours should be allowed from the receipt in Dept 3 of
Personnel's request for I & R Form I to the receipt of the completed action
by HCO Area Sec.
LRH Pers Comm for
L. RON HUBBARD
Founder
LRH:KU:sb.rd Copyright (E) 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
242
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 16 MARCH 1971
Issue IV
Remimeo
Personnel Series 19
Org Series 25
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 obliviously 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. 15 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.
243
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.ts Copyright@ 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
244
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 19 MARCH 1971
Remimeo
Personnel 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 --?" 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:
I . What are the key posts of the org or activity that require
great expertise and training? 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?
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:
I . 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?
245
(e) In Dept of Training? (f) In the HGC? (g) In Qual? (h) In the
Distribution Division? (i) In the LRH Comm Office? 0) In the Estate
area? (k) In the Guardian Office? (1) In space? (M) 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 S50,00O."
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 80 additional functional useful non-goofing 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 and a month later 57 non-utilized non-assigned
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 programming 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 non-utilized 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 Copyright @ 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
246
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 JULY 1971
Remimeo
Personnel Series 21
Org Series 28
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
247
SPACE AND HE BECOMES MORE STABLE, CONFIDENT IN LIFE AND MORE POWERFUL.
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.ts Copyright@ 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
248
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I I AUGUST 1971
Issue 11
Rernimeo
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 Copyright Oc 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
[See also HCO PL 13 July 1974, issue 11, Org Series 34, Working
Installations, on page 357.]
249
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 23 DECEMBER 1971
Remimeo
STO
Ethics Off
Personnel
Programmer
Personnel Series 23
1: 1 TECH ADMIN RATIO ON NEW RECRUITS
In order to build up and expand the degree of Tech Training going on in
Scientology Organizations, including Sea Org Orgs, the following now
becomes Policy:
THE 1: 1 TECH ADMIN RATIO APPLIES IN THE ASSIGNMENT OF ALL NEW PERSONNEL
HIRED OR RECRUITED.
One out of every two new recruits releases a staff member to full time
Tech Training/Interneship or Word Clearing.
When new recruits come aboard or onto staff in an org, the new recruit
is to be quickly pushed through his basic training in the HCO Expeditor
Unit : SSI and SSII (SO Orgs : Sea Org Member Hat, SSI, SSII and Able
Seaman's checksheet). That recruit then becomes immediately eligible for
post assignment.
PCO assigns one out of every two new recruits in such a way that they
release one staff member for full time tech training/Interneship, Word
Clearing or the Hubbard Professional Course Supervisor's Course.
This Policy is not to be misconstrued to begin musical chairs or
constant post changes. The replacement goes in as an I/T and proper post
training and turnover occurs.
If the recruit is HDC or above (in the SO, CL IV or above) he or she may
be immediately put on full time training/Interneship, as above, immediately
on completing the basics above (in the Sea Org, plus Second Class
Missionnaire Checksheet).
All personnel Policy on assignment to full time tech training applies.
Obviously when this programme first goes in only those relatively low on
the org board will be most easily programmed off post and onto full time
tech training.
However, with complements fully in use, PCO is going to have more time
to get Personnel Series 2 "Personnel Programming" and its advance planning
actions, done.
This will gradually bring about tech training for those higher on the
org board.
The basic complement of word clearers in any sized Qual is two, but an
org of 50 or more needs at least four word clearers. A large org should
have at least six word clearers.
STO must make a weekly report to the Ethics Officer or Master at Arms on
the progress of all members on full time tech training or the Interneship,
with date started and a factual report of progress. Any student not doing
well must be handled with Cramming, word clearing, auditing and Ethics, as
required. If this does not handle quickly, the person is offloaded from
tech training lines, releasing a more worthy person for tech training. The
Ethics Officer must keep a close eye on this and see it is
250
done. He must also investigate and take Ethics action if the tech training
is taking overlong on a whole group of trainees.
All persons assigned to full time training must have a twin. Non-
utilization of twin assignment will reduce the effectiveness of this
programme. Twin assignment is a vital part of study technology.
The Ethics Officer must inspect courses regularly to ensure this is IN.
Ethics action must be taken on any Supervisor who does not force this in.
It is not permitted to use full time Training/Interneship or Word
Clearing areas as a personnel pool. Twins are to be held responsible and
hereafter the twin will be Comm Eved if he allows his twin to be taken off
full time training to another assignment. The only exception is an LRH
ordered assignment.
No persons with an IQ of less than 120 may be assigned to full time
Training. Having an IQ of less than 120 need not be a bad problem for
auditing soon raises IQ and particularly on lower level pcs, with Objective
Processing.
ADMIN TRAINING
Assignment to admin training can be done using the 1: 1 ratio admin
recruit, utilizing the above system for tech training. All the rules above
apply in the area of full time admin training.
SEA ORG SEA TRAINING
Sea Org members have another training step, which gives them an added
strength and versatility, and that is Sea training. In sea training and
duties, Sea Org Members learn to confront and handle Mest and randomity.
"Masses are reality. To increase one's affinity and communication it is
actually necessary to be able to confront and tolerate masses." "Problems
of Work" by L. Ron Hubbard, Chapter 7, Exhaustion.
Sea Org Members wear three main hats: Sea Org Member Hat, Post Hat, and
Sea Watch or duty Hat.
A vast amount of technology has been written by L. Ron Hubbard, and is
studied by Sea Org members, on the subject of handling a ship. They study a
series of Specialist Sea Watch or duty posts, in order to attain full
competence and ability to handle a ship under any conditions.
It is our ultimate goal for all members of the Scientology staff team to
be trained up to CLASS XII OR ABOVE, attain OT VIII OR ABOVE and FEBC OR
ABOVE.
Judy Ziff Qual Aide for L. RON HUBBARD Founder
LRH:JZ:ne.rd Copyright (E) 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
251
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 JANUARY 1972
Issue IV
Remimeo
Personnel
Programmer
Dir Pets Enh Personnel Series 24
Hats Off
C&A
Execs Personnel Programming Series I I
Dir Validity
STO
THE "OK TO BE A SYSTEM
A gradient scale of hatting, programming, checkouts and correction is
required to get a staff member fully hatted and functioning competently on
post.
The "OK to Be a - - " System has been worked out. The system parallels
the OK to Audit system for training auditors.
I . Mini Hat completion entitles the staff member to a Temporary OK to be
a - -Certificate. (All new staff hired or recruited must complete the
Mini Hat before going on post.)
2. The staff member is now serving an apprenticeship or Interneship on
the post. He must continue with his full post hatting cycle part time
during staff study periods.
3. The staff member's senior and Division Head handle the staff member
on the One Flub = Checkout system. Any slightest error on post and the
staff member is ordered to check out by STO on the Policy violated.
Repeated or flagrant flubs signal a Cramming order to be issued.
4. The Temporary OK to do the - - Hat Cert expires if the full hat is
not completed in part time staff study within the following time
periods:
A. Section Head - 2 weeks
B. Dept Head - 4 weeks
C. Division Head - 6 weeks
D. Senior Exec - 8 weeks.
5. STO keeps a board on which all staff are posted, with the above
deadline dates posted for each staff member. It is his responsibility to
push these through to completion and advise Dir Personnel Enhancement of
any slows or noncompliances. Some posts in the org at Section Head level
have very large hats and should be allowed Director time limit for full
hatting, i.e. Ethics Officer, Body Registrar, PPO, PCO, etc.
6. If the staff member's Temporary OK to Do a post expires, STO must
advise Dir Personnel Enhancement, who must see that the staff member
redoes his Mini Hat before proceeding with his full post hat checkouts.
7. When the full post hat checksheet is completed, the staff member is
awarded a Provisional Okay to Do the - - Hat Cert.
8. Daily correction actions and checkouts as needed continue to be
ordered by the senior and Div Head.
252
9. The staff member continue~s his apprenticeship on post for a further
eight weeks after the Provisional Cert is issued. At the end of this
period, he writes up a full CSW and submits to C & A via his senior, Div
Head and Dir Validity.
10. The senior attests that a full and proper apprenticeship has been
served, that full correction actions have been taken and that the staff
member is now competent on post.
11. Dir Validity inspects the CSW, the stats, the staff member's area and
products before okaying the staff member for full post Cert.
12. If Dir Validity flunks the staff member, he must write all the
reasons, listing policies violated or not applied and send to the staff
member, with a copy for Dir Personnel Enhancement. Dir Personnel
Enhancement must see that a new programme is drawn up to cover these
points, plus any other weak area disclosed.
13. The staff member is awarded a full Permanent Post Certificate on
completion of full hatting, apprenticeship and proven post competence,
demonstrated by high statistics.
It takes daily actions and care and interest by a Div Head and senior,
plus good programming, checkouts, word clearing, cramming and training to
really put a staff member on post. This action has to continue and continue
until the person is fully competent on post and does not require any
executive intervention. Obviously at this point, the person is fully hatted
on post, must have up stats and is eligible for his full post hat
certificate.
The staff member can then have an In Training posted under him and be
programmed for his promotion.
The A to B in Personnel Programming and training actions is from
unhatted to fully hatted and on post functioning competently.
It is the responsibility of Dir Personnel Enhancement to see that Div
Heads and seniors commence implementation of the "One Flub" correction
system. He must call in Div Heads for checkouts on relevant materials if
they are failing to train or correct their staff. Failure to handle seniors
at this point will threaten the whole of the hatting and personnel
programming activities of an org and unnecessarily depress the stats.
The OK to Be a - - system lays out a more efficient system of getting
staff fully hatted. Nearly every post in Qual has a role to play in
ensuring that it is put in and maintained.
HCO PL 28 Dec 67 "Qual Senior Datum" points out Qual's relationship to
students and pcs "Qual is the students' and pcs' friend. A last refuge when
other doors close." This definition is now extended to include staff: "Qual
is the staff's best friend. The first refuge when a door closes."
Qual Aide for L. RON HUBBARD Founder
LRH:JZ:mes.rd Copyright @ 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
253
HUBBARD COMMUNIC
Saint Hill Manor, East Gi
HCO POLICY LETTER 0
Remimeo
GO for
Enforcement ETHICS
Executive Series 13
Finance Series 12
Personnel Series 25
PTS PERSONNEL AND FINANCE
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
P/L 31 May 1971 Issue IV Revised 5 May 72, a checksheet.)
N.C.G. 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/0, 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
(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.
254
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 I was working
on the mechanism of how a PTS person remained ill.
I 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 I 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 N.C.G. persons on the key finance posts and an immediate
action should be taken to discover the PTS or N.C.G. 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 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
LRH:nt.sb.rd Copyright Q 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
255
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 APRIL 1973
Remimeo Issue I
Dept 1 Hats
Est 0 Hats Personnel Series 26
HATTING
The cycle of hatting, as given in HCO PL 7 Mar 72, Est 0 Series I R, is
HAT some and get production, hat more and get production, hat more and get
Production. Hat to total specialization, get production. Hat to more
generalized skill and get production. Hat an activity until it can do own
and everyone else's hat in the activity and get production.
You HAT to get a PRODUCT.
Hatting is very largely done "on the job". It is done constantly by the
individual himself by referring to policy when he is not sure of the policy
for the action he is doing or about to do. A survey just done of top level
Scientology executives, some of the highest producers in the world, has
disclosed all of them, without exception, operate on this basis-they keep
policy at hand and refer to it frequently while producing. All have done
more Admin study on post while doing their job than they have done in the
classroom. They have an actual rule which they invariably apply in
practice, which is, "If not certain of the policy in handling something,
always locate and study it no matter how long it takes and then handle
according to that policy."
The interesting thing about this is that the above operating basis SAVES
immense amounts of time in the long run, as a staff member or executive
operating on policy to this degree very soon gains a high level of
CERTAINTY on what he is doing and therefore works very fast.
A Hatting Officer hats executives and staff members "on the job".
One of the simplest and most effective ways to do this is as follows:
The Hatting Officer visits the person while he is working on post. He
observes what the staff member is doing right now. He finds out what
PRODUCT the person is working to produce. He ascertains whether or not the
staff member is having any difficulty producing it. We'll say he finds that
the staff member is having difficulty. The Hatting Officer then goes away
and RAPIDLY locates the policy letter that covers how to do that, how to
produce that product. He gives this to the staff member and orders him to
study it right now, saying he will return in, say, 10 minutes and check him
out on it. In 10 minutes the Hatting Officer returns (with his E-Meter),
WCM4s the staff member on the policy and gives him a proper starrate
checkout, demonstrations and all. He then has the person complete the cycle
of action he was engaged in and produce the product using the policy he has
just studied.
This completes one cycle of action of hatting. The Hatting Officer goes
off then to hat another.
You will find that upon completion of just one such cycle of action of
hatting the staff member will have VGIs and will be more certain on his
post. When you have done this several different times with a particular
staff member, always ending up with a product, he will begin doing it
himself. And you will be amazed at how fast his certainty and speed of
production increase.
There are several variations of the above. The Hatting Officer may upon
visiting a staff member find that he thinks he is having no difficulties
but notice he is doing something in an off-policy way. The Hatting Officer
says nothing then, simply goes away and finds the policy that applies (or
finds it in the Staff Member's own hat) and gives it to him to study. He
then proceeds through the full routine and gets the product or sub-product
produced "on-policy".
Again a Hatting Officer may find a staff member is having no difficulty
with what he is currently doing but by searching around his area, such as
in the person's "pending basket", find something he is just not handling.
Again he locates the applicable HCO PL but this time has the staff member
agree to come and inform him as soon as he completes the cycle of action he
is currently working on. The Hatting Officer then has
256
him study the policy, checks him out on it and has him tackle the thing he
has been avoiding and, using the PL, produce the product.
There are any number of ways the Hatting Officer can find the
"difficulty" to tackle-a down statistic in the staff member's area may
indicate it, a pile of papers on the corner of his desk, a non-complied
with order, etc. The point is you find one, locate the policy, check the
person out on it, have him apply it and produce the product.
Today, with the various policy indexes available, such as the "LRH
Policy and Directives Index" issued by LRH Comm WW, the Flag produced
"Indexed Summary of Scientology and Dianetic Policy" and the OEC Volumes,
policy is easy to find. A Hatting Officer MUST be an expert in using these
indexes and in locating specific policies fast (any staff member should be
really). By doing this hatting procedure and using the indexes you will
become such an expert fast.
This system could be called "Training on Post" or "on-the-job training".
It is Hatting.
Hatting Officers will find staff members will cooperate with them fully
on this type of hatting, especially after you have done it a couple of
times with a person and he has had a couple of wins. Product Officers will
be delighted with you, too-especially if you do a couple of successful ones
on them first! You are, of course, in this, working fully in accord with
the staff member in getting his job done and with the Product Officer in
getting his products out.
Occasionally a Hatting Officer will find he has trouble getting to an
executive to hat him-some executive who has done the FEBC, for example, and
thinks he knows far more than the Hatting Officer, which he undoubtedly
does. However, if a Hatting Officer is to be fully successful, he must hat
from the very top of the org down. In such circumstances the Hatting
Officer must get smart. He must find where that senior exec is having
difficulty on his post by one means or another and politely direct him in
some way to the policy which covers. Initially this could be done by
attaching a despatch to the appropriate PL drawing the exec's attention to
it in relation to the situation the exec is trying to handle. After a few
successes with this, the Hatting Officer will find he can walk into the
area and hat him just like any other staff member.
Hatting Officers should, by good example and training, hat Div Heads to
do this type of on-the-job hatting with their staff. It is an executive's
responsibility to hat and train his staff. A busy exec may send a staff
member off to the STO in Qual to do the checkouts. If after checkouts and
Hatting Officer attention the person is still not producing, he should be
sent to admin cramming.
There are other aspects to hatting. A Hatting Officer gets people
through their basic staff hats, sees that they get through Staff Status I &
II, gets them trained on their mini-hat and then their full post hat,
divisional packs, etc. But the above system of hatting is the day to day,
routine hatting action. Done constantly, by enough Hatting Officers for the
size of the staff, the org will soon flourish with extremely certain and
competent executives and staff.
Of course all such hatting is directed towards getting staff instant
hatted and producing initially, then mini-hatted and producing, then fully
hatted for and fully competent on his post.
HATTING ACHIEVES CONTROL OVER POST.
This is the exciting field of the Dept I Hatting Officer. These are the
wonderful effects a Hatting Officer can produce. And even an org which has
a full Est 0 System operating, would still have Hatting Officers in Dept I
doing this.
So, Hatting Officer, do it. See how simple it is. And see what great
effects you can create in your org! L. RON HUBBARD expects it of you.
Tony Dunleavy
Cs- I
LRH:CJ:TD:nt.rd Authorized by AVU
Copyright @ 1973 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
257
mmlr~
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 24 JUNE 1973
Remimeo
Establishment Officer Series 29
Personnel Series 27
(Taken from LRH OODs item
of 18 Nov 7 1)
" 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 6complement'.
"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
Flag FB EstO
Authorized by AVU
BDCS:KU:JH:nt.rd.ts for the
Copyright(D 1971, 1973 BOARDS OF DIRECTORS
by L. Ron Hubbard of the
ALL RIGHTS RESERVED CHURCHES OF SCIENTOLOGY
258
HUBBARD COMMUNICATIONS
Saint Hill Manor, East Grinstead,
HCO POLICY LETTER OF 13 SEPTE
Issue 11
Remimeo
Exec Dir Hat Org Seties I
RES Hat
HAS Hat
BASIC ORGANIZATION
What is Organization?
Most people have so many associated ideas with the word "Organization"
that they think of one as an identity or a being, not as a dynamic
activity.
Let's see what one really is.
Let us take a pile of red, white and blue beads. Let's organize them.
Now let us draw the org board.
Let us dump them all on top of In Charge, all mixed up in a confusion.
Obviously In Charge must route them to dig himself out. So we get
In Charge
Red White Biue
Beads Beads Beads
Thus we find out much of what an In Charge does. He routes. He separates
into types or classes of thing or action.
This so far is a motionless org.
We have to have products. Let's say its products are drilled beads,
strung beads, boxed beads.
We would get
ed - Driller - Stringer Polisher
hite - Driller - Stringer Polishei
lue - Driller - Stringer Polisher
R
In Charge
Or we would get
Red
In Charge hite Driller - Stringer - Polisher
EEEE~w
lue
Or we would get
I I I I
Bead Bead Bead Bead
Separation Drilling Stringing Polishing
259
It is not particularly important which pattern of org board we use so
long as it handles the volume of beads.
If we only have I person in this "org" he would still have to have some
idea of organization and a sort of org board.
If we have any volume to handle we have to add people. If we add them
without an org board we will also add confusion. The organization without
an org board will break down by overload and cross flows and currents.
These in conflict become confusion
All a confusion is is unpatterned flow. The particles collide, bounce
off each other and stay IN the area. Thus there is no product as to have a
product something must flow OUT.
We can now note two things. We have some stable items. These are posts
or locations. And we have flow items. There are things undergoing change.
So an org's positions change flowing particles.
Particles flow in sequence.
Things enter an org, get changed, flow out of an org.
An org with one type of item only (red beads) is less complex than one
with several types of items.
In Charge
Red Red Red Red
Clay Bead Bead Bead
Procurer Moulder Boxer Shipper
Any activity has a sequence of actions. It has to have stable points
which do not flow in order to handle things which do flow.
It is not necessary to have a stable terminal do only one thing. But if
so then it also has a correct sequence of actions.
All this is true of an engine room or a lawyer's office or any
organization.
In an engine room fuel flows in and is changed to motion which flows
out. Somebody runs the machines. Somebody repairs the machines. It may all
be done by one person but as soon as volume goes up one has to plan out the
actions, classify them and put them on an org board which the people there
know and abide by or the place will not operate well.
This is done by dividing operation and repair into two actions, making
two activities on the same org bd.
Chief E 1 ngineer
Stores Repair Motormen
and Crew Watches
Fuel
The Chief keeps the flows going and the terminals performing their actions.
260
In a lawyer's office we get different actions as a flow.
Head of Firm
1
F-- 1 __7
Ambulance Case Court
Contactor Preparation Appearance
Would be a flow pattern, possibly with a different person (with a
different skill) on each point.
Or we could have a sort of motionless org board.
Head of Fir ;-~
1 11
Criminal Corporate Trust
Clients Clients Dept.
But if we did that we would have to put the motion in vertically so that
flow would occur.
Head of Firm]
1
Criminal Corporate Trust
Dept. De t. Dect.
1,
Contacts & Contacts & Contacts
Interviews Interviews 1
1 1 Investment
Case Preparations 1
Preparation 1 Vaults
1 Services
Court
Appearances
Org boards which only give terminals usually will not flow.
A typical Army org board of yesteryear was
Offi cers
Army
When they got into a lot more men they had to have a flow board.
t I I I I
Recruits Equipment Training Army Operations
261
So one organizes by
I . Surveying the types of particles.
2. Working out the changes desired for each to make a product.
3. Posting the terminals who will do the changing along the
sequence of changes.
The board also must include a recognition of the types in A which routes
the types to the terminals who change them and to a further routing out as
products.
To be practical an org board must also provide for pulling in the
materials disposing of the product and being paid for the cycle of action
and its supervision.
A company has various actions.
It is essentially a collection of small org boards combined to operate
together as a large org board.
The basic principles you have to know to organize anything are contained
in this policy letter.
To plan out any action one has to be able to visualize its sequence of
flows and the changes that occur at each point. One has to be able to see
where a particle (paper, body, money) comes in and where it leaves.
One has to be able to spot any point it will halt and mend that part of
the flow or handle it.
A proper org board is a perpetual combination of flows which do not
collide with one another and which do enter and do experience the desired
change and which do leave as a product.
L. RON HUBBARD
Founder
LRH:sb.rd Copyright@ 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
262
I
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 SEPTEMBER 1970
Remitneo
Exec Dir Hat
HES Hat
HAS Hat Org SeHes 2
Executive Hat
COPE AND ORGANIZE
It's perfectly all right to cope. One always must.
But one MUST organize things while he copes.
The mounting overload and overwhelm in an area comes entirely from cope-
cope-cope without organizing also.
Example: You have to handle something for which there is no planned
organization. Like a mob at a Congress. You can cope. But if you don't take
the first available instant to grab 3 guys and give them specific duties
right then to mind doors and tickets it all just gets worse and worse and
the cope catches up as overwhelm.
Any old org bd is better than no org bd at all.
A good org bd well grooved in, duties well apportioned permits things to
smooth out and increase in volume without strain.
In a flood if you can channel the water, you can handle the flood. If
you just batter at water you drown.
ORGANIZATIONAL GENIUS IS COMPOSED ONLY OF ARRANGING SEQUENCES OF ACTION
AND DESIGNATING CHANNELS FOR TYPES OF PARTICLES. THAT'S ALL IT IS.
Then you can handle flows and prevent stops.
So you must always organize as you cope.
National riots are just the inability of leaders to arrange sequences of
action and designate channels for types of particles.
One area which was never organized became just an ant-hill of do-less
useless motion.
If your in basket is too high you cope and handle itAND ORGANIZE YOUR
LINES for the future.
"I'm absolutely drowning is the same as saying "I can't organize
worth a damn!"
ORG BD
Every Exec has his own personal org bd. Really it's at least 21 Depts.
But you don't have to go that fancy.
I had an org bd once that was 8 folders, each representing traffic from
a major org, reports placed in it latest on top, a communicator who did the
placing, a greeter who handled bodies and an inspector that was me. Just
myself and one other. But it
263
was an org. With that "org bd" I handled all the Scientology in the world
at that time, lectured, researched and had ample time left over. It reduced
full time cope to a part time job. Later 100 staff members (WW) replaced me
as Exec Dir and I moved off post. They were all very busy but they didn't
even know they had an org bd they were on, no individual operated his own
personal org bd. Their cope and ignorance took the stats right on down. But
they sure were busy coping!
The antithesis (opposite) of an org bd is confusion. The amount of
confusion present doesn't add up to production, even though it is totally
exhausting. The end product one wants is not exhaustion. The amount of
energy expended does not measure production. Production is solely the
amount of completed cycles that occur. The more they are planned in
sequence and the better the different types are channeled the more
production will occur.
So cope by all means but don't forget to organize a little each time you
get a chance.
The end product of cope is drown.
The end product of organize is freedom.
L. RON HUBBARD
Founder
LRH:rr.cden Copyright @ 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
264
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead. Sussex
HCO POLICY LETTER OF 14 SEPTEMBER 1970
Remimeo Issue 11
Exec Dir Hat
HES Hat
HAS Hat Org Sefies 3
URGENT
HOW TO ORGANIZE AN ORG
Let us assume that you have an org to run (or any part thereof)
How would you organize it and get it to function?
I - You would count up and name the different vital actions
necessary to functioning.
2. You would count up the persons needed for each function and give
them the post names.
3. You would do a checksheet for each post to include its vital
data.
4. You would collect the material of each checksheet into a pack.
5. You would recruit the minimal number to begin it, keeping in
mind finance and solving that.
6. You would show one of them how to check the others out to get
them trained.
7. You would then get the org running.
8. You would expand it by single hatting vital posts.
9. All the while you would cope with things as they came up.
10. You would add to checksheets and packs things learned while
operating.
11. You would add posts as they were found needful.
12. You would never drop out the actions of recruiting,
checksheets, packs and training.
Naturally the org would have to have a function that was valuable and
would have to execute it or produce and be paid or it would not be viable
(able to live).
All right. All that seems straight-forward enough.
Now let's see how it could go wrong.
Foremost would be a failure to function or produce and a failure to get
paid for it. This would cripple the activity and bring in inadequate
operating funds, curtailing facilities and pay and making it undermanned,
hurting its image and shutting off recruitment.
Recruiting to fill a new function could be incorrectly (destructively)
done by using the production area as the recruitment pool. Also each time a
portion was operating well, it could be used as a recruitment pool and
emptied out and unmocked. This would destroy all training effort and injure
the viability and reverse organization back to cope.
Or no recruitment could be done at all.
There could be no checksheets or packs.
There could be no training done even when checksheets and packs existed.
The checksheets or packs could be too short or unreal for the post. Or
they could be too long or relate to another post.
The head of the org could fail to check out the heads of portions.
The heads of portions could fail to get their juniors hatted and checked
ouL
The org staff could be unaware of their belonging to the org and be
unaware of its purpose and general products.
265
The problems as listed above could remain obscured and ethics could be
substituted as an effort to get up production.
There are ten basic points that could go out. These are 1. Recruiting 2.
Training 3. Training on post 4. Utilization 5. Production 6. Promotion of
product 7. Sale of product 8. Finance 9. Justice 10. Morale.
It is assumed that the activity is worthwhile and the potential
production valuable. Given that, the remaining ten points are the points
where organization breaks down as these areas are the most aberrated in the
society.
The fundamental outnesses, however, would be failure to recruit, to have
checksheets and packs for each post, get training done on them and have new
people on post serve on it in-training.
Let us suppose the head of an org or division never checked any junior
out on anything.
Looking at standard functions, everyone would be posting and routing
people except Dept I intended for that. Everyone would be handling comm
except Dept 2, intended for that. Everyone would be inspecting and handling
stats except Dept 3. And so on down the line. The place would be a dog's
breakfast of total cope.
All right, let us say one does have a dog's breakfast instead of an org.
How would one straighten it out?
One would cope to maintain some semblance of viability.
One would throw together an org board and post it and drill people on it-
One would throw together hats and get them worn.
One would continue to cope but now also force others to help the coping
and cope themselves as semi-specialists on their own posts.
Finally one would get checksheets and packs together for each post
covering all its actions.
One would then get these checksheets and their packs trained on for each
post fully.
Thereafter one would insist that executives made sure their juniors had
checksheets and packs as their hats.
And one would continue torecruit as by this time the org would be
expanding and it would become upset by undermanning and go down hill again.
One would watch the ten aberrated points as they go out very easily.
People gather up all sorts of weird solutions to running a disorganized
org. "We need more experienced people"; "We can't produce so should be
subsidized", are two common ones.
When people on post do NOT have grooved in hats they do goofy things.
The goofiness is not confined just to their job functions. Lacking a
purpose and not conceiving the org purpose they can go utterly astray and
do things that are quite mad. Like tearing things up. Like breaking things.
Like getting involved in goofy relationships.
You can detect an org where posts are not grooved in by the number of
odd-ball things happening.
The way to put this sort of situation right is to start organizing as
given in this rundown.
Working on organization as you cope it will eventually make it come out
right.
When it sags just come back to this rundown and it will all straighten
out again.
L. RON HUBBARD
Founder
LRH:rr.cden
Copyright @ 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
266
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
Rernimeo HCO POLICY LETTER OF 22 SEPTEMBER 1970
Exec Hats
Personnel Hats Personnel Series 9
Ethics Hats
Org Series 4
AN URGENT IMPORTANT AND 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.
HATTECHNOLOGY
"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.)
E. A full pack of the written materials plus 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.
267
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 non-production 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
non-gradient 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).
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 led 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.)
268
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.
Then hats as post checksheets and packs are extended to the rest of the
staff.
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 non-standard 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.
269
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?"
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 NON-UTILIZED 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.
270
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.
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 IdealScene.
L. RON HUBBARD
Founder
LRffisb.cdenAs Copyright 1970 by L. Ronibbard ALL RIGHTS RESERVED
271
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 26 SEPTEMBER 1970
Issue III
Remimeo Executive Hats
Org Series 5
ORG BD CUTATIVES
The most serious blunder in re-doing org boards is losing past functions
off them.
"Cutative" is an invented word to mean the impulse to shorten or leave
out or the thing left out.
THE RULE IS: ANY MAJOR FUNCTION, ACTION OR POST LEFT OFF AN ORG BOARD
WILL WRAP ITSELF AROUND THE IN CHARGE LIKE A HIDDEN MENACE.
As the function is not expressed it is not recognized. But it forces
itself upward and can swamp an activity if not done-
Thus we get the laws:
I . Activity functions must all be expressed on the org board.
2. All functions below a personnel on an org bd are the
responsibility of that personnel, no matter what size the staff may
be.
3- Functions omitted will act as invisible overloads.
EVOLUTION OF ORG BDS
Usually the first org board ever done for an activity is a dream up. It
is seldom real but better than no org bd at all.
Experience then refines it.
Some functions on it are not related to it, are unreal.
Some functions not on it rise up to haunt and overload the In Charge.
Actions done by an executive that are not on the org board in
departments get posted like small flags opposite the executive's name.
(Like Legal, VIP greeting, etc.)
After a while these little flags are too many.
A reorganization occurs and the Flags are put down into departmental
functions. This gets them off the executive's neck and gets them manned up.
So far so good. Now what happens is a catastrophe. A new executive who
has no experience with this Org Bd DREAMS UP A NEW ONE. This is out of
sequence in evolution. He is treating the place as though it had NO org bd
simply because he doesn't know the existing board.
This gives us the Cutative. He drops functions off the board. These now
wrap around his neck. The place stalls.
YOU HAVE TO KEEP EVERYTHING ON THE ORG BD THAT WAS
272
EVER ON THE ORG BD EVEN IF IT WAS 3000 YEARS AGO.
SALVAGE
It often occurs that one has to do a full, complete salvage of an org bd.
There is absolutely no reason except the org bd writer's laziness not to
put everything on an org bd!
There is a rule about posting an org bd. You don't post a name for every
post. That is folly. You post by work load.
All the functions below a person are handled by that person. If they are
too much you put in a new name and person on a heavy load function.
So why do a cutative? It means no more people. It just means more space
and tape. What's saved but elbow grease. What's lost? The whole org can be
lost and become non-viable.
Example: SH original board had 10 major divisions on it. They were just
functions really. They were the 10 sources of income before SH trained or
processed anyone. Some years ago I tore the place apart looking for that
old org bd. It was evidently thrown away. Today SH does not have but one of
those income functions! Nine have been lost! It added training and
processing, it lost 9 functions capable of supporting it. They should be
looked up in the 1959-1960 accounts records, the old invoices analyzed and
gotten back and put on the WW Org Bd and manned. This is regardless of what
is already on the org bd.
Other functions lost off that and the SH org bds should be posted back
on them and at least held from above or double or triple hatted.
Example: DC which had the original 6 Dept Org Bd should recover those
posts and put them on the 9 Div Org Bd so early policy would make sense.
Example: London should recover its earliest org bds and put their posts
and functions on its current org bd.
There comes a time when early org bds have to be salvaged and reposted
on existing org bds.
BECAUSE THOSE FUNCTIONS ARE STILL THERE AND MOST OF THEM GONE INVISIBLE.
Example: A Division 2 org bd asked to be redone threw away 5011o of its
functions and posts, was dreamed up brand new off a division already caved
in by loss of performance. The excuse was "other activities now do these."
Published, this org bd would have driven its executive mad with omitted
duties that would come to him as invisible overloads.
The "We don't do that now" is like what once happened to tech. One could
say "Maybe you think you don't do it now but the function is still there
hidden. It was found once. Now you've lost it again."
OLD EMPIRES
The Egyptian, Greek and Roman Empires still try to operate! I've checked
it. The late British Empire may be gone on the British org bd but it will
still function without expression until it kicks England's head in. The
British public shovels money out by the scoopful to an Empire that doesn't
exist!
273
Trying to kill an org takes years and years and years and it still tries
to survive.
When one takes responsibility for a function or area it still tends to
persist.
It is an odd phenomenon. The Third Dynamic track is that way. Changes
later on the track, (short of auditing individuals) do not change earlier
circumstances.
A thetan's intentions get very pale perhaps but a thetan never really
gives up.
All this expresses itself on the subject of org bds.
One can also willfully disregard an existing board, dream up a new board
that does not express the functions and get into real trouble.
A NEW LOOK
Examining this subject of org bds in the light of very current
experience with asking people to redo them, these facts have emerged.
It gives us a new look.
The next full Scii org bd issue you see will have on it all functions of
which we have any trace and the nine division board we are using.
The new board will have nine divisions. It will also include all past
titles and functions in addition to all current titles and functions with
the past titles in parenthesis.
Many org bds of other activities have never become expressed at all and
have left a tangled history. The US still hangs flags around the Office of
the President and one hears "The Executive Branch is usurping the power of
Congress." Congress once had all those functions but didn't put them on its
org bd. They still do them but lost the titles to the president. Thus an
appointee despotism rises in place of a democracy. It all goes back to a
lost Congressional Org Bd.
It is necessary for a people or a staff to
(a) Have an org bd
(b) Know the org bd
(c) Have the org bd express the total functions and duties that have
ever been held by any post even including the flags of yesteryear
duly dated.
Don't cut functions off an org bd. If they have become known they have
been found. Why lose them?
One can rearrange flow patterns.
One cannot abandon living functions on an org bd.
It's only the unknowns on an org bd that get anyone overloaded, confused
or in trouble.
So why not keep it visible?
L. RON HUBBARD
Founder
LRH:sb.rd
Copyright@ 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
274
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 SEPTEMBER 1970
Issue I
Remimeo
Cashiers
Div Ills Org Series 6
Pub Div Hats
Div Il Hats
FSMs
F/Os CUTATIVE PRICES
HCO PL of 27 Apr AD 15 "Organizational Price Engram" is fully valid and
must be followed. It explains why price cuts damage orgs.
Price cuts are forbidden under any guise.
1. PROCESSING MAY NEVER BE GIVEN AWAY BY AN ORG.
Processing is too expensive to deliver.
2. BOOKS MAY NEVER BE GIVEN AWAY BY AN ORG OR BY PUBS ORG.
They are too expensive to manufacture.
3. FSM COMMISSIONS MAY NEVER BE PAID ON DISCOUNTED OR CUT
RATEITEMS.
If an FSM can't sell for full value he does not rate any commission.
4. SCHOLARSHIPS FOR COURSES ARE LIMITED TO INTERNESHIPS, HSDC AND
ACADEMY LEVELS.
5. COURSE SCHOLARSHIPS ONLY MAY BE OFFERED FSM ON CONTEST AWARDS.
6. SCHOLARSHIPS ARE ONLY AVAILABLE TO WORKING FSMs OF PROVEN
SELECTEE SUCCESSES.
7. ALL SCHOLARSHIPS AND AWARDS OUTSTANDING TERMINATE IF NOT TAKEN
BEFORE I JANUARY 197 1.
8. FSM COMMISSIONS ARE PAID ONLY ON THE ARRIVAL OF A STUDENT OR PC,
NOT ON RECEIPT OF THE FEE.
Adv payments are sometimes refunded.
9. ONLY FULLY CONTRACTED STAFF IS AWARDED FREE SERVICE, AND THIS IS
DONE BY INVOICE AND LEGAL NOTE WHICH BECOMES DUE AND PAYABLE IF THE
CONTRACT IS BROKEN.
10. FSM BONUS AWARDS TO ORGS MAY ONLY BE DELIVERED TO CONTRACTED
STAFF MEMBERS OF THAT ORG.
L RH: sb. rd L. RON HUBBARD
Copyright @ 1970 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
[Note: Per point 7 above, FSM Awards outstanding as of 27 September 1970
were to be taken by I January 1971 or forfeited. HCO PL of 31 January 1971,
FSM Contest Awards, abolished the deadline for claim and use of such
awards.
The rule in point 3 above concerning FSM Commissions on discounted or cut
rate items was modified by HCO PL 7 September 1973, Issue II, FSM
Commissions, Payment of, which sets out those discounted services on which
Commissions may be paid and how this is calculated, and those on which
Commissions are not paid. A copy of this PL appears in the 1973 Year Book.]
275
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I OCTOBER AD 20
Remimeo HC Checksheet
Org Series 7
HATS AND COUNTER-EFFORT
When you are trying to get somebody to do something he should do, you
are in effect trying to get him to wear his hat.
In trying to get things done you often feel you are running into
"Counter-effort". (Contrary action or effort to your action or effort.)
The most usual Counter-effort is NOT willfulness or mutiny or out-
ethics. Most people consider these are the reasons they get opposition to
worthwhile actions.
The most usual Counter-effort is lack of a hat, defining a hat as a
write-up, checksheet and pack on which the person is trained.
It looks like wilfull stupidity, waywardness, laziness, mutiny,
antagonism or what have you.
Whatever the reason for it may be it must include lack of a hat.
The variations are enormous, almost infinite.
Example: Mr A is trying to get Mrs A to be a good wife. Mrs A is in
outright mutiny. Now it could be that Mr A does not have or know his
husband hat or Mrs A has no wife hat or the neighbours or friends don't
have neighbour or friend hats or Mr B has no social hat and is trying to
estrange Mrs A or he has no husband's hat of his own; but whatever it is it
is a matter of hats. SOMEBODY (or all of them) in this is not wearing their
hat.
I had someone in marital trouble look at me thoughtfully once and say,
"I don't have any idea what are the rights or duties OF a wife."
Example: A Course Supervisor having trouble getting a student to study.
He pleaded and argued and wore himself out.
He never realized this student DID NOT HAVE A STUDENT HAT. He could have
saved all his energy spent in arguing and applied it to making up a student
hat and getting it assembled and studied and would have gotten somewhere.
ORG BD
So we draw up an org board for an activity for several people.
It is all correct as to function and flows.
We put the names of the several people on it where they seem to be flitted.
The activity doesn't go.
So we explain and drill the org board on the people.
276
It comes up to a flubby sort of cope.
The missing point now is HATS. Each one has to have and know his own hat
and something about the hats of others.
Things will promptly get much better! The activity and the interpersonal
relations and the lives of these people are greatly improved,
Personally they are running into much less cross-flow and confusion. So
they have a happier time, less effort and more production.
A badly organized, badly hatted, badly trained group is at each other's
throats continually. To get anything done at all they have to operate at
the level of correction instead of production.
Any ripple of emergency in such a group operates as a major impact.
PROGRAMS
There is still a missing element when one has org boarded and hatted and
specialist trained an activity. This is PROGRAMS.
The sequence of flows and the changes or actions at each point plotted
against time are in fact the major sequences and programs of a group.
MANAGEMENT SUCCESS
Given a desired product a fully successful management can only be
founded on the actions inherent in
1. A good Org Bd.
2. Hats as write-ups, checksheets and packs.
3. Hats trained in.
4. Sequences and Programs known and followed.
IT IS FAR FAR EASIER TO WORK ON AND ACCOMPLISH THOSE FOUR THINGS THAN IT
IS TO COPE AGAINST THE COUNTER-EFFORT GENERATED WITHOUT THEM.
Naturally while getting this done, anyone has to cope to keep things going.
SINGLE-HANDING
"Single-handing" means to handle things by yourself.
You can single-hand when you are all alone or you can single-hand in a
large group that is supposed to be working or helping.
When only one man, senior or junior, is doing all the controlling and
work of an activity he is said to be "single-handing".
The term derives from the sea (like so many English words). Single means
"one only" and "hand" means a sailor. "Handing" is the verb form of "single-
hand".
No other activity expresses so well the idea of "one man working" or
"one man controlling".
277
It is of course derogatory to others who are around and not working.
The phenomenon comes about by having non-org-boarded, unhatted and
untrained people.
Now the oddity of it is that it can occur (a) when there are other
people who are also supposed to be working (b) when there is an org board
(c) when there are hats and (d) when programs exist.
This of course looks like "bad morale" "apathy" even "mutiny".
The missing elements usually are:
(a) The other people don't know the purpose of the activity or
what's really going on.
(b) The org bd is unknown to them even when it exists.
(c) The hats are not checksheets and packs and have not been trained
in.
(d) The sequences or programs that should occur are not drilled in
and if they were the no-hat situation would wreck them.
The point is even more amazing when a group with a purpose and an
excellent potential product WILL BE POOR AND WILL FAIL if org bd. hats and
sequences and programs are not fully known and drilled.
Groups are like that.
This is why man and his activities succeed only in the presence of huge
affluences or extraordinary personal leadership.
Lacking org bds, hats, training, programs that he knows and can do, man
flounders.
UNHATTED LEADERS
Leaders who are not org boarded, hatted and trained and programmed can
make a fantastic mess out of a formerly well organized group.
It takes some doing. But no one can knock the known org board apart
faster than a senior. No one can knock off hats easier than someone in
authority who does not himself know they exist.
Nero and his ilk destroyed the whole Roman Empire. That civilization was
about as well org boarded and hatted as any civilization on the planet in
recent millennia. Nero thought he was a lute-player and composer and
charioteer. These were the only hats he ever wore aside from that of
murderer.
A few emperors like him and that was that.
The Christians had an org board, member hats and staff hats, post hats
of a sort and constant training. And that was the end of the Roman Empire
and the beginning of the Holy Roman Empire.
Way up in Pope Alexander the Fourth's time (the days of Lucretia Borgia)
when Bishoprics were for sale and the member hats were forgotten, the Holy
Roman Empire failed.
So there is plenty of history and example, even the full tech was not
even developed. You can see the dim counterparts of org boards and hats
weaving their way through all man's yesterdays.
278
The history of the world is not written by wars and violence. It is
written against an unseen background of beneficial products, org board,
hats and programs.
The fantastic administrative skill of Arthur Wellesley the Duke of
Wellington and the rigid org bd of Nicholas of Russia defeated Napoleon
whose only skills were military genius and personal leadership and luck.
So when the head of something does not know about org bds and hats and
programs he can single-hand things perhaps into temporary power but will
wear himself out with cope and soon decline.
One can't just run things. One has to put something there and the
something is a desirable product, and org bd hats and programs and see they
are grooved in properly.
And looking over history the most valuable product of an executive is
holding the form of his org and providing his staff members with hats and
programs well grooved in.
It takes so much more time and effort to build up an org in terms of org
bd and hats and get it to hold its form that one might not at once see its
benefit. Trying to get a result without also building an organization
inevitably winds up in single-handing, coping, overwhelm and eventual
defeat.
The right answer is single-hand while you train up your people.
For one will wind up single-handing any post he has not org bded and
hatted and programmed.
And that is true of even a junior member of a staff. If HE doesn't
hammer away to get in org bds and hats and sequences and programs HE will
wind up single-handing all his section-while they stand around making life
miserable with inefficiency, goofs and flubs and obvious counter-effort.
It isn't labor against management or the people against government. One
or the other or both aren't on org bds and aren't wearing their hats.
And in an interdependent society or a complex activity the final result
of no org bd, no hats, no programs known is chaos. And very unpleasant
chaos as well.
L. RON HUBBARD
Founder
LRH:sb.rd Copyright @ 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
279
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 8 OCTOBER 1970
Remimeo Executives
Org Sefies 8
ORGANIZING AND PRODUCT
Disorganization gives a poor product.
Organization (providing tech exists to make the product) will produce a
good product.
If a product is poor or spotty one must
(a) Organize
(b) Make the tech available and known.
You can literally have mobs of people working and excellent production
tech and get a horrible product.
The missing ingredient is organization.
Organization consists of a real and functional org board, hats
consisting of checksheets, packs and manuals and training of this material.
The most used Org Bd is the "Hey You! Org Bd". In other words just tag
anyone to do anything.
This guarantees bad production and a lousy product.
One can have an Org Bd that isn't real and get a "Hey You! Org Bd".
Or one can have a good Org Bd that isn't known and get a "Hey You! Org
Bd" in actual practice.
A whole org can be Org Bded and hatted and trained and yet shatter when
an untrained senior turns it into a "Hey You! Org Bd". This is easily the
commonest cause of org collapse.
LOSING AN ORG BD
When an Org Bd leaves out known vital functions these tend to wrap
around the neck of the In Charge as unknown items of irritation.
The commonest fault in re-drawing an Org Bd is throwing the old one away
and without looking at or getting a full inspection of the actual functions
being done, dreaming up a brand new board. This produces a delusory
situation. It is in fact a disassociation of the real work and the Org Bd
delusion.
MINIMUM FUNCTION
A post tends to dwindle down to the "irreducible minimum function".
A mail clerk will distribute mail as that is visible to others. Logging
it is less visible. Properly sorting it is less visible.
If "Receiving, Logging, Sorting and Distributing" are left off the Org
Bd and
280
"Mail Distribution" is all that is left on it, the other functions tend to
vanish and the post slides to "irreducible minimum" of just grabbing and
slinging out mail.
A galley Org Bd can be deficient and carry only "Food", or "Cook";
you'll get "food" and that's all. It will possibly be very lousy food as
the Org Bd is down to an irreducible minimum. Says "food" so they just
sling out food any old way of any old kind. Bad product. The answer is to
organize it. What are the steps in sequence that it takes to get good food
served and the place cleaned up? If they are all on the Org Bd as functions
you have the SEQUENCE of actions expressed as functions which can be posted
and delegated as duties.
OUT SEQUENCE and OMITTED HATS are the commonest fault in programs and
Org Boards. (See Data Series.)
One person may have 35 separate hats.
If so he needs 35 Hat Folders, Checksheets and Packs and 35 baskets or
compartments for the flows.
Further, the hats must be in sequence of flow where they relate to one
type of particle.
35 Hats is large but many an executive unknowingly wears more. And the
ones he doesn't see are his areas of upset.
The smaller the number of people in an activity, the more hats each has.
One girl holding down seven branches of an office finally got untangled
just by having seven baskets, one for each branch, and working a stated
time on each one each day. She sorted the inflow into the baskets by
branches and then did them in rotation that made an Org Bd of the baskets.
She suddenly got production where she had had just despair and chaos.
SUMMARY
To improve an existing product, ORGANIZE.
L. RON HUBBARD
Founder
LRH:sb.rd Copyright @ 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
281
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 28 OCTOBER 1970
Remimeo
Org Series 9
ORGANIZING AND HATS
"Org Bd" is actually an abbreviation not for an organization (noun)
board but an organizing (verb) board.
The org bd shows the pattern of organizing to obtain a product.
A board then is a flow chart of consecutive products brought about by
terminals in series.
We see these terminals as "posts" or positions.
Each one of these is a hat.
There is a flow along these hats.
The result of the whole board is a product.
The product of each hat on the board adds up to the total product.
WORKING IT OUT
When asked to work out an Org Bd (or when the board there is doesn't
work) one might think the task very difficult.
In studying this subject so as to be able to communicate it, I made
several small breakthroughs in the subject itself.
Several questions on this can be very easily answered now.
Does an org bd have any value?
Yes. Without an org bd there is no group product, there is only a mob.
Yes. When there is no org bd there is much greater effort involved in
getting anything done.
Yes. The waste of people involved in no org bd and the loss of product
justify any amount of effort to work out, make known and use a proper org
bd.
Man instinctively uses an org bd and protests the lack of one. The
rawest recruit walking aboard a ship assumes the existence of an org bd, if
not a posted one, at least a known one. He assumes there will be somebody
in charge and that different activities will be under different people.
When there is no known org bd he protests. He also feels insecure as he
doesn't know where he fits into this organization.
Almost all revolts are manned by people who have been excluded out and
are not on the country's org bd. This is so true that the ridiculous
circumstance recently occurred in the U.S. . The president found he had
"professional relief receivers". Certain people had assumed the status of
"government dependent" and were giving this as their profession. It was of
course a post of sorts. And because it wasn't admitted as a post by the
government there were some riots.
282
The effort to belong or to be part of is expressed by an org bd. A
person with no post is quite miserable. A person with an unreal post feels
like a fraud or a mistake.
Morale then is also considerably affected by the quality of an org bd or
its absence.
The overall test for the group, however, is its viability. Viability
depends on having an acceptable product. Groups which do not have an
acceptable product are not likely to survive.
The volume and acceptability of a product depends in no small measure on
a workable known org bd. This is true even of an individual product.
An individual or small group, to get anywhere at all, requires a very
exact org bd. The oddity is that the smaller the group the more vital the
org bd. Yet individuals and small groups are the least likely to have one.
Large groups disintegrate in the absence of an org bd and go non-viable in
the presence of a poor one.
The quality of a product, usually blamed on individual skill only,
depends to an enormous extent upon the org board. For example, one
disorganized mob that was trying to make a certain product were worked to
death, harassed, angry at one another and had a wholly unacceptable product
at about twice the usual cost; when organized to the degree of a third,
still without proper schedules, still largely untrained, they began to turn
out an acceptable product at about half the effort-so even some
organization worked.
The product volume and quality depends utterly and totally upon the org
board and hats and their use. You can train individuals endlessly but
unless they are operating on a workable org bd they will still have a poor
or small volume product.
The traditional reliance of British Intelligence on star agents instead
of organization cost them (along with misused PR) their empire.
Lack of a known and real org bd can spell failure. And lack of knowledge
of the subject of organization has to be substituted for by pure genius at
every point.
Thus to make anything at all, to improve any product, sustain morale and
distribute work equitably and make it count, one has to have a real and a
known org bd.
So how do you make one?
HATS
An org bd is made up of hats.
The definition of a hat is the "beingness and doingness that attains a
product".
Let us take a train:
The engineer wearing his engineer hat has the title of engineer. That's
the beingness.
He accepts orders, watches signals and general conditions, operates
levers and valves to regulate the operation of his engine and to start
change and stop. That's the doingness.
He safely and on schedule moves the train passengers and/or freight from
one location to another. A moved train and load is the product.
So how do we find out there is a hat called engineer?
283
As people are continually accepting or viewing already existing posts,
when you ask them to dream up an org bd they at first may not realize that
you are asking them to invent the correct posts.
They don't have to invent "engineer". Everybody knows "an engineer runs
a train"-
So if you didn't know this? You'd have to figure it out.
One would do it this way. One would have to think along these lines.
The idea comes about because of a concept that people and goods have to
be moved over distances on land. Or that a new area building up has to have
transport of people and goods from and to it.
Ah. This will be viable in an economic framework because people will pay
to be moved and pay for their goods to be moved.
Trains do this.
So let's use trains.
Arranging finance (or by prepayment) and obtaining a franchise for a
right of way, track is laid, rolling stock and stations and roundhouses are
built.
Now it emerges that somebody has to drive the train. So somebody had
better be hired to drive the train.
So there comes into view the post of Engineer.
How do we know this? Because we have to have a product of moved people
and goods. That was what we were trying to do in the first place.
Therefore, the Engineer Hat.
So supposing now we did not have any org bd at all.
The engineer hat would be the only hat. So he collects fares, runs
stations, fixes his engine, buys fuel, loads the cars, sells stock ......
Wait a minute. If the engineer did all that the following would happen:
1 . He would be exhausted.
2. His temper would be bad.
3. He would have machinery breakdowns.
4. He might have wrecks.
5. The railroad property otherwise unhandled would disintegrate.
6. He would have a low volume of product.
7. His product would be uneven and bad as he could maintain no schedule.
8. There would shortly be no railroad.
Now let's go wog and "solve" this.
Let's appoint a person for each station and say "There we are!"
Well, it would still be a mess.
284
So let's hire more engineers and more station agents and more engineers
and more
station agents and wind up with a confused mess, a huge payroll and
a lousy
product. That's how governments do it. And it is notable that current
governments
have no product but disaster.
No, we have to solve this in quite another way.
We do not get anywhere and we will not get a sensible org bd and nothing
will work or be viable unless WE COUNT THE PRODUCTS CORRECTLY AND DEVELOP
HATS TO ATTAIN THEM.
When we have done this we can arrange the hats on an org bd so there is
a flow and command channels and communication channels and we've got an org
bd.
You cannot work out an org bd until you have counted products!
As volume increases you estimate the products before the final product
and hat those.
Quality of final product depends on a real org bd and hats, both
complete, real and trained in and the functions DONE.
Let us see now how you break down a final product into the products
which, put together comprise it.
We have the final product of a railroad-viably moved loads. How many
lesser products go into the big product?
There is a matter of machinery here. Any machine has 2 products (a) the
machine itself in good operating condition (b) the product of the machine.
A repairman and machine shop man and a roundhouse keeper each has a product
under (a). That is just for the machine, the engine.
Under (b) we have what the machine itself produces (hauled trains in the
case of an engine).
Here we have then 2 major products-and these break down into lesser
products, earlier in sequence to the final product.
There is even an earlier product to these-bought engines. And an earlier
product to that-finance for equipment.
As for the load itself, a delivered load, accepted by a consignee at the
end, as you back up the sequence you will find a product-stored freight.
And before thatunloaded freight. And before that-moved freight. And before
that-loaded freight. And before that-freight assembled for shipment. And
before that-freight contracts procured. And before that-advertising placed
in public view. And before that-surveys of public freight requirement. And
before that-survey for activities requiring freight service.
Each one of these products is a hat.
Surveying this again we see there's no charges or money involved so no
economic viability. Thus we have a product, money made. This has earlier
hats of course. The bewilderment of some people (and a lot of executives)
who gape at a no-dough situation is laughable. They aren't product-minded.
They think money falls into a company's lap or out of a TV set. They can't
think the product-sequence necessary to obtain money. So they go broke and
starve. There are always a lot of prior products to the product MONEY.
Fixated people just fixate on money itself, have no product sequence and so
go broke or are poor.
285
Someone has to have a desirable product that is sold for more than it
cost to produce and have to sell it and deliver it to have money. Money
even makes money. And even a pool of money has to have a product sequence
or it vanishes.
Even in socialism or communism the how does it support itself question
must be understood, answered, its product sequence identified, org boarded
and hatted. In such a moneyless society the org boarding has to be much
tighter as money adds flexibility and lack of it as a working factor makes
problems that are hard to solve.
ORGANIZING
In order to organize something one only has to
I . Establish what is the final product.
2. Work backwards in sequence to establish the earlier products
necessary to make each next product and which all in a row add up to the
final product.
3. Post it in terms of vertical greater and greater completeness of
product to get command channels.
4. Adjust it for flows.
5. Assign its comm sequence.
6. Work out the doing resulting in each product. Write these as
functions and actions with all skills included.
7. Name these as posts.
8. Post it.
9. Drill it to get it known.
10. Assemble and issue the hats.
11. Get these known.
12. Get the functions done so that the products occur.
This is what is called "organizing".
As a comment, because railroads didn't fully organize their viability
decayed and they ceased to be so used.
Railroads think it's the government or airplane rivalry or many other
things. It isn't. They had too many missing hats, were actually too
disorganized to keep pace with the society's demands, ceased to fully
deliver and declined. In fact there has never been a greater need of
railroads than today. Yet, disorganized, badly org boarded and hatted, they
do not furnish the service they should and so are opposed, government
regulated, Union hammered and caved in.
To have a quality product, organize!
To raise morale, organize!
To survive, organize!
L. RON HUBBARD
Founder
LRH:sb.rd Copyright (D 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
286
I
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 OCTOBER 1970
Remimeo Exec Hats
Org Series 10
THE ANALYSIS OF ORGANIZATION BY PRODUCT
The different products involved in production are:
1 . Establishing something that produces. (Product 1)
2. Operating that which produces in order to obtain a product.
(Product 2)
3. Repairing or correcting that which produces. (Product 3)
4. Repairing or correcting that which is produced. (Product 4)
Example: A typewriter is manufactured and located on a desk. This is
establishing something that produces as in (1). A typist operates or runs
the typewriter which thus produces typed sheets, stencils, etc which are
the product produced. This satisfies (2) above. The typewriter from various
causes eventually requires repair in order to continue to produce. This
satisfies (3). The correction of things typed would satisfy (4).
These are the four basic PRODUCTS involved in production.
Thus there are really four basic products necessary to a production
activity. These are:
I . The established machine.
2. The machine's product.
3. The corrected machine.
4. The corrected product.
That makes a minimum of 4 products for any production cycle.
Three major factors govern every product. These are:
A. Quantity
B. Quality
C. Viability
Quantity would be an acceptable, expected or useful volume.
Quality would be the degree of perfection of a product.
Viability would be the longevity, usefulness and desirability of the
product.
As each product in the four listed above has three factors in each
product, there are then 12 major points (4 x 3) regulating production.
287
Product I - Establishing the typewriter, contains:
G) The quantity of typewriters established.
(ii) The quality of the typewriters established.
(iii) The viability of the typewriters established.
Product 2 - The product of the typewriter (typed things) also has three:
(iv) The quantity of the typed things.
(v) The quality of the typed things.
(vi) The viability of the typed things.
Product 3 - The repair of the typewriter itself also has three factors:
(vii) The quantity (amount) of the repair.
(viii) The quality of the repair.
(ix) The viability of the repair.
Product 4 - The correction of the thing produced.
(X) The quantity (amount) of the corrected product.
(xi) The quality of the corrected product.
(Xii) The viability of the corrected product.
Thus to get a product "typed things" there are actually 12 separate
factors.
This applies to all machinery. For instance there is the generator that
produces and there is the thing (electricity) produced by the generator.
There is the repaired generator. And there is the corrected electricity
(such as reducing its voltage or converting it).
Now if you did not know that you were handling 12 factors in producing
electricity the tendency would be to "just run the generator" and ignore
the actual factors governing production.
The results of this would be total operation only. The generator would
soon go to pieces. The electricity furnished would vary all over the place
and blow out other equipment. There would be no funds to repair or replace
the generator when it broke down. By paying little attention to products
(as the wog world often does) or by shifting their importances -giving
total importance to running it-there would soon be no viability at all. The
end result would be 2 wrong products-scrap metal that was once a generator
and no electricity.
Now, surprise, surprise! An organization composed of people is
influenced by these same things!
Org Product I is putting it there.
Org Product 2 is what the org produces.
Org Product 3 is the repair of the org.
288
Org Product 4 is the correction of the org's product.
If we do not know these products and factors exist, continual mistakes
can be made just as bad as just running a generator. Instead of the desired
final product which is offered and sold and delivered, we get scrap paper
and insolvency.
To establish an org one has to put one there. This requires a desirable
and economic product of the org envisioned, the technology of making the
final product, the technology of making and handling the org, the
procurement of a location, recruitment, an org bd, hats, and training and
the equipment and materiel needed to produce the final product and the
obtaining of the raw materiel to make the final product. Thus established,
it must be done so that:
The amount of org is created proportionate to its final product demand.
Gi) The quality of the org itself-shabby, posh, active or lazy, etc.
(iii) The viability of the org (how long will it last economically, li~ow
will it expand, does income exceed out-go, etc).
The Product of the org itself is regulated by:
(iv) The quantity of product produced (which must be of sufficient volume
to
satisfy demand).
(v) The quality of the org's product or products, (which must be adequate
to
satisfy those requiring and paying for the production).
(vi) The viability of the org's product (how long does it last and is it
adequate
for its value).
The Repair of the org itself must be:
(vii) The quantity or amount of repair necessary to make the org functional
(which may amount to simply giving it a new letterhead or rebuilding
the whole place, nearly the establishing product again).
(viii) The quality or expertness of the repair, (a bad one could
destroy the place).
(ix) The viability of the repair (if the right WHY is handled the repair
as a product will last a long time and if a wrong reason for decline
is handled the place will just cave in again).
The correction of the org's product to obtain a uniformly satisfactory
product:
(X) The quantity (proportion) of the org's product that has to be
corrected
(which might require, if too high, the repair of some part of the org
itself).
(xi) The quality of the correction (expert and can be afforded and itself
non-destructive).
(xii) The viability of the product corrected. (Will it last and be nearly
as good as the better produced product?)
All these factors must be consulted.
289
ANALYSIS
If one understands these factors and realizes they are all present in
running an egg beater or the world's biggest oil company, one will not be
groping around in rags.
A checklist of the 12 factors influencing the 4 major products can be
made up and each point as it relates to an org can be studied about a
particular org.
One has here the basics. From these there can arise a near infinity of
lesser items.
When one does not know these basics one flounders endlessly while
attempting to handle a post, a portion of an org or the whole org. One gets
into a frantic correct the errors and out-points or goes into apathy as he
has no guidelines.
However, using these basics, one can easily check them off and so see
what he has to do to more closely approach the ideal.
In Dianetics and Scientology, for example, the final pc product of Flag
auditors trained on the same HCOBs as field auditors, on rougher pcs, is
infinitely better than the pc-product elsewhere. This is a puzzle. The clue
is not in auditing at all. It lies in an earlier product -training. A Class
VI or a Class VIII auditor on Flag was trained (a) more rapidly (amounting
to as little as 1/6th of the time in an org) and (b) more honestly and (c)
the Flag auditor is expertly corrected as a product when he begins to audit
until the auditing product is perfect. The training (quantity, and lasting
quality) on the course is better and the training extends to training on
post until the auditor's product (the auditing of the pc and the pc) need
little or no product correction. The equivalent used to be required HGC
training-on post training-for a staff auditor to become a staff auditor. In
no org did auditors go fresh from school into auditing with no further
training. This went out in some orgs. The product "corrected auditor"
became a missing product. Thus Flag auditing produces a better product as
that product-corrected auditor-exists on Flag.
This is given to show the use of the product factors.
Where any of these products or factors are missing, the viability of the
whole is shaken. By using them the whole becomes viable.
L. RON HUBBARD
Founder
LRH:rr.rd Copyright Q 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
290
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I NOVEMBER 1970
Remimeo
Org Series 11
ORGANIZATION & MORALE
Morale is a large factor in organizing.
An executive is utterly dependent upon the willingness of those who work
for him. (How to Live Though an Executive.)
Willingness, while it is also a factor in morale is also a manifestation
of morale.
Morale, the tone of a group, is the Target of "do-gooders", the "one
worlders", the labor agitator, the Commie agent, the local minister and a
general mixed company of often well-meaning but nevertheless deadly people.
"You poor fellow. They treat you so badly we will take up this
great
injustice workers should have everything free Communist
Imperialist
aggressors against poor working people. . . . . You poor fellow, God will
make you
welcome in his Heaven from this earthly toil Kill the managers
Down
with law and order
Well, it all winds up in revolution eventually and mounds of dead
workers and a few dead managers.
So let's look this over.
If you can do something about an ill situation you do. If you can be
effective you can at least make the situation easier. If you can't do that
you can sympathize.
Sympathy with the abused apparently not only does no good but winds up
in revolt!
How?
You have this young girl, see. She is wearing last year's dress. No new
clothes. So you say, "You poor thing wearing last year's dress." Up to now
she wasn't worried about it. Now she says "I wish I had some new clothes."
And you say "You poor thing. Doesn't your mother ever buy you new clothes?"
"No." "The beast!" She goes home and revolts.
Get it?
The UN says "Every woiker, he got to have job, house, lotsa dough."
Worker says "Who? Me?" "Yes you poor down-trodden sod." And the UN says
"United States. You rich. You pay!" U.S. pitches out the Foreign Aid. The
countries take the dough and revolt and elect a military junta that chops
off heads every hour on the hour.
The one-world do-gooders in the U.S. say "U.S., you pay poor fired
woikers!" U.S. puts out sixty-three billions. You can't walk down a street.
Riot and Insurrection.
Why?
Sympathy. But not one brain cell worth of organization.
291
People want to be part of things, part of life.
If the clod heads that pass for modern politicians had the ability to
organize and handle an economy (in big countries or small) people could
easily be part of things and build the place up. It is in fact a highly
skilled activity. And currently quite beyond the heads of nations. Or they
wouldn't have unemployment, riots, inflation and future death.
Take Russia. (You take her, 1 don't want her.) She had half a century of
growing revolt. The oatmeal brained Romanoffs spent their roubles on war
and secret police. Up jumped Lenin, "You poor woikers!" Revolt. Dead Czar.
Dead Russia. Their it workers paradise" can't feed itself. The Czars were
supremely awful. Their Commissars weren't even that good. One secret
policeman per worker was about the ratio in Stalin's day.
Let's be practical. Who is going to build this UN house for the poor
worker? Who is going to pay the billions except the worker?
And if, as we so glaringly see, the end product of all this "poor
worker" is riot and civil commotion, insurrection and piles of dead workers
then mightn't there be something a bit awry with its morale value?
Sympathy is a morale depressant. And knowingly or not, a morale
destroyer.
If the person who sympathized was good enough to do something about it
he would.
There's nothing at all wrong with righting evil conditions. Far from it,
But if you want to better things KNOW HOW TO ORGANIZE.
Don't just stir up a revolt that will get workers machine gunned.
If the chronic moaner knew how to throw together an organizing board and
groove in the lines, as part of the state or the opposition he could
certainly change things for the better.
Organizing is the know-how of changing things.
Good morale is the product of good organization!
If you organize something well and efficiently you will have good
morale. You will also have improved conditions.
Wherever morale is bad, organize!
A very careful survey of people shows that their basic protests are
against lack of organization. "It doesn't run right!" is the reason they
protest things.
Inequalities of work load, rewards unearned, no havingness, these are
some of the things that are snarled about.
They are cured by organizing things.
Russia Siberiaed or shot all her managers, thinking managers and
capitalists were the same thing. Then she couldn't feed her people.
And you can't even discuss morale as a subject when a country has to be
held together with barbed wire frontiers to hold in its own secret policed
people!
The only thing I really have against Communists is that they know how to
make a revolt but not how to make a country.
292
And the only thing I have against the Capitalist do-gooder is that all
the corn and games in the world will not make a viable country.
Neither system winds up in happiness or high morale.
The physical universe is no rose bed. But it can be confronted and can
be lived in by a group.
Whenever you see bad morale, behind it you will see chaotic
disorganization.
A nation or an org follow the same laws.
Disorganization from any cause deprives people of wanted beingness,
doingness and havingness.
When you deprive people of those things you're going to have pretty
awful morale.
And only organization and very good organization will bring about
beingness, doingness and havingness.
All three factors must be served. And purpose and reason must exist.
A bum with a handout sandwich is a bum with a handout sandwich. You
can't change anyone upward with sympathy. It is a witch's weapon, a devil's
curse. But you can change someone upward with organization.
Bad organization = bad morale.
Good organization equals good morale.
And good organization is something worked on by a group, not ordered
under pain of death.
The only tops that get blown when effective organization starts going in
are those who don't want others to have things and take delight in
suppression-in other words good organization is only opposed by those who
have reason to fear others. For in organization lies the secret of a
group's strength.
A small group thoroughly organized can conquer the disorganized
billions. And have excellent morale while they're doing it!
L. RON HUBBARD
Founder
LRH:sb.ka.rd Copyright (j) 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
293
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 2 NOVEMBER 1970
Remimeo Issue 11
Corrected and reissued 7 Nov 70
Org Series 12
THE THEORY OF SCIENTOLOGY ORGANIZATIONS
This "HCO Bulletin" 21 Sept 58 explains how a Scientology organization
differs from "the industrial ideal".
The industrial idea of organization is a cog wheel type organization
with each member of it totally fixed on post, doing only exact duties, with
all cog wheels intending to mesh. The industrial idea does not
differentiate between a machine and a human or live organization.
The product laws (Products 1, 2, 3 and 4 as given in the Org Series)
apply to both a live organization and a machine organization and any
organization. Since a live and a machine organization hold these laws in
common, the industrialist confuses the live organization and the machine
organization.
HCO P/L 29 October 70, Org Series No. 10 "The Analysis of Organization
by Product" also carries a mention of this difference between a live and a
machine organization.
As the industrial idea has already been mentioned in this Org Series,
and as this Org Series mainly applies to live (not machine) organizations,
and as people tend to fall into a machine organization pattern (and also to
use a live organization to not know their own speciality best) this earlier
issue on live organization is published in full:
HUBBARD COMMUNICATIONS OFFICE FOR ALL STAFF MEMBER HATS
LONDON (Issued at Washington)
HCO BULLETIN OF SEPTEMBER 21, 1958
THEORY OF SCIENTOLOGY ORGANIZATIONS
An organization is a number of terminals and communication lines united
with a common purpose.
The actions of an organization can all be classified under the heading
of particle motion and change. To analyze a post or a department or an
organization, make a list of each particle it handles (whether types of
bodies, types of comm or any other item) and follow each item from the
point it enters the post or department or organization to the point it
exits. If a particle isn't handled properly and passed along properly there
is a confusion or a dead-end. To organize an organization requires more
than theory. One has to inspect and list the particles and get their routes
and desired changes of character enroute. Then he has to see that terminals
and comm lines exist to receive, change and forward the particle. All types
of particles belong to somebody, are handled some way, come from somewhere
and go somewhere. There are no confusions when lines, terminals and actions
exist for each type of particle.
Judgment and decision are needed in every staff post. If the handling of
items are just "petty details" then so is your fellow man a "petty detail".
There are no labourers in a Scientology organization. We are all
managers of these particles.
Routes of handling are not orders to handle but directions to go. A
route is not necessarily correct for all cases. It is only correct for most
cases. Robots can't handle livingness. Robot organizations and robot
civilizations fail. They only seem to work-like the commie empire seems to
work until you find out everyone is starving to death in it. A perfect
organization is not a machine but a pattern of agreements. A route is only
the agreed upon procedure. It is not only occasionally broken, it
294
now and then should be. The terminals involved make the agreement or the
route doesn't work. A route along terminals that never agreed is no route
but a labyrinth. People agree to postulates they can understand and
appreciate. Hence, a route and handling begins with a particle, develops
with a theory, comes to life with an agreement and continues to work
because of judgment and decision.
The routing, the comm lines, the pattern of an organization do not do
the work. The work is done by living beings using good sense and skill. The
organizational pattern only makes their work easier and lessens confusion
and overburden. Governments, armies, big research bureaus reduce themselves
down to routes and titles. They don't work. They don't do work. They allow
for no human equation. Therefore, slave societies (composed only of routes
and unthinking terminals) are always beaten eventually by free peoples.
There is a point where routes and exact procedures become unworkable, just
as there is a point, facing a volume of work, that individuality and no
teamwork becomes unworkable. An optimum organization is never severely
either one. Total individuality and total mechanization alike are
impossible. So if you or your department or your organization seem to be
too heavily inclined to either one, yell don't talk. A bad organization
will fire you and you can do something more profitable. A good organization
will listen. BUT-always have a better idea than the one in use. Grumbling,
refusing to work don't work. A better idea, talked over with the terminals
on either side of you, put down in concise writing, submitted, will be put
into action in a good organization. Of course, there's always a chance that
the new proposed handling throws something out of gear elsewhere. If it
does, you have the right to know about it.
An "organization" doesn't get the work done. As an orderly plan it helps
its terminals get the work done. The staff as individuals do the work. An
organization can help or hinder getting the work done. If it helps, it's
good. If it hinders, it should be examined thoroughly.
An organization can work wholly at "taking in its own laundry". All the
work that gets done is the work generated inside the shop by unreal routes
and weird changes of particles. This is a government circa mid-20th
Century. Its highest skill is murder which in its profundity it makes
legal.
A totally democratic organization has a bad name in Dianetics and
Scientology despite all this talk of agreement. It has been found by actual
experiment (LA 1950) that groups of people called on to.select a leader
from among them by nomination and vote routinely select only those who
would kill them. They select the talkers of big deals and ignore the doers.
They seem to select unerringly the men of average skill. That is never good
enough in a leader and the people suffer from his lack of understanding. If
you ever have occasion to elect a leader for your group, don't be
"democratic" about it. Compare records as follows: Take the person who is a
good auditor, not just says he is. Take the person who has a good, not
necessarily the highest, profile and IQ. Take the person who can grant
beingness to others. And look at the relative serenity and efficiency of
any past command he may have had. And even then you're taking a chance. So
always elect temporarily and reserve the right of recall. If his first
action is to fire people, recall him at once and find another leader. If
the organization promptly prospers, keep him and confirm the election by a
second one. If the abundance of the organization sags in a month or so,
recall and find another. Popularity is some criterion-but it can be created
for an election only, as in the U.S. Select in an election or by selection
as an executive the person who can get the work done. And once he's
confirmed, obey him or keep him. He's rare. But beware these parliamentary
procedure boys and girls who know all the legal and time wasting processes
but who somehow never accomplish anything except chaos. A skilled,
successful leader is worth a million impressive hayseeds. Democracies hate
brains and skill. Don't get in that rut. In the U.S. War between the States
militia companies elected their officers with great lack of success in
battle. They finally learned after tens of thousands of casualties that it
was skill not popularity that counted. Why be a casualty-learn first.
Democracy is only possible in a nation of clears-and even they can make
mistakes. When the majority rules the minority suffers. The best are always
a minority.
What is Your Job?
Anything in an organization is your job if it lessens the confusion if you
do it
295
Your being exactly on post and using your exact comm lines lessens
confusion. But failure to wear another hat that isn't yours now and then
may cause more confusion than being exactly on post.
The question when you see you will have to handle something not yours is
this: "Will it cause less confusion to handle it or to slam it back onto
its proper lines?"
Example: A preclear wandering around looking for somebody to sell him a
book. You see him. The book sales clerk isn't there. The books are. Now
what's the answer? You'll create a little confusion if you hand him a book,
take his money and give it to the book sales later. You'll create confusion
for your own post and the organization if you go chasing around trying to
find "book sales terminal". You'll create a feeling of unfriendliness if
you don't help the preclear get his book. Answer it by deciding which is
less confusing. You'll find out by experience that you can create confusion
by handling another's particles but you will also discover that you can
create confusion by not handling another's particles on occasion.
The only real error you can make in handling another's particles is to
fail to tell him by verbal or written comm exactly what you did. You stole
his hat for a moment. Well, always give it back.
Remember, in a Scientology organization every Scientologist on staff
potentially wears not just his own but every hat in the organization. He
has to know more jobs than his own. Particularly jobs adjacent to his post.
He often has to do more jobs than his own because those jobs have to be
done and he sees it. A non-Scientology member of an organization is only
limited in what he can do in the organization by lack of know-how. But the
limitation is applicable only to instruction and auditing. But a
Scientologist: he may find himself wearing any hat in the place including
mine. And others may now and then wear his hat.
A staff member gets the job done of (1) his own post, (2) his
department, and (3) the whole organization.
People who are always off line and off post aren't doing their own jobs.
When we find somebody always off post and in our hair we know if we look at
his post we'll find a rat's nest. So there are extremes here as well.
How to Hold Your Job
Your hat is your hat. It is to be worn. Know it, understand it, do it.
Make it real. If it isn't real it is your fault since you are the one to
take it up and get it clean with an Executive. If he doesn't straighten it
up so you can do it, it's still your fault if it's not done.
You hold a job in a Scientology organization by doing your job. There
are no further politics involved-at least if I find out about it there
aren't. So do your job and you've got a job. And that's the way it is.
But on post or off, we only fail when we do not help. The "public" only
objects to us when we fail to help or when we fail to answer their
questions. So we have two stable data on which to operate whether we're on
post or not:
HELP PEOPLE!
ANSWER PEOPLE'S QUESTIONS EXACTLY!
When you don't you let everybody down.
NEATNESS OF QUARTERS
- THE PUBLIC KNOWS US BY OUR MEST -
A part of everyone's hats is keeping a good mock-up in people, offices,
classrooms, quarters.
Keep your desk and your Mest neat and orderly. It helps.
And when you see things getting broken down or run down or dirty, fix
them or clean them or if you can't, yell like hell on the right comm line.
The Dispatch System
The Dispatch System is not there to plague you but to help you.
296
Except when you've got to have speed, never use an inter-office phone to
another terminal. And never write a dispatch and present it and you at some
other point at the same time. That's "off-line" just as a phone is "off-
line". A good use of the organization's lines reduces confusion. The other
guy is busy, too. Why interrupt him or her unnecessarily with routine that
should go on the lines? You'll usually get an answer in the same day or at
least in 24 hours. The organization's comm lines are pretty good. They make
it possible for this small handful of us to get more things done in this
society than any other organization on Earth in terms of actual
accomplishment.
A comm line can be jammed in several ways. Principal of these is
entheta. Ask yourself before it goes on the lines-it's bad news but is it
necessarily important? Another is overburden. Too much traffic jams a line.
Too long a dispatch doesn't get read. Another is too little data. That can
jam a line but thoroughly. It takes more dispatches to find out what goes.
Another way is to by-pass the line itself-this jams the terminal. The final
way, in broad classes, to jam a comm line is to put erroneous data on it.
The last is a pet hate of Scientology people. Generally its form is
"everybody knows". Example: "They say that George is doing a bad job", or
"Nobody liked the last newsletter". The proper rejoinder is "Who is
Everybody?" You'll find it was one person who had a name. When you have
critical data omit the "everybody" generality. Say who. Say where.
Otherwise, you'll form a bad datum for somebody. When our actions are said
to be unpopular the person or persons saying so have names.
In Summary
A post in a Scientology organization isn't a job. It's a trust and a
crusade. We're free men and women-probably the last free men and women on
Earth. Remember, we'll have to come back to Earth some day no matter what
"happens" to us. If we don't do a good job now we may never get another
chance.
Yes, I'm sure that's the way it is.
So, we have an organization, we have a field we must support, we have a
chance.
That's more than we had last time night's curtain began to fall on
freedom.
So we're using that chance.
An organization such as ours is our best chance to get the most done. So
we're doing it!
L. RON HUBBARD rs:29.9.58 all staff
members field offices
L. RON HUBBARD
Founder
LRH:rr.rd Copyright (c) 1958, 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
297
HUBBARD COMMUNICATIONS OFFICF
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 NOVEMBER 1970
Remimeo
Org Sefies 13
PLANNING BY PRODUCT
One of the cycles or correct sequences of action is
BE - DO - HAVE
This sequence is often altered in orgs and even in individuals. Be is
first in the physical universe, Do is second, Have is third.
By getting it out of sequence a considerable confusion can be generated.
A lot of riddles of human behaviour can be solved by realizing this goes
out of sequence or gets omissions.
The Spanish peasant and the Spanish officials go to war at the drop of a
straw. Their history is jammed with revolts. The peasant knows that if he
is a peasant (be) and does his work (do) he should have. The Spanish
official is stuck in BE. He has so he can be and he doesn't have to do
anything. Also a degree or title in Spain is a BE and there is no do. So
there is no have unless it comes from the peasant. The two altered cycles
collide.
Juvenile delinquency and shattered lives in the West stem directly from
corruptions of this cycle.
Children in the West are commonly asked "What are you going to BE when
you grow up?" It is a silly question and can drive any child up the wall.
Because it's the wrong question-hits the wrong end of the cycle. He can't
work out his personal org bd easily.
He is also asked "What are you going to DO in life?" That's just as bad.
It is quite difficult to answer.
You have to do an org bd backwards-establish the product (have), find
out what to do to achieve it and only then really can you accurately
discover what one has to BE to accomplish this.
A lot of people and businesses fail because they don't do this. A
beingness taken first all too often winds up in a doingness without any
havingness resulting.
If we asked children, "What do you want to PRODUCE in life?" we could
probably get a workable answer. From that he could figure out what he'd
have to do to produce that and from that he could know what he had to BE.
Then, with a little cooperation he would be able to lead a happy and
valuable life.
Concentrating on BE, one finds him ready to BE all right but then he
stands around the next 50 years waiting for his havingness to fall out of
the sky or slide to him via a welfare state.
The above data, missing in society, contributes to juvenile delinquency,
crime, the welfare state and a dying civilization.
It is a wrong personal org bd to BE only.
So it is with an activity or company.
What is the desired product that will also be desired by others? is the
first question one asks in organizing. It must be answered before one can
adjust or arrange finance or any org bd.
298
Then one asks what has to be done to produce that? And there may be a
lot of dones figured out and put in sequence.
Now one can work on BE.
Thus you would have the basic ingredients of an org bd.
Here is a common altered cycle:
Mr. A has a Truck-HAVE. He tries to figure out what to DO with it. He
works it around to try to make money. He would usually go broke. As he
supposes he already has a product-a truck, and he needs a product- "money",
he rarely backs it up to a BE.
Some people's "think" gets all involved in altered sequences or
omissions of the BE - DO - HAVE cycle.
An activity has several final products. All of them must be worked out
and considered. Then one can work out the sequence of DOs (each with a
product) in order to accomplish the final products. Only then can one work
out the BE.
By omission or fixations on one of these points a person or an org can
fail or perhaps never even get started.
Fixation on DO without any product in view leads to bored wandering
through life.
Mothers even know this one. "Mama, what shall I do?" is a long drawn
refrain. Smart mamas often say "make a cake" or "make mud pies" or "make a
house". Dumb ones say "go and play and stop bothering me!"
Armies, with guard or death "products", get obsessed with DO to a point
where officers and non-coms will state "get those men busy!" No product.
Meaningless, often frantic and useless DO.
It could be said that any developed traffic (Dev-T) comes from people
who have no product.
Immense bureaucracies can build up where there are no realized or stated
products.
Target policies and practice are successful because they state the
desired product.
Unless one organizes from the final product the organization can get
unreal and useless.
Even Russia could learn this one. Their "workers" are all trying to get
to the university where they can BE. The Russian government was recently
pleading with young people to become workers. But of course that's just
another BE that implies DO. Russia has yet to realize her product was and
is revolution. It's no wonder their main problem is how to feed and clothe
and house their people.
Unless an org or a person knows exactly what the final product is for
the org or a post, there'll be a lot of busyness but not very much
havingness for anyone.
The answer is to figure out the final product and work back through the
do of sub-projects and you will then materialize a real org, a real
beingness.
L. RON HUBBARD
Founder
LRH: sb. rd Copyright @ 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
299
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor. East Grinstead, Sussex
HCO POLICY LETTER OF 14 NOVEMBER 1970
Remimeo
Org Series 14
THE PRODUCT AS AN OVERT ACT
When a product is non-existent or bad it can be classified as an overt
act against both the org and any customer.
You can estimate what the existing scene of a post really is by looking
at its product.
When a flubby product is observed, you can at once approximate the
existing scene.
The time it takes to achieve the product is also an estimation. A long
time to achieve a small flubby product gives one a good idea of the
existing scene.
This also estimates the amount of "noise" in an area.
Example: Post X is supposed to sort ruddy rods. There are no sorted
ruddy rods ready. That's an omitted action. The post has to be ordered to
sort ruddy rods. That's ordering someone to wear his hat which is altered
sequence as he should have been wearing it already. The post must be a
false terminal as it isn't wearing its hat. The product so far is no sorted
ruddy rods. You order them sorted. You get bent tangled ruddy rods
furnished after a long time period filled with Dev-T. Estimate of existing
scene-psychotic and an awful long way from any Ideal Scene. Actual quality
of product-an overt act.
When several org members are furnishing a poor individual product, the
org becomes difficult to handle as the person in charge is operating as
correction not as establishment and org product.
Wherever an org's product is low in quantity and quality one must
recognize that it contains several members who unconsciously furnish overt
acts in the guise of post products and begin to straighten things out
accordingly.
The road to sanity for such a person or org is a good grasp of
organizing and products, making known the technology needed to produce a
product, getting it properly done so that the person can then wear his hat.
If this still doesn't occur, personal processing is necessary as the
personnel may well be dramatizing overt acts (harmful acts) by turning out
a bad product.
The final product of an org is the combined products of all the members
of that org directed to accomplish the final products of that org.
Stupidity, lack of a worked out org bd, lack of recognition of what the
final org products should be, lack of training, lack of hats can produce
poor final products. In an activity not doing well the poor final product
or its lack of any product is the compound errors in sub-products. An org
where the product is pretty bad or non-existent contains many elements
-posts-in it which have as their individual "post products" not products at
all but overt (harmful) acts.
Pride of workmanship is pride in one's own product.
Every post has some product. If the products of all posts in an activity
are good and the product sequence is good then the final products of the
org will be good.
LRH:sb.rd L. RON HUBBARD
Copyright @ 1970 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
300
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 20 NOVEMBER 1970
CORRECTED & 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 word "Felix Domesticus" and
doesn't know it simply means HOUSE CAT, the words which appear thereafter
may become "meaningless", "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 am", 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 am.
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.
301
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.
The remaining 80% or 90% where they are non-functional 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. Non-comprehension of the individual regarding the activities of which
he is a part.
5. Non-comprehension 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. 10% 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
mass produced area crawling with bad texts and non-comprehension 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
302
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", "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.
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
303
Policy Management Programmes Targets Orders Technology Know-How Org Bd Post
Hat Cope Purposes Organize Duties
. Checksheet
. Checklist
. Comm Channel
. Command Channel
. Relay Point
. 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 Copyright @ 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: The 29 August '74 reissue corrected the word test to text in the
second paragraph on page 301.1
304
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 25 NOVEMBER 1970
Remimeo (Corrected and Reissued 27 Nov 1970)
Org SeHes 16
POLICY & ORDERS
Probably the greatest single confusion that can exist in the subject of
Organizing is the reversal of "policy" and "orders".
When definitions of these two things are not clearly understood they can
be identified as the same thing or even reversed.
When they are not understood plainly then staff members set their own
policy and demand orders from top management, totally reversing the roles.
Confusion thus generated can be so great as to make an organization
unmanageable. It becomes impossible for staff to do its job and management
cannot wear its hat.
People in an organization obsessively demand orders from policy source
and then act on their own policy. This exactly reverses matters and can be
a continual cause of disorganization.
As policy is the basis of group agreement, unknown policy or policy set
by the wrong source leads to disagreement and discord.
Demanding or looking for orders from policy source and accepting policy
from unauthorized sources of course turns the whole organization upside
down. The bottom of the org board becomes the top of the org bd. And the
top is forced to act at lower levels (order issue) which pulls it down the
org bd.
But this is not strange as we are dealing here with principles rather
new in the field of organization, principles which have not been crisply
stated. THERE IS NO EXACT ENGLISH WORD for either of these two functions.
POLICY as a word has many definitions in current dictionaries amongst
which only one is partially correct: "A definite course or method of action
to guide and determine future decisions." It is also "prudence or wisdom"
"a course of action" and a lot of other things according to the dictionary.
It even is said to be laid down at the top.
Therefore the word has so many other meanings that the language itself
has become confused.
Yet, regardless of dictionary fog, the word means an exact thing in the
specialized field of management and organization.
POLICY MEANS THE PRINCIPLE EVOLVED AND ISSUED BY TOP MANAGEMENT FOR A
SPECIFIC ACTIVITY TO GUIDE PLANNING AND PROGRAMMING AND AUTHORIZE THE
ISSUANCE OF PROJECTS BY EXECUTIVES WHICH IN TURN PERMIT THE ISSUANCE AND
ENFORCEMENT OF ORDERS THAT DIRECT THE ACTIVITY OF PERSONNEL IN ACHIEVING
PRODUCTION AND VIABILITY.
POLICY is therefore a principle by which the conduct of affairs can be
guided.
305
A policy exists or should exist, for each broad field or activity in
which an organization is involved.
Example: The company has a lunchroom for its employees. Top policy
concerning it might be "To provide the employees cheaply with good food and
clean fast service." From this the lunchroom manager could plan up and
program how he was going to do this. With these approved they forin the
basis of the orders he issues.
Now let us say the manager of the lunchroom did not know organization
and that he did not try to get a policy set or find if there was one and
made up his own policy and planned and programmed and issued his orders on
that. Only the policy he makes up is "To make dough for the company."
Now the wild melee begins.
Top management (the lunchroom manager's highest boss) sees stenos eating
cold lunches brought from home at their desks. And begins to investigate.
How come? Stenos then say "We find it cheaper to eat our own lunches." Top
management finds coffee in the lunchroom is terrible and costs several
shillings. Dried out sandwiches cost
a fortune. There is no place to sit etc. So top management issues
orders (not
policy). "Feed that staff!" But nothing happens because the lunchroom
manager can't
and still "make dough for the company". Top management issues more orders.
The
lunchroom manager thinks they must be crazy at board level. How can you
make
dough and still feed the whole staff? And top management thinks the
lunchroom
manager is crazy or a crook.
Now you multiply this several times over in an organization and you get
bad feeling, tension and chaos.
Let us say top management had issued policy: "Establish and run a
lunchroom to provide the employees cheaply with good food and clean fast
service." But the lunchroom manager hired knew nothing of organization,
heard it, didn't realize what policy was and classified it as a "good
idea". Idealistic, probably issued for PR with employees. "But as an
experienced lunchroom man I know what they really want. So we'll make a lot
of dough for the company!"
He thereafter bases all his orders on this principle. He buys lousy food
cheap, reduces quality, increase prices, cuts down cost by no hiring and
does make money. But the company gets its income from happy customers who
are handled by happy staff members. So the lunchroom manager effectively
reduces the real company income by failing to cater to staff morale as was
intended.
UNPREDICTABLE
It is a complete fact that no top management can predict WHAT policy
will be set by its juniors.
The curse of this is that Top Management depends on "common sense" and
grants greater knowledge of affairs to others at times than is justified.
"Of course anybody would know that the paper knives we make are supposed to
cut paper." But the plant manager operates on the policy that the plant is
supposed to provide employment for the village. You can imagine the
squabble when the paper knives which do NOT cut paper fail to sell and a
threatened layoff occurs.
Nearly all labor-management hurricanes blow up over this fact of
ignorance of policy. It is not actually a knowing conflict over different
policies. It's a conflict occurring on the unknown basic of unknown or
unset policy of top management and the setting of policy at an unauthorized
level.
306
ORDERS
"Order" takes up two small print columns of the two ton dictionaries.
The simple definition is:
AN ORDER IS THE DIRECTION OR COMMAND ISSUED BY AN AUTHORIZED PERSON TO A
PERSON OR GROUP WITHIN THE SPHERE OF THE AUTHORIZED PERSON'S AUTHORITY.
By implication an ORDER goes from a senior to juniors.
Those persons who do not conceive of an organization larger than a few
people tend to lump all seniors into order-issuers, tend to lump anything
such a senior says into the category of order and tend to lump all juniors
into order receivers.
This is a simple way of life, one must say.
Actually it makes all seniors bosses or sergeants and all juniors into
workers or privates. It is a very simple arrangement. It does not in any
way stretch the imagination or sprain any mental muscles.
Unfortunately such an organized arrangement holds good for the metal
section of the shop or a platoon or squad. It fails to take into account
more sophisticated or more complex organizations. And it unfortunately
requires a more complex organization to get anything done.
Where one has squad mentality in a plant or firm, one easily gets all
manner of conflict.
Few shop foremen or sergeants or Chief Clerks ever waste any time in
trying to tell the "rank and file" what the policy is. "Ours was not to
reason why" was the death song of the Light Brigade. And also the open door
to Communism.
Communism is unlikely to produce a good society because it is based on
squad mentality. Capitalism has declined not because it was fought but
because it could not cope with squad mentality. The policies of both are
insufficiently embracive of the needs of the planet to achieve total
acceptability.
An order can be issued solely and only because its issuer has in some
fashion attained the right to issue the instruction and to expect
compliance.
The officer, the Chief Clerk, the shop steward, the sergeant, each one
has a license, a warrant, a "fiat" from a higher authority which entitles
him to issue an order to those who are answerable to him.
So where does this authority to issue orders come from?
The head of state, the government, the board of directors, the town
council, such bodies as one could consider top management in a state or
firm, issues the authority to issue orders.
Yet such top persons usually do not issue authority to issue orders
without designating what the sphere of orders will be and what they will be
about.
This is the Policy in aking- appointment making level at work.
All this is so poorly and grossly defined in the language itself that
very odd meanings are conceived of "Policy" and "Orders".
Unless precise meanings are given, then organization becomes a very
confused activity.
307
Understood in this way, the following sentence becomes very silly: "The
board of directors issued orders to load the van and the driver was glad to
see his policy of interstate commerce followed."
Yet a group will do this to its board of directors constantly. "You did
not issue orders. . . ." "We were waiting for orders. . . ." "I know we
should have opened the doors but we had no order from the Council. . . ."
The same group members, waiting for orders to sit or stand by special
board resolution will yet set policy continually. "We are trying to let
others do their jobs without interference." "I am now operating to make
each member of my department happy." "I am running this division to prevent
quarrels."
Ask officers, secretaries, in charges "What policy are you operating
on?" and you will get a quick answer that usually is in total conflict or
divergence from any board policy. And you will get a complaint often that
nobody issues their division orders so they don't know what to do!
The fact is that POLICY gives the right to issue orders upon it to get
it in, followed and the job done.
A group of officers, each one issuing policy madly while waiting for the
head of the firm to give them orders is a scene of mix-up and catastrophe
in the making.
Policy is a long long range guiding principle.
An order is a short term direction given to implement a policy or the
plans or programs which develop from policy.
"People should be seated in comfortable chairs in the waiting room" is a
policy.
"Sit down," is an order.
If policy is understood to authorize people to issue orders, the picture
becomes much clearer.
" Clearing post purpose" is another way of saying "Get the policy that
establishes this post and its duties known and understood."
Unless an organization gets this quite straight, it will work in tension
and in internal conflict.
When an organization gets these two things completely clear, it will be
a pleasant and effective group.
L. RON HUBBARD
Founder
LRH:sb.rd Copyright Q 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
308
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I DECEMBER 1970
Remimeo
Org Seyies 17
REALITY OF PRODUCTS
The character of the VALUABLE FINAL PRODUCTS OF AN ACTIVITY is something
which must be established EXACTLY.
Example: Ajax Ball Bearings Ltd. did well for a while and then went into
a decline. The exact change point into the decline coincided with a change
to new stockholders and considerable executive and staff turnover. At first
glance the WHY would have seemed to be so many transfers- musical chairs.
However, a complete survey shows that the definitions of Ajax valuable
final products were changed from "Useful Ball Bearings Sold in Quantity at
a Profit" to "World acceptance of Ajax". The big ad campaigns, internal
shop and accounting policy shifts to accomplish this, the new fuzzy ideas
about it and failure to spot the WHY took Ajax down. Traced further it was
found that the new Advertising Manager had originated this policy and the
new board had only a foggy notion of its duties and knew nothing of
"valuable final products". The whole company started "manufacturing"
acceptance instead of ball bearings. The Production Shop got more and more
idle, more and more neglected, had fewer and fewer men in it. Admin got
more and more people and down down down went the stats.
A survey of any activity, requesting a list from each member of the
company answering the question, "What are the valuable final products of
this company?" can reveal much and can show that many are setting policies
and doing things in the company name which have no real relation to what
the company is doing and therefore drive the activity in contrary and
conflicting directions.
After all it is the crew, staff members and workers who do the work.
When they have to set their own policy and use their own ideas of the
valuable final products, you can get a lot of conflicts and upsets which
should never exist.
Make no mistake: an activity can be totally unmanageable and become non-
viable over just these points. Possibly all labor-management upsets come
from them.
I . Policy is set by top management after experience and agreed
upon by others. Where policy is needed it should be requested from
the top, not set independently by the supervisors or workers.
2. The valuable final products of an activity must be very
carefully surveyed, established and clearly released at policy level
AS POLICY.
Anarchy appears to fail (as it did before the Spanish revolution 1936)
and strong central management succeeds around this one point of policy.
Everyone sets his own in an anarchy. Businesses succeed only on that point
and the precise establishment of valuable final products.
When the exact valuable final products are known and agreed upon, only
then does successful group action become possible.
The car industry looks easy. The valuable final product is a car. But
automotive labor and unions have not agreed to that. Their "valuable final
product" is "a big pay check". This one point damaged and may have
irreparably destroyed the US economy in 1970 when General Motors, the
country's largest industry, had a walkout and layoff. Failing to handle
this one point GM management was failing duty as management (they lost
their General Manager last year due to a Ford manoeuvre of hiring him over,
then firing him). Labor in this case ruined their future pay checks and
lost thousands of jobs.
309
Forty years ago a similar inability to set policies and establish
valuable final products began to wipe out the coal industry in the US.
Under a John L. Lewis, the miners made coal mining economically impossible.
Management, mostly absentee and careless, half a century before that had
begun to make errors, run unsafe mines and look on an appearance in society
pages as a valuable final product. Today "Appalachia" is a ruined poverty
area. And oil is the fuel-of which there is little compared to US domestic
coal.
So do not discount these two points. They are capable of wicked
backlashes when not done right. They are the WHY of not only organization
failures but also the failures of civilizations.
PRECISE WORDING
The valuable final products of any activity small or large must be very
precisely and totally listed and totally continually posted.
The valuable final products of a division should be on the org board
under the division and the valuable final products of the org should be on
the org board in a glaring red list.
Let us take a college. US colleges and others are so clouded up with
"government projects" and "scientific findings" and "published papers" and
"sport wins" and "general public awe of their greatness" that they have
pretty well forgotten a "well trained and successful student in the field
of his major". So the student body product becomes "revolt". And the
college product becomes "???" in the public mind. I do not speak idly. The
very last thing a college wants in a student is one who is an individual
success. A downtrodden anonymous member of some industrial team or an
underpaid professor is about as high as a college will tolerate from their
student bodies according to surveys. For several hundred years, since
Francis Bacon (1561-1626) in fact, there has been no renowned philosopher
who has not been eased carefully out of his college long before graduation.
The list exceptions are tame sell-outs like Dewey, part of the Leipsic
death camper crew.
So here is civilization at risk. The valuable final product of its
educational institutions is not stated and is neglected in favor of a
multitude of false or valueless products. They are not known by their
students but by their arrogance and political connections. This is not idle
data. Failure to understand this fact of valuable final products began
around 1862 the downfall of Imperial Russia, spearheaded by its college
students. Having no real valuable final product, clearly stated and agreed
upon opens the door to conflict not only in the company but in the state
and the entire civilization. (Granted, Imperial Russia stank, which is my
exact point. So did Stalinism.)
Studying back and forth over history, poking about in old ruins,
remembering, adding it up, the apparent causes of organizational decay are:
(a) Failure to have an informed, trained top management capable of
setting real policy in accordance with the need of the organization.
(b) Failure of top management to set policy.
(c) Company members, supervisors and workers setting their own
policy out of agreement with or in ignorance of the needs of the
organization and themselves.
(d) Failure of top management to wisely, completely and precisely
establish the valuable final products of the activity.
(e) Ignorance of or disagreement with the valuable final products
by workers and company members.
In a much more general sense we would have:
A. Unwise or unset policy. B. Unreal or unstated or undone valuable
final products.
310
These apply to any organization of any' size. The most flagrant
offenders are governments. I have never met a political leader or police
officer who had a clue about valuable final products of the state. You or I
might feel that "public safety" was a valuable final product of police, but
the police don't say so.
In amongst psychiatry I have worked for hours trying to make numerous
psychiatrists state what they were trying to accomplish. I have never even
gotten one to hazard even a suggestion of why he was doing what he was
doing, much less say "a cured patient" or "a safeguarded society".
The confusion on these points of valid policy and valuable final product
is so great in the world of this writing as to be intolerable.
So do not feel strange that in our early organizations it has been hard
to handle things-they were cheek by jaw with a society that believed itself
a jungle and where 46 moral" standards were being set by the psychiatrists
who gave the world Hitler and twelve million exterminated Germans.
When the society goes in this direction (war, murder, psychiatry) it
conceives its valuable final product to be dead men.
Thus it is very very important for us to get these hitherto obscure or
unidentified principles up into the light where they belong and to USE
them.
I The beings of top management must be fully informed and capable of
setting
or knowing and publishing policy according to the need (including
viability)
of the organization which will be agreed upon by the whole activity.
This
means an informed trained top management and includes org
management.
2. Top management and managers must KNOW policy and be able to set
or request policy where it is unknown or non-extant.
3. All members (top management, managers, supervisors,
technicians, workers) must understand the mechanisms of setting
policy, how to get it set, know policy that is set and know what is
valid policy and who sets it.
4- The valuable final products of an organization must be known
to, precisely and completely established and defined by top
management.
5. The va luable final products of an activity must be known fully
to and agreed upon by all beings in the organization including why
and the abandonment of random products which are being done but
which do not in any way add up to valuable final products.
ECONOMICS
The economics of any group is such that it cannot tolerate offbeat
products and remain sound. This is true of any political or commercial
form, group or commercial company.
All of the activities of a group in some way must add up to known
valuable final products of a group or it will, as an entity, shatter.
Even in a "moneyless state", a barter economy, this remains factual.
Western civilization and Eastern alike have decayed on the altars of war
gods. Diplomatic and political incompetence have squandered their efforts
and brought them to inflation and then dust. A socialism where the
population goes unshod or a capitalism where a barrow load of bucks will
not buy a loaf of bread are paying for ignorance of their actual valuable
final products and the squandering of funds and effort on side issues.
One cannot appropriate or apportion funds without an intimate knowledge
of the valuable final products of the activity.
One cannot handle property unless one knows the valuable final products
of the activity.
311
One cannot assign personnel without huge waste of manpower unless one
knows the valuable final products.
Therefore one must be able to list and know the valuable final products
of an activity before one can:
i. Do Financial Planning.
ii. Arrange, buy or sell property.
iii. Allocate spaces assigned for different functions.
iv. Assign personnel.
If one tries to do these things first and discover final products later,
all efforts to organize will be cancelled.
CENTRAL AUTHORITY
The valuable final products must be agreed upon and issued as policy and
additions to the list must be referred to the policy making level of the
group before being confirmed as valid.
The aimless meanderings of contemporary societies show the absence of
such lists. It some time ago began to be stated and believed that society
"just took in each other's washing"; and the joke, Parkinson's Law in which
bureaucracy multiplies automatically both give evidence that society is
believed not to have any valuable final products even as faint as "a good
life".
Individual members of a group or society must know the valuable final
products of the activity and must be in some agreement with them to have a
successful group.
SURVEYS
Surveys of what should be the valuable final products show mainly the
spirit of the matter. It should not be believed for a moment that a
standard survey would apply: a standard survey being the adding up of the
answers and taking the majority as useful.
Such a survey measures willingness concerning types or directions of
activity,
Given this, setting the exact things the group can or should produce and
wording them exactly requires a lot of looking and a lot of work.
What products of the group are economically valuable? This is the key
point that will be overlooked.
What, in short, can this group exchange with other groups or society
that will obtain things the group does not produce? This is the heart of
economics. The law of supply and demand applies.
This is too hard-headed an approach for a whole group to decide upon
without a great deal of personal work.
If the group has a past to assess, then it will previously have produced
products from time to time that did demonstrate economic value. A search
for and a list of these is of primary value.
If the group has no past, it has some experience available from the
society which it can employ.
It cah be taken as a rule that group members will not identify or phrase
the valuable final products. And it can be taken as another rule that it
will in the course of time lose those products from its production that
were valuable.
Final is another word that will probably escape grasp. Sub-products
leading to final products will be given equal billing with the final
product.
312
So three surveys have to be done.
What does the group think its final product should be? This gives
willingness and direction.
What have been the previous valuable final product successes of the
group? (That did exchange with other groups so the producing group can
obtain things it does not produce.) This in a new group would be a survey
of what similar groups have produced.
There would then be a period of intense and expert work by or for
central policy authority where questions like: Have times changed? Were
these items ever thoroughly offered? What was the relative value in light
of their cost? Is re-costing necessary due to money value changes? Which
ones really brought value back to the group from others? Can we still
produce these? Thus a list is drawn up, precisely worded.
Then the final (3rd) survey can occur. This is the issue of the reworked
list above to the group to get them to look at it from their viewpoint and
see if it is feasible and any points missed and any expert opinion taken
amongst the experts in the group.
The final list of valuable final products could then be drawn and issued
as policy.
A special watch dog production tally officer could then be appointed to
make sure these valuable final products are being prepared for and
produced.
Yes, it would take all that to get the list of valuable final products
of an activity.
The valuable final product list does not come wholly from top
management.
The list does not come only from the group.
Major social and business catastrophes occur when (a) no list is set (b)
top management only sets the list or (c) the group sets the list up.
Phrases like "a better world" or "a big car" or "lots of customers" are
quite incomplete and unreal. Even the words "an auditor" or "a release" are
correct but are not fully enough described to be good statements of a
valuable final product.
A notable example of all this occurred in the car industry when Edsel
Ford, ten years ago, did not survey past products and current demands and
produced "The Edsel". Henry Ford half a century earlier had established the
company products as a cheap, small rugged automobile that would put America
on wheels and a big, expensive car to hold up the company image. "The
Edsel" went in between and millions were lost and scores of dealers were
wiped out. No survey. No precise product.
If all this seems commercial, remember that in any civilization a group
has to buy or acquire those things it does not produce. This is true in
Capitalism, Communism or tribal barter. There is no Santa Claus and even a
Corn and Games welfare state can go broke and always has.
Thus the valuable final product of a group must be valuable to another
group or individuals in society around it and sufficiently so that it can
receive in return things it wants or needs but does not produce. And it
must DELIVER its valuable final product, a point most often missed.
A group of knights in a castle on a hill had protection for the peasant
as a valuable final product. When they ceased to deliver and used only
threat and robbery the peasant eventually invented a long bow whose arrow
could penetrate armor and knighthood was no longer in flower.
All this is really quite simple. It is even in the Factors.
L. RON HUBBARD
LRH:rr.rd Founder
Copyright @ 1970
by L. Ron Hubbard
ALL RIGHTS RESERVED
313
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, non-production 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.
Policy can exist in large amounts. but not be subdivided into relevant
subjects as is done in hat checksheets.
314
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:
I . 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
PROGRAMMES
PROJECTS
ORDERS
IDEALSCENES
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.
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.
315
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 counter policy. 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-ISO LATE S- 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?
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.)
316
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:
I . General case de-aberration (called L I Os 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.
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.
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 Copyright Q 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
317
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. Confinning this is growing
unemployment and fantastic sums for welfare-meaning relief. 50% 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 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
318
writing. Older technologies are being lost in modem rewrites. THIS THIRD
DYNAMIC PSYCHOSIS IS A COVERTREFUSAL 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
Modem 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 NON-FACTUAL PROMOTION.
7. SALES
Sales actions are unreal or out of balance. Clumsy or non-functioning
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 cut-backs 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 cut-back construction industry
people live in bad houses. Sales taxes are almost universal. A THIRD
DYNAMIC PSYCHOSIS IS THE IMPEDING OF PRODUCT 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.
9. FINANCE
One's own experience in finance is adequate to demonstrate the
difficulties made with money. A THIRD DYNAMIC PSYCHOSIS IS THE PER VERSION
OF FINANCE.
10. JUSTICE
Under the name of Justice, aberrated man accomplishes fantastic
injustices. The upstat is hit, the downstat let go. Rumours are accepted as
evidence. Police forces and power are used to ENFORCE the injustices
contained 1 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 1 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.
319
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.
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 (1862-65) 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.
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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 reforrn and salvage even these opponents.
We are seeking to include them in the general survival by forcing them to
cease their non-survival practices and overcome their gruesome group past.
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.
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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 Personal 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 re-oriented.
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.
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.
Optimumly 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.
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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 un-apprenticed 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 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".
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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.
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 p 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.
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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 effors 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 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 sub-products 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 c-ashes.
Take a cook who has his post at an irreducible minimum. Food is
appearing on
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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.
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 sub-
products which result in a final valuable product. Hope all you want to.
When you omit the sub-products 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 sub-products 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 non-
delivery.
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.
326
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.
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 E500 a week that should make E5000 a week in potential
is losing the finance people E4500 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.
327
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 well aligned, one with the next, and honest sane
endeavor to achieve a final goal for all.
L. RON HUBBARD
Founder
LRH:ms.rd.ts Copyright@ 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
328
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.
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
behaviour. 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
329
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
behaviour 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 re-established 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.
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
LRH:sb.rd.ts Founder
Copyright,'~- 1970
by L. RonWubbard
ALL RIGHTS RESERVED
330
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 19 ~ANUARY 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 has 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 " 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.rd.ts Copyright@ 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
331
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 25 JANUARY 1971
Remimeo
Org Sedes 22
SQUIRREL ADMIN
When a squirrel is given a circular wheel he will run in it 'round and
'round and round. He gets nowhere.
When persons in an organization do not know organizing or their org
board or hats, they go 'round and 'round and 'round and get nowhere.
There is no valuable production. There is no money.
When you have an organization that has no valuable production you know
that the people there go 'round and 'round and 'round and get nowhere.
They are squirrel administrators.
STANDARD ADMIN
There are right ways to handle a group. This is the single fact which
most often escapes people attempting to handle groups.
Also, for every correct solution there can be an infinity of wrong
solutions.
The right way is a narrow trail but strong. The wrong ways are broad but
all lead into a bog.
You could "fix" a radio by hitting it with a sledge hammer, putting a
hand grenade in it or throwing it out of a 155th story window. The number
of wrong ways you could "fix" it would be infinite.
Or you could find out what was wrong with it and replace the part or
properly correct it.
The difference between the wrong way and the right way is that the
radio, wrongly "solved", doesn't work. The radio correctly solved works.
So the test of the wrong way or the right way is whether or not the
radio then worked.
This is the basic test of all administrative solutions. DID THEY WORK?
When experienced persons, working from basic theory, have evolved a
technique for handling a situation which routinely now handles that
situation, we have now a STANDARD ADMINISTRATIVE ACTION.
When that situation appears, we apply that solution and the matter gets
handled.
The test is, did the solution work?
Solutions that work and are therefore routinely used to handle the
situation to which they apply are then called STANDARD ADMIN.
A multitude of these correct solutions are used in STANDARD ORGANIZING.
The Org Board, the hats, Comm lines, Comm Centres, Comm baskets, despatch
forms, routing forms, Inspection actions, promotion actions, central
filing, customer or visitor
332
handling, selling, collecting income, paying bills, inventorying, doing
finance reports, handling raw materials, training persons to handle and
properly change materials, correcting or improving staff competence,
correcting organizational form, inspecting reviewing and handling failed
products, handling contacting and converting the publics, establishing and
using field distributors and salesmen, providing public services,
maintaining contact with the original and basic technology, handling rivals
and opposition, and running the organization in general all have standard
actions.
Now, glancing over the above rough list, you see we have hit the high
spots of a 21 department, 7 division org bd.
Each is a standard solution to continuing and recurring problems.
Each contains numerous standard solutions to the recurring problems
associated with them.
Underneath all this is basic theory and around it is survival and
potential success.
USE OF STANDARD ACTIONS
The difference between a successfully viable organization with cheerful
and cared for staff and a limping scene is standard and squirrel
administration.
If standard admin is successful then why is it sometimes not used.
First the data has to exist, be available and known.
Next the data has to be used.
At first glance this may seem so clear cut that it cannot go wrong. But
one must look a bit further.
One is dealing with a variable called Man. One is working in a world
full of noise and conflict.
Certain personalities do not want the group or the organization to
succeed (see HCO B 28 Nov 1970 Psychosis). This problem has been so great
amongst men that every historical culture-each one an organization-has
died. About ten to twenty percent of Mankind, at a broad guess, fit into
this category.
In this universe it is easier to destroy than to construct. Yet the
survival of life forms depends on construction.
To overcome this Man has developed technology and the cooperative effort
known as organization.
The forces of the physical universe can be channeled and used only with
technology.
The forces inherent in life forms can succeed only when channeled and
aligned with one another-
Therefore to succeed a group must have the technology it uses available
and known to it. And then use it.
From this one obtains the agreement and alignment necessary to generate
the group action and production which brings about success.
NON-CONFRONT
When a group member has the data, the bar to his using it would be his
own disagreement with the group succeeding or, more frequently, his
inability to confront things.
333
EXAMPLE: Two group members are quarreling. A third group member seeks to
handle it. Even though he knows the technique (third party law), his own
inability to confront people makes him fail to use the correct solution and
he backs off.
In backing off he thinks of some non-confront non-standard "solution"
such as firing them.
He has become a squirrel administrator.
EXAMPLE: The plant machinery is in bad shape. It is deteriorating to
such an extent that it soon will cease to run. The mechanics plead for
money to repair. The plant manager unfortunately cannot confront machinery-
he not only "doesn't know about it" but it frightens him. He does not
financially plan its full repair on a gradient back to an ideal scene. He
simply dreams up the vague hope a new type will be invented. He does
nothing. The machinery now costs more to run than it produces. The plant
fails. The plant manager was a squirrel administrator.
So we have various causes of failure:
1. A secret desire to destroy.
2. The non-existence of technology.
3. Non-availability of the technology.
4. Ignorance of the technology even when available.
5. Failure to apply the technology even when available and known
because the being cannot or does not confront the people or the
portions of the physical universe concerned.
The existence of any of these things brings a group toward squirrel
administration
Natural cataclysms or political or social catastrophes or upheavals are
the other two points which can bring about a failure but even these can be
planned for and to some degree handled. The future possibility of these
must also be confronted in order to be circumvented.
Any successful organization will be fought by the society's fancied
rulers or enemies. This is something which should be taken in stride. The
ability to confront these discloses that standard administrative actions
exist for these two.
DRILLS
Thus an administrator or staff member, even when the group's tech is
available and known, must be able to confront and handle the confusions
which can occur and which invite a turn away and a squirrel solution.
Even this situation of the inabilities to confront and handle can be
solved by third dynamic (group) drills and drills on the sixth dynamic
(physical universe).
The drills would be practices in achieving general awareness and
confronting and handling the noise and confusions which make one oblivious
of or which drive one off and away from taking standard actions.
COMPETENCE
Competence is increased in the individual and the group by successes.
Successes come from anticipating the situation and handling it.
Standard Admin is the key to competence and successes in an
organization.
LRH:mes.rd L. RON HUBBARD
Copyright Q 1971 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
334
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 16 FEBRUARY 1971
Issue 11
Remimeo
Org Series 23
LINES AND TERMINALS
There is a scale concerning Lines and Terminals.
ASSOCIATED TERMINALS
Handling flows and correctly changing particles.
GROUPED TERMINALS
LINES
PARTICLES
SIGNIFICANCES
FALSE TERMINALS
MISDIRECTED LINES
WRONG PARTICLES
FALSE SIGNIFICANCES (RUMOURS)
MYSTERIOUS TERMINALS
CHAOTIC LINES
MENACING PARTICLES
DANGEROUS IMPRESSIONS
NON-EXISTENT TERMINALS
NON-EXISTENT LINES
NON-EXISTENT PARTICLES
UNCONSCIOUS IMPULSES
THE CHAOS OF UNHAPPY NOTHINGNESS
Any organization and any individual staff member thereof is somewhere on
this scale.
The trick of the scale is the awareness factor. At a position on the
scale, the being or org is NOT AWARE of the scale levels above him.
Thus an organization at "Mysterious Tenninals" is unaware of "False
Significances" or anything else above "Mysterious Terminals". Thus an org
or individual at "Mysterious Terminals" is unaware of any falsity or any
oddity in significances or ideas.
Any level is the effect of any level ABOVE IT.
Any level is slightly at cause over any level below it.
Thus a well organized group is not at effect and can make an effect upon
any group below it in awareness on the scale.
CAUSES
There are several causes for lower positions on the scale.
The first cause is degree of personal aberration where a personnel is
willfully throwing the terminals, lines, particles and significances into
disarray. Show me how he regards terminals, handles particles or routes and
I will know how sane or crazy he is. The significances given to terminals,
handling particles and lines is a direct index of sanity.
The second cause is unawareness. Drills on lines and terminals were once
thought to improve awareness. This is no longer held to be true. Drills
have to be done to BRING ABOUT awareness. People are not naturally aware of
other people, lines, various particles or ideas. Due to a century of
psychological instruction from childhood that they are animals and after
thousands of years of the "upper classes" regarding them as such, people
tend to favor a dangerously low or non-existent awareness. A sort of
jurisprudence has been in effect that it is safer to be unaware as then one
is "not guilty". A humanoid who has just run over a child has a first
response of "I didn't see him". This is highly non-survival. If one never
notices safes about to fall on him he is soon dead. And painfully so.
Unawareness is a sort of blindness where the person looks like he is
looking but sees nothing. Degrees of this exist. One can make a terrible
lot of errors with this. Mr. A appears to the observer to be noticing,
smelling things and
335
hearing whereas he registers no sights, has a blind nose and tunes out all
sound. "Did you read it?" "Yes." "What did it say?" And you hear a lot of
things then that weren't on the paper. There are even degrees of registry.
A person appears to see and yet doesn't. A person appears to see and on
being asked will say what he saw but can be unaware of seeing, registering
or saying he saw! This drives teachers quite mad. One has the glib student
who can parrot but cannot apply. This is a surface registry without
awareness. Thus drills such as the Admin Training Drills or Dummy Runs on
lines are needed to bring about awareness. A few very sane fortunate
fellows can see, register, understand and handle correctly without any
drills at all. Others need drills to Bring About Awareness below a
superficial response. To unaware people, terminals, lines, particles and
significances just don't exist.
The third general category is delusion. One sees A and believes it to be
G. This is a lower band of self protection. Some workers (an awful lot of
them) will only take jobs which are mechanical "so they can day dream".
Their concept of a terminal is an altered terminal. A line goes somewhere
else. A particle is something else. And an idea is really another idea.
Such people are incapable of duplication. Say "I see the cat", they hear
"Cars are dangerous". They aren't really crazy. They just register
alterations of what they perceive.
The person who can attain the state of awareness of terminals as they
are, lines as they should be, particles as they exist and significances
that are the intended significances are very valuable people. An ideal
group can be made up of such people.
CONSTRUCTIVE ACTIONS
An organization consists of terminals, lines, particles and
significances.
An AGREEMENT factor has to be established and the group has to be aware
of it and use it.
This agreement factor would consist of 1. Purposes of the Group.
2. A list of the hats including a short statement of the purpose and
function of each
post.
3. A full list of the particles handled by the Group and the changes
expected at each
point of flow.
4. The flow lines of the particles being handled and changed.
5. The significances (technologies) of the group to form, flow and
change particles.
If an Org Officer does not compile these five things and make them fully
known and agreed to by all in the group, no organization will form or work.
Thus the PLAN of the group has to be laid out and drilled and known or
no organization will form.
One will just have a group of individuals colliding with each other with
no production.
The greatest source of confusion in a group are intermediate seniors who
knock hats off faster than they can be gotten on and lines out before they
can flow, all simply out of ignorance of the general plan of the
organization.
Those who cannot perceive one or more of the above five points or bodies
of data have to be drilled into awareness of them and dummy run.
Those who are quite crazy will frantically fight the hatting, stringing
of lines and changing of particles and will inject mad significances into
it all.
So the answer to how to make a group into an organization is to handle
the insane one, prepare the five layouts named above, drill and dummy run
everyone in the group on its entire pattern and expertly hat the specialist
actions required at each point of change.
Then one has an organization that can produce and be viable.
L. RON HUBBARD
Founder
LRH:nt.rd Copyright @ 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
336
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 6 MARCH 1971
Remimeo
Prod Org Hats
Tech Hats Org Series 24
Qual Hats
LINE DESIGN
HGC Lines, An Example
The present lines for the HGC in any org are the subject of HCO B 5
March 71, C/S Series 25, "The Fantastic New HGC Line", which is to be
considered part of this policy letter.
This modifies early Tech Org Boards to some extent.
The old line in '65 policy did not include a Case Supervisor as such and
shunted failed pcs to Qual Review.
Today Tech does its own pc repairs and Qual concentrates on Cramming HGC
auditors as well as students. Qual can also cram the Tech C/S.
It is completely amazing that a statistic ceiling on well done auditing
hours delivered could not have exceeded 250-300 well done hours a week no
matter how many auditors were hired or posted. The post of the C/S
overloaded and the D of P post could not function well without overload.
The new line is capable of a statistic ceiling of 600 to 800 well done
hours a week. After that a new second HGC is manned fully and given new
space.
The importance of a properly forined line, traveling in correct sequence
is then driven home.
An Improper line will reduce the statistic ceiling by 1/2 to 1/3 of what
can be achieved by the same number of people.
The overload of seniors usually occurs because of improperly set up
lines.
Lines are invisible to most people and they are unable to conceive of
them until given full drills.
Unless this new C/S line is used you will not be able to average more
than 250 well done hours a week no matter how many auditors you put in the
HGC. The auditors will be idle, confused and causing upsets.
If an org cannot get more than 250 well done hours a week, it will find
that it cannot really make money from processing.
Thus the new line will give volume, quality and viability in processing
pcs.
Advantages of the line are that one HSST can handle up to 30 auditors.
The earlier ceiling was eight or ten auditors.
With higher volume, backlogs vanish rapidly.
The Admin personnel in the line can be afforded.
Line design, then, is a strong and unsuspected cause of low statistic
ceilings.
Product and Org Officers must be intimately familiar with this HGC line.
And they must be aware of the fact that faulty line design can cripple an
org's income and overload its posts and excellent line design can double
the stat ceiling in any department while lightening the load-
LRH:mes.rd L. RON HUBBARD
Copyright @ 1971 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
337
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 be repairing the kitchen lino.
Example: You cannot floor the kitchen by fixing the car.
All this may seem obvious when obliviously 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. 15 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.
338
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 pesonnel, 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 Copyright @ 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
339
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 25 MARCH 1971
Remimeo
Org Sedes 26
VALUABLE FINAL PRODUCTS
By definition, a Valuable Final Product is something that can be
exchanged with other activities in return for support. The support usually
adds up to food, clothing, shelter, money, tolerance and cooperation (good
will),
On an individual basis this is easy to grasp. The individual produces a
product or products which, flowed into the Dept, Div, Org, company,
community, state, nation or planet, then returns to him his pay and good
will or at least sufficient good will to prevent his abandonment or
destruction.
Long range survival of the individual is attained in this fashion.
A Valuable Final Product (VFP) is valuable because it is potentially or
factually exchangeable.
The key word in this sense is EXCHANGEABLE. And exchangeability means
outside, with something outside the person or activity.
A valuable final product could as easily be named a VALUABLE
EXCHANGEABLE PRODUCT.
Sanity and insanity are matters of motive, not rationality or
competence. The sane are constructive, the insane are destructive.
Thus insanity on the part of the potential receiver of a VFP can prevent
an exchange of a final product the receiver should be able to use and for
which he should be willing to give active support and good will to the
producer. Example: Man starving; you try to sell him good food at
reasonable price for which he has money to pay. He tries to shoot you and
destroy the food. This is insanity since he is trying to destroy the
product he needs and can afford.
Crime is the action of the insane or the action of attempting seizure of
product without support. Example: Robbers who do not support a community
seek to rob from it supporting funds.
Fraud is the attempt to obtain support without furnishing a product.
Sanity and honesty then consist of producing a valuable final product
for which one is then recompensed by support and good will, or in reverse
flow, supporting and giving good will to the producer of the product.
Ethical basics, morale, social subjects, law, all are based on this
principle of the valuable final product. Previously it has been
%nstinctive" or "common sense". It has not before been stated.
Civilizations which facilitate production and interchange and inhibit
crime and fraud are then successful. Those that do not, perish.
Persons who wish to destroy civilizations promote departures from these
basic rules of the game. Methods of corrupting fair interchange are
numerous.
The FACTORS are the first appearance of these principles.
The Theory of the Valuable Final Product is an extension of the FACTORS.
Parts of organizations or organizations, towns, states and countries all
follow the principles which apply to the individual.
The survival or value of any section, department, division or org is
whether or not it follows these principles of interchange.
The survival or value of any town, state or country follows these
principles of interchange.
340
You can predict the survival of any activity by confirming its
interchange regularities or can predict its downfall by irregularities in
this interchange.
Therefore it is vital that a person or a section, department, division
or part of an org or an org figure out exactly what it is interchanging. It
is producing something that is valuable to the activity or activities with
which it is in communication and for that it is obtaining support.
If it is actually producing valuable final products then it is entitled
to support.
If on the other hand it is only organizing or hoping or PRing and is not
producing an interchangeable commodity or commodities in VOLUME or QUALITY
for which support can be elicited and even demanded, it will not be VIABLE.
It doesn't matter how many orders are issued or how well org boards are
drawn or beautiful the plans to produce are made. The hard fact of
production remains the dominant fact.
How well organized things are increases production volume and improves
quality and thus can bring about viability.
But it is the Valuable Final Product there and being interchanged that
determines basic survival.
Lack of viability can always be traced to the volume and quality of an
actual valuable final product.
Hope of a product has a short term value that permits an activity to be
built. But when the hope does not materialize, then any hoped for viability
also collapses.
One then must organize back from the actually produced product.
For instance, a technical subject is capable of producing an exact
result.
IF persons are trained to actually produce the result AND THE RESULT IS
PRODUCED then one can exchange the technicians with the community for
support.
If the result is produced (by training the technicians well) then the
result can be interchanged with an individual for support and good will.
Where any of these factors suffer in volume or quality then an
interchange is difficult and viability becomes uncertain.
As individuals, communities and states are not necessarily sane, upsets
can occur in the interchange even when production is occurring.
Therefore the producer has a stake in maintaining the sanity of the
scene in which he is operating, and one of his valuable final products is a
scene in which production and interchange can occur.
The basics of valuable final products are true for any industrial or
political or economic system.
Many systems attempt to avoid these basics and the end result would be
disaster.
The individual, section, department, division, org or country that is
not producing something valuable enough to interchange will not be
supported for long. It is as simple as that.
L. RON HUBBARD
Founder
LRH:mes.rd Copyright @ 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
341
HUBBARD COMMUNICATIONS OFFICI
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 JULY 1971
Remimeo
HASs Starrate
FEBC Grads Org Sefies 2 7
Starrate
FEBC Checksheet
Starrate
HCO ESTABLISHMENT FUNCTIONS
HCO means HUBBARD COMMUNICATIONS OFFICE.
The elementary and very simple actions of HCO are contained in this:
It is really hCo.
C = Communications.
To have Communications you have to have TERMINALS.
Flows can ONLY occur when terminals are rock steady and STABLE. There
can be NO flows and NO power without steady terminals. Hence, Comm cannot
occur without stable terminals.
The ORG BOARD is the pattern of the terminals and their flows. So you
have to have an Org bd. And the Org bd must in truth be a representation of
what is in the Org.
The Org Bd shows where what terminals are located in the org so flows
can occur.
HCO has recruitment which means it gets people from OUTSIDE the org to
be placed as terminals in the org = posts.
HCO has the posting of the Org Bd and designating the spaces in the org
so that flows can occur.
Hatting is a prime function of HCO because otherwise the terminals won't
know what they are supposed to be doing or what flows they handle or how.
HCO has INSPECTION to see that the flows are going right and that
terminals are functioning.
Ethics exists to handle gross outnesses in flows.
Then routing can occur.
Then production can occur.
In essence that is ALL there is to an HCO.
If it realizes its key is C for Communications and that Comm requires
terminals and an org bd so that flows can occur then HCO will function.
This action of putting in terminals is called ESTABLISHING.
Thus HCO is the Establishing division.
DIS-ESTABLISHING
If HCO does not know this and if it makes numerous errors or alters
importances away from this, it DIS-ESTABLISHES the org.
DIS = Take apart.
ESTABLISH = Put there.
DIS-ESTABLISH = Take apart what is put there.
Thus Dis-establish means to take out terminals and tear things up.
In using the org itself as a source of personnel, then an "HCO" tears
things up far faster than it puts things there.
342
HAS
The HCO Area Secretary, HAS, has the function of ESTABLISHING THE ORG.
That means to find, hat, train, apprentice persons from OUTSIDE the org,
to locate them in the org and on the org bd and then route the raw
materials (public people in this case) along the line for production, which
means changing particles into a final product.
If HCO establishes the org then all will be well.
If it fails to recruit or hat or org bd or route or distribute comm or
police the lines, the org will stagger or fail.
The HAS is responsible for seeing that HCO establishes the org.
An HAS who is doing anything else is DIS-ESTABLISHING,
HCO EXTERNAL
HCO has the incoming and outgoing flow lines as well.
This gives it Address. This means the location of the terminals OUTSIDE
the org that the org contacts.
This in itself is an Org Bd.
The HAS must insist that the outside terminals are also established.
This gives an international network of flows amongst terminals.
WHAT is produced and WHAT flows on the lines is the business of other
terminals outside HCO unless these threaten the functions of HCO.
SIMPLICITY
Now if you think there is anything more to it than this, work and work
and work to do it in clay, clean up the misunderstood words and become thus
able to envision and handle it.
Many policies exist about HCO. There is a lot of Admin tech connected
with an HCO but ALL OF IT is entirely and completely concerned with how to
establish an HCO and an Org.
This P/L should be known, known, known and any further confusion would
be plainly the result of personal aberration such as an inability to
conceive of a terminal or a space or a thirst for confusion only found in
very batty places.
The functions of an HCO and the duties of an HAS are so elementary and
so plain that they cannot be misunderstood even by experts.
HCO Establishes the Org.
That is the basic thing to know.
The techniques of how it is done are well recorded and bf oadly issued.
HCO does NOT Dis-establish the org.
HCO does NOT leave an org un-established.
HCO ESTABLISHES THE ORG.
L. RON HUBBARD
Founder
LRH: nt.rd Copyright @ 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
343
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
344
SPACE AND HE BECOMES MORE STABLE, CONFIDENT IN LIFE AND MORE POWERFUL.
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 Copyright @ 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
345
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I I AUGUST 1971
Issue III
Remimeo
Org Sefies 29
INFINITE EXPANSION
There is no reason whatever to ever contract or reduce the size of an
org except covert destruction.
In theory there is no limit to the size of an org.
The 1967 Org Bd is capable of expanding to 200,000 staff members!
For our purposes, there is no real limit to expansion.
So long as property purchase does not commit future income dangerously
and so long as HASs keep the Admin Staff in a ratio of two to one Technical
staff, there is no limit to expansion.
So long as Cash bills is kept more cash than bills there is no limit to
expansion.
So long as the staff produces what their posts call for there is no
limit to expansion.
So long as you DELIVER in Quality what you SELL there is no limit to
expansion.
So long as you keep standard on Admin and keep standard on Tech, there
is no limit to expansion.
So don't get frightened, don't fire people, don't cut back. Understand
the above and the whole of this Policy Letter. And there is no limit to
expansion.
So EXPAND.
L. RON HUBBARD
Founder
LRH:sb.rd Copyright @ 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
346
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 JULY 1972
Issue 11
Remimeo
Establishment Officer Series 22
Executive Series 14
Org Series 30
EST 0 FAILURES
For several months I have been studying the Est 0 System in operation
and have finally isolated the exact points of any failures so they can be
turned to successes.
PUTTING IN THE SYSTEM
An Est 0 returning to an org can crash it.
The exact reasons for this are:
A. The Execs who heretofore did organizational work say, "Ali, here's
the Est 0 System at last," and promptly drop their organizational and
personnel actions.
Yet here is this lone E Est 0, no divisional Est Os, no one trained to
support him.
The right answer is when an E Est 0 goes into an org where there are no
Est Os or only a TEO or QEO, he must gather up the Execs and tell them it
will take him weeks to recruit and train Est Os and that THEY MUST CONTINUE
ANY ORGANIZATIONAL ACTIONS THEY ARE DOING and that the HAS IS STILL
ESTABLISHING THE ORG.
Otherwise they let go their lines.
B. The new E Est 0 takes key production personnel from the divisions to
be Est Os and they crash.
The answer to this is to RECRUIT the new Est Os.
This is easier than it looks if you recruit idle area Auditors to be Est
Os.
If you do this remember that they went idle as auditors because they had
out-Ethics, were PTS, had misunderstoods and out TRO. To get them you do a
3 May 72 P/L, a 5 April 72 P/L, Method 4 on their Courses and make them do
real TRs, especially Zero. And they'll be ready.
You get a list of Area Auditors and contact them and do the above on
them and you'll have Est Os who are half trained already.
Failing this or in addition to it just plain recruit.
C. The first post a new E Est 0 should take is Dept 1.
He does NOT "hat the HAS" or "just do programs". He rolls up his sleeves
and WORKS as Director of Dept 1.
He recruits, he posts up Dept 1. He hats the hell out of Dept 1.
He makes a Department I that really really flows in personnel, puts up
org bds and hats.
WHEN he has a Department I FUNCTIONING he can begin to recruit Est Os as
well as other org staff.
If he can't get a Dept I whizzing he has no business being an Est 0,
does he?
347
He does NOT put in Dept 2 or act as Dept 3. He makes the HAS handle
these.
With a strong working Dept 1, an Est 0 System can then go in.
D. Musical Chairs is the commonest reason any org collapses.
A "new broom sweeps clean" complex will wreck any org.
An E Est 0 on arrival, taking over Dept I FREEZES ALL PERSONNEL
TRANSFERS. He does not permit even one transfer.
The only exception would be where a musical chair insanity has just
occurred. If this was followed by a stat crash then one REVERTS THE ORG TO
THE UPSTAT PERIOD and then FREEZES PERSONNEL TRANSFERS.
But before one reverts one must Evaluate the earlier period by stats to
be sure it WAS the upstat period.
By freezing personnel one protects what he is building.
Almost all musical chairing is the work of a suppressive except when it
is the work of an idiot.
E. Anyone trying to hold Dept I in a personnel starved org is holding a
hot seat as any HAS or Personnel Director can tell you.
Body traffic to this Dept in any medium sized org defies belief.
It looks like Grand Central Station at the rush hour.
'I have to have -" "Where is my Cse Super -" Etc Etc Etc is the
constant chant.
You can spend the whole day interviewing staff execs and get nothing
done.
There is a right way to do all these things and a billion wrong ways.
Obviously the answer to all their problems is to get and train new
people. Yet how can one in all the commotion?
90% of these requests are from people who are not hatting and using the
people they already have.
The right way is on any new personnel demanded one gets Dept 3 to do an
Inspection and Report Form for people in the area of the exec doing the
demanding. You will find very often unhatted, untrained and wasted
personnel and many outnesses.
You hold the line on personnel by saying: "Handle these unutilized or
half working staff or these outnesses. You are here on my procurement board
as entitled to the (give priority, 3rd, 8th) person we hire or recruit."
And get industrious in recruiting, using all standard actions for that
is the only way things can be solved.
Most orgs would run better on less people because the personnel are not
hatted or trained. One org, two years before this writing, made four times
as much money on half the personnel it now has.
Unhatted, the staff is slow and uncertain. Unproducing, the Div heads
demand little.
But they sure can scream for more personnel!
No org ever believes it is overmanned.
F. Some Divisions (like the usual Treasury or Dissem) can be
undermanned. Key income posts most often are empty.
When one mans up an org one sets priorities of who gets personnel.
348
This is done by PRODUCTION paralleling. One mans up against production.
New people come in through Div VI. They are signed up by Div Il.
Delivery is done by Div IV. Money is collected by Div 111. That gives you a
sequence of manning up.
You man income and delivery posts with new hirings.
The E Est 0 is trying to get in a Dept I so of course he gives this a
priority as well.
Until the Income is really rolling in and the delivery rolling out, one
does very little about other areas.
Having gained VOLUME, one now begins to Man up for Quality. This means a
Cramming and a WC Section in Qual. It means more HCO.
One now hits for future quantity by getting auditors in training, more
upper execs in training.
When the org is so built and running and viable it is time the whole Est
0 System got manned up.
G. Every 5th person hired on an average should be put in Dept I as a
Dept I extra personnel who does Dept I duties and trains part time as an
Est 0.
This gives the E Est 0 additional personnel in Dept 1.
It also begins an Est 0 right.
His most essential duties as an Est 0 are Dept I type duties.
You eventually have a bulging Dept 1. You have a basic Dept I that
functions well and will continue so. You have the Est 0 trainees who are
working in Dept I as Dept I personnel. And you have of course some new
people who are HCO Expeditors until they get in enough basics for real
regular posting.
This makes a fat Dept I and proves one can Est 0!
SUCCESS
If an E Est 0 introduces the Est 0 System exactly as above and in no
other way, he will be a success.
Like an auditor varying processes or altering HCO Bs, a new E Est 0 who
varies the above will bring about disaster.
Where E Est Os have gone into orgs other ways or where the system has
been varied, stats have crashed.
By going in this way, as above, it can be a wild success.
How fast can you put in an Est 0 System? It takes months of hard work.
It depends really on how good the E Est 0 is at recruiting, org bding and
hatting.
If he's good at these things the time does not stretch out to forever.
For comparison, it took half a year each to build DC, Johannesburg and
SH to their highest peaks. They were all built from a Dept I viewpoint of
recruiting, org bding and hatting hard enough to get production.
So this is the oldest pattern we have-Dept I evolves the org.
When the org gets too big Dept I loses touch. You extend it into each
Div and you have the Est 0 System. And you have Est Os.
LRH:nt.rd L. RON HUBBARD
Copyright @ 1972 Founder
by L. Ron Hubbard [See also HCO PL 9 May 1974, Prod-Org, Esto and
Older Systems
ALL RIGHTS RESERVED Reconciled, on page 446, which modifies the above
Policy Letter]
349
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 23 JULY 1972
Remimeo
Establishment Officer Series 23
Executive Series 15
Org Series 31
THE VITAL NECESSITY OF HATTING
On a graph analysis of past stats, my campaign on hatting where a hat
was a checksheet and pack apparently introduced a steady rise of the
International Gross Income.
Studying this further I discovered a new basic, simple fact: HATTING =
CONTROL. A person who is hatted can control his post.
If he can control his post he can hold his position in space-in short,
his location. And this is power.
When a person is uncertain, he cannot control his post, he cannot
control his position. He feels weak. He goes slow.
If he can control his post and its actions he feels confident. He can
work effectively and rapidly.
The key is CONTROL.
Control is the ability to START, CHANGE and STOP.
When he is hatted he knows the tech of HANDLING things. Thus he can
control them. He is at CAUSE over his area.
If you have an org composed only of weak wobbly posts, they tend to
collapse in on each other. There is no POWER.
The org then cannot be CAUSE over its environment because it is composed
of parts which are not cause. The whole is only the sum of its parts.
If all the parts are each one at cause, then the whole will be at CAUSE
over its environment.
Only an org at CAUSE can reach and CONTROL.
Thus a fully hatted org can be at cause over its environment, can reach
and control its fates and fortunes.
THUS THE PRIMARY TARGETS OF AN EST 0 ARE
A. ESTABLISHED ORG FORM and
B. FULLY HATTED PERSONNEL.
BASIC SEQUENCE OF HATTING Recruited or hired.
350
EEIF~
2. Staff Status Zero.
3. Staff Status 1.
4. Staff Status 11.
5. Posting as other than an HCO Expeditor.
6. Full Hatting with a checksheet and pack fully done with M6 and
M7 and M4 Wing.
7. Eligibility for Study and Auditing (OR for staff service or
study).
8. Must have a stat and demonstrated he has produced on post.
9. Objective Processes CCHs, 8C, S-C-S, Havingness, etc.
10. Drug Rundown.
11. Method I Wing, Primary Rundown or Primary Correction Rundown.
12. Administrative or Tech Training. (OEC or Auditing.)
No one should have any other training much less full time training
before Step 9 in the above. (There is an exception in the Sea Org where
Crew Member Checksheet is done at once after recruiting on a Deck Project
Force. The other actions then follow except that Estates Project Force may
be substituted instead of HCO Expeditor, but the rest of the program is the
same.)
There are Time Limits placed on how long it takes to do SSI and SSII. A
person who can't make it is routed to Qual where he is offloaded with
advice on how to get more employable. (In the SO it is Fitness Board.)
TIME TESTED
The above is the route that has been tested by time and found good.
Other approaches have NOT worked.
Granting full time training at once is folly. The person may get trained
but he'll never be a staff member. This is the biggest failure with
auditors-they don't know the org. Admin training with no org experience to
relate it to is a waste of time.
This was how we built every great org. And when it dropped out the org
became far less powerful.
Old timers talk of these great orgs in their great days. And they will
tell you all about the org boarding and hatting that went on. How the
hatting officer in HCO and the staff training officer in Qual worked as a
team. And how fast the lines flew.
The above steps have stood the test of time and are proven by stats.
RECRUITING AND HIRING
You never recruit with a promise of free courses or free auditing. Not
even HASs or HQSs. You recruit or hire somebody to be part of the team.
OPEN GATE
If any opinion or selection is permitted as to who is going to be let on
staff, all recruitment and hiring will fail.
By actual stats when you let anyone say, "No! Not him! Not her!" the
gate shuts, the flow stops. And you've had it.
Requirements and eligibility fail. The proof is that when they have
existed in orgs, the org wound up with only PTSs and no-case-gains!
351
The right answer is FAST FLOW hiring. Then you have so many that those
who can't make it drift low on the org board or off. You aren't trying to
hold posts with unqualified people "who can't be spared".
In a short-staffed org "looking only for the best people" the guy nobody
will have gets put on an empty "unimportant" department. He's now a
Director!
It only happened because you didn't have dozens.
The answer is NOT lock the gate or have requirements. The answer is HAT.
An org that isn't hatted goes weak and criminal.
Don't be selective in hiring or recruiting. Open the gates and HA T!
Follow the steps given above and you have it.
Don't spend coins like training or auditing (or travel) on people until
they have proven their worth. No bonuses or high pay for anyone until they
have reached and attained Step 8 (a good stat). The cost of such fast flow
hiring is not then a big factor.
The only trouble I ever had with this was getting div heads to UTILIZE
their staff. A FIRST JOB FOR AN EXECUTIVE IS TO GET THINGS FOR HIS PEOPLE
TO DO. AND KEEP THEM BUSY AT PRODUCTIVE THINGS.
So I used to have to go through the org that did FAST FLOW HIRING
regularly and get people to use their new people. And to move off those who
could not work.
This was ALL the trouble I had with the system.
And until I enforced FAST FLOW HIRING there was always some effort by
someone to close the Gate.
ALL the great executives in Scientology came up in such orgs.
With a flow of people the best move on up. The worst, if any, drop off.
Only orgs with restricted hiring or recruiting give trouble,
IN A FAST FLOW HIRING ORG THE HAS AND EST Os MUST BE ON THE BALL. THE
BREAKDOWN OCCURS WHEN THEY DO NOT HAT AND KEEP ON TOP OF THE PERSONNEL
SCENE.
Fast Flow Hiring only breaks down and gets protested where HCO and Est
Os are not doing a top job. They have to really handle the personnel, post
them, hat them, keep the form of the org.
A fully formed org in a heavily populated location would need hundreds
of staff. It would make hundreds of thousands.
But only if it is fast flow hiring, hatting, holding the form of the org
and only then could it produce.
L. RON HUBBARD
LRH:nt.rd Founder
Copyright (~) 1972
by L. Ron Hubbard
ALL RIGHTS RESERVED
[See also HCO PL 9 May 1974, Prod-Org, Esto and Older Systems Reconciled,
on page 446, which modifies the above Policy Letter.]
352
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 28 JULY 1972
Remimeo
Establishment Officer Series 26
Executive Series 16
Org Series 32
ESTABLISHING
HOLDING THE FORM OF THE ORG
If a person who could not play a piano sat down at a piano and hit
random keys, he would not get any harmony. He would get noise.
If the head of a division gave orders to his staff without any regard to
their assigned posts or duties, the result would be confusion and noise.
That's why we say a division head "doesn't know how to play the piano"
when he knows so little about org form that he continually violates it by
giving his various staff members duties that do not match their hats or
posts.
But even if one could play the piano, one would have to have a piano to
play.
SPECIALISTS
Each org staff member is a specialist in one or more similar functions.
These are his specialties.
If he is fully trained to do these he is said to be HATTED-
The combined specialties properly placed and being done add up to the
full production of an org.
The org form is then the lines and actions and spaces and flows worked
out and controlled by specialists in each individual function.
These specialists are grouped in departments which have certain actions
in common.
The departments having similar functions are grouped into divisions.
The divisions combine into the whole org form.
It is far less complex than it looks. It would be very complicated and
confusing if there weren't divisions and departments and specialized
actions. Without these you would get noise and very limited production and
income, and at great strain.
Take a theater as an example. There are people who advertise it; these
are the public relations people; they are hatted to get publicity and make
people want to come to the play; call them the PR Division. There are the
producers and directors; they are hatted to present a performance and make
it occur; call them the Production Division. There are the actors and
musicians; call them the Artists Division. There are the property men; they
are hatted to get costumes and items needed; call them the Property
Division. There are the stage hands and electricians and curtain and set
men; call them the Stage Division. There are the ticket sellers and money
handlers and payroll and bills payers; they are hatted on money and
selling; call them the Finance Division. There are the people who clean the
theater and show people to seats and handle the crowds; call
353
them the House Division. And there are the managers and playwrights and
score writers and angels (financiers); call them loosely the Executive
Division.
Now as long as they know their org board, have their flows plotted out,
are hatted for their jobs and do a good job, even a half-good play can be
viable.
But throw away the org board, skip the flows, don't hat them and even a
brilliant script and marvelous music will play to an empty house and go
broke.
Why? Because an org form is not held. Possibly an untrained unhatted
producer will try to make the stage hands sell tickets, the actors write
the music, the financiers show people to their seats. If he didn't know who
the people were or what their hats were he might do just that.
And there would be noise and confusion even where there was no protest.
People would get in one another's road. And the general presentation would
look so ragged to the public they'd stay away in droves.
EST 0 ACTION
Now what would an Est 0 (or an Executive Director) have to do with let
us say, an amateur, dilettante theatrical company that was about to bog.
Probably half the people had quit already. And even if there were people
in the company they would probably need more.
The very first action would be to Est 0 Series 16 the top men to make
money quick.
The first organizing action would be to kick open the hiring door. This
would begin with getting out hiring PR and putting someone there to sign
people up who came to be hired (not to test and audition and look at
references, but just to sign people up).
The next action would be to do a flow plan of public bodies and money.
So one sees where the org form reaches. Then a schedule,.
Next action would be to do an org board. Not a 3 week job. (It takes me
a couple hours to sketch one with a sign pen for posting.) AND GET IT
POSTED.
One then takes the head of each of these divisions and Hats him on what
his division is supposed to do and tell him to do it. NOW.
You make and post the flow plan, org bd and terminal location plan where
the whole company can see them.
Chinese Drill on a flow plan to show them what they're doing and what
has to be done.
Chinese Drill on the org board including introducing each person named
on it and getting it drilled, what he does and who he is.
You Chinese Drill the terminal locations where each of these persons
(and functions) is to be found,
You get agreement on schedules.
You now have a group that knows who specializes in what and what's
expected of each.
You get the head of the whole company to work with and hat the heads of
his divisions.
354
Now you get the heads of divisions to hat their own staffs while you
help.
And you get them busy.
You then put the polishing touches on your own Dept I (Personnel PR,
Personnel Hiring, Personnel Placement, org bds, hat compilations, hat
library and hatting hatting hatting).
And by hatting and insisting on each doing his specialized job and
getting seniors to HOLD THE FORM OF THE ORG by ordering the right orders to
the right specialists and targeting their production and MAGIC! This
amateur theatrical company gets solvent and good enough to wind up on
Broadway. It's gone professional!
You say, yes, but what about artistic quality? What about the tech of
writing music and acting....
Hey, you overlooked the first action. You kicked the door open on hiring
and you hatted and trained. And you let go those who couldn't get a stat.
Eventually you would meet Human Reaction and Emotion and would put in a
full HCO and a full Qual particularly Cramming. But you'd still do that
just to be sure it kept going.
Yessir, it can't help but become a professional group IF you, the Est 0,
established and made them HOLD THE FORM OF THE ORG and produce while they
did it.
An Executive Director can do all this and produce too. The great ones do
things like this. But here it is in full view.
A Scientology Org goes together just like that. Which could be why, when
we want to get something started, we say:
"Get the show on the road!"
But there is no show until it is established and the FORM OF THE ORG is
held.
You are luckier than the amateur theatrical company's Est 0. You have
policy for every post and a book of it for every division and all the tech
besides.
So there is no valid reason under the sun you cannot establish and then
hold.the form of the org.
L. RON HUBBARD
Founder
LRH:nt.bh Copyright @ 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
[See also HCO PL 9 May 1974, Prod-Org, Esto and Older Systems Reconciled,
on page 446, which modifies the above Policy Letter.]
355
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 JULY 1974
Issue I
Remimeo
Org SeHes 33
PRODUCTION BUGS
An analysis of failures to produce in several fields showed this fault:
EXPERIMENTING ON A STANDARD
PRODUCTION LINE.
Example: A cook can cook 30 dishes of various types successfully.
Instead of retaining these as they are and seeking on the side to create or
find new dishes, the cook experiments with and changes her 30 standard
dishes. The result is failed production.
Example: A musical group has 15 finished pieces of repertoire. Instead
of developing totally new pieces, they rewrite their existing repertoire.
The result is a failure to do good shows.
Example: An org is doing well with a standard CF letter writing
campaign. This personnel is pulled off onto phones only as an experiment.
The org stats crash. The correct action would be a pilot phone program
using new personnel and leaving the standard actions in.
In all cases the right thing to do is maintain without variation the
standard production line and if experimenting or change is to be done:
pilot it on the side with people or actions that do NOT impede standard
production.
There is always a better model in the research lab than there is on the
production line. The only bug occurs when the incomplete and unknown model
is shoved over as the standard production.
If on test and experience a new action, properly piloted, is better,
then and only then is it added to the standard line.
L. RON HUBBARD
Founder
LRH:act.ts Copyright@ 1974 by L. Ron Hubbard ALL RIGHTS RESERVED
356
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 JULY 1974
Issue 11
Remirneo
Org Series 34
WORKING INSTALLATIONS
Never unmock (take down or destroy) working installations.
A working installation is something that is operational.
The most flagrant violation of this is tearing up Div A to create Div B.
Division A is working. Somebody orders Division B to be strengthened.
A stupid or suppressive personnel person will tear up Div A to get
personnel for Div B.
The correct action is to find extra or new people for the new action.
MUSICAL CHAIRS (transfers of persons around an org) is THE SINGLE MOST
DESTRUCTIVE ACTION TO AN ORG'S STATS.
A failure to recruit and train new people leads one toward the
destruction of working installations.
Whenever a new unit has to be made up, the failure to recruit and train
shows up vividly. Essential people are ripped off their posts to form the
new unit and the destruction of working installations by this action shows
up at once in production stats.
It takes a great deal of work to find, hat and post people and get them
experienced enough to produce. It takes a lot of work to make a working
installation. But in one swoop some irresponsible personnel transfer can
destroy it.
In mechanical matters the same thing applies. It takes a lot of work to
make something operational. If for a while it is not used, a mechanic may
rob its parts to set up something else instead of getting new parts for the
something else. Then when the working installation is needed, it doesn't
function and a great deal of trouble and expense is put in setting it up
again. The trouble and expense is far more costly than getting the parts
elsewhere.
NEVER UNMOCK A WORKING INSTALLATION.
It will be far more costly than going to a lot of trouble and expense to
get the
people or parts elsewhere.
L. RON HUBBARD
LRH:rhc.ts Founder
Copyright@ 1974
by L. Ron Hubbard
ALL RIGHTS RESERVED
[See also HCO PL I I August 197 1, Issue 11, Personnel Series 22, Don't
Unmock a Working Installation, on page 249.1
357
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 JANUARY 1971
Rernimeo
Finance Packs
SO & Scn Orgs
Finance Sefies I
FINANCE BANKING OFFICERS
The Finance Office is an autonomous Office (similar to the Guardian's
Office). It has representatives in every Bureaux and every Continental
Liaison Office and every org, SO and Scn.
It is located on the Org Board in the Office of LRH.
Its authority stems from the corporate authority of the company and
exists at company director level of the corporation.
Its representative is called the FINANCE BANKING OFFICER (FBO).
When the office is established in an area and an org is designated as
part of this corporate authority (as already exists in the SO at this
writing), the following procedure is followed.
The FBO verifies and collects all income received by the org from the
Cashier or Income Dept, Div III, Treasury Division. This is done daily.
Appropriate receipts are given the cashier or Director of Income.
The FBO immediately banks this money in a Finance Off-ice Account or in
his safe, making express and useful records of this action.
When the org or activity has undertaken its financial planning (FP) to
the satisfaction of the Treasury Sec (or Purser) who can verify that the FP
covers the necessities of org operation, the FP is transmitted to the
Treasury Bureaux Aide or Assistant Aide. It is again verified.
Accompanying the FP from Ad Council level must be a statement of
expected future income and its planning. It is upon this that the Bureau
bases its authorization.
This authorization is then forwarded to the FBO complete with all papers
and FP.
The FBO on his own discretion then transfers to that Org's Main Account
the needed funds. This is the ALLOCATION.
From this Main Account the org now further transfers funds to its other
accounts.
Any reserves being built by the org are taken from the Allocation.
The management of the Allocation remains with the org
The judgment of the FBO, based on the org's expected income as stated in
the FP, and on the FP submitted, as to what amount the FBO allocates is
entirely up to the FBO and is not subject to appeal. The FBO must make his
experienced allowances for down periods and for the actual production of
Final Valuable Products of the org.
Any cash shown on a Cash Bills Graph is cash salvaged from former
allocations (org reserves) or current allocations. The cash expressed on
the Cash Bills Graph of the org must exist in actuality and must be real
sums that can be expended. It may not be
358
,c credit coming to us from an FBO" nor collectible but not received sums.
Even cheques delayed in clearing may not be part of this org cash figure.
The FBO also pays from his own funds so collected from orgs, management
expenses of the corporation incurred locally. These are no part of an org's
expenses.
The sums and accounts of the FBO are the property of the corporation and
no longer under the org's control. Allocated sums for the org are under the
org's control.
Funds requested by an org FP, or by an FBO from the corporation for a
specific use must be applied to that use or refunded to the FBO if not so
used.
The orderliness and in-admin of a Treasury Division in an org are under
the overall supervision of the Org's Treasury See and the Org's Treasury
Sec and the state of his division and the reality of his activities are the
responsibility of the Treasury Bureaux of the corporation as well as under
the Executive Director or the Commanding Officer of that org or activity.
Balance Sheets and other reports are under the same responsibility as
the Treasury Division but in the matter of balance sheets and tax also come
under the Guardian Office Finance to which both Treasury Aides and A/Aides
are answerable.
The viability of the org and area is the local responsibility of
Treasury Secretaries and A/Aides and Aides of the Treasury Bureaux and, as
it may seem to them to apply, the Guardian Office.
The solvency of the orgs and areas is the responsibility of the FBO.
The FBO statistics consist of cash paid in to management central
reserves and the allocation -production ratio of each org and of the area.
Management reserves are used for defenses and potential refunds and
management overall cost and viability.
Org Reserves are used for local emergencies or periods of down stats or
large acquisitions to increase production.
The exact financial administration to bring this policy letter into full
use is offered for approval to and authorized by the corporate board.
Nothing in this policy letter disturbs in any way existing Finance
Policy except to modify the cashier's and Dir Income's actions in turning
over all income properly accounted for to an FBO and receiving, via FP and
the Treasury Sec of the org and the Treasury Bureau application, from the
FBO the allocation passed upon by the FBO.
L. RON HUBBARD
Founder
LRH:nt.sb.rd Copyright@ 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
359
HUBBARD COMMUNICATIO
Saint Hill Manor, East Grinste
HCO POLICY LETTER OF 13 FE
Remimeo
Add Finance
Checksheet
All FP members Finance Sefies 2
FINANCIAL PLANNING TIPS
FP need not be a burden at all.
If these five conditions exist then FP is very easy.
1. PRODUCE AS AN ACTIVITY. Look over what your products should be,
particularly your Valuable Final Products, and then begin to get those
products somehow anyhow. This and only this is the shining reason why you
can have a decent allocation. If it is then denied you you can howl and be
sure of redress. A cap in hand with no product is a sure route to chopped
FP. (Example: An org with half a million collectable on its books but which
didn't even send out statements had an awful time with FP. Asking for
"allocations" that were really handouts, neither its FP body nor its FBO
fully understood WHY, but it just seemed unreal to give it money. It was
asking for money. It wasn't requesting the return to it of money it had
made and was entitled to. It did not make other value so could not justify
value. Therefore it "sort of looked odd" to Finance. Even Finance did not
know why. The wildest example of this was the 1950 LA Foundation which,
under a US Navy Ex-rear Admiral, wanted $47,000 a week to subsidize a
foundation potentially making $80,000 a week. But he closed its doors and
wouldn't run it until he could get "legal" and subsidized. Another one is
DK 1969 wanting Flag to pay it $3,000 a week to keep it going when it
wasn't even sending out letters and did not even own a typewriter yet was
accidentally making $5,500 a week average. There are tons of such examples.
Activities go on to government appropriation think instead of promote-sell-
collect and deliver and wind up with no pay, no food, no uniforms and FP
troubles and conflicts you wouldn't believe possible.)
2. KNOW YOUR FINANCE PACK. When members of FP bodies have not done their
Finance Pack they get into total confusion. Further any Finance authority
gets disgusted with their admin irregularities and won't regard their
propositions or troubles with any seriousness. Failure to do, refusal to do
a Finance Pack (which only takes a couple part time study days) can give an
FP body a bad name with Finance people simply because their ignorance is
mistaken for foolish proposals.
3. SEPARATE OUT DIFFERENT TYPES OF EXPENDITURE. An early FO on "Title"
of various items helps clarify. Find out and get it agreed to what is
covered under Title A (permanent) Title B (valuable non-expendable) and
Title C (issuable or usable) and get Finance to agree to what is which and
exactly what one is doing FP on and the tangle becomes easier to undo. What
is Permanent Fixture? Does one FP for new ships, new buildings, vital
repairs, vital spares? (Actually no, but it has to be covered in general
Finance.) Is one FPing for gimmicks and oddities and possibly useful things
(Title B). Or is one FPing for expendables, wages, food, fuel, papers?
(Title C.) Maybe one FPs for all three BUT in the category of necessities
to operate and would be nice and future hopes. Necessary spare parts for
Title A that would break everything down are of course necessities. So
probably should pass without question. Whereas Finance people often don't
see them that way. Wages, food, uniforms, fuel are subject to cutbacks
where an activity. is not able to demonstrate production. Good idea Title B
usually comes in for purchase when the activity is really making the money
and otherwise are a yawn. Future hopes depend totally upon one's profitable
use of what one has. Once you get all this agreed to with Finance people
they can't change the rules on you every FP. And a lot of the strain goes
out of it. No FO or P/L could easily set up exact rules for every type of
activity there is. Essentially it would be what is agreed upon between the
Finance people and the FP body. The Finance people want to get cash to
reserves and they resent justly a freeloader activity that has subsidize or
unwise think. They want to give an activity X beans (money) and get back X
beans plus. When they give out X beans and get back no beans they are hard
to live with. Even a ship that produces no money directly still sells org
help events and trained experienced SO members for beans from orgs. Any org
would give it good hard beans for real help and trained experienced SO
members. If AOLA could "buy" all the
360
excellent SO members it wanted and needed from the station ship it would be
delirious with joy. But if the SS has not been making them, it has a hat-in-
hand aspect to Finance people. Finance people then shift the rules around
to try to get out of giving any money at all, naturally. While this is
covered in No. 1 above, it also affects No. 3, this one. Everything is
considered Title C, even the ship, and subject to total reduction as it
does not increase Finance people's viability. So "the rules" get shifted on
the FP body. If it isn't making a valuable final product that can be
changed for cash with something that has cash (No. 1 above) and if it
doesn't know general Finance rules (as in No. 2 above) and if it has no
solid agreement with the Finance Authority on Title A, B and C, then of
course FP is a nightmare for everyone concerned.
4. NEGLECTING NECESSITIES. When an FP body is not aware of the
necessities of its operation and neglects to FP for them Finance people
(Bureau Three Treasury and FB0s) have to do it for them. This causes a lot
of bad feeling from Finance people. A new drinking fountain or trampoline
mat for staff and no postage FPed for is sure to cause a lasting engrain!
An FP body should have a list of vital necessities by division and FP for
those first before it begins to wonder. Strangely, pay, food, uniforms are
not considered necessities. They do not directly influence an activity's
income. A "necessity" is what it takes to make products and valuable final
products. In a cap-in-hand activity food is qualified as "some food,
oatmeal maybe". Pay becomes "maybe but no bonuses ever". Uniforms become
"none". Recruiting posters YES. Fuel becomes "economical amounts carefully
used". Training materials becomes YES. So what's a necessity? A necessity
is what it takes to make the valuable final product, not individual
survival but group survival. So an FP body doing individuated think can get
in severe FP trouble just by the nature of economics.
5. USING FP TO NEGLECT DUTY. It is a shame but true that people will
excuse lack of vital action by blaming FP. "The building burned up because
we couldn't get fire hoses through FP." "The main engine broke down because
FP
rejected Actual tracing of such statements usually discloses the
item was never
FPed for at all even to the FP body or that "FP" was used as a means of
escaping the
work. If you buy all this blame of FP you will think FP and Finance people
villainous.
Actually FP is often a whipping boy to excuse not doing the job or to delay
it. Failure
to handle and saying it was FP when it wasn't is Comm Ev stuff. So don't
let FP get a
bad name unjustly. It's grim enough even when done right.
The future of any activity depends upon these five factors above. It is
an economic world in which we live, regardless of "isms" like Capitalism or
Communism or Socialism.
If you have these five things cared for you can do FP quite merrily.
The essence of getting money is making money in the first place. FP is
the second step of what do we do with the money we make. It will never
solve neglecting to make it. You always have trouble with money if you
don't make any.
I hope this helps lead sane Finance bodies out of the jungle into the sun.
L. RON HUBBARD
Founder
LRH:sb.rd Copyright @ 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
361
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 17 FEBRUARY 1971
Rernimec,
Finance
Packs
SO & Scn Finance Sefies 3
Orgs
BASIC FBO DUTIES
NB: HCO PL of 29 Jan 1971 "Finance Banking Officers" is No. I
HCO PL of 13 Feb 1971 "Financial Planning Tips" is No. 2
of the FINANCE SERIES.
ORG CASH COLLECTIONS
The FBO collects the cash from Div 111.
He verifies what he has received.
He gives a receipt for it.
He writes it all down in his records, making a total list of what the
monies are.
He makes out a bank deposit slip.
He goes to the bank and he deposits the money in his (Company) No. I
account.
FP LINE
Div 111 of the org passes on and finalizes its FP and hands it via Bu
111 to the FBO who verifies it by production for himself.
The FBO writes a transfer cheque from his (Company No. 1) bank account
and just transfers the FP amount to the org's bank account (Main Account).
The org's own officers are signatories on their own bank account.
The FBO and the A/G of the org; are signatories on the FBO account.
The FBO has a second bank account (Company No. 2) to which he transfers
money for International Managemeift expenses.
He transfers money from the first (Company No. 1) account to Management
(not org) Reserves.
The FBO keeps an Invoice-Disbursements system on his No. 2, Flag
Expense, account.
The FBO never spends any money out of his No. 1 account. Money goes into
it and is transferred out of it. Only transfer cheques are drawn on it (to
Management Reserves or to Org Main Account).
The FBO keeps enough float in his No. 1 account to cover bounced
cheques. Cheques bounce ONLY on that account.
The minute a cheque bounces or fails to clear the FBO reports the drawer
for false report and personally contacts him to establish whether the
cheque should be re-presented or another cheque drawn.
This transaction does not go through the org Div 111 and is not entered
on the
362
org's books. The org is left in the position of the customer's friend. It
is the FBO who is the customer's devil.
No Div III is ever touched, approached or harassed on bounced cheques by
an FBO. It is an offense for him to do so.
Div III Collections have to do with collecting Qual credit invoices and
Advance Payments and any other credit advanced by the org.
BANK ACCOUNTS
Finance Banking Officer (International Management) Account No. 1.
Signatories: FBO of the org and A/G of the org as well as International
Officers. No org officers. Transfers only. Requires both signatories.
Finance Banking Officer (International Management) Admin Expense
Account. Account No. 2. Signatories: FBO of the org, A/G of the org and
International Officers. No org officers. Int Management Expenses, no org
expenses. Requires both signatories.
Org Main Account. Receives only monies transferred from FBO Account No.
1, never from Cashier. Usual org signatories. The allocation received from
the FBO goes into this account. All Org Expenses, salaries, etc are paid
from this account.
Org Reserve Account. Receives any funds like building fund org is
holding as reserves for the org as saved from allocations. Held by and
signed on by the org officers.
HCO Book Account. Used as per Pol. Any monies belonging to it collected
by FBO, into his No. 1 Account and transferred to HCO Book Account by him.
Usual org signatories.
NO OTHER BANK ACCOUNTS.
LRH Pers Comm from notes by
L. RON HUBBARD
Founder
LRH:KU:mes.bh Copyright @ 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: See also HCO PL 4 December 1972R, Issue 11 (revised 24 January
1973), FBO & Treasury Financial Reports, which amends the above Policy
Letter. A copy can be found in the 197 3 Year Book.]
363
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 17 FEBRUARY 1971
MODIFIED 5 JULY 1972
Remirneo
FBOs
Dept 7 Finance Sefies 3 - I
Dept 8
AGFs
HANDLING OF BOUNCED CHECKS AND REFUNDS
(Modifies HCO Pl, 17 Feb 71 Finance Series 3 in that bounced checks
must be minus invoiced by orgs and debited to the customer's account
so that service is not delivered against them until re-collected.)
This Policy Letter outlines the exact handling of bounced checks
including FBO actions as would be required in connection with HCO PL 29 Jan
1971 "FINANCE BANKING OFFICERS" and HCO PL 17 Feb 1971 "BASIC FBO DUTIES".
It is a duty of the FBO to safeguard incoming monies and to ensure that
all income is properly and legibly invoiced by the org and that the exact
same amount is collected and receipted and banked by himself each day.
FBO records must therefore agree with and verify those of Div 3 always.
All daily income collections are thoroughly checked by the FBO before
issue of any invoice of receipt.
He carefully checks the tape total of the day's income against org
invoices. He checks the invoices for admin correctness and legibility. He
ensures that all copies of any voided invoices are stapled to the in-series
copy.
He then tape-totals the checks and counts the cash against invoice
totals.
These must equal the same amount exactly.
He inspects checks for correctness of date and endorsement and quickly
obtains any needed corrections.
The FBO then issues his invoice to Dept 7, made to "Dir Income" or
"Cashier" in the exact currency of receipt.
He ensures that his deposit slips equal the same amount as org invoice
total and the amount of his receipt for the money.
All org income is then deposited to the FBO's Finance Office Account No.
1.
BOUNCED CHECKS
Thus, any bounced checks are returned from the bank to the FBO.
The FBO receiving a bounced check from the bank debits it to the Org
with a MINUS INVOICE of the same number series on which he issues his
invoices of daily collections from the org.
The Org Dir Income or Cashier then at once writes his own MINUS INVOICE
debiting the account of the person who presented the check. A copy is
provided the FBO.
This protects the org from delivering services which have not in fact
been paid for.
364
One org had on its books in excess of $20,000 which had bounced and
remained uncollected but which still showed in the customers' files as
credits!
COLLECTION
The bounced check is now subject to immediate re-collection action by
the FBO, who reports the drawer for FALSE REPORT and personally contacts
him to obtain a new check or OK to redeposit.
The FBO makes notes of all collection actions on a single sheet to which
all other related papers are attached.
When the FBO has secured collection on the check he writes an invoice
crediting the org, attaching a copy to his collection notes to indicate
collection complete. These are then filed.
The org Dir Income or Cashier then at once writes his own CREDIT invoice
showing "BOUNCED CHECK COLLECTED" and crediting the person's org account.
The re-collected check is banked by the FBO.
WEEKLY INCOME TOTAL
Gross Income as reported on OIC is the total of monies collected by the
org and is unaffected by bounced checks or bounced check collections.
Minus invoices for bounced checks are NOT deducted from the weekly
income total and recollected bounced checks having already counted as
income once are not again counted.
PACKET INVOICES
Div 3 weekly invoice tape total excludes any invoices for bounced checks
or bounced checks collected.
The FBO's weekly invoice tape total excludes any such invoices but a
separate tape is made by the FBO for any bounced checks and a third for any
such collected that week.
FBO deposit slips for checks being re-deposited are made out separately
and are so marked by the FBO to distinguish them from Org income being
banked.
REFUNDS AND REPAYMENTS OF APS
Refunds and repayments of advance payments are not minus invoiced but
are paid by Dept 8.
A voucher copy debiting the customer's account is placed in his accounts
file.
Any monies required for such by the org must be obtained from the FBO
before payment from the Org's Main Account and must be paid out that same
week or returned to the FBO as unused.
Flag Finance Mission 835 for L.
RON HUBBARD
LRH:VP:nt.rd Founder
Copyright @ 1972
by L. Ron Hubbard
ALL RIGHTS RESERVED
365
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I MARCH 1971
Remimeo Issue 11
Finance Packs
FP Members Finance Sefies 4
FBO Hats
INCOME SOURCES
Added to FBO duties are
(a) Income demand.
(b) Tracing and summarizing of present and past income sources of the
org for the org.
He does this from actuql invoices and promotion returns and accounts
collectable files.
As a routine activity he searches old records and invoices and files to
detect and revive any past income sources no longer current, as well as
summarizing current income.
Results are presented to the Ad Council by the FBO.
None of this relieves the Registrar or Ad Council or Div 3 of
responsibility for income and collections.
Ad Council also has copies of its departmental income sheets, posted
weekly by Dept Heads against service department copies of invoices.
Ad Council statement of projected future income can now be based on a
planned increase of actual past and current products and income sources and
promotion successes and new income planned.
The planning by which the projected income is to be made is expressed in
the FP.
An FP body and its FBO must know its products and income sources cold to
be able to plan at all and to make the projected income materialize.
An FP body that can project expected income with reality and can produce
an FP that will obtain increased org products and the projected income
amount sensibly and realistically will have no trouble with Finance
authorities.
An FP body that cannot do this will have endless trouble with Finance
authorities and an FBO who cannot allocate accordingly will have endless
trouble with FP bodies.
FP LINE
Added to the FP line is the FBO's prepared statement of summarized
income sources of present and recent weeks and any previous income sources
discovered and promotion successes insofar as they are available!
These are provided Ad Council by the FBO prior to Financial Planning.
The presentation is in figures and is factual, not opinion.
Copies of such FBO reports are sent to Flag Finance Office and to Flag
and CLO Data Bureaux. Ad Council now has a basis on which to plan projected
future income with reality.
366
The Registrar has the product of Income Greater than Outgo plus Reserves
and with the Dissern Sec and Dist See tries to get ideas for income, how to
expand old and obtain new. This, is submitted to their Ad Council along
with other income figures.
Ad Council, having prepared its statement of projected income and
planned its FP, passes the FP via the Treas Sec and Bu 111 to the FBO.
ALLOCATION
The F110 looks at (a) expectancy of income as laid out by the Ad Council
of the org and (b) the amount of FP. He makes his allocation accordingly.
When the org is really making the money, and can project still more with
a good FP realistically planned, the FBO must take this into account in
allocating for items of image and facility improvement which may not
directly cause income increase but which were earned by high production and
high income.
The amount of an FP is of less concern to the FBO than an increased
allocation-production ratio.
Activities (orgs) that have no direct expectancy of income are put in a
cap-in-hand status and demand is made to produce income and meanwhile
here's a bare necessity handout. The FBO tries to get more in from the
activity than he gives out by considerable.
ASSISTANT GUARDIAN
Any disagreements or outnesses in the FP are adjudicated upon by the A/G
of the org or where there is no A/G by the D/Gdn Finance of the area.
Adjudication is based on current income and the reality of projected
future income and the sensible and realistic planning of the expenditure
that will result in that amount of gross income which has been projected.
Lt. Vicki Polimeni CS-3
from LRH OODay items and conference notes
for
L. RON HUBBARD Founder
LRH:VP:nt.bh Copyright @ 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
367
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 26 APRIL 1971
Issue 11
Finance & FP Hats
Bu Ills
Dept 8 Finance Sefies 5
Check Signers
FP ACTIVATION
FP allocation amounts become due for transfer from the FBO No. I Acct to
the Org's Main Account immediately following FBO approval of the FP and
allocation figure.
The FBO is generally watchful of the FP routing and handling lines and
prevents any undue delays.
With the FP approved and allocation amount established, the FBO issues
his transfer check AT ONCE, rapidly obtaining the needed A/G co-signature
(or Exec Dir in the absence of the A/G or AGF) and delivers the check to
the hands of the Treas Sec.
The Treas Sec gives his receipt and sees that the allocation check is
banked AT ONCE to the Org's Main Account.
When the FP check has cleared and been credited to the Org's Main
Account by the Bank, the FP as approved may be activated by Division 3.
NOTBEFORE.
Checks drawn or POs activated against an FP for which the allocation
check has not yet been deposited or cleared amounts to spending money which
is not there, and violates earlier policies and falsely affects the Org's
Cash-Bills Stats.
FSM commissions and any refunds due for payment follow the same
principle.
Dept 8 prepares all forms and related data and applies via the Treas Sec
to the FBO AT ONCE when such payments are due. The FBO rapidly verifies and
immediately issues a check to cover valid FSM commissions due and a
separate check to cover any refunds payable. His transfer voucher lists the
names and amounts.
Org Officers signing FSM or refund checks have the usual check signing
data to hand plus the FBO's transfer voucher showing that the Org Main Acct
has received funds to cover the checks presented.
A check signer who fails to verify this point for himself risks signing
checks against funds not there or allocated to other purposes.
CASH-BILLS
Cash-Bills as reported by Div 3 includes sums actually on hand in the 3
org accounts (Main, Reserve, HCO Book) vs Bills due and purchases newly
ordered.
Thus a check signer accepting checks without evidence of FBO transfer
also risks a falsely reduced Cash-Bills Stat which gives an untrue picture
of the org's actual financial position.
Lt. Vicki Polimeni
LRH:VP:nt.bh.jh Finance Aide
Copyright @ 1971 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
[Note: HCO PL 28 November 1972, FSM Selection Routing Form, in the 1972
Year Book, adds FBO actions of verifying FSM commissions and transferring
them to the Org's Main A/C to the earlier Selection Routing Form as set out
in HCO PL 9 January 1967, FSM System Administration in Organizations,
Volume 3-page 337, Volume 6-page 334.1
368
HUBBARD COMMUNICATIO
Saint Hill Manor, East Grinste
HCO POLICY LETTER OF 10 N
Rernimeo
Finance Packs
FBOs Finance Sefies 6
FBO HAT
This policy letter outlines FBO duties and actions as given in recent
issues and in early 1968 Flag Orders by which the post was initially
established.
ORG BOARD LOCATION:
1. The Finance Office is an autonomous office (similar to the Guardian's
Office).
2. It is located on the org board in the Office of LRH, Dept 2 1.
3. Its authority stems from the corporate authority of the company and
exists at company director level of the corporation.
4. Its representative is called the FINANCE BANKING OFFICER.
(NOTE: "COMPANY" in this P/L is defined as the corporate entity of Flag.
It does NOT mean the local org's corporation or the C of S.)
("RESERVES" is a company term for collected money. They may be Flag's
corporate reserves but they are in actual fact the local orgs' debts being
paid. On tax forms, balance sheets, etc it may be designated correctly as
sums owed to the company.)
FB 0 PROD UCTS:
I . Management Reserves, hugeness of.
2. Cash to Management Reserves in acceptable range and rising in trend.
3. Increased org solvency as indicated by an increasing allocation-
production ratio.
4. Flag Finance programs, projects and orders quickly and thoroughly and
completely done.
5. Data and reports completed accurately and on time and sent to Flag
and Cont'l Finance. Includes accurate and contemporary data to Data
Bureau Flag and Continental.
6. The competent and terminated handling of local finance situations
arising, by application of the related policies, and the reporting of
such to Flag and Cont'l Finance.
7. Solvency of the company (Flag) in the area.
8. Financing of company (Flag) projects and actions in the area.
FBO PURPOSES:
1. To collect all org income.
2. To summarize and know the org's income sources and those necessities
required to produce org products and the product of increased income.
3. To intelligently and wisely allocate sums to the org so that the
approved FP results in increased org solvency and increased allocation-
production ratio.
4. From increases of allocation-production, to forward large and
increasing sums to management reserves.
5. To wisely handle Flag solvency in the area.
6. To expedite company (Flag) projects in the area.
7. To fully and adequately report to Flag via CLOs.
369
FB 0 S TA TIS TICS:
1. Cash to Management Central Reserves.
2. Allocation-Production ratio of the org.
3. Local company (Flag) cash-bills ratio.
IMMEDIA TE SENIOR:
1. The immediate senior of an Org FBO is the Continental FBO.
2. The immediate senior of the Continental FBO is the Flag Finance Aide
(CS-3).
FB 0 DUTIES:
I . To establish and maintain the proper uses, titles and signatories of
the two FBO bank accounts No. I and No. 2, on policy.
2. To collect daily all sums of income from the org and to ensure that
all incoming monies are invoiced and banked by the FBO before any
allocation or expenditure may occur.
3. To ensure that any loans from LRH or the Corporation and any debts to
them are recorded as such.
4. To verify all sums collected by the FBO against the Org's invoices
for that day, and to ensure that the Org's invoices tape-totalled equal
the exact amount received by the FBO.
5. To issue an invoice of receipt to the Cashier or Dir Income.
6. To keep an FBO LEDGER into which all incoming monies are entered on
the left hand page for that day, giving a total list of what the monies
are.
7. To enter separately (bottom, same page) and apart from current
income, any bounced checks returned from the bank that day, and any
bounced checks re-collected by the 17130.
8. To record on the opposite (right hand) FBO LEDGER page for the same
day the exact disposal of the day's income-to the FBO No. I account or
abroad for exchange.
9. To inspect the dates and endorsements and currency of all checks for
correctness before deposit.
10. To separate out any domestic non-convertible checks from other
countries if such are received, to be sent by the FBO abroad for
exchange.
11. To make a deposit slip for the day's income being banked and a
separate slip for any bounced checks being re-deposited.
12. To deposit all incoming monies daily to the FBO No. I Account.
13. To keep a consecutive record of bank deposit slips in a notebook or
bank deposit book provided by the bank.
14. To file a second copy of each deposit slip with the FBO invoices for
the week.
15. To package and label FBO invoices weekly to include the in-series
invoices and add-strip, a loose set of copies, the week's deposit
slips, and the bank debit advice for any bounced checks for the week.
16. To keep express and exact record of any amount sent abroad for
exchange and to follow up each such amount until returned. Such sums
having been once invoiced by Div 3 on receipt may not return via Div 3
or be re-invoiced on return from abroad as such introduces an error
into income.
17. To maintain enough float in the FBO No. I account to cover any
bounced checks returned from the bank.
18. To collect daily from the bank any bounced checks.
19. To handle all bounced checks at once by urgent and personal contact
with the drawer, obtaining immediately a new check or the drawer's
authority to re-deposit. It is a fast and urgent contact action with
Ethics in the offing.
370
20. To re-deposit such sums daily by separate deposit slip to the FBO No.
I account.
21. To ensure that bounced checks are collected only by the FBO and that
neither the bounced check nor the re-collection of it appear in org
records or org GI or Div 3 stats. A re-invoicing of bounced checks by
Div 3 would introduce an error into income.
22. To threaten legal action on any long uncollected bounced check and if
still uncollected to give the action over to Legal.
23. To report weekly to Continental Finance Office the amount of checks
bounced, checks collected and checks outstanding, with a copy to Flag
Finance Office.
24. To collect weekly from the Treas Sec a copy of the income sheets
posted up by Dept heads from their Service Dept copies of the week's
invoices.
25. To ensure that DEBIT invoices are also shown and clearly marked on
these sheets and to ensure collection of DEBIT invoices by Div 3.
26. To weekly summarize receipts and income sources of the org for the
org.
27. To search out org collection files and old invoices to detect and
revive any previous income sources no longer current or dropped in
volume.
28. To trace income sources to their successful promotional actions where
such info is available as factual (not opinion).
29. To present Ad Council of the org with a factual summary of org income
sources, to include the current week or month and copies of earlier
reports and any past income sources newly discovered. This is presented
prior to Financial Planning and assists the Ad Council in preparation of
FP.
30. To demand income increase from the org, particularly where past
successful income sources or collections have been neglected.
3 1. To know the vital necessities required by the activity to produce its
valuable final products and particularly its income.
32. To maintain agreement with the FP body regarding Title A, B, and C
expenditure and product necessities, and how these are covered by FP and
general finance.
33. To receive the Ad Council's proposed Financial Planning and statement
of projected income when passed as Okay by the Org Treas Sec and the
area Bureau III Asst Treas Aide.
34. To inspect the proposed FP with regard to (a) expectancy of income
and the plan by which it is to be materialized and (b) the amount of FP,
and to allocate to the org accordingly.
35. To ensure that FP sums allocated by the FBO cause an increased
income, thereby giving an increased allocation-production ratio and an
increased statistic of cash to management reserves.
36. To transfer sums of expense thus approved by check to the org's Main
Account.
37. To send to Flag and Continental Finance Offices a copy of the
approved Financial Planning against which the allocation was made.
38. To transfer all HCO A/C income to the org's HCO BOOK ACCOUNT.
39. To transfer to the org's Main Account any refund monies required.
40. To transfer to the org's Main Account monies for FSM Commissions
paid, these not being subject to Financial Planning.
4 1. To issue to the Treas Sec of the org a voucher with each transfer
check, detailing the amount and intended use of the monies.
42. To recover from the org any allocation amount (except HCO A/C monies)
not applied to the approved use. Sums allocated by the FBO may only be
used for the purpose requested and approved and if not so used must be
returned to the FBO.
43. To receive a copy of any EMERGENCY PO not covered by the org's
Financial Planning but vital to org credit or promotion or product, and
to deduct 125% of its amount from future allocation to the vessel or
org.
371
44. To deduct from future allocation 200% of the amount of any EMERGENCY
PO found to have been approved without any copy advising the FBO, or if
the expense presented as an emergency was not an emergency in fact.
45. To collect from the Treas Sec a weekly disbursement sheet listing all
vouchers and sums paid out by Div 3 during the week.
46. To ensure that the Treas Sec accounts for all monies issued to him by
weekly total of expenses and cash on hand against monies from FBO that
week.
47. To transfer by check from the FBO No. I account sums to Management
Reserves and to the FBO No. 2 account for Management expenses incurred
locally.
48. To see that amounts owing to Central Management for services and
missions are collected and received by Flag.
49. To keep a separate invoice-voucher series for the FBO No. 2 account,
including separate deposit slip records and invoice and voucher packs as
with the No. I account.
50. To pay from the FBO No. 2 account any International Management
expenses incurred locally, keeping exact and express records of these.
51. To keep accurate and flawless record of all FBO receipts, banking,
transfers and disbursements- as required of any accounting activity by
standard Scientology Accounts Policies.
52. To make a brief weekly summary of receipts to and payments from both
FBO accounts, sending these to Flag Finance Office and keeping a copy.
53. To keep and reconcile weekly an FBO CASH JOURNAL for recording of any
CASH amounts the FBO may hold on hand. A CASH JOURNAL and cash box are
only for the occasional CASH disbursement, usually in connection with
management expenses. FBO disbursements and transfers are normally only
by check.
54. To receive checks cleared from the bank on the FBO No. I and 2
accounts and to tape these back into their original checkbooks onto the
check stub.
55. To collect from the bank a month-end statement on the FBO No. I and 2
accounts and to reconcile each on receipt.
56. To tape-total, package and label monthly the FBO in-series vouchers
with a loose set of copies. FBO No. I and No. 2 accounts each have their
separate voucher series and the vouchers are packaged up separately.
57. To make a full monthly financial report to Flag Finance Office
summarizing all income to and transfers from the FBO No. I account-to
include an attached copy of the month-end bank statement reconciled.
58. To make a full monthly financial report to Flag Finance Office
summarizing receipts to and disbursements from the FBO No. 2 account.
59. To include with this report a full statement of Central Management
Expenses paid locally, categorized as required by Flag Finance Office,
and to include a xerox or carbon copy of all such bills paid and the
voucher of payment. Also attached is a copy of the month-end No. 2
account statement reconciled.
60. To provide the required weekly and monthly finance reports on time
and with total accuracy so that management and org solvency and
viability can be centrally summarized at Flag.
61. To provide Flag Finance Office with a copy of the signature mandates
for each of the FBO accounts and to provide revised copies whenever such
mandates are changed.
62. To provide Flag Finance Office with a blank checkbook on each of the
FBO accounts.
63. To keep FBO accounts and funds completely secure at all times
including an occasional check on bank security to ensure that only the
authorized signatures are accepted.
64. To report FBO statistics promptly and accurately to Org OIC and
Cont'l and Flag Finance Office.
372
65. To provide Flag and Cont'l Finance Offices with a stat analysis of
the FBO statistics at the end of each stat period.
66. To know and apply Scientology Finance and Accounts policies with
regard to allocations to the org and with regard to the FBO's own
accounting admin.
67. To act as a STABLE TERMINAL for Flag and Cont'l Finance Offices.
68. To get Command orders and Finance Programs DONE quickly and
thoroughly and exactly and to include in the compliance report exactly
WHAT was done and the results.
69. To report Div 3 outnesses to CLO Bu III and to follow up the handling
of these.
70. To pick up and terminatedly handle local Finance situations arising
by application of the related policy. This is by DOING the handling-not
writing despatches.
71. To make a brief and concise weekly report of these, stating the
SITUATION and its HANDLING. These weekly reports go to Continental
Finance Office for relay to Flag. A copy is made for Flag and Cont'l
Data Bureaux.
72. An FBO produces raised FBO statistics, and orders and programs
competently DONE, and reports completed accurately and on time, and
situations handlednot reasons why, and can'ts, and problems.
OVERALL APPROACH
The chief concerns of an FBO are income sources, income demand and
income increase.
It is factually the size of org income and the increase of allocation-
production ratio that determine cash to reserves.
This does not mean that he runs the org via Financial Management. He
does not.
But he does expect income increase and an increased allocation-
production ratio from what he pays out, and if he doesn't get it, he finds
out WHY. He finds his WHY in facts and figures, not opinion.
Org managers can then take all this up along with other data affecting
management.
And if the FP members are well-hatted and the FBO knows his job and does
it, finance conflicts resolve and the results are expressed in rising
stats.
Lt. Vicki Polimeni CS-3 for L. RON HUBBARD Founder
LRH:VP:mes.bh Copyright @ 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
[See also HCO PL 4 December 1972R, Issue 11 (revised 24 January 1973), FBO
& Treasury Financial Reports, in the 1973 Year Book, and BPL 10 November
1973R, Finance Series 16R, FBO Network Organization Location, on page 406,
both of which amend the above Policy Letter.]
373
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 19 MARCH 1971
Remimeo Issue 11
FBOs
FP Hats Finance Series 7
BEAN THEORY
FINANCE AS A COMMODITY
The allocation paid out by Finance to an org or activity must BUY
SOMETHING.
It buys more funds back from the activity than it paid out and it buys
the production of that activity.
Finance is best understood as a COMMODITY in terms of beans.
So many beans issued to an activity and so many more beans back.
Beans do not magically materialize into more beans. What brings back
more beans for those issued is the PRODUCTION and INDUSTRY of org staff and
how wisely the beans are allocated.
Even the interest one earns on a bank account is earned in fact by
someone's production and ability to get more beans out of an activity than
are put in.
Where Finance uses its beans to buy production and industry and
projected income at a cost which requires the activity to be viable it gets
back more beans and a raised allocation-production ratio.
The first rule of Finance and any activity is INCOME GREATER THAN OUTGO.
Where Finance can skillfully apply this to the divisions and personnel
of an org as well as the org as a whole the additional beans materialize
because what is bought is production and the products which add up to the
product of raised income and viability.
PRODUCTION
Activities that allocate by need and fail to force and pay for
production are the basis of failed economies and welfare states.
"We need. . . ." is taken by Finance with a yawn unless followed at once
by a projected resulting valuable product or income realistically planned
and immediately in view.
Finance allocates against proven production and projected income.
The FBO looks at where the beans are going and what income and
production they are buying.
When he finds that the beans issued to an area or division are not
buying production or income he designates a cap-in-hand status to that area
and the beans issued become those essential to product only until the
product emerges in the expected volume and quality.
One org with a soaring payroll particularly in the Tech area while
delivering less than 5 auditing hours per auditor per week had all on full
pay and bonuses. The org had finance troubles and found sums needed to
promote absorbed instead by high payroll.
How? The org was on fixed pay (high) and gave only small production
bonuses, obligating a high payroll expense without regard for production.
Other errors aside, the Finance error is an absent demand that the beans
issued to that area buy more beans or valid full capacity production.
A reversal of this, setting low basic pay and high production bonuses,
would have bought production for the beans issued and where there was no
production would have issued no beans or a bare minimum.
INCOME SOURCES
The apparency that income sources devolve upon certain single portions
of an org leads Finance into difficulty unless the products and sub-
products of the org and its divisions are fully grasped.
374
The tracing and reinforcing of income sources while a necessary and
vital action falls far short of the total action of finance in its
investment of beans.
A company receiving income only after the fact of delivery would appear
to an inept or unfamiliar Finance person to have DELIVERY as its major
income source. If Finance then seeks to raise income by forcing all beans
into stepped-up delivery while neglecting the prior promotion and sales
there is soon no demand and nothing to deliver and NO BEANS.
Income sources traced superficially to SALES expertise alone, neglecting
promotion and delivery again gives NO BEANS.
A Finance person seeing sales expertise as the company's immediate and
major income source quite rightly issues more beans to sales. But if he
leaves promotion and delivery underfinanced, sales suddenly finds itself
selling an unknown product due to absent prior promotion, and sales made go
undelivered or poorly delivered or even refunded.
Finance tracing income sources to promotion alone and neglecting to
follow up with sums to sales and delivery gives the same result.
Thus, in addition to org income sources, Finance and org managers must
know the valuable final products and sub-products of the org and its
divisions and posts in order to wisely allocate funds.
COSTING
Income greater than outgo applies equally to each division and person
in an org.
If Finance is fully familiar with the products of divisions and key
posts of an org and their costing and value to the completed org product
and expected volume or capacity it can skillfully apply income greater than
outgo individually to each.
An org has valuable final products for which it collects income.
Each division and area of the org has a product or products which
contribute to the whole action which gets the org product promoted and
delivered and the income collected.
How much it costs to produce how much product is the COSTING of a
division or org or post.
It is not always possible to determine how much income a single post or
division contributes to the whole activity.
But one can know to what degree a sub-product is vital to the delivery
of the org's valuable final product and one can know how much it costs to
produce it. And one can expect each area and post to be productive and
viable as a single activity.
Costing to be real must also take into account the expected CAPACITY or
IDEAL SCENE of the activity.
A plant producing at half capacity yet fully manned and running at full
expense gives a product which costs twice what it should if the activity is
to be fully viable and profitable.
A costing of the Tech division described above would show that with
production at 115 capacity, its product cost 5 times what it should cost to
be viable as an activity and profitable to the org. ,
Thus, funds allocated to an activity by costing alone will not buy or
ensure production or return more beans.
If one were allocating beans by income and products, he would have to
consider the COSTING of each product, the importance of each product (how
vital it is to the Valuable Final Products of the org) and the expected
capacity or volume of each area.
One could juggle these about and assign an allocation value to each
product and sub-product and key stat.
So many letters out, so much bulk mail out, so many student points and
well done hours = so much allocation.
Under such a system the FBO would get production and more beans back for
the beans put in.
The Ad Council doing FP on such an allocation would shortly see what
under-productive areas were causing a reduced allocation and would pound
those areas to produce. Likewise, the activities of productive divisions
and areas would be reinforced by the FP body.
375
What accomplishes this is NOT Finance acting as org management, but
Finance applying income greater than outgo to each division and area of the
org and handling money as a commodity of which one issues so much and gets
so much more back.
Finance becomes org management only where it ceases to handle finance as
a commodity like beans and where org managers themselves fail to grasp and
understand financial realities.
LOST INCOME
Financial Planning is how one uses the funds one has to keep things
running well and make more income.
There is some degree of loss in a failure to prevent unreal and
unprofitable expenditure.
Orgs and FP bodies are sometimes improvident in their planning and
Finance people are alert for this and have to be because they quite rightly
expect beans back plus more for beans expended.
But the greater loss to Finance is income lost or never made.
The difference between what an org should be making and what it does
gives Finance greater loss than any FP saving could ever recover.
Foolish or unreal expense is prevented because it's a poor investment.
But an org of $50,000 income potential making only $20,000 is a weekly loss
of $30,000 to Finance.
An org stacking up thousands in collected but undelivered services gives
Finance a potential and staggering loss in sums refunded.
An org seeking to save 10 shillings while neglecting to develop and boom
a continent doesn't make sense.
One knows the income sources of the org cold and one knows what sub-
products promote and sell and deliver and collect income.
One puts finance as a commodity first and most into these and never
saves on them except to raise the viability of a vital division or area not
producing well and then only to raise production.
One seeks new income sources and means while reinforcing those already
successful and reviving any no longer current.
One gets sums already owed to the org collected with industry and in
high volume.
One handles emergencies by making more money and has lined up 3 or 4
valid income sources each and any one of which would provide the needed
funds.
One uses beans to buy raised income and production and refuses to
finance non-production or fruitless expense.
One knows cold the costing of vital and other org products and demands
full capacity production and viability and income greater than outgo of
each division and area and post of the org individually.
One predicts and plans for expansion occurring and the future adequacy
of materiel and quality of delivery before the sudden absence of adequate
staff or delivery facilities becomes a screaming urgency.
And one knows that more profit can be lost than ever could be saved on
expense.
Money is a commodity.
It is subject to certain realities. Its realities apply to the whole org
and equally to the divisions and persons in the org. Its realities have to
be fully grasped by Finance and FP members and org; managers.
Handled by Finance people as a commodity of which one always gets back
from an area more than went in it brings raised income, expansion and
reserves.
Lt. Vicki Polimeni
LRH:VP:nw.rd.ts Finance Aide
Copyright 1971 for
by L. Roniubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
376
HUBBARD COMMUNICATIO
Saint Hill Manor, East Grinste
HCO POLICY LETTER OF 8 J
Rernimeo
FBO Hats Finance Sefies 8
A/Gs
FBO ACCOUNTS
(Ref: HCO PL 29 Jan 1971 FINANCE BANKING OFFICERS
HCO PL 17 Feb 1971 BASIC FBO DUTIES)
FBO No. I and No. 2 accounts are in the local org's name, but are
controlled by the joint signatures of the org FBO and A/G (or A/G F), who
administer them strictly in accordance with the policies of Central
Management which govern their use.
Thus the FBO account names become: FINANCE OFFICE (org name) No. I
ACCOUNT and FINANCE OFFICE (org name) No. 2 ACCOUNT.
In the event of prolonged absence of FBO or A/G without deputy the Exec
Dir may substitute as joint signer until such time as a deputy FBO or A/G
can be appointed.
International signatories are:
THEFOUNDER
THE CONTROLLER---~----- SOLE SIGNERS
THE GUARDIAN WW
THE TREASURER WW
FINANCE AIDE JOINT SIGNERS
BANKING OFFICER INT
The checkbooks for these FBO accounts are securely kept by the FBO.
Weekly and monthly financial summaries on these accounts are made up by
the FBO and sent to- Flag Finance Office
TAX AND BALANCE SHEETS
The FBO No. I and No. 2 Accounts are part of org records as regards tax
and balance sheet preparation; the No. I account representing all org
income receipts and transfers for org expenses, WW 10%s and Management
fees, and the No. 2 account representing partial payments of Management
fees by means of local funds placed at the disposal of Central Management.
While they are org accounts in this regard, both accounts are used
entirely at the discretion of Central Management, under whose corporate
authority the FBO operates. They have no part in Org Cash/Bills figures,
and are not considered to be org funds in any other sense than for
accounting purposes.
Lt. Vicki Polimeni
Flag Finance Aide
for
LRH:VP:sb.rd L. RON HUBBARD
Copyright @ 1971 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
377
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
Remimeo HCO POLICY LETTER OF 23 SEPTEMBER 1971
FBO Hats
Item No. 1 of IMPORTANT
FBO Hats
To be WC2 Finance Series 9
and *rate
and in clay. FINANCE BANKING OFFICER PURPOSES
(His Most Important Policy Letter)
A Finance Banking Officer works for the reputation of himself and his
network as follows:
"An org with an FBO makes more money and has a better paid staff and
makes it more worthwhile for Flag to manage it than any org ever would
without an FBO."
This reputation is to be earned by the conduct and good sense of the
FBO.
Therefore the purposes of the FBO are
I . To make the org make more money.
2. To give the org a well paid staff.
3. To make it very worthwhile for Flag to manage and help it.
FBO ABILITY
An FBO must know how to make money.
An FBO must know HOW an org makes money and keeps its reputation with
excellent delivery.
An FBO must know the policy expertise used in making money.
An FBO must know that "turning down FPs" plays into the hands of any
that wish the org to fail and that forcing in a proper FP allowing for
promotion and needful actions is the way to defeat counter-intention in the
org.
An FBO must know that expenses incurred in the future beyond the org's
ability to pay must be halted before the expense is incurred, not after the
org has been committed.
An FBO must realize that Finance Control is a primary point of
Management Authority and that this control must not be locally developed to
a point where Finance forms a hidden command line, unknown to management or
Flag. The FBO has no authority to permit new acquisitions or obligations
and no authority to dismiss personnel or cut off obligations without Flag
Commanding Officer approval. No one in the entire network from top to
bottom has any authority to change operating orders or policy and must
obtain such authority for specific cases only from those in actual Command,
i.e. Commanding Officer of a Continental Liaison Office or the Commanding
Officer of the Flag Bureaux as major changes affecting basic planning are
command decisions. (Proper, future contracts, staff hiringand dismissals,
basic changes in the FP No. I of an org, are all command decisions, not to
be made in the FBO network. Things that are any future risk at all require
Authority from the Flag Bureaux.)
An FBO should realize that he is well backed up and that his warnings
and suggestions are usually authorized by Command Channels.
An FBO must realize that one can pass endless regulations regarding
finance to block off efforts to escape from old regulations (as witness tax
people's problems), and that all new regulations will also be escaped. The
FBO to handle this should work instead to bring understanding and
cooperation into the org in matters of finance.
The FBO must know that lack of word clearing and hatting will make a
financially irresponsible org and must see that word clearing on all
finance policies occurs both in himself and in the org.
The FBO in doing his duty must work always to earn the reputation set
out and
postulated at the beginning of this policy letter.
LRH:nt.rd
Copyright @ 1971 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
378
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 22 OCTOBER 1971
(Reissued 17 Feb 1972 with changes in
Remimeo this type style)
All Execs
Staff Hats
FBOs' & AGs' Hats Finance Sefies 10
Div 3 Hats
FP Packs
PURCHASING AND CHECK SIGNING LINES MODIFIED
(Adds to existing purchasing and check
signing policies)
The effectiveness of Financial control in orgs depends primarily upon
the degree to which financial and income-making policies are known and
applied by FP members, FBOs and Treasury personnel.
However, the effectiveness of the administrative lines which govern
purchasing and bills payment is also a vital factor.
Unless these lines are sharply IN, the FBO and AG and execs can be
working full ahead to ease the org out of a tight financial situation only
to find new bills arriving that nobody heard of before or that a printing
press has just been ordered by the new purchaser because "somebody told him
to"!
When an org has reached a low cash/high bills situation, it may take
many months of careful planning to restore income and solvency.
And even when things are going well the purchasing and bills paying
lines must be held under firm control to keep it that way.
Therefore, the following shall apply fully to all Sea Org and
Scientology orgs, CLOs and OTLs and also to Sea Org vessels when undergoing
refit or construction:
I . All letterhead stationery in use by the Treasury Division must bear
the following statement:
"ANY EXPENSE COMMITTED IN THE NAME OF THE CHURCH MUST HA VE THE WRITTEN
AUTHORIZA TION OF THE TREASURY SECRETARY OF THE CHURCH TO BE CONSIDERED
VALID AND PAYABLE BY THE CHURCH. "
The word "organization" may be substituted for "Church" in any org where
corporate status may require it
2. Every firm with whom the org does business and every new firm
contacted for purchasing or pricing must at once receive a letter from
the Treasury Secretary using this letterhead and introducing by name
those persons who are authorized to make purchases.
3. Such letters must promote our excellent credit standing and should
make clear that the persons named are the only persons authorized to
purchase goods or services for the company.
This serves to make company policy known and prevents random persons
from running up bills.
4. Every personnel change within the org which causes a change of
authorized
379
purchasers must be followed at once by new letters to all firms advising
of the fact.
5. All expense commitment is by written order prepared by Dept 8, signed
as authorized by the Treasury Secretary, and shown to the business firm
at the time of purchase.
6. The Treasury Secretary in signing such orders must see the valid
PURCHASE ORDER for each item ordered.
7. Expenses such as utilities and postage and occasional others which
cannot be handled in this manner are nonetheless covered by ordinary
purchase orders or Estimated Purchase Orders (EPOs).
8. All Purchasing lines are routinely spot checked by the FBO for
application of this policy letter and results reported to Flag and
Continental Finance.
9. Long distance phone and other such services can become an unexpected
source of sudden expense increase unless HCO requires a signed PO for
each long distance call as required by HCO PL 15 May 1971, PURCHASE
ORDERS, and other utilities are watched for sudden increase.
10. All check signing on org bank accounts will be done once weekly by
usual signatories and in the presence of the FBO and A/G. All checks
must be tape totalled and petty cash amounts limited.
11. The FBO and A/G in carrying out this duty ensure that all check
signing and dateline policies are applied and that all checks being
signed have been properly authorized and do not exceed the org's
allocation and in the case of FSM commissions and refunds that covering
amounts have been transferred to the org by the FBO so that org
cash/bills is not falsely affected.
12. Current and unused checkbooks for the 3 org bank accounts are kept by
the FBO in his safe or by the A/G or A/GF where there is no FBO and are
issued to the Treasury Division only for weekly reconciling, check
preparation and the return of cancelled checks to their check stubs.
13. These policies may not be used in any way to delay valid purchasing
or bill payments but must be applied so that no delay occurs and so that
financial admin lines are strengthened and made more secure.
14. The enforcement and application of these policies is the
responsibility of the FBO, who must personally groove them in with the
Treasury Sec and Dept 8 and again on any change of personnel.
Vicki Polimeni Finance Aide for L. RON HUBBARD Founder
LRH:VP:nt.mes.rd Copyright @ 1971, 1972 by L. Ron Hubbard ALL RIGHTS
RESERVED
380
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 9 March 1972
Issue I
Rernimeo
7 Est Os for
check out on
all FBOs WC4 Finance Series 11
and in clay.
INCOME FLOWS AND POOLS
PRINCIPLES OF MONEY MANAGEMENT
(This P/L corrects any earlier P/L where
there is a difference or conflict.)
POLICY
If a management unit such as a Bureaux, a Continental Liaison Office, an
OT-Liaison Office or any agent thereof such as a Guardian or FBO or Flag
Rep is any good, THE NEAREST SERVICE ORG WILL MAKE AMPLE MONEY TO PAY the
managing unit and HAVE LOTS LEFT OVER TO SWELL SO Reserves.
Therefore if the managing unit or activity next to a Central Org or
service org is "In funds" or "without funds" it is a direct index of
management quality as expressed in the stats of the nearest service org.
MAJOR ORG
For an OTL the term CENTRAL ORG must have active use as applied to their
nearest Major Org.
For a CLO an AOLA or AOSH is the nearest org therefore its Major Org.
For Flag, the Flag Admin Org is the nearest Service Org.
FLOWS
An OTL or CLO or Bureaux must manage lesser orgs so they build up a
public that (1) services locally with these lesser orgs and (2) FLOWS
CUSTOMERS TO THE MAJOR ORG.
Thus Field Auditors-Franchises-Small Orgs-CENTRAL ORGS-SHs-AOs is THE
FLOW LINE without which the Central Org or top org will go broke.
If these lesser activities are kept prosperous and flowing persons
upward via the FSM system and other systems THE LOCAL, CONTINENTAL and
INTERNATIONAL management units WILL BE IN CLOVER.
If this flow line is not made to operate that way all will be awful. If
it does operate that way all will be well.
A CENTRAL ORG, THEREFORE, MUST GIVE HIGHER (IN TYPE) AND BETTER SERVICES
THAN FEEDER ORGS.
An AO must give higher better services than an SH.
Flag services must be higher in class than an AO's.
381
DEFINITIONS
Lack of precise definition as to what is Income and what is "Reserves"
has caused trouble in identifying activities and in this flow line of
management and income.
The main trouble it has caused is that a management unit, not having
precise definitions and not knowing the flow lines (as above) reaches out
to the wrong "finance pools" for their support.
(Examples: A Continental CLO tried to live on Management Ms which were
not theirs [UKLO '711. A CLO let the nearby AOSH go down and tried to live
off Flag [USLO '711. A CLO let an AO go down ignoring it completely while
building up only its most distant org [ USLO '711. A Div 111 would not
collect actively on huge debts because it could borrow from the corporation
[FAO '711. An OTL ignored its nearby CENTRAL ORG and kept trying to get its
support from its CLO [ANZO '711. The earliest example was a Navy Admiral
[Scoles] running the LA foundation into the ground in 1950 because he
thought it should be supported by Elizabeth, New Jersey.) The WHY of all
these was lack of understanding of Flow Lines, and lack of definition of
income, expenses and reserves as different, precise money pools and
different types of orgs.
DEFINITIONS
FLAG: The main vessel of the SO.
FLAG ADMIN ORG: The Service Org on Flag.
FLAG BUREAU: The International Management body of the SO with additional
advisor and management activities.
THE SEA ORG: A corporate activity headed by a Board of Directors which owns
and controls the ships, orgs and activities of the Corporation.
WORLDWIDE (WW): The corporation that owns and controls Scientology Orgs,
currently under the advices of the SO after its 1968 failure to maintain
orgs in solvent condition.
CONTINENTAL LIAISON OFFICE: The SO Office of a Continent that manages that
Continent.
OPERA TION-TRANSPORT LIAISON UNIT: The branch office of a CLO managing the
area or orgs assigned to it.
ORG FINANCE BANKING OFFICER: The FBO attached to an org to help the
Continental FBO manage it financially under SO control.
THE CONTINENTAL FBO: The F130 Officer and office engaged in the financial
management of a Continental Area under SO Control.
FLAG INCOME: Flag (FAO) collections by reason of on-board services,
Missions, books and manufactured items, plus 10% of CGI of orgs managed
(Flag Bu) except where WW has prior claim to the 10%. Does not include
Canteen or Bookstore.
TOTAL FLAG RECEIPTS: Total Flag (FAO) collections, Mgmt Bureau Income plus
Canteen/ Bookstore.
FLAG EXPENSES: Total of all Flag and Bureau and Management expenses,
including Bills paid for Flag by FB0s but not Canteen/ Bookstore expenses.
TOTAL FLAG EXPENSES: Flag Expenses plus Canteen/Bookstore.
382
FLAG EXPENSE: The total cost of the Apollo, its crew, the FAO, the Flag
Bureaux, Flag missions and comm, any Flag shore base or Flag relay unit,
and any repairs on her equipment whether paid on board or on behalf of Flag
by Continental FB0s.
FLAG RESERVES: Any money made by Flag's FAO services and Bureaux Management
Ms over and above the total expenses of the ship, the FAO, the Bureaux and
the crew.
INTERNA TIONAL MANA GEMENT INCOME: The 1 0%s collected by Flag Bureaux and
Flag for services of Management. This is 10% of the Corrected Gross Income
of those orgs or Franchises that do not pay 10% to WW.
SEA ORG RECEIPTS: The combined gross receipts of all SO orgs, ships and
activities, being the total receipts of a corporation which is managed by a
board. It is not the income of "Flag" or "Management" or CLOs or Flag
Bureaux or FAO or Ship.
SO INCOME: The amount of money received by the corporation after the
allocation to SO and Scii orgs and before management expenses are taken
out. Includes SO orgs, Scii orgs, Pubs and any other activity for which the
corporation is advising or managing. It does not include the gross income
of Scii orgs or such activities, only the money they pay to the SO.
SO DISBURSEMENTS: The amount of money expended in support of SO orgs,
ships, management, comm, everything including sums paid to management units
as expenses and 10% so paid as all or part of their expenses.
SO RESERVES: Often miscalled "Flag Reserves" or "Management Reserves" which
they are NOT. SO Reserves are: The amount of money collected for the
corporation over and above expenses that is sent by various units (via FB0s
and the Finance Network to the corporation's Banks. It is used for purposes
assigned by the BOARD OF DIRECTORS and for NO OTHER PURPOSE. These are
normally employed for periods of stress or to handle situations. They are
NOT profit. It is not support money for---Flag"or "Management". It is not
operating money (Examples: Huge sums were required to cover WW when under
attack and to catch the PUBS 1970 crash.)
CLO EXPENSE: A CLO is supported by funds from its nearest major org. This
does not mean all funds above allocation for that org belong to a CLO. 10%
of the CGI of the major org should be more than adequate to support a CLO
since if the CLO is any good at management at all the income will be high
in that major org. It is expected to send far more to SO Reserves than it
consumes.
OTL EXPENSE: The same as a CLO. Nearest major org supports it. If any good
it will boom that org and others as well. It has to boom others so they
will feed to the nearest major org. It is expected to send far more to SO
Reserves than it consumes.
CLO-OTL RESERVES: Any reserves that may be built up locally by book and
pack sales, events, FSM Commissions and booming the major org. It is
expected to send far more to SO Reserves than it consumes.
ORGRESERVES: Any reserves that maybe built upby an FB0by reason of astute
guardianship of the org's funds. Far more than such reserves go to SO
Reserves.
LOCAL RESERVES: The reserves built up by an FBO, OTL, CLO, Org, ship or
Activity by reason of booming the org. These may not be built up at the
arduous expense or denial of SO Reserves.
FBO CONTINENTAL EXPENSE: The FBO Cont'l expense is paid by the CLO to which
it is attached. Thus it must make lines flow. It collects for OTC!
FBO LOCAL EXPENSE: Paid by org to which the FBO is attached and collects
for OTC Ltd and other management units.
383
GOVERNING POLICY
The governing policy of Finance is to:
A. MAKE MONEY.
B. Buy more money made with allocations for expense (bean theory).
C. Do not commit expense beyond future ability to pay.
D. Don't ever borrow.
E. Know.different types of orgs and what they do.
F. Understand money flow lines not on ly in an org but org to org as
customers flow upward.
G. Understand EXCHANGE of valuables or service for money (P/L Exec
Series 3 and 4).
H. Know the correct money pools for any given activity.
1. Police all lines constantly.
J. MAKE MONEY.
K. MAKE MORE MONEY.
L. MAKE OTHER PEOPLE PRODUCE SO AS TO MAKE MONEY.
A small sack of beans will produce a whole field of beans. Allocate only
with that in mind and demand money be made.
A finance management which does not understand and USE these principles
will be like a driver who hasn't the tech to drive a car. He'll wreck it or
not driving it at all will have no transport.
Money is a tech. IT FLOWS. Although one dollar looks like another
dollar, they may be from completely different places and mean completely
different things.
L. RON HUBBARD
Founder
LRH:Idm.mes.rd Copyright Q 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
384
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead. Sussex
HCO POLICY LETTER OF 12 MAY 1972
Remimeo GO for Enforcement
ETHICS
Executive Series 13
Finance Series 12
Personnel Series 25
PTS PERSONNEL AND FINANCE
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
P/L 31 May 197 1, Issue IV, Revised 5 May 72, a checksheet.)
N.C.G. 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 MAX
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/0, 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
(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 I
ran the orgs directly the staffs made more money than before.
When I 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.
385
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 I was working
on the mechanism of how a PTS person remained ill.
I 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 I found that a PTS person was a robot to the
suppressive. (See HCO B 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 pennitted 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 N.C.G. persons on the key finance posts and an immediate
action should be taken to discover the PTS or N.C.G. 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 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
LRH:nt.sb.rd.ts . Copyright Q 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
386
HUBBARD COMMUNICATIOI*,
Saint Hill Manor, East Grinste,
HCO POLICY LETTER OF 3 J
Remimeo
AGs
AGF
FBOs Finance Series 13
FP Members
PROMOTION ALLOCATIONS
The Policy Letter which brought about
this Policy Letter and the Checklist is
HCO PL 20 Mav 72 "Types of Promotion"
WARNING: ANYONE WHO THINKS THAT HE CAN RUN UP A BULK MAIL STAT BY
MAILING OUT FLIERS AND BITS OF PAPER TO THE ENTIRE CF INSTEAD OF
MAGAZINES, IS C-R-A-S-H-1-N-G YOUR ORG.
The fact that orgs in the PAC area were using their Income to send out
tons of "Bulk Mail" to anybody and everybody to get the GI up but had
overlooked the ghastly fact that this "Bulk Mail" wasn't raking in a cent
and their Cash/Bills were worsening, brought about the following
Investigation which resulted in this Policy Letter being written.
POLICY: OEC Volume 11.
SITUATION: Orgs sending out huge quantities of Bulk Mail with no visible
returns.
IN VES TIGA TION:
The majority of orgs have been flooding their CF Publics with scraps of
paper selling them one service after the other.
One org went so far as to set aside other basic costs to get out massive
quantities of Bulk Mail hoping to get the GI up.
But what they got as a result was the bills for the promo, no GI
increase and worsened Cash/Bills.
A SH bent over backwards to get out a Power Flier (one pager) to
something like 17,000 individuals in CF and laid out f,688 odd to do so.
What they got in return was a deteriorating Cash/Bills and a continuing
fall off of Power Sales.
Meanwhile, a real proven income producer for the SH, the Auditor Mag, is
mailed out bit and piece style. Little bit this week, little bit next week
with a couple of hundred Auditors from last month thrown in for good
measure, and so it goes.
An interesting graph of an org's GI and Bulk Mail showed Income going
along nicely for 4 months (April-July 71), Bulk Mail crawling along. Income
crashes, does not recover, but Bulk Mail goes sailing on up and continues
its high trend for about 3 months and then eventually slides on down to the
low GI range.
A large org has a CF of around 3,700 (very small for such a large org)
and has their Address illegally tabbed as follows:
Book: (1) Town, (2) Suburbs, (3) Out of Town.
387
Service Takers: (4) Town, (5) Suburbs, (6) Out of Town (7) Requests,
(8) Odds.
They have not got a hope of communicating to the Public Individual or
selling the Service the person needs and wants.
These are just a few examples of the misuse of promotion which have
occurred-there are more.
Throughout OEC Vol Il there is constant mention and heavy emphasis on
(1) Mags and (2) Letters and what effect these two pieces have on Gross
Income. Fliers have become an altered importance for Division lIs, and an
unusual and costly solution in an attempt to get the Gross Income up. It is
to be noted that it is far easier to confront getting out a flier than it
is a Magazine and far easier to confront "the public out there" rather than
the individual.
Munich, the best org in the World, has a soaring GI (making over V 1,000
per week). Their Bulk Mail Out averages around the 1,000 mark. Letters Out
stat is rising nicely and brings in about a 40-50% response. They are in
constant comm with their CF Public, and sell specific services to specific
persons.
STA TS: Very expensive mail out with huge rising Bulk Mail stats and no
returns.
WHY: Orgs do not hold to the exact categories of what is mailed to what
Publics.
IDEAL SCENE: Orgs sending proper Bulk Mail out to the correct
categories and Publics and finance only authorizing promo
allocations based upon those exact categories.
HANDLING
Plan: Come down hard and get promo policy forced in and applied.
PROMOTION RESTRICTIONS
1. NO PERSON WHO IS PTS OR WHO GETS NO CASE GAIN MAY BE PERMITTED ON
FINANCE LINES.
2. HASes MAY NOT SCHEDULE PROMOTION.
3. BULK MAIL IS NOT TO CONSIST OF FLIERS. FLIERS ARE FOR STUFFING IN
LETTERS OUT, MERCHANDISE SHIPPED, STATEMENTS, INFO PACKS, ETC.
4. FLIERS ARE NEVER MAILED OUT AS SINGLE PIECES.
5. THERE IS TO BE NOT ONE PENNY ALLOCATED FOR BROAD MAILINGS OF FLIERS.
6. NO PROMO ALLOCATION HEREAFTER MAY BE GRANTED THAT IS NOT PER THE
EXACT CATEGORIES LISTED ON THE ATTACHED CHECKLIST.
7. THIS CHECKLIST MAY NOT BE ALTER-ISED OR CHANGED IN ANY WAY.
8. SHOULD PROMO PRESENTED VIOLATE THIS CHECKLIST, NO GO, SEND IT BACK
WITH A BLAST AND A DEV-T CHIT.
9. WHEN PROMO IS PRESENTED TO FP AS PER THE EXACT CATEGORIES OF THE
CHECKLIST ONLY THEN WILL THE MONEY BE ALLOCATED FOR PROMO.
10. NO ONE MAY USE THIS HCO PL AS AN EXCUSE NOT TO SEND OUT
388
PROMO, OR THEY WILL REALLY BE IN TROUBLE. IF AN ORG SENDS PROMO
INCORRECTLY THEY WILL NOT ONLY BE IN WORSE TROUBLE, BUT WILL ALSO GO
BROKE.
11. PROMO MONIES MUST BE PROPORTIONED OUT TO COVER THE VARIOUS TYPES.
NONE OF THIS PUSHING ASIDE OTHER BASIC PROMO AND GOING HELL BENT ON
NOTHING BUT LETTERS OUT. OR, ONLY GETTING OUT THE MAG AND NEGLECTING
EVERYTHING ELSE. ETC.
PROMOTION ALLOCATION CHECKLIST,
PURPOSES OF
1 To establish as firm policy exactly what promotion must be used and
that other
types of mailed material may not be planned or allocated for.
2. To use the same checklist (having obtained the usual basic cost of
each item as in an FP No. 1), to service as a basic guide in preparation
and approval and FBO allocation against future FPs.
3. Used as a summary sheet for the week's P0s and EPOs, it can be
compared by FP Members, AG and FBO to the basic one prepared in (2)
above so that all persons involved in FP approval and FBO in particular
can be assured that:
(a) No promo is proposed or approved which is not on the checklist.
(b) Items which are on the checklist are not being neglected.
(c) Monthly items such as mags and items such as Reg Packs and info
packs which are not printed weekly, are covered by layaside monies
so that they can be printed and mailed as required by the Checklist.
FB0s AND FINANCE PEOPLE ONLY BELONG ON PROMO LINES TO DEMAND THAT
CORRECT PROMO GOES OUT TO THE CORRECT PUBLIC AND TO MAKE SURE THAT
INCORRECT PROMO DOES NOT GET ALLOCATED FOR.
CONCLUSION
A lot of money has gone down the drain and a great many individuals have
been neglected through the screams of "Get the Bulk Mail Stat up!"
There's a lot of work to be done to get orgs back in real comm with
their CF Public. And we haven't got time to fool around.
It is vital that this PL be enforced.
Dissem Aide
by order of
L. RON HUBBARD
Founder
LRH:RR:ne.rd Copyright @ 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
389
ALL ORGS - AREA, CENTRAL, SHs & AOs
THIS IS WHAT YOU ALLOCATE PROMO MONIES ON & THAT IS ALL
ITEM PUBLIC HOW OFTEN QUANTITY METHOD OF
TOTAL COST WEEKLY
DISTRIBUTION COST
I Selectee Advice Packet No. I FSM Upon receipt Through the
mail Paper/Print:
Contents: (a) Small Booklet about Scn. "The Character Selectees of
Selection at Bulk Mail
of Scientology" would be a good choice (EOS is too slip rates or 2nd
Class Postage:
long for a Scn Adv Booklet) (b) A slip describing if
insufficient
Selection & saying the person is Selected. number for the
Total:
Bulk Mail rate
2. Selectee Advice Packet No. 2 FSM Two weeks Through the mail
Paper/Print:
Contents: (a) Info Pamphlet about Training & Process- Selectees after
No. I at Bulk Mail
ing (b) A large flimsy Gradation Chart (c) Data about pack mailed
rates or 2nd Class Postage:
Releases & Clears, the org and how to get there, living out if
insufficient
quarters near the org. number for the
Bulk Mail rate Total:
3. Selectee Advice Packet No. 3 FSM Two weeks Through the mail
Paper/Print:
Contents: A sign-up packet so arranged that all the Selectees after
No. 2 at Bulk Mail
person has to do is sign his name in order to enroll or be pack
mailed rates or 2nd Class Postage:
scheduled for processing or training. (Your Selectee Adv out if
insufficient
Packet No. 3 is usually the Adv Reg Pack.) number for the
Total:
Bulk Mail rate
4. Advance Registration Packet No. 3 Training Upon Receipt Through
the mail Paper/Print:
Contents: (a) All papers requiring signature (b) Airlines & of an
expressed at Bulk Mail
form & travel literature (c) A book order list (d) Club Processing
reach from rates or 2nd Class Postage:
plan of Prepayment (e) Letter asking the person to fill it Hot an
individual if insufficient
all in (f) A self addressed envelope. Prospects for Training number
for the Total:
or Processing Bulk Mail rate
ALL ORGS - AREA, CENTRAL, SHs & AOs
THIS IS WHAT YOU ALLOCATE PROMO MONIES ON & THAT IS ALL
ITEM PUBLIC HOW OFTEN QUANTITY METHOD OF
TOTAL COST WEEKLY
DISTRIBUTION COST
5. FSM Newsletter FSMs & Twice Through the mail Paper/Print:
Field Monthly at Bulk Mail rates
Auditors or 2nd Class if Postage:
insufficient
number for the Total:
Bulk Mail rate
6. Goodwill Mailing Pieces FSMs & Once a Through the mail
Paper/Print:
Franchises Month
Postage:
Total:
7. Invites for Org Events CF Whenever Special mailing Paper/Print:
Publics the Org or can be
has an announcedin Postage:
event the Mag
Total:
8. Surveys Selected As often as Enclosed in Paper/Print:
(depends required Mags or in
on who is Info Packs Postage:
being
surveyed) Total:
ALL ORGS - AREA, CENTRAL, SHs & AOs
THIS IS WHAT YOU ALLOCATE PROMO MONIES ON & THAT IS ALL
ITEM PUBLIC HOW OFTEN QUANTITY METHOD OF
TOTAL COST WEEKLY
DISTRIBUTION COST
9. Fliers Individuals Daily Stuffed in letters Paper/Print:
in CF or merchandise
shipped. For re
ception, Body
Reg or Public Postage:
Reg use. NEVER
mailed out as
single pieces,
stuffed loose
in Mags or Total:
handed out on
the street
10. Accounts Fliers Debtors Monthly Stuffed in with Paper/Print:
monthly state- Postage:
ments & mailed
out Total:
11. Advance Payment Fliers Persons who Monthly Stuffed in with
Paper/Print:
have made monthly state- Postage:
advance ments & mailed
payments out Total:
12. Ticket Handouts Raw Public Daily By hand to Paper/Print:
public in the
street Total:
0
ALL ORGS - AREA, CENTRAL, SHs & AOs
THIS IS WHAT YOU ALLOCATE PROMO MONIES ON & THAT IS ALL
ITEM PUBLIC HOW OFTEN QUANTITY METHOD OF
TOTAL COST WEEKLY
DISTRIBUTION COST
13. Leaflets for Franchises Franchise Monthly Mailed to Paper/Print:
Holders Franchises or Postage:
delivered by
hand (in bulk) Total:
14. Leaflets for FSMs FSMs Monthly Mailed to FSMs Paper/Print:
or delivered by Postage:
hand (in bulk)
Total:
15. Letters (originations and replies) PROVIDED: Individuals Daily
Mailed out Paper/Print:
(a) Written with the CF folders in hand, (b) They in CF
Postage:
do not C/S for a person, (c) Not form letters
Total:
16. Letter Head Paper (used for writing letters to Publics in
As often as Mailed out Paper/Print:
Public Individuals). Must be on policy and legal CF, Org's
required
Business to keep
Contacts (e.g. stocks up Postage:
Telephone Co.
Electricity
& Light Co.
etc) Accts Total:
Collection
Letters
ALL ORGS - AREA, CENTRAL, SHs & AOs
THIS IS WHAT YOU ALLOCATE PROMO MONIES ON & THAT IS ALL
ITEM PUBLIC HOW OFTEN QUANTITY METHOD OF
TOTAL COST WEEKLY
DISTRIBUTION COST
17. Letter Reg Questionnaires Individuals Daily Enclosed with
Paper/Print:
in CF Letter Reg
Letters Postage:
T
o
t
a
l
:
18. Posters In the Org As Posted in con- Paper/Print:
Public or required spicuous places
raw public either inside or Postage:
depending outside the org,
on content depending on Total:
content
19. Broad Questionnaires to detect person's plans for Persons in
Once a Enclosed with Paper/Print:
Training and/or Processing CF Month the Mag (can
also be printed Postage:
in the Mag)
Total:
20. Request for more information Card (HCO PL 17 CF Public As often
Enclosed in Paper/Print:
March 68 Boom Formula) & Raw as required every Scn &
Public to keep Dianetic
stocks up Book Total:
ALL ORGS - AREA, CENTRAL, SI-Is & AOs
THIS IS WHAT YOU ALLOCATE PROMO MONIES ON & THAT IS ALL
ITEM PUBLIC HOW OFTEN QUANTITY METHOD OF
TOTAL COST WEEKLY
DISTRIBUTION COST
21. Div VI Book Ads: (Newspaper Ads & Public Mag Raw Three Placed
in Mags Paper/Print:
Ads) Public consecutive & Newspapers
placements that pull well
& have a good Total:
sized circulation
22. Book Promotion: Dust jackets, Book displays, Book As often as
For Div VI Paper/Print:
Book Posters, leaflets on books, business cards Salesmen
required to personal contact
in Div VI keep stocks with public
up bookstores & Total:
Libraries
23. Div VI Info Pack No. I Lists of names Upon receipt Through
the mail Paper/Print:
Contents: (a) Short punchy article designed to of persons who
of lists of at Bulk mail
increase the person's interest (b) Book Flyer, have not bought
names rates or 2nd class Postage:
(c) Book order form, (d) Form letter, (e) Self anything from
if insufficient
addressed envelope the org number for Total
bulk mail rate
24. Div VI Info Pack No. 2 As above 2-3 weeks Through the mail
Paper/Print:
Contents: Same product but different format after No. I
at Bulk mail
Info Pack rates or 2nd class Postage:
mailed if insufficient
number for Total:
bulk mail rate
I I J
ALL ORGS - AREA, CENTRAL, SI-Is & AOs
THIS IS WHAT YOU ALLOCATE PROMO MONIES ON AND THAT IS ALL
ITEM PUBLIC HOW OFTEN QUANTITY METHOD OF
TOTAL COST WEEKLY
DISTRIBUTION COST
25. Div VI Info Pack No. 3 As above 2-3 weeks Through the
mail Paper/Print:
Contents: Same product but different format after Info
at Bulk mail
Pack No. 2 rates or 2nd class Postage:
mailed if insufficient
number for
bulk mail rate Total:
26. Div II Info Packs No. I Selected As Reqd. Through the
mail Paper/Print:
Contents: Short punchy article, flier, Order Form, publics
in at Bulk mail
Ltr Reg Ltr, Self addressed envelope CF rates or 2nd
class Postage:
if insufficient
number for
ON bulk mail rate Total:
27. Div II Info Packs No. 2 As above 2-3 weeks Through the
mail Paper/Print:
Contents: Same product but different format after Info
at Bulk mail
Pack No. I rates or 2nd class Postage:
mailed if insufficient
number for
bulk mail rate Total:
28. Div 11 Info Packs No. 3 As above 2-3 weeks Through the
mail Paper/Print:
Contents: Same product but different format after No. 2 at
Bulk mail
Info Pack rates or 2nd class Postage:
mailed if insufficient
number for Total:
bulk mail rate
CENTRAL ORGS ONLY
THIS IS WHAT YOU ALLOCATE PROMO MONIES ON AND
THAT IS ALL
ITEM PUBLIC HOW OFTEN QUANTITY METHOD OF
TOTAL COST WEEKLY
DISTRIBUTION COST
Continental Mags, MAJOR Members, TR Every even Through the mail
Paper/Print:
Auditors and month: Feb 1, at Bulk mail
processed Apr 1, Jun 1, rates or 2nd class Postage:
lists Aug 1, Oct 1, if insufficient
Dec I - number for
NEVER MAILED bulk mail rate Total:
PIECEMEAL
2. Continental Mags MINOR All orgs CF Every odd Through the mail
Paper/Print:
lists in the month: Jan 1, at Bulk mail
overall area Mar 1, May 1, rates or 2nd class Postage:
Jul 1, Sep 1, if insufficient
Nov I - number to,
Total:
NEVER MAILED bulk mail rate
PIECEMEAL
AREA ORGS ONLY
I Area Mag MAJOR TR Auditors, Every even Through the mail
Paper/Print:
processed month: Feb 1, at Bulk mail
list and Apr 1, Jun 1, rates or 2nd class Postage:
Members Aug 1, Oct 1, if insufficient
Dec I - number for
NEVER MAILED bulk mail rate Total:
PIECEMEAL
2. Area Mag MINOR All persons Every odd Through the mail
Paper/Print:
in CF month: Jan 1, at Bulk mail
Mar 1, May 1, rates or 2nd class Postage:
Jul 1, Sep 1, if insufficient
Nov I - number for
NEVER MAILED bulk mail rate Total:
PIECEMEAL
SAINT HILL ORGS ONLY (SHUK, SHDK & ASHO)
THIS IS WHAT YOU ALLOCATE PROMO MONIES ON AND THAT IS ALL
ITEM PUBLIC HOW OFTEN QUANTITY METHOD OF
TOTAL COST WEEKLY
DISTRIBUTION COST
I The Auditor MAJOR Members, TR Every even Through the mail.
Paper/Print:
Auditors & I month: Feb 1, The Auditor for
processed Apr 1, Jun 1, SHDK is mailed
lists in the Aug 1, Oct 1, from SHUK Postage:
SHCF Dec I -
NEVER MAILED Total:
PIECEMEAL
2. The Auditor MINOR All Orgs' Every odd Through the mail.
Paper/Print:
CF lists month: Jan 1, The Auditor for
Mar 1, May 1, SHDK is mailed Postage:
Jul 1, Sep 1, from SHUK
00
Nov I -
NEVER MAILED Total:
PIECEMEAL
3. The Supplement All Orgs' Every 6 months: Enclosed with the
Paper/Print:
CF lists Ist Mar & Auditor Minor.
I st Sep The SHDK Sup- Postage:
plement is mailed
from SHUK Total:
4. The PAB All Int'l Every even Through the mail. Paper/Print:
Members month Not mailed as
an enclosure with Postage:
the Auditor. The
PAB for SHDK is
m
a
i
l
e
d
f
r
o
m
S
H
U
K
T
o
t
a
l
:
ADVANCED ORGS ONLY (AOUK, AODK,
AOLA)
THIS IS WHAT YOU ALLOCATE PROMO MONIES ON
AND THAT IS ALL
ITEM PUBLIC HOW OFTEN QUANTITY METHOD OF
TOTAL COST WEEKLY
DISTRIBUTION COST
"I Want To Go Clear Club" (IWGCC) Info Pack IWGCC Upon
receipt Through the mail Paper/Print:
No. I Members of application at Bulk mail
Contents: (a) A welcoming letter, (b) Success rates or
2nd class
Stories, (c) Sign-up forms for the first AO Service, if
insufficient Postage:
(d) Privileges of the Club. Refer BO 47R. number for the
bulk mail rate
Total:
2. "1 Want To Go Clear Club" Info Pack No. 2 IWGCC Two weeks
after Through the mail Paper/Print:
Contents: (a) Flimsy large Gradation Chart, Members Pack No. I at
Bulk mail
'D (b) Materials that will target the person to Clear
mailed provided rates or 2nd class
he does not if insufficient Postage:
sign up from number for the
Info Pack No. I bulk mail rate
T
o
t
a
l
:
3. "1 Want To Go Clear Club" Info Pack No. 3 IWGCC Two weeks
after Through the mail Paper/Print:
Contents: Different version of the first Info Pack Members
Pack No. 2 at Bulk mail
mailed provided rates or 2nd class
he does not if insufficient Postage:
sign up from number for the
Info Pack No. 2 bulk mail rate
T
o
t
a
l
:
ADVANCED ORGS ONLY (AOUK, AODK, AOLA)
THIS IS WHAT YOU ALLOCATE PROMO MONIES ON AND THAT IS ALL
ITEM PUBLIC HOW OFTEN QUANTITY METHOD OF TOTAL
COST WEEKLY
DISTRIBUTION COST
4. Clear News Persons in AO C17 Twice Monthly Through the mail
Paper/Print:
(2 or 3 Pages in Newsletter Form) who are Clear or on schedule.
at Bulk mail
above & persons who NEVER PIECEMEAL rates or 2nd class
have expressed a if insufficient Postage:
reach for Clear number for the
bulk mail rate
Total:
5. Advance Mag Persons in AO C17 The 1 5th of each Through
the mail Paper/Print:
month on time at Bulk mail
all at once. rates or 2nd class
NEVER PIECEMEAL if insufficient Postage:
number for the
bulk mail rate
Total:
ALL ORGS - AREA, CENTRAL, SHs & AOs
THIS IS WHAT YOU ALLOCATE PROMO MONIES ON & THAT IS ALL
ITEM PUBLIC HOW OFTEN QUANTITY METHOD OF TOTAL
COST WEEKLY
DISTRIBUTION COST
Recruit Info Packs No. I See HCO PL frequently Through the mail at
Paper/Print:
Contents: Specific Form Ltr to a correct 24 June 70 bulk mail
rates or
public, fliers to that exact public + reply form, Issue 11 2nd
class if insuffi- Postage:
or signup form or Survey cient numbers for
bulk mail rate Total:
Recruit Info Packs No. 2 See HCO PL 2-3 weeks after Through the mail
at Paper/Print:
Contents: Same product but different format 24 June 70 Info Pack No. I
bulk mail rates or
Issue 11 Mailed 2nd class if insuffi- Postage:
cient numbers for Total:
bulk mail rate
Recruit Info Packs No. 3 See HCO PL 2-3 weeks after Through the mail
at Paper/Print:
Contents: Same product but different format 24 June 70 Info Pack No. 2
bulk mail rates or
Issue 11 Mailed 2nd class if insuffi- Postage:
cient numbers for
bulk mail rate Total:
Recruitment Leaflets See HCO PL frequently by hand Paper/Print:
24 June 70
Issue 11 Total:
Recruitment Fliers Personnel frequently Through the mail Paper/Print:
Pools enclosed with a
per HCO PL personal letter. Postage:
24 June 70 For PPO use also.
Issue II Total:
Recruitment Posters See HCO PL As required Posted in Paper/Print:
24 June 70 conspicuous
Issue 11 places either
inside or outside Total:
the org, depending
on content
NOT HCO POLICY LETTER CORRECT COLOUR FLASH GREEN ON CREAM
BOARD POLICY LETTER
3 NOVEMBER 1972RA
REVISED 9 JUNE 1974
REVISED 26 APRIL 1975
Remimeo REVISES AND CANCELS
FBO HATS BPL 3 NOVEMBER 1972 OF SAME TITLE
Treas Div
Finance Series 14RA
PAYMENT OF FLAG BILLS INCURRED LOCALLY
There are ONLY 4 types of Company (Flag) Bills which are paid locally by
FBOs:
1. COMPANY (FLAG) LOGISTIC PURCHASES-Due to better local prices, quality
or availability of certain items required by Central Management, these are
ordered by Flag from FOL0s, and occasionally from orgs. This would include
such items as fuel and insurance bills of Flag but not such bills of
stationships or orgs. It could include promotional items ordered for local
printing, manufacturing or distribution, where these are specifically
designated by Flag as Flag expense.
All such logistic purchases must bear the authorization of one of the
following terminals: the Founder, the Controller or their Personal
Communicators on their behalf, or the Flag Purser. An external purchase
order form or at times a telex authorizes the expense.
2. COMPANY (FLAG) LOGISTIC ITEMS SHIPPING COSTS-This is defined as the
cost of shipping to Flag items purchased in (1) above. Such items are
shipped overland unless an ok to send by airfreight has been received from
one of the above terminals.
3. TRANSPORT OF COMPANY (FLAG) PERSONNEL-This is defined as the cost of
transporting Flag personnel to be stationed at Flag. These are either (a)
recruits, (b) veterans called for Flag duty or (c) specialized personnel
called for Flag duty such as Translators.
This does not include org; or FOLO or Stationship personnel sent to Flag
for training, processing or briefing.
A telex or written order signed by the Flag Personnel Procurement
Officer (FPPO) and Purser Flag authorizes the expense as Flag expense. and
the FPPO is the only terminal who may authorize such an order.
4. COMPANY (FLAG) MISSIONAIRE EXPENSES PAID-This is defined as funds
given to Flag or FOLO missionaires on Flag Mission Orders to carry out
their mission purpose or targets. Sometimes a mission stays longer than was
intended or for other reasons requires additional funds.
The FBO must see the Mission Orders and determine that the required sum
does forward the mission targets. The FBO must then telex the Flag Mission
Ops and request Flag authorization for specific items and amounts. He is to
demand standard mission accounting per FO 2412 from all missionaires to
whom funds have been issued. (Msn Ops receives approval from the Flag
Purser on the expense.)
All missions operating on Flag Mission Orders (FM0s) are considered Flag
missions and their expense is considered Flag expense regardless of whether
the Missionaires themselves originated from Flag or from a FOLO. This does
not include Garrison missions where a person is appointed to a duty post
and given mission orders as these carry no authority for purchases or
expenses, and the Missionaire is supported by the unit where he is
stationed. (The sole exception is where a Flag Representative may request
and obtain from Flag permission for a specific local purchase as a Flag
expense where his org has failed to provide him with necessities to operate
his post.)
Mission bonuses for a Flag Mission (any mission operated on Flag Mission
Orders) are a Flag expense: paid against the most recently issued Flag
Mission bonus system
402
after authorization from Flag. This bonus is transferred from the FBO No. 2
Account to the Org Main Account. so that proper records are kept for
Payroll taxes-
FLAG BILLS PAYMENT
Flag solvency and credit reputation in local areas is the responsibility
of the FBO.
The FBO must have to hand all valid and verified Flag Bills owing and
adequate No. 2 Account cash to cover.
The FBO must be cognizant of purchases for Flag committed by Div III
Logistics.
Flag purchases committed but for which no bill has yet been received are
kept on file until Div III can attest goods received in good order and bill
correct. The bill then passes to the FBO and is promptly paid.
Flag Bills not involving Div III (such as Flag's fuel and insurance) do
not pass via Div III but go directly to the FBO for verification and
payment.
METHOD OF PAYMENT
Flag Bills described in 1, 2, 3 and 4 above are paid from the FBO's No.
2 Account. The org is repaid by Flag for the payment upon receipt at Flag
of a completed Flag Bills Paid Statement, a sample of which is attached,
together with copies of the relevant bills, receipts and vouchers and PO's
or telexes authorizing the expense attached to it.
Any amount appearing on the statement for which there is no bill,
receipt or voucher or PO will be deducted from the statement and org will
not be paid for any amount so deducted. (Every business firm, no matter how
small, is happy to give a receipt if one is asked for. Even cab drivers
will sign a piece of paper torn from a missionaire's notebook as a receipt
for payment.)
Flag Bills Paid Statements are forwarded weekly to Flag Disbursement
Officer via Finance Aide on Finance traffic lines. A copy of the Statement,
minus attachments, is sent to Finance Aide.
RESPONSIBILITY
The administrative orderliness and correctness of this procedure and
rapid payment of verified Flag Bills and financial good repute and credit
of the Company (Flag) in local areas is entirely the FBO's responsibility.
On Flag it is the responsibility of the Purser to ensure bills are speedily
reimbursed.
The rapid and effective procurement of Company logistic needs and the
verification of delivery in good order and the certification of correctness
of bills for same and prompt relay of such verified bills to the FBO for
payment is the responsibility of Div III Logistics.
FBO responsibility includes an alertness for and rapid remedy of any
possible breakdown of these lines or actions, even those remote from his
own duties.
Amended by Msm Lola Rossouw
AGF Flag for AG Flag for
DGF WW
Approved by
The Guardian WW
Approved by
L. RON HUBBARD
Founder
Revised by
Ens Fran Freedman
Approved by the Commodore's
Staff Aides and the
BDCS:LRH:CSA: BI:JK: HP:AB: LR: FF:gI Board of Issues
Copyright@ 1974, 1975 for the
BOARDS OF DIRECTORS
by L. Ron Hubbard of the
ALL RIGHTS RESERVED CHURCHES OF SCIENTOLOGY
403
CORRECT COLOUR FLASH
BLACK ON WHITE
BPL 3.11.72RA
Attachment
Revised 9.6.74
Revised 26.4.75
S-A-M-P-L-E
STATEMENT
To: C of S Mission Date
From: (Org) W/E
(Address)
The following items have been paid in your behalf this week as indicated
by the attached receipts for same. Copies of Purchase Orders or other
authorizations are attached.
Date DV No. Description Amount Total
LOGISTIC ITEMS
4/10/72 1234 Vitamins 89.04
5/10/72 1251 Foreign Language Dictionaries 66.00
6/10/72 1299 Generator Cover No. A- 13 103.00
TOTAL 258.04 S 258.04
LOGISTIC SHIPPING
10/10/72 1315 Shipping above items 59.20
11/10/72 1329 Shipping Crew Gifts 136.33
TOTAL 195.53 S195.53
COMPANY MISSIONAIRE EXPENSES
8/10/72 1302 Plane fare, J. Jones to LA
on FMO 800 271.25
8/10/72 1303 Hotel bill - Margie Smith
on FMO 801 20.00
TOTAL 291.25 S 291.25
COMPANY PERSONNEL TRANSPORT
9j 10/72 1306 Missionaires F. Locks and
B. Bucks, plane fare 935.00
10/10/72 1315 Recruits S. Ray and R. Gunn
plane fare 935.00
TOTAL 1870.00 $1870.00
TOTAL $2614.82
FBO
404
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 8 MARCH 1973
Issue II
Remimeo
Exec Dirs/Ws
FP Hat Finance Series 15
FBO
A/G F
Dir Promo
PROMOTION
Evaluation has shown that those orgs who do not allocate adequate funds
to promotion are having difficulties getting their Gross Income up. Orgs
who are allocating wisely for promotion are maintaining an increasing Gross
Income.
HCO PL 20 May 72, "Types of Promotion", and HCO PL 3 June 72, "Promotion
Allocations", lay down exactly what promotion should go out to what
publics. These policy letters, followed, will result in maximum return from
your investment in your promotion allocation.
In 1970, LRH said, "THE BASIC OUTNESS IN ORGS IS THAT THEY HAVE IN THE
PAST SOUGHT TO ECONOMIZE BY SAVING ON PROMOTION." (HCO PL 12 June 1970-"PES
Account".) But denial of promotional funds will LIMIT income.
Any FP Committee or FBO who think they are going to save money by not
promoting are only cutting their own throats. And they are going to
eventually destroy their org.
To cut promotion to buy a new chandelier for the reception area will not
increase income. Chandeliers do not inform the public about Dianetics and
Scientology and your services.
Therefore, the following policy is laid down:
For A Os and SHs - No FP may be considered passed or valid that does not
provide 20% of the Total FP Amount for Promotion Expenses.
For Class IV Orgs - No FP may be considered passed or valid that does
not provide 14% of the Total FP Amount for Promotion Expenses.
These figures are MINIMUM requirements.
Hereafter the FBO must show the exact percentage of the Total FP Amount
allocated to promotion. This must be reported on the Financial Planning
cover sheet itself which is sent to Flag with his regular weekly reports.
It is the intention of this PL to provide finance for promotion which
will result in an ever increasing income for your org.
Tony Dunleavy Cs- I and Fran
Brocker CS-F
LRH:CJ:FB:TD:ntjh Authorized by AVU
Copyright Q 1973 for
by L. Ron Hubbard L. RON HUBBARD
ALL RIGHTS RESERVED Founder
405
NOT HCO POLICY LETTER
CORRECT COLOUR FLASH
BOARD POLICY LETTER GREEN ON CREAM
10 NOVEMBER 1973R
REVISED AND REISSUED 25 APRIL 1975 AS BPL
(REVISION IN SCRIPT)
CANCELS
Remimeo HCO POLICY LETTER OF 10 NOVEMBER 1973
FBOs SAME TITLE
Cos
EDs Finance Series 16R
AGs
AGFs
All Staff FBO NETWORK ORGANIZATION
LOCATION
(Amends HCO PL 10 Mar 7 1, FBO HAT.)
To increase the efficiency and effectiveness of the FBO Network and to
better align the FBO Activities with the org itself a change has been made
in the departmental posting of the FBO Network.
Therefore the FBO Network relocates itself in Dept 19 on the organizing
board.
This change in departments in no way affects the FBO status or command
lines.
All earlier policies and Flag Orders written on the subject of the FBO
Network structure are applicable.
It is intended that this will bring about an increased awareness of the
relationship between the Org and its FBO.
Continental FBO Offices located in FOLOs also move to Dept 19 of the
FOLO org board. On Flag the Flag Finance Office locates itself in Dept 19
of the Flag Bureau.
FBO INTERNATIONAL IN/CHARGE
The post of FBO Int I/C is established in the Flag Finance Office. The
purpose of this action is to increase efficiency and effectiveness in the
running of the FBO Network.
Command Line:
Finance Aide
FBO Intl/C
Continental FBO's
FBO District Heads
Org FBO's
The detailed activities of this post will be further covered in another
issue.
INTENTION
The intention of this organizational change is to bring about a greater
fulfillment of the FBO purposes with his org as outlined in Finance Series
Nine.
The Flag Banking Officer is an integral part of an org and its
activities. The overall purpose of this action is to closely relate the FBO
and his activities with his org to bring about increased exchange with
Flag.
Marie McGahan FBO Int I/C for W/O Fran
Broeker Finance Aide Revised by Ens.
Fran Freedman Finance Aide Reissued as
BPL by Molly Gilliam
Flag Mission 1234 2nd
Approved by the Commodore's Staff Aides
BDCS: BI:CSA:MG:FF:FB:MM:gl and the Board of Issues
for the
Copyright@1973, 1975 BOARDS OF DIRECTORS
by L. Ron Hubbard ofthe
ALL RIGHTS RESERVED CHURCHES OF SCIENTOLOGY
406
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 OCTOBER 1971
Issue II
Remimeo
All Executive Hats
Executive Series I
THE EXECUTIVE
(Note: Those personnel in orgs who are titled as
executives are: The Board Members, the Commanding
Officer or Executive Director or head of the org, the
HCO Executive Secretary, the Org Executive Secre
tary, the Public Executive Secretary, the heads of
divisions and the heads of departments. In very large
orgs the title is extended to heads of large sections.
To these listed persons especially this data on
Executives applies.)
Before one can adequately perform the duties of an executive in an
organization one would have to know what an executive is.
EXECUTIVE: One who holds a position of administrative or managerial
responsibility in an organization,
To give one some idea of the power associated with the word, Daniel
Webster, in 1826, defined it as "The officer, whether king, president or
other chief magistrate, who superintends the execution of the laws; the
person who administers the government, executive power or authority in
government. Men most desirous of places in the executive gift, will not
expect to be gratified, except by their support of the executive. John
Quincy"
Executive is used in distinction from legislative and judicial. The body
that deliberates and enacts laws is legislative; the body that judges or
applies the laws to particular cases is judicial; the body or person who
carries the laws into effect or superintends the enforcement of them is
executive, according to its 19th Century governmental meaning according to
Webster.
The word comes from the Latin -Ex(s)eqtF1 (past participle ex(s)ec5tus),
execute, follow to the end: ex-, completely + seqtTi, to follow." In other
words, he follows things to the end and GETS SOMETHING DONE.
Taking up the definition part by part we can achieve a considerable
understanding of the nature and beingness of an executive.
"One who holds a position. . ." A position is a place or location. It is
social standing or status; rank. It is a post of employment; job. The sense
of this is that an executive is a STABLE TERMINAL for his staff and
assistants. He is not continuously elsewhere or missing. He actually holds
his position, social standing, status, rank and performs his duties from
that position. He is known and visible and in one way or another reachable
or himself reaches those areas which need to be handled.
". . of administrative'. . ." in the definition would refer to his
actions in administering his area. Administer means "to have charge of;
direct; manage". It is taken from the Latin administrdre, to be an aid to:
ad-, to + ministrdre, to serve. From minister, servant. By this we see that
he has charge of, directs, manages and SERVES his area.
or managerial. . ." refers to management, which is the act, manner
or practice
407
of managing, handling or controlling something. Skill in managing,
executive ability, which means that the activity is HANDLED or CONTROLLED
by the executive.
", * * responsibility. . ." means the state, quality or fact of being
responsible, and responsible means legally or ethically accountable for the
care or welfare of another. Involving personal accountability or ability to
act without guidance or superior authority. Being the source or cause of
something. Capable of making moral or rational decisions on one's own and
therefore answerable for one's behavior. Able to be trusted or depended
upon; reliable. Based upon or characterized by good judgment or sound
thinking. This means essentially that an executive DOES NOT WAIT FOR ORDERS
TO ACT. He is the one who, guided by policy, acts on his own initiative to
handle and supervise his area and others and does not himself require
supervision.
". . in an organization." An organization means the act of organizing or
the process of being organized. The state or manner of being organized: "a
high degree of organization". Something that has been organized or made
into an ordered whole. A number of persons or groups having specific
responsibilities and united for some purpose or work. Thus an organization
is an activity or area that is being organized or has been organized or
made into an "ordered whole".
Thus from the words and definitions taken from the language itself and
the tradition of the culture, we can see what an executive is, what he does
and what he eventually has-an organization.
It is very interesting that one can examine the above definition and
subdefinitions and analyze an executive's general competence. Where any of
these things are missing in his character or duty or general conduct, there
is very likely to be a flaw in the activity he has under his authority. One
could go over these items one by one, for himself or for another, and he
would see at once what had to be improved and what was satisfactory in his
or others' executive beingness.
In order to competently achieve the beingness of an executive, one would
have to have the technology of how to organize and would have to have as
well a concept of the ideal scene of an organization in order to compare it
to any existing scene and would have to be familiar with the technology
required in that specific organization by which it produces the products
necessary for its survival.
In that every organization has value only to the degree it produces, one
can see that an executive should be able to achieve production long before
his organization is perfected and to be able to perfect the organization
while producing. Otherwise the organization would not be sufficiently
viable to survive and his status as an executive would cease.
Good executives are very valuable and the value consists of their
ability to obtain production and form the necessary and adequate
organization in order to do so. There are no stellar executives who do not
meet every piece and part of the above definitions.
L. RON HUBBARD
Founder
LRH:Idm.nt.bh Copyright @ 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
408
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 OCTOBER 1971
Issue III
Remimeo
All Executive Hats
Executive Sefies 2
LEADERSHIP
In order to get his job done an executive must be someone from whom
others are willing to take orders.
The first test any follower of a leader requires the leader to meet is
competence. Does the leader know what he is doing? This is already covered
in the definitions of an executive. For if an executive meets these
definitions, those to whom he must give orders are very likely to receive
them in confidence.
There is a great deal of mystique (qualifications or skills that set a
person or thing apart and beyond the understanding of an outsider)
connected with leadership. Most of this mystique is nonsense, however, it
is necessary that one who leads can attract attention and that he can
enthuse and interest others. Simply knowing more about the subject than
others or knowing more about organization than others can cause an
executive to be regarded respectfully or even with awe.
A common denominator to all good executives is the ability to
communicate, to have affinity for their area and their people and to be
able to achieve a reality on existing circumstances. All this adds up to
Understanding. An executive who lacks these qualities or abilities is not
likely to be very successful.
Understanding, added to competence, is probably the most ideal character
of an executive.
The ability to lead can also be compounded of forcefulness and
demandingness, and these two qualities are often seen to stand alone in
leadership without regard to competence and, though acceptable to juniors
to the degree that they will obey, are no long term guarantee of an
executive's supremacy. While they are often part of a successful
executive's personality, they are not a substitute for other qualities and
will not see him through. He must truly understand what he is doing and
demonstrate competence on a long term basis in order to achieve distinction
and respect.
In all great leaders there is a purpose and intensity which is
unmistakable. Plus there is a certain amount of courage required in a
leader.
A man who merely wants to be liked will never be a leader. Others follow
those who have the courage to get things done even though they say they
follow those they like. A broad examination of history shows clearly that
men follow those they respect. Respect is a recognition of inspiration,
purpose and competence.
The qualities of leadership are not difficult to attain, providing they
are understood.
L. RON HUBBARD
LRH:Idm.nt.rd Founder
Copyright @ 1971
by L. Ron Hubbard
ALL RIGHTS RESERVED
409
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 NOVEMBER 1971
Remimeo
Executive Series 3
MONEY
So you think the GI should be higher.
So you wonder why the staff isn't paid better.
In order to successfully solve these riddles it is necessary to know
something about MONEY.
Basically money is "an idea backed by confidence".
The idea is that the exchange of goods or services kind for kind is too
clumsy. To carry your dozen eggs all over town until you find someone who
has bread he will exchange for your eggs so you can have bread is too
clumsy. That is called a "barter (trading) system" and is used in primitive
tribes. To solve this, men get the idea of making metal or slips of paper
represent the eggs and the bread. Thus you don't need to look all over
town. Anyone will buy your eggs that wants eggs and give you money and
anyone who has bread will accept money for it. Like: one money particle is
worth five loaves of bread or one dozen eggs or two hours of manual labor
or one booklet or a square inch of land or-or-or.
Confidence comes in that the money particle (piece of metal or paper or
some such symbol) WILL be further accepted after you have accepted it for
your eggs. This extends to confidence in the country that issued the coin
or the paper.
As metal has other uses-gold, silver, copper, bronze-it is more likely
to have confidence placed in it as the country could go broke and one would
still have his metal. With paper one has to have more confidence in the
country.
So MONEY is only something that can be exchanged confidently for goods
or services. It is a symbol which represents value in terms of goods or
services.
When money is paid out without buying value (as in welfare handouts or
war materials or bad stocks or just a promise with no backing) it itself
gets into trouble. It begins to buy less because it no longer represents
production or services or value.
When one begins to receive and spend money he gets into a field known as
ECONOMICS.
To understand money one must understand economics. Or he'll be made a
fool.
ECONOMICS
ECONOMICS in modern language means "The social science that studies the
production, distribution and consumption (using) of commodities (things)."
If you like money or want money or use money you cannot remain ignorant
of 46economics".
The reason Marx and socialists in general can fool everyone is that
there are very few people who know economics and economics itself is not a
science but a primitive art. So just as you may stumble on this word
"economics" so can the super totalitarian socialists make whole societies
stumble and fall into their hands.
The word originally meant "the science or art of managing a house or
household" and that is still its first meaning. From this grew up a study
of the whole community as a connected activity.
Remember, Money represents things. It is a substitute for goods and
services.
What governments, people and even our orgs can't get understood is that
NO PRODUCTION = No Money.
If one performs a valuable service and exchanges it for goods he does so
through the item of money.
410
Production can mean producing a service or an item that can be exchanged
for goods and services.
If an activity does not produce and deliver and exchange with other
activities, no money is possible.
Example: Lack of good Division 6s (Public Division) in orgs makes it
impossible to exchange with the community. Equals no money,
This is what is behind low Gross Income.
The steps to take are, get the org so it can produce a valuable service
in some volume and then exchange through Div 6 contacts that service with
the community for money. Then increase the volume and quality of the
service and increase the exchange through more Division 6 contacts. That
builds up to a big GI that will continue to be big and not slump.
As soon as one ceases to deliver the service the exchange breaks and the
GI collapses. No matter how hard you sell, if you don't deliver you get
into trouble.
The staff member, as part of the org, may think his pay comes from
mysterious places. It does not. It comes from his own personal production.
The combined services of staff members give the org the valuable final
services it can exchange for money. If it does this, then the staff member
gets paid and cared for.
It is up to Division 6 to build up a DEMAND for the services and a
volume of people who then demand the service. It does this with surveys of
what the public will buy that the org can offer. It then makes the public
aware of this by ads and contacts. The public comes in and pays. The rest
of the org keeps itself functioning and delivers it.
That is really all there is to it.
When you see a staff unpaid or an org not very solvent, it is the data
above that is not grasped.
When you see an org solvent and its staff well paid, then the majority
there have grasped this and are doing it.
When they do it well enough and in enough volume, they control more and
more goodwill and expand.
People today are very badly taught on this subject. All money comes from
daddy. Governments roll it out in endless streams (and the currency becomes
worthless).
It's no wonder people believe in "luck" as the only thing that makes
them rich and powerful. Or some wild idea that was never tried and would be
a flop.
The truths of wealth are:
Income of money on sales must be greater than outgo on bills.
Books, auditing and training, tapes and meters must be sold for more
than they cost the org to produce or buy.
Money is simply that which represents delivered production.
Morale also depends upon accomplished and exchanged production.
Money does not equal morale. The idle rich are a wonderful study in
psychosis.
And welfare money degrades because it is not exchanged for delivered
production.
These are all factors in economics.
The way to good pay is an understanding of the subject as above and the
work necessary to make it so.
L. RON HUBBARD
Founder
LRH:nt.rd
Copyright @ 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
411
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 DECEMBER 1971
Remimeo
Executive Series 4
EXCHANGE
So many tricks have been entered into economics systems, and so many
political fixations exist that a manager is often very hard pressed trying
to bring about solvency for his activity.
Money can be manipulated in a thousand different ways.
There are "speculators" who seek to buy something (like land) cheaply
and sell it dear. Or sell it dear, depress the market and buy it back
cheaply. In either case they make a profit.
It is less well understood that "speculators" also operate on the
subject of money itself. By manipulating the value of one currency against
another they seek to obtain a profit. This is the "International banker" at
his daily work. He buys a hundred billion French Francs for X dollars. Then
he causes a panic about dollars. The Franc gets very valuable. He sells his
hundred billion French Francs for 2X dollars. Then he says dollars are
great. He has "made" a huge new lot of dollars for himself.
Or he finds a crummy politician like Hitler, builds him a war machine,
gets paid back out of the plunder of Europe before Hitler collapses.
The banker loans George Manager 100,000 to modernize his plant. George
wanted 200,000. But he takes the 100,000. The banker holds the whole plant
as security. George doesn't make it as it really took 200,000 to do it. He
goes broke. The banker grabs the 5,000,000 plant. This includes the 100,000
now spent on new machines. The banker sells it to a pal for 2,500,000 and
makes that sum on his "loan".
The shareholders of Bide-a-wee Biscuit are told Bide-a-wee is busted.
The stock falls. A group buys the stock up for peanuts, emerges as the
owners of Bide-a-wee which turns out not to be busted.
All these and a thousand thousand other systems for making money,
indulged in too often, spoil CONFIDENCE and destroy money.
Eventually a whole religion like Communism will grow up dedicated only
to the destruction of Capitalism.
What has been dropped out is the idea of EXCHANGE.
Money has to represent something because it is not anything in itself
but an idea backed by Confidence.
It can represent Gold or beans or hours of work or most anything as long
as the thing it represents is real.
Whatever it represents, the item must be exchangeable.
If money represents gold, then gold must be exchangeable. To prove this,
the moment gold couldn't be individually owned, the dollar, based on it,
became much less valuable.
There has to be enough of the thing that money represents. By making the
thing scarce money can be manipulated and prices sent soaring.
Economics by reason of various manipulations can be made into the most
effective trap of the modern slave master.
Periodically through history, not just in current times, monied classes
or those believed to control money have been torn to bits, shot, stoned,
burned and smashed. The ancient pharaohs of Egypt periodically lost their
country through tax abuses.
Money, in short, is a passionate subject.
Modernly, the lid is coming off the economic pot which is at a high
boil.
412
Too many speculators, too many dishonest men generating too much hate,
too many tax abuses, too many propagandists shouting down money, too many
fools, all add up to an explosive economic atmosphere.
A group has to be very clever to survive such a period. Their economic
arrangements and policies must be fantastically wise, well established and
followed.
As it exists at this writing, the only real crime in the West is for a
group to be without money. That finishes it. But with enough money it can
defend itself and expand.
Yet if you borrow money you become the property of bankers. If you make
money you become the target of tax collectors.
But if you don't have it, the group dies under the hammer of bankruptcy
and worse.
So we always make it the first condition of a group to make its own way
and be prosperous on its own efforts.
The key to such prosperity is exchange.
One exchanges something valuable for something valuable.
Processing and training are valuable. Done well, they are priceless.
In many ways an exchange can occur. Currently it is done with money.
In our case processing and training are the substances we exchange for
the materials of survival.
To exchange something one must find or create a demand.
He must then supply the demand in EXCHANGE for the things the group
needs.
If that is understood, then at once it is seen that (a) a group can't
just process or train its own members and (b) a group cannot give its
services away for nothing and (c) the services must be valuable to those
receiving them (d) that the demand must be established by surveys and
created on the basis of what is found and (e) that continual public contact
must be maintained.
Thus by bringing the problems of viability down to the rock bottom
basics of exchange one can cut through all the fog about economics and
money and be practical and effective.
If one is living in a money economy, then bills are solved by having far
more than "enough money" and not spending it foolishly. One gets far more
than "enough money" by understanding the principles of EXCHANGE and
applying them.
In another type of economy such as a socialist state, the principles
still work.
The principles of exchange work continuously. It does not go high and
collapse as in speculation or demanding money but failing to deliver. Or
delivering and not demanding money.
We see around us examples that seem to violate these principles. But
they are nervous and temporary.
What people or governments regard as a valuable service is sometimes
incredible and what they will overlook as valuable is also incredible. This
is why one has to use surveys-to find out what people want that you can
deliver. Unless this is established then you find yourself in an exchange
blockage., You can guess, but until you actually find out, you can do very
little about it.
Once you discover what people want that you can deliver you can go about
increasing the demand or widening it or making it more valuable, using
standard public relations, advertising and merchandizing techniques.
The fundamental is to realize that EXCHANGE is the basic problem.
Then and only then can one go about solving it.
LRH:nt.rd
Copyright@ 1971 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
413
HUBBARD COMMUNICATIONS
Saint Hill Manor, East Grinstead
HCO POLICY LETTER OF 26 JAN
Issue I
Remimeo
All Exec Admin Know-How 29
Hats
Executive Series 5
NOT DONES, HALF DONES & BACKLOGS
There is a very definite, often unsuspected effect concealed in a
backlog. And it is of such violence that it can crash an area's stats while
seemingly working frantically.
BACKLOG (Webster's) noun 3. An increasing accumulation of tasks
unperformed or materials not processed; verb: to accumulate as a backlog.
NOT DONES & HALF DONES
Backlogs occur for various reasons. But the two main classes are (1) NOT
DONES and (2) HALF DONES.
For lack of seeing that a backlog exists, lack of supervision of
existing personnel, other intentionedness of personnel, lack of personnel
to handle the usual or peak volumes, lack of know-how to handle, lack of
resources, and outright sabotage are some of the reasons that account for
NOT DONES.
HALF DONES are as bad as NOT DONES as they bit and piece an area into a
quagmire. Suppose Detroit began to make half cars. All their resources
would be devoured yet nothing would really be produced yet everyone would
look frantically busy; the executive worries would mount up to an
inconceivable fever pitch unless the half done factor was handled.
But half dones are not always as visible as half-cars. "Have you handled
Bets and Company suit?" "Oh yes." But the case is lost because the filing
papers were only half prepared and half filed.
The same reasons apply for HALF DONES as are listed above for NOT DONES.
The Why of many failures is found in NOT DONES and HALF DONES.
The primary effect (there are others) of NOT DONES and HALF DONES is the
building up of backlogs.
Now, no backlog ever quietly lies there. So long as anything else
depended upon the actions being done, there will be pressure or threat of
one kind or another on the backlogged area.
Thus when an activity becomes backlogged IT GENERATES NEW WORK NOT
CONCERNED WITH REDUCING THE BACKLOG AMOUNT.
Example: An insurance company backlogs claims payments. Torrents of
queries then demand why. The Claims section spends its time answering the
queries, not reducing the number of claims. The volume of work doubles,
trebles, but no claims get paid.
BACKLOGGING AT ONCE DOUBLES THE WORK BY THE ADDITION OF DEMAND HANDLING.
Example: A Central Files fails to stay filed into up to present time.
Demands for items in it cause others to consume all the file clerk's time
tearing CF apart to find particles.
A BACKLOG CAN INCREASE ITSELF BY ADDING DISORDER THAT UNDOES THINGS
ALREADY DONE.
414
Thus a backlog tears up the past work while building up future work.
Example: Personnel backlogs its files, causing it to backlog
appointments. This overloads areas. These areas start crashing down on
Personnel in mobs demanding it provide people. Personnel is then so busy
fending off people it can't appoint. Yet is in frantic action.
A BACKLOG PREVENTS ITSELF FROM BEING HANDLED.
An org that has several backlogs in it becomes frantic and then goes
into apathy.
The cure is to:
I . Get people and do ALL HANDS actions to get the most important backlogs
done.
2. To find the real WHY of the backlog and handle it so a present time
state is then maintained. (Requires a program, followed and Done.)
3. Check out staff on the book PROBLEMS OF WORK.
4. Get staff to do Training Drill Zero on their work areas.
5. Get staff to reach and withdraw from their materials of operation or
areas.
6. Do a survey of attitudes which reveals complaints and reasons for not
dones, half dones, backlogs.
7. Based on the survey campaign hard to remedy NOT DONES and HALF DONES.
8. Be very severe with any beginnings of any future backlogs.
When you see an area or org in apathy, know it has gone the route of not
dones, half dones and backlogs and handle.
When you see an area going frantic know you are looking at not dones,
half dones and backlogs and handle fast before it goes into the much worse
condition of apathy.
Production is the basis of morale.
Not dones, half dones result in backlogs.
Backlogs destroy the possibility of future production.
rhus you know the situation of not dones and half dones will result in
backlogs.
The backlogs will prevent further handling.
This subject is the subject which makes executives harassed.
Behind every upset there will be NOT DONES, HALF DONES and BACKLOGS.
So be very alert.
Dynamite is stick candy alongside of this very explosive subject.
Don't say I didn't tell you.
L. RON HUBBARD
Founder
LRH:mes.rd Copyright Uc 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 6 FEBRUARY 1972
Remimeo
Staff Hats
Executive Sefies 6
EXECUTIVE INTENTION
Executive Intention plays a major role in the successful production of
an org or activity.
An executive who disagrees with policy, disagrees with Flag or the CLO,
will find that his area does not produce well, if at all. Internal cross
orders are rampant, no one locates or applies the pertinent policies, and
the activity declines from there.
The executive who is in conflict with Flag or the CLO or policy will
find his staff in conflict too. And the staff will be in conflict with the
executive as well!
This piles up to no real production.
The cycle goes like this:
Executive in combat with senior management body issues orders counter to
general policy. Staff members try to do the action as ordered but find they
cannot-as it is against policy and so is against the structure of the
organization. Staff members mess up and wind up in confusion, no
production, ethics trouble.
Eventually it reaches the point that the exec won't be able to get any
of his orders complied with at all-as staff have lost confidence in his
leadership-and there goes the exec.
THE SOLUTION
The way out of all this is for the executive to himself set a good
example for his staff-to himself reinforce the orders, policies and
intention of command and senior management.
ONLY IN THIS WAY CAN REAL PRODUCTION OCCUR.
The more familiar the exec is with authorized policy and the more he
agrees and reinforces it, the better the organization will run.
STAFF RESPONSIBILITY
It is the responsibility of every staff member to know the policy in his
hat and do it.
LRH policies are always senior to any Mission Orders, Project Orders or
other types of issues.
By not following policy line by line, the staff member is set up for a
rough time.
By accepting illegal orders, a junior staff member knows he is facing
the potential collapse of his post or area and the eventual decline of the
org.
416
POLICY
Therefore, the following Policy is laid:
A JUNIOR WHO IS GIVEN ILLEGAL OR CONTRARY ORDERS AND WHO FOLLOWS THEM
INSTEAD OF POLICY LETTERS, EDs AND FLAG ISSUES AND WHO DOES NOT REFUSE THE
ILLEGAL ORDERS AND WHO DOES NOT REPORT THE MATTER IS SUBJECT TO COMM EV FOR
ACCEPTING ILLEGAL ORDERS.
LEGAL ORDERS ARE DEFINED AS ORDERS KNOWN TO AND AUTHORIZED BY FLAG IN
WRITING OR AS FOUND IN POLICY, EXECUTIVE DIRECTIVE, FLAG DIVISIONAL
DIRECTIVES AND ISSUES.
IF IT IS NOT WRITTEN AND SEEN IN WRITING, IT IS NOT TRUE. VERBAL RELAYS
OF FLAG COMMANDS ARE NOT ACCEPTABLE.
RELAYING, ORDERING OR CARRYING OUT A LEGAL ORDER IN SUCH A WAY AS TO
MAKE IT UNWORKABLE IS A COMM EV OFFENSE.
Staff members should point out this policy to an executive who has
issued an illegal order, along with the Flag-authorized issue to show why
the order is illegal. In this way a staff member can get the illegal order
changed and prevent further upset. Any refusal to withdraw a provenly
illegal order may be reported by any means available to any LRH Comm, Flag
Rep, or to Flag, with copies of the evidence.
The LRH Comm should be consulted if conflict persists.
Further the LRH Comm must cancel any illegal orders encountered, whether
verbal or written, and refer the matter to the proper HCO PL, ED or Flag
issue.
IT HAS BEEN PROVEN CONCLUSIVELY THAT ORGS "NOT QUITE WITH" THE SEA ORG
AND FLAG HAVE BAD STATS AND THE PUBLIC STAYS AWAY IN DROVES.
ORGS THAT ARE WITH US-COOPERATIVE AND GUNG HO TOWARDS US-ARE MAKING IT
WITH GOOD STATS AND PUBLIC POPULARITY.
A NATURAL COINCIDENCE THAT OCCURS OF ITS OWN ACCORD.
LRH Comm Aide for
L. RON HUBBARD
Founder
LRH:CW:mes.rd Copyright @ 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
417
HUBBARD COMMUNICATION
Saint Hill Manor, East Grinstea
HCO POLICY LETTER OF 8 FEB
Issue 11
Remimeo
All Executives
All Staff Executive Series 7
TARGETING OF DIVISIONAL STATISTICS
AND QUOTAS
According to HCO Policy Letter of Dec. 16, 1965, "STATISTICS OF THE INT
EXECUTIVE DIV", a statistic is a number or amount compared to an earlier
number or amount of the same thing and refers to the quantity of work done
or the value of it in money.
In a Scientology Organization every Division, every Department and every
post has an assigned statistic which represents its work or production.
Also in a Scientology Organization there is always some individual assigned
as responsible for the work or production of every Division, every
Department and every post.
A Staff Member is required to report weekly the statistic of every post
for which he or she is responsible. To do this the Staff Member has to keep
a daily running record of such statistics; therefore, it is possible to
compare the statistic of one day to the statistic of the day before; to
predict by computation the projected statistic for the week as compared to
the already reported statistic of the past week and to cause actions to
occur which lead to the increase of the daily statistic and to the ultimate
increase of the weekly statistic.
That the indiVidual is directly responsible for being able to affect and
increase such statistics is easily demonstrable-if a Letter Registrar
spends most of her time wiping spilled coffee off Central Files folders
rather than writing real letters which communicate and elicit responses for
service then her statistic will certainly drop.
With the advent of HCO P/L of Jan. 31, 1972, "THE WHY IS GOD", there is
no justifiable reason left for anyone as to why statistics cannot be
raised. Therefore the reason for so few people directed into the
organization for Registrar interview will mean exactly and only that the
Letter Registrar is not producing.
Having, therefore, defined what a statistic is and having firmly
established that the individual is directly responsible for a statistic and
so can increase it, the subject of how targeting and quotas relate to
statistics can now be covered.
Quota is defined as a production assignment. It would be the number
assigned to whatever is produced. As an example, the Director of Training
is given the quota of 45 letters to produce per day or 225 letters per week
as part of his standard promotional actions.
Targeting is defined as establishing what action or actions should be
undertaken in order to achieve a desired objective. In the case of the
Director of Training it would be as simple as obtaining from Central Files
the necessary 45 folders, writing the required number of letters, returning
the folders to Central Files and determining to remain on post daily until
this was accomplished no matter what (known as keeping his own Ethics IN).
Any quota can be targeted for increase daily and weekly. For instance
the Director of Training can establish a quota of 5 extra letters per day
over that of the day before. This would mean he would write 45 letters one
day, 50 letters the next day, 55 letters the day after that, and so on.
418
In highly successful organizations the practice of setting quotas and
targeting has been in use for some time.
The Product Officer (or in the absence of the Product Officer, the
Executive Director) establishes with the Divisional Secretaries exactly
what quotas will be for the weekly Divisional statistics in order to
increase them over those of the previous week and HOW this will be done.
The Divisional Secretaries do the same with their Department Directors, the
Directors with their Section In-Charges, and the Section In-Charges with
the personnel under them.
The quotas established are real and are always higher than those of the
week before, with the idea in mind of creating a continually rising
statistical graph. If this is done, the statistics rise, the organization
expands, and more personnel are recruited, apprenticed and trained on posts
so that more production can occur to keep the statistics rising.
The targeting of actions necessary to accomplish the quotas are
definite, conform to policy and can be done. Do not permit nebulous
generalities to occur on the targeting cycle as nothing will be
accomplished and no quotas achieved.
All staff must keep a daily graph of their statistic and an accumulating
graph for the week, both on the same graph sheet. An accumulating graph
merely means you keep adding one day's statistic to those of the day
before. In the example of the Director of Training it would be 45 letters
Monday, 95 letters Tuesday (the 45 letters of Monday added to the 50
letters of Tuesday and so on). Daily the persons responsible check these
graphs with their juniors. From these graphs it is easy to see whether the
statistics are rising, whether quotas are being met and whether the
statistic will be higher than that of the prior week.
By such means targets can be unbugged, new targets established and new
quotas projected; or halting and more establishing can occur, or Ethics can
be put in where the individual appears incapable of keeping his own in (as
in the example of the Letter Registrar who spends more time going to the
Canteen for coffee than on post).
A set time can be determined daily as to when each staff member should
have his graph posted for inspection -probably 2:00 PM would be best as
this is the time established as when the week starts and ends, from the
Thursday of one week to the Thursday of the following week. Seniors can
then easily make their inspection without being delayed while some staff
member computes and posts his graph.
By setting quotas and targeting towards their production, get your
statistics rising.
The Controller for
L. RON HUBBARD
Founder
LRH:MSH:mes.rd Copyright @ 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
419
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 FEBRUARY 1972
Remimeo
Executive Seiles 8
THE TOP TRIANGLE
The explanation of the Scientology Symbol, the S and Double Triangle,
should be more generally known.
And it should be very well known to Executives.
There are two triangles, over which the S is imposed,
The S simply stands for Scientology which is derived from "SCIO"
(Knowing in the fullest sense).
The lower triangle is the A-R-C Triangle-its points being AFFINITY
-REALITY and COMMUNICATION. These are the three elements which combined
give UNDERSTANDING.
The upper triangle is particularly applicative to an executive but
applies to all Scientologists. It has not been widely known and is given on
an old LRH tape called, I think, "Responsibility and Governments".
It is the K-R-C triangle. The points are K for KNOWLEDGE, R for
RESPONSIBILITY and C for CONTROL.
It is difficult to be Responsible for something or Control something
unless you have KNOWLEDGE of it.
It is folly to try to control something or even know something without
RESPONSIBILITY.
It is hard to fully know something or be responsible for something over
which you have no CONTROL, otherwise the result can be an overwhelm.
A being can of course run away from life (blow) and go sit on the
backside of the moon and do nothing and think nothing. In which case he
would need to Know nothing, be Responsible for nothing and Control nothing.
He would also be unhappy and he definitely would be dead so far as himself
and all else was concerned. But as you can't kill a thetan the state is
impossible to maintain and the road back can be gruesome.
The route up from death or apathy or inaction is to KNOW something about
it, take some RESPONSIBILITY for the state one is in and the scene and
CONTROL oneself to a point where some control is put into the scene to make
it go right. Then KNOW why it went wrong, take RESPONSIBILITY for it and
CONTROL it enough to make it go more toward an Ideal Scene.
Little by little one can make anything go right by
INCREASING KNOWLEDGE on all Dynamics.
INCREASING RESPONSIBILITY on all Dynamics.
INCREASING CONTROL on all Dynamics.
420
If one sorts out any situation one finds oneself in on this basis, he
will generally succeed.
Field Marshal Montgomery was supposed to have said that Leadership was
composed of "Knowledge, Will Power, Initiative and Courage". These are
assumed qualities in a man. This was good advice but offered no road out or
no avenue of INCREASE in capability.
The KRC triangle acts like the ARC triangle. When one corner is
increased the other two also rise.
Most thetans have a dreadfully bad opinion of their capabilities
compared to what they actually are. Hardly any thetan believes himself
capable of what he is really capable of accomplishing.
By inching up each comer of the KRC triangle bit by bit, ignoring the
losses and making the wins firm, a being at length discovers his power and
command of life.
The second triangle of the symbol of Scientology is well worth knowing.
It interacts best when used with high ARC. Thus the triangles interlock.
It is for use as well as all of Scientology.
L. RON HUBBARD
Founder
(Note: For much more information on this subject obtain and listen to
the LRH Tape "ZONES OF CONTROL AND RESPONSIBILITY OF GOVERNMENTS" No.
6001CO3 SMC NO. 7, State of Man Congress 1960. This tape is also on the
Class X checksheet.)
LRH:ne.rd Copyright @ 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
4~
421
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 FEBRUARY 1972
Remimeo
Executive Series 9
ROUTING
Strangely enough a major duty of an executive is ROUTING. This means
pointing out the channels on which bodies, materials, products or
despatches and letters flow. Or making channels on which such things can
flow and putting terminals there to handle or change them.
An executive who does NOT route and who does not himself conduct a
continual line police action is soon drowned. He will lose his grip on his
post and his activity and "feel overwhelmed" and worked to death. Further
the whole unit under him and units around him will go to pieces.
The difference between order and chaos is simply straightforward planned
flows and correct particles. It is the executive who controls this. So it
is in his hands whether he or she has chaos (no line or particle control)
or order (good line and particle control).
It is SO much simpler than it looks and SO easy to overlook that many
persons on executive posts look everywhere for "the answer" to their
troubles when it lies right under their nose-actually.
It begins with one's own desk and office. It is simple. Does one have an
In Basket? Does one have an Out Basket? Does one use them? Is there any way
for things to get into the In and out of the Out?
Does one spend a part of each day clearing ALL traffic at once?
Is the traffic divided up into areas and types?
You say "That's too simple. It's even silly. Here I am a Big Executive
and you're asking about these little pieces of paper - - - - - -."
Those little pieces of paper are what keep one informed and extend one's
reach! And they can turn into a blizzard and blow one right off post!
There is power in those lines.
So they must be in a neat pattern or the power recoils.
What drives one (and one's organization) off post is mishandled items.
The volume is not at fault. One can handle TONS of this stuff. It is the
mishandled bits that make the TONS look hopeless.
One often unwittingly generates mishandlings. And if he does NOT police
his lines he can snow the whole org under.
A sharp executive can spot "Developed Traffic" (needless) miles away.
The slang term "Dev-T" has been of vast use.
Pieces of paper that don't belong to one are sent back to originator.
Things originated by a post that aren't the business of that post.
422
These are the two basics of Dev-T- "off-line" and "off-origin".
Juniors that don't do Completed Staff Work but load you up with problems
they should have solved are responsible for the worst of one's traffic.
So if all you knew was the above-baskets in and out and ways for traffic
to get in and out, what should come to you and what certain posts should be
sending AND POLICED IT you could reduce your traffic worries by three
quarters.
AN UNHATTED ORG is a madhouse to work in as no one knows what he's
supposed to handle or what others should do. They don't go idle. They
introduce Sahara sand-storms of Dev-T.
An unhatted org isalso a lazy org and refers everything to someone else.
Bodies won't channel, correct materials won't arrive, money can't get in
or out, production is destructive and the place unpleasantly goes
insolvent.
To move such a scene up toward the Ideal, one can at least begin to
police his own immediate desk and lines. Then one can police his own
immediate staff's lines and clean that up.
He can HAT those around him. "This is what you're supposed to handle.
This is what you DO."
He can even hat at a distance on his comm lines, "This despatch belongs
to supply. Send it to supply, not to me."
"CSW please" = "Work out how this problem should be handled and
recommend. Don't be dumping problems of your post on my plate" is the real
meaning of "CSWP".
Get an Admin Cramming in and send anyone who is Dev-Ting to it to get
checked out.
But mainly and foremost, get the place HATTED so it knows what it should
handle.
And first, last and always conduct a line Police action.
One of the first duties of an executive is ROUTING.
Now do you see where the "overload" is coming from?
Note: See Dev-T Policies, Problems of Work and the Org Series to get the
full scope and know-how of ROUTING. But the main thing is DO it. Do it
before you drown.
L. RON HUBBARD
Founder
LRH:ne.rd Copyright@ 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
423
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 FEBRUARY 1972
Remimeo
Executive Series 10
CORRECT COMM
Dev T (Developed or wrong traffic) destroys any real production in an
org while making the org seem frantically busy,
The downfall of HCO was THE FAILURE TO POLICE DEV T.
The CAUSE of DEV T is UNHATTEDNESS.
People who do not know what they are supposed to do or produce take on
traffic that does not belong to them, originate traffic they have no
business with and send it to wrong terminals who don't handle.
Not knowing their hats or posts they refer things they should handle to
others who don't handle them either. The org loads up with not dones and
half dones and backlogs.
People who should refer what they know don't originate at all and sit on
hot emergencies and leave them unhandled. And if they do send them on, not
knowing the org board, they send them to the wrong terminals. And if they
send it to the right terminal it goes in a way it can't be handled for lack
of comm expertise.
This goes for any type of particle -despatches, letters, bodies, money,
customers, materials, supplies, any particle.
Problems are brought to seniors instead of Completed Staff Work
(requiring a recommendation).
DEV T means an UNHATTED UNTRAINED OFF POLICY STAFF.
It means loads of overwork and little production or income.
AND DEV T AND UNHATTEDNESS MEAN THAT THE PERSON AT THE TOP OF A
DEPARTMENT, DIVISION OR THE ORG HAS TO SINGLE-HAND.
It isn't an org, it's a mob.
Unhatted staff "go criminal" so Ethics will be very heavy.
DISCIPLINE
A first action for an executive or any terminal is to demand CORRECT
COMM.
In its basic elements this means:
I . The staff member originates things that apply or are the business of
HIS OWN
POST. (On Origin.)
2. The origin is sent to the right terminal that handles that. (On
Line.)
3. If a post is supposed to originate it does so. (Communicates.)
4. If a problem is encountered it is forwarded ONLY with a full
recommendation fol handling. (Completed Staff Work or CSW.)
5. One does NOT accept a Comm that is not the post business of the
originator. (Enforces On Origin.)
6. One does NOT accept a Comm that does not belong to him. (Enforces On
Line.)
424
7. One insists that a post should originate or do the duties or furnish
the product or service of that post. (Enforces correct action.)
8. One never accepts a problem unless it has with it a sound
recommendation by the originator accompanying it. (Enforced CSW.)
9. One demands specific names and instances not generalities. (Non
Suppressive Comm.)
10. One demands full particulars not half reports or vague generalities.
(Non Suppressive Comm.)
11. One demands Comm be in proper form. (Correct despatch or completed.)
12. One has a place to receive the Comm. (In basket or place in Org.)
13. One has to have a place to put the Comm for delivery. (Out basket or
Comm Center.)
14. One has to have standard lines and routes for particles to follow.
(Comm System or Lines.)
15. One demands use of the system I warning, I Admin Cramming, I Retread
as an Expeditor or in Estates to redo basics for frequent offenders.
16. One demands HATTEDNESS and people performing the duties of their
posts!
17. One demands an up-to-date Org Board and Staff drilled on it.
18. One NEVER STALEDATES. He handles when he is expected to.
19. One does NOT go soft in the head or get reasonable or find
exceptions. THERE IS NO SUBSTITUTE FOR CORRECT COMM AND CORRECT LINES.
MADHOUSE
An org that has no Comm discipline is a madhouse. It will be expensive.
It will produce very little. It will try to deliver overt products.
And it will drive its execs up the chimney.
The immediate result will b&' a conclusion on the part of the execs
"These blankety blank blanks are doing us in!" "The place is full of
suppressive people." "These guys are no-good bums!" And "Start shooting."
Heavy ethics and offloads occur. These are almost always the result of a
whole org gone around the bend from Dev T.
Accidents happen. People get ill.
And the place falls apart.
CURE
The only known cure is TRAINING and HATTING.
For years we underestimated the number of persons needed to train and
hat a staff. The whole civilization has troubles because it hasn't even
known about hatting, much less that it took someone to do it.
Any failure of HCO was caused by its drowning in Dev T, even at last
generating it because it never had enough people devoted to training and
hatting, getting in org lines and Comm lines.
HCO can do its job relieved of the whole burden of hatting.
The Solution is THE ESTABLISHMENT OFFICER.
This person operates in a division, not under its secretary but under a
Senior Establishment Officer.
He performs the duties of the departments of HCO for that division.
425
In a small org it requires a trained Establishment Officer for Divisions
7, 1 and 2 and another for Divisions 3, 4, 5 and 6.
In a larger org there is one in charge of all establishment officers and
an establishment officer in each division.
As the org grows, the larger divisions get assistant establishment
officers to the divisional one.
They do not establish and run away. They establish and maintain the
division staff, personnel hats, posts, lines, materiel and supplies.
Their first job is to get staff working at their posts producing
something and their next task is TO DRIVE DEV T OUT OF EXISTENCE IN THAT
ORG.
SUMMARY
The booms and depressions of orgs, their successes and fall-aparts are
signaled by
CORRECT COMM - SUCCESS
DEV T - Failing.
The underlying cause is unhattedness.
So we are dealing in Dev T with a symptom. Like any disease it soon
catches up with the body of the org and its health.
Dev T is an expression of untrained unhatted staff. It shows they do not
do the functions of their posts regardless of how busy or exhausted they
are.
And most important for an executive to know: There is seldom any malice
in it. It is just confusion. Even new people or new execs coming in to such
an area all full of enthusiasm and bushy-tailed will cave in from the
fantastic do-less motions of such an org.
Morale will be bad because PRODUCTION IS THE BASIS OF MORALE and who can
produce in the midst of all that noise????
The place will go into apathy and tiredness as one is hit all day with
OFF-LINE, OFF-ORIGIN COMM.
The Executive's solution is to HAT HAT HAT and get help hatting hatting
hatting, get the org board up and DRILL, DRILL DRILLED. Demand demand
demand the products of the post the person holds and only those products.
And police his lines and get the Dev T in his own area handled handled
handled and never never never pull Dev T blunders himself and ALWAYS ALWAYS
ALWAYS DO AND INSIST UPON CORRECT COMM.
The solution is do what you can and all you can to hat and reduce Dev T
and scream for an Establishment Officer to save the org.
CORRECT COMM IS THE SYMPTOM OF A HEALTHY PRODUCING ORG AND A VALUABLE
EXECUTIVE AND STAFF MEMBER.
L. RON HUBBARD
Founder
LRH:mes.rd Copyright @ 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
[See also HCO PL 9 May 1974, Prod-Org, Esto and Older Systems Reconciled,
on page 446, which modifies the above Policy Letter.]
426
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I APRIL 1972
Remimeo
Establishment Officer Series 12
Executive Series 11
MAKING AN EXECUTIVE
FLOW LINES
If an executive has his flow lines wrong he will NEVER be a Product
Officer but only a Comm Clerk.
For some poor reason executives get themselves onto all Comm lines in
their area. Probably it is an individual Why for each one. But the fact
remains that they do do it!
And they promptly cease to be useful to anyone. While they "work" like
mad!
Basically they have confused a comm line with a command line. These are
two different things. A Comm line is the line on which particles flow, it
is horizontal. A Command line is a line on which authority flows. It is
vertical.
Here is an example of a Divisional Secretary who can get nothing
accomplished while sweating blood over her "work".
Secretary being a relay messenger clerk
ALL org traffic to Div In
and Out.
A
6e I De~t De t
Pt
p
Wrong
Now quite obviously this secretary is suffering from "fear of juniors'
actions" or "having to know all". Exactly nothing will happen because the
person is plowed under with paper. No real actions are taken. Just relays.
One such secretary of a division even acted as the relay point on all
out and in BODY traffic. In short, just a divisional receptionist.
No product. Nothing happening at vast expense.
427
Here is another example. The correct one.
Div Secretary as Product Officer
Right
This is known as Horizontal Flow.
It is a Fast Flow System.
The correct terminals in each department are addressed by terminals
outside the dept, directly. And are so answered.
Now we have a Divisional Secretary who is a PRODUCT OFFICER and whose
duty is to get each department and section and unit producing what it is
supposed to produce.
MISROUTE
So long as a command line is confused with the comm line an org will not
produce much of anything but paper.
INFORMATION
It is vital that an executive keep himself informed.
The joker is, the despatch line does NOT keep him informed. It only
absorbs his time and energy.
The data is not in those despatches.
The data an executive wants is in STATISTICS and REPORTS and briefings.
Statistics get posted and are kept up to date for anyone to look at,
especially but not only the executive. They must ACCURATELY reflect
production, volume, quality and viability.
Reports are summaries of areas or people or situations or conditions.
The sequence is (a) Statistic goes unusually high, (b) An inspection or
reports are required in order to evaluate it and reinforce it.
428
Or (a) The statistic dives a bit and (b) An inspection or reports are
needed to evaluate and correct it.
Thus an Executive is NOT dealing with the despatches or bodies of the
Division's inflow and outflow lines but the facts of the Division's
production in each section.
An Executive makes sure he has Comm lines, yes. But these are so he can
make sure stats get collected and posted, so reports can be ordered or
received and so he can receive or issue orders about these situations.
Despatch-wise that is all an Executive handles.
INSPECTIONS
Personally or by representative, an Executive INSPECTS continually.
His main duties are
OBSERVATION
EVALUATIONS (which includes
Handling Orders) and SUPERVISION.
All this adds up to the Production of what the Division is supposed to
produce. Not an editing of its despatches.
A good executive is all over the place getting production done.
On a Product he names it, wants it, gets it, gets it wanted, gets in the
exchange for it.
He cannot do this without doing OBSERVATION by (1) Stats, (2) Reports,
(3) Inspections.
And he can't get at what's got it bugged without Evaluation. And he
can't evaluate without an idea of stats and reports and inspections.
Otherwise he won't know what to order in order to SUPERVISE. And once
again he Supervises on the basis of what he names, wants, gets, gets wanted
and gets the exchange for.
THE SCENE
This is the scene of an Executive.
If he is doing something else he will be a failure.
The scene is an active PRODUCTION SCENE where the executive is getting
what's wanted and working out what will next be wanted.
ABILITY
An actual Executive can work.
A real fireball can do any job he has getting done under him better than
anyone he has working for him or under him.
He can't be kidded or lied to.
He knows.
429
Thus a wobble of a stat has him actively looking in the exact right
place. And evaluating knowingly on reports. And getting the exact right
WHY. And issuing the exact right orders. And seeing them get done. And
knowing it's done right because he knows it can be done and how to do it.
Now that's an Ideal Scene for an Exec.
But any Exec can work up to it.
If he does a little bit on a lower job each day, "gets his hands dirty"
as the saying goes, and masters the skill, he soon will know the whole
area. If he schedules this as his 1400 to 1500 stint or some such time
daily, he'll know them all soon. And if he burns the midnight oil catching
up on his study
And he knows he must watch stats and then rapidly get or do
observations, so he can evaluate and find real WHYs quickly and get the
correction in and by supervision get the job done.
That's the Ideal Scene for the Exec himself where he's head of the whole
firm or a small part of it
If he can't do it he will very likely hide himself on a relay despatch
line and appear busy while it all crashes unattended.
An Exec of course has his own Admin to do but they don't spend hours at
it or consider it their job for it surely isn't. Possibly an hour a day at
the most handles despatches unless of course one doesn't police the Dev-T
in them.
Most of their Evaluations are not written. They don't "go for approval"
when they concern somebody's post jam. They are done by investigation on
the spot and the handling is actual, not verbal.
A desk is used (a) To work out plans, (b) Catch up the In Basket, (c)
Interview someone, (d) Write up orders. Two-thirds of their time is devoted
to production. Even if a thousand miles away they still only spend 1/3rd of
their time on despatches.
An Executive has to be able to Produce the real products and to get
production. That defines even an Est 0 whose product has to do with an
established person or thing.
Any department, any division, any org, any area responds the same
wayfavorably-to such competence.
ANALYSIS
To attain this Ideal Scene with an Executive, one can find out WHY he
isn't, by getting him to study this P/L and then find WHY he can't really
do it and then by programming him to remedy lack of know-how and other
actions increase his ability until he is a fireball.
If you are lucky you will have a fireball to begin with. But only the
stats and the truth of them tell that!
Est 0 action: Can you do all this and these things? If the answer is no
or doubtful or if the executive isn't doing them, find the Why and remedy.
L. RON HUBBARD
LRH:nt.mes.bh Founder
Copyright @ 1972
by L. Ron Hubbard [See also HCO PL 9 May 1974, Prod-Org, Esto and
Older Systems
ALL RIGHTS RESERVED Reconciled, on page 446, which modifies the above
Policy Letter.]
430
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 MAY 1972
Remimeo
Executive IMPORTANT
Hats
Executive Series 12
ETHICS AND EXECUTIVES
Any person holding an Executive Post (head of Department or above) is
deemed an EXECUTIVE.
Evaluation has revealed that the breakdown in many orgs is a failure on
the part of Executives to wear their Ethics and Justice hats.
It has been found that below Administrative Whys there is usually an
Ethics situation as well which unhandled, causes the Administrative Why not
to function or raise stats.
In an area which is downstat, it is the duty of an Executive to
investigate and find any out-Ethics situation and get it corrected.
Ethics is a personal thing in relation to a group. Unethical people are
those who do not have Ethics in on themselves personally.
It is the responsibility of the Executive to see to it that persons
under his control and in his area get their personal ethics in and keep
them in.
Dishonesty, false reports, an out-ethics, personal life, should be
looked for and by persuasion, should be corrected.
When an Executive sees such things he or she must do all he can to get
the person to get his own Ethics in.
When an area is downstat the Executive must at once suspect an out-
ethics scene with one or more of the personnel and must investigate and
persuade the person to be more honest and ethical and correct the out-
ethics condition found.
If this does not correct and if the person or area remains downstat, the
Executive must declare the person or area in Danger and apply HCO P/L 9 Apr
72 "CORRECT DANGER CONDITION HANDLING".
The situation, if it does not correct, thereafter becomes a matter of
full group justice with Courts and Comm Evs. Persons whose Ethics have
remained out must be replaced.
The seniors of an Executive are bound to enforce this policy and to use
it on any Executives whose personal ethics are out and who fail to apply
it. It will be found that those who do not apply this policy letter have
themselves certain dishonesties or out-ethics situations.
IT IS VITAL TO ANY ORGANIZATION, TO BE STRONG AND EFFECTIVE, TO BE
ETHICAL.
THE MOST IMPORTANT ZONE OF ETHICAL CONDUCT IN AN ORGANIZATION IS AT OR
NEAR THE TOP.
Ethical failure at the top or just below it can destroy an organization
and make it downstat.
Historical examples are many.
THEREFORE IT IS POLICY THAT AN EXECUTIVE MUST KEEP ETHICS IN ON HIMSELF
AND THOSE BELOW HIM OR BE DISCIPLINED OR COMM EVED AND REMOVED FROM ANY
POST OF AUTHORITY AND SOMEONE FOUND WHO IS HIMSELF ETHICAL AND CAN KEEP
ETHICS IN ON THOSE UNDER HIS AUTHORITY.
The Charge in any such case for a staff member or Executive is FAILURE
TO UPHOLD OR SET AN EXAMPLE OF HIGH ETHICAL STANDARDS.
431
Such offenses are composed of I DISHONESTY. 2. Use of false statements
to cover up a situation.
3. Representing a scene to be different than it actually is to cover up
crimes and
escape discipline. 4. Irregular 2D connections and practices. 5. Drug or
alcoholic addiction. 6. Encouraging out-ethics.
7. Condoning or failing to effectively handle an out-ethics situation in
self or others
as an In Charge, Officer or Executive.
TECHNICAL
People with out-ethics withholds cannot see. This is proven by the
brilliant return
of perception of the environment in people audited effectively and at
length on such processes.
Such people also seek to place a false environment there and actually
see a false environment.
People whose ethics are low will enturbulate and upset a group as they
are seeking to justify their harmful acts against the group. And this leads
to more harmful acts.
Out-Ethics people go rapidly into Treason against the group.
A person whose Ethics have been out over a long period goes "out of
valence". They are "not themselves".
Happiness is only attained by those who are HONEST with themselves and
others.
A group prospers only when each member in it has his own personal ethics
in.
Even in a PTS (Potential Trouble Source) person there must have been out-
ethics conduct toward the suppressive personality he or she is connected
with for the person to have become PTS in the first place.
People who are physically ill are PTS and are out-ethics toward the
person or thing they are PTS to!
Thus a group to be happy and well, and for the group to prosper and
endure, its individual members must have their own Ethics in.
It is up to the Executive or Officer to see that this is the case and to
DO the actions necessary to make it come about and the group an Ethical
group.
Exec or Officer's Steps
for Getting In Ethics
on a Staff Member
STEP ONE
Inform the person personally he is in Danger Condition by reason of acts
or omissions, downstats, false reports or absence or 2D or whatever the
circumstances are.
He is in fact IN danger because somebody is going to act sooner or later
to hit him.
He may be involved already in some other assignment of Condition.
But this is between you and him.
HE IS IN DANGER BECAUSE YOU ARE HAVING TO BY-PASS HIM TO GET HIS ETHICS
IN, A THING HE SHOULD DO HIMSELF.
If he cooperates and completes this rundown and it comes out all right
you will help him.
If he doesn't cooperate you will have to use group justice procedures.
This is his chance to get Ethics in on himself with your help before he
really crashes.
432
When he accepts this fact, Step I is done. Go to Step 2.
STEP 2
Ethics is gotten in by definition on the person.
GET IN THE DEFINITIONS FULLY UNDERSTOOD.
The following words must be Method 4 Word Cleared on all the words and
the words in their definitions on the person being handled.
"ETHICS: The study of the general nature of morals (morals [plural]
[noun]: The principles of right and wrong conduct) and the specific moral
choices to be made by the individual in his relationship with others.
"The rules or standards governing the conduct of the members of a
profession."
"JUSTICE: 1. Moral rightness; equity. 2. Honor, Fairness. 3. Good
reason. 4. Fair handling: due reward or treatment. 5. The administration
and procedure of the law. "
" FALSE: Contrary to fact or truth; without grounds; incorrect. Without
meaning or sincerity; deceiving. Not keeping faith. Treacherous. Resembling
and being identified as a similar or related entity."
"DISHONEST: Disposed to lie, cheat, defraud or deceive."
"PRETENSE: A false reason or excuse. A mere show without reality."
"BETRAY: To be disloyal or faithless to."
"OUT-ETHICS: An action or situation in which an individual is involved
contrary to the ideals and best interests of his group. An act or situation
or relationship contrary to the ethics standards, codes or ideals of the
group or other members of the group. An act of omission or commission by an
individual that could or has reduced the general effectiveness of a group
or its other members. An individual act of omission or commission which
impedes the general well-being of a group or impedes it in achieving its
goals."
Do not go to Step 3 of this until all the above words are cleared by
Method 4 word clearing.
STEP 3
Ask the person what out-ethics situation he or she is involved in.
It may take the person some time to think of it or he may suppress it
and be afraid to say it for fear of consequences. Reassure him that you are
only trying to help him.
He may have brought it up in a session but did not apply it as out-
ethics. Coax him through this.
If his conduct and actions are poor or downstat, he for sure will be
able to come up with an out-ethics personal scene.
Sometimes the person is secretly PTS and is connected to a suppressive
or antagonistic person or group or thing. In such an instance he will
rollercoaster as a case or on post or have accidents or be ill frequently.
(See PTS tech for material on this and for future handling. Checksheet HCO
P/L 9 April 72 [Revised] "Correct Danger Condition Handling", but go on
handling with these steps.)
Sometimes the person just uses PR (brags it up and won't come clean). In
this case, an auditing session is required.
If the person gets involved in self listing get him audited on HCO B 20
Apr 72, C/S Series 78, which gives the auditing session procedure. A person
can become very upset over a wrong item. It is easily repaired but it must
be repaired if this happens.
By your own 2wc or whatever means or repair get this Step 3 to a
clearcut out-ethics situation, clearly stated. Do not forget to go on with
this eventually if there is a delay in completing it. GIs will be in if
correct.
STEP 4
Have the person work out how the out-ethics situation in which he or she
is involved would be a betrayal of the group or make them false to the
group or its ideals.
433
Do not make the person guilty. Just get them to see it themselves.
When they have seen this clearly and have cognited on it completely go
to next step.
STEP 5
The person is now ready to apply the FIRST DYNAMIC DANGER FORMULA to
himself.
Give him this formula and explain it to him.
FIRST DYNAMIC FORMULA
The formula is converted for the I st dynamic to I st 1. By-pass habits
or normal routines.
I st 2. Handle the situation and any danger in it. I st 3. Assign self a
danger condition.
I st 4. Get in your own personal ethics by finding what you are doing
that is out-ethics and use self-discipline to correct it and get
honest and straight.
I st 5. Reorganize your life so that the dangerous situation is not
continually happening to you.
I st 6. Formulate and adopt firm policy that will hereafter detect and
prevent the same situation from continuing to occur.
Now usually the person is already involved in another group situation of
downstats or overt products or bad appearance or low conditions, courts,
Comm Evs for something.
It does not matter what other condition he was in. From you he is in
Danger.
So I st 1. and I st 2. above apply to the group situation he finds
himself in.
He has to assign himself a Danger Condition as he recognizes now he has
been in danger from himself.
I st 4. has been begun by this rundown.
It is up to him or her to finish off I st 4. by applying the material in
steps 2 and 3. He or she has to use self-discipline to correct his own out-
ethics scene and get it honest and straight, with himself and the group.
I st 5. is obvious. If he doesn't, he will just crash again.
I st 6. In formulating and adopting firm policy he must be sure it
aligns with the group endeavor.
When he has worked all this out AND. DEMONSTRATED IT IN LIFE, he has
completed the personal danger rundown.
He can then assign himself Emergency and follow the Emergency Formula
(HCO P/L 23 Sept 67, Pg 189-190 Vol 0 OEC "Emergency").
STEP 6
Review the person and his stats and appearance and personal life.
Satisfy yourself that the steps above and the out-ethics found were all
of it. That no wrong item has been found. That the person is not PTS.
Handle what you find. But if you find that the person did not improve
and gave it all a brush off, you must now take the group's point of view
and administer group justice.
Your protection of the person is at end because he had his chance and is
apparently one of those people who depend on others to keep his ethics in
for him and can't keep them in himself. So use group justice procedures
thereafter.
If the person made it and didn't fall on his head and is moving on up
now AS SHOWN BY HONEST STATS AND CONDITION OF HIS POST, you have had a nice
win and things will go much much better.
And that's a win for everybody.
LRH:mes.rd
Copyright@ 1972 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
434
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 MAY 1972
Remimeo GO for Enforcement
ETHICS
Executive Series 13
Finance Series 12
Personnel Series 25
PTS PERSONNEL AND FINANCE
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
P/L 31 May 197 1, Issue IV, Revised 5 May 72, a checksheet.)
N.C.G. 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/0, 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
(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.
435
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 I was working
on the mechanism of how a PTS person remained ill.
I 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 I found that a PTS person was a robot to the
suppressive. (See HCO B 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 peripitted 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 N.C.G. persons on the key finance posts and an immediate
action should be taken to discover the PTS or N.C.G. 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 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
LRffint.sb.rdAs Copyright 1972 by L. Ronibbard ALL RIGHTS RESERVED
436
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 JULY 1972
Issue II
Remimeo
Establishment Officer Series 22
Executive Series 14
Org Series 30
EST 0 FAILURES
For several months I have been studying the Est 0 System in operation
and have finally isolated the exact points of any failures so they can be
turned to successes.
PUTTING IN THE SYSTEM
An Est 0 returning to an org can crash it.
The exact reasons for this are:
A. The Execs who heretofore did organizational work say, "Ali, here's
the Est 0 System at last," and promptly drop their organizational and
personnel actions.
Yet here is this lone E Est 0, no divisional Est Os, no one trained to
support him.
The right answer is when an E Est 0 goes into an org where there are no
Est Os or only a TEO or QEO, he must gather up the Execs and tell them it
will take him weeks to recruit and train Est Os and that THEY MUST CONTINUE
ANY ORGANIZATIONAL ACTIONS THEY ARE DOING and that the HAS IS STILL
ESTABLISHING THE ORG.
Otherwise they let go their lines.
B. The new E Est 0 takes key production personnel from the divisions to
be Est Os and they crash.
The answer to this is to RECRUIT the new Est Os.
This is easier than it looks if you recruit idle area Auditors to be Est
Os.
If you do this remember that they went idle as auditors because they had
out-Ethics, were PTS, had misunderstoods and out TR 0. To get them you do a
3 May 72 P/L, a 5 April 72 P/L, Method 4 on their Courses and make them do
real TRs, especially Zero. And they'll be ready.
You get a list of Area Auditors and contact them and do the above on
them and you'll have Est Os who are half trained already.
Failing this or in addition to it just plain, recruit.
C. The first post a new E Est 0 should take is Dept 1.
He does NOT "hat the HAS" or "just do programs". He rolls up his sleeves
and WORKS as Director of Dept 1.
He recruits, he posts up Dept 1. He hats the hell out of Dept 1.
He makes a Department I that really really flows in personnel, puts up
org bds and hats.
WHEN he has a Department I FUNCTIONING he can begin to recruit Est Os as
well as other org staff.
If he can't get a Dept I whizzing he has no business being an Est 0,
does he?
437
nnw~*
He does NOT put in Dept 2 or act as Dept 3. He makes the HAS handle
these.
With a strong working Dept 1, an Est 0 System can then go in.
D. Musical Chairs is the commonest reason any org collapses.
A "new broom sweeps clean" complex will wreck any org.
An E Est 0 on arrival, taking over Dept I FREEZES ALL PERSONNEL
TRANSFERS. He does not permit even one transfer.
The only exception would be where a musical chair insanity has just
occurred. If this was followed by a stat crash then one REVERTS THE ORG TO
THE UPSTAT PERIOD and then FREEZES PERSONNEL TRANSFERS.
But before one reverts one must Evaluate the earlier period by stats to
be sure it WAS the upstat period.
By freezing personnel one protects what he is building.
Almost all musical chairing is the work of a suppressive except when it
is the work of an idiot.
E. Anyone trying to hold Dept I in a personnel starved org is holding a
hot seat as any HAS or Personnel Director can tell you.
Body traffic to this Dept in any medium sized org defies belief.
It looks like Grand Central Station at the rush hour.
"I have to have "Where is my Cse Super - Etc Etc Etc is the
constant chant.
You can spend the whole day interviewing staff execs and get nothing
done.
There is a right way to do all these things and a billion wrong ways.
Obviously the answer to all their problems is to get and train new
people. Yet how can one in all the commotion?
90% of these requests are from people who are not hatting and using the
people they already have.
The right way is on any new personnel demanded one gets Dept 3 to do an
Inspection and Report Form for people in the area of the exec doing the
demanding. You will find very often unhatted, untrained and wasted
personnel and many outnesses.
You hold the line on personnel by saying: "Handle these unutilized or
half working staff or these outnesses. You are here on my procurement board
as entitled to the (give priority, 3rd, 8th) person we hire or recruit."
And get industrious in recruiting, using all standard actions for that
is the only way things can be solved.
Most orgs would run better on less people because the personnel are not
hatted or trained. One org, two years before this writing, made four times
as much money on half the personnel it now has.
Unhatted, the staff is slow and uncertain. Unproducing, the Div heads
demand little.
But they sure can scream for more personnel!
No org ever believes it is overinanned.
F. Some Divisions (like the usual Treasury or Dissem) can be
undermanned. Key income posts most often are empty.
When one mans up an org one sets priorities of who gets personnel.
438
This is done by PRODUCTION paralleling. One mans up against production.
New people come in through Div VI. They are signed up by Div 11.
Delivery is done by Div IV. Money is collected by Div 111. That gives you a
sequence of manning up.
You man income and delivery posts with new hirings.
The E Est 0 is trying to get in a Dept I so of course he gives this a
priority as well.
Until the Income is really rolling in and the delivery rolling out, one
does very little about other areas.
Having gained VOLUME, one now begins to Man up for Quality. This means a
Cramming and a WC Section in Qual. It means more HCO.
One now hits for future quantity by getting auditors in training, more
upper execs in training.
When the org is so built and running and viable it is time the whole Est
0 System got manned up.
G. Every 5th person hired on an average should be put in Dept I as a
Dept I extra personnel who does Dept I duties and trains part time as an
Est 0.
This gives the E Est 0 additional personnel in Dept 1.
It also begins an Est 0 right.
His most essential duties as an Est 0 are Dept I type duties.
You eventually have a bulging Dept 1. You have a basic Dept I that
functions well and will continue so. You have the Est 0 trainees who are
working in Dept I as Dept I personnel. And you have of course some new
people who are HCO Expeditors until they get in enough basics for real
regular posting.
This makes a fat Dept I and proves one can Est 0!
SUCCESS
If an E Est 0 introduces the Est 0 System exactly as above and in no
other way, he will be a success.
Like an auditor varying processes or altering HCO Bs, a new E Est 0 who
varies the above will bring about disaster.
Where E Est Os have gone into orgs other ways or where the system has
been varied, stats have crashed.
By going in this way, as above, it can be a wild success.
How fast can you put in an Est 0 System? It takes months of hard work.
It depends really on how good the E Est 0 is at recruiting, org bding and
hatting.
If he's good at these things the time does not stretch out to forever.
For comparison, it took half a year each to build DC, Johannesburg and
SH to their highest peaks. They were all built from a Dept I viewpoint of
recruiting, org bding and hatting hard enough to get production.
So this is the oldest pattern we have-Dept I evolves the org.
When the org gets too big Dept I loses touch. You extend it into each
Div and you have the Est 0 System. And you have Est Os.
LRH:nt.rd.ts L. RON HUBBARD
Copyright Q 19 7 2 Founder
by L. Ron Hubbard [See also HCO PL 9 May 1974, Prod-Org, Esto and
Older Systems
ALL RIGHTS RESERVED Reconciled, on page 446, which modifies the above
Policy Letter.]
439
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor. East Grinstead, Sussex
HCO POLICY LETTER OF 23 JULY 1972
Remimeo
Establishment Officer Series 23
Executive Series 15
Org Series 31
THE VITAL NECESSITY OF HATTING
On a graph analysis of past stats, my campaign on hatting where a hat
was a checksheet and pack apparently introduced a steady rise of the
International Gross Income.
Studying this further I discovered a new basic, simple fact:
HATTING = CONTROL.
A person who is hatted can control his post.
If he can control his post he can hold his position in space-in short,
his location. And this is power.
When a person is uncertain, he cannot control his post, he cannot
control his position. He feels weak. He goes slow.
If he can control his post and its actions he feels confident. He can
work effectively and rapidly.
The key is CONTROL.
Control is the ability to START, CHANGE and STOP.
When he is hatted he knows the tech of HANDLING things. Thus he can
control them. He is at CAUSE over his area.
If you have an org composed only of weak wobbly posts, they tend to
collapse in on each other. There is no POWER.
The org then cannot be CAUSE over its environment because it is composed
of parts which are not cause. The whole is only the sum of its parts.
If all the parts are each one at cause, then the whole will be at CAUSE
over its environment.
Only an org at CAUSE can reach and CONTROL.
Thus a fully hatted org can be at cause over its environment, can reach
and control its fates and fortunes.
THUS THE PRIMARY TARGETS OF AN EST 0 ARE
A. ESTABLISHED ORG FORM and
B. FULLY HATTED PERSONNEL.
BASIC SEQUENCE OF HATTING
1. Recruited or hired.
440
2. Staff Status Zero.
3. Staff Status 1.
4. Staff Status 11.
5. Posting as other than an HCO Expeditor.
6. Full Hatting with a checksheet and pack fully done with M6 and
M7 and M4 Wing.
7. Eligibility for Study and Auditing (OR for staff service or
study).
8. Must have a stat and demonstrated he has produced on post.
9. Objective Processes CCHs, 8C, S-C-S, Havingness, etc.
10. Drug Rundown.
11. Method 1 Wing, Primary Rundown or Primary Correction Rundown.
12. Administrative or Tech Training. (OEC or Auditing.)
No one should have any other training much less full time training
before Step 9 in the above. (There is an exception in the Sea Org where
Crew Member Checksheet is done at once after recruiting on a Deck Project
Force. The other actions then follow except that Estates Project Force may
be substituted instead of HCO Expeditor, but the rest of the program is the
same.)
There are Time Limits placed on how long it takes to do SSI and SSII. A
person who can't make it is routed to Qual where he is offloaded with
advice on how to get more employable. (In the SO it is Fitness Board.)
TIME TESTED
The above is the route that has been tested by time and found good.
Other approaches have NOT worked.
Granting full time training at once is folly. The person may get trained
but he'll never be a staff member. This is the biggest failure with
auditors-they don't know the org. Admin training with no org experience to
relate it to is a waste of time.
This was how we built every great org. And when it dropped out the org
became far less powerful.
Old timers talk of these great orgs in their great days. And they will
tell you all about the org boarding and hatting that went on. How the
hatting officer in HCO and the staff training officer in Qual worked as a
team. And how fast the lines flew.
The above steps have stood the test of time and are proven by stats.
RECRUITING AND HIRING
You never recruit with a promise of free courses or free auditing. Not
even HASs or HQSs. You recruit or hire somebody to be part of the team.
OPEN GATE
If any opinion or selection is permitted as to who is going to be let on
staff, all recruitment and hiring will fail.
By actual stats when you let anyone say, "No! Not him! Not her!" the
gate shuts, the flow stops. And you've had it.
Requirements and eligibility fail. The proof is that when they have
existed in orgs, the org wound up with only PTSs and no-case-gains!
441
The right answer is FAST FLOW hiring. Then you have so many that those
who can't make it drift low on the org board or off. You aren't trying to
hold posts with unqualified people "who can't be spared".
In a short-staffed org "looking only for the best people" the guy nobody
will have gets put on an empty "unimportant" department. He's now a
Director!
It only happened because you didn't have dozens.
The answer is NOT lock the gate or have requirements. The answer is HAT.
An org that isnit hatted goes weak and criminal.
Don't be selective in hiring or recruiting. Open the gates and HA T!
Follow the steps given above and you have it.
Don't spend coins like training or auditing (or travel) on people untir
they liave proven their worth. No bonuses or high pay for anyone until they
have reached and attained Step 8 (a good stat). The cost of such fast flow
hiring is not then a big factor.
The only trouble I ever had with this was getting div heads to UTILIZE
their staff. A FIRST JOB FOR AN EXECUTIVE IS TO GET THINGS FOR HIS PEOPLE
TO DO. AND KEEP THEM BUSY AT PRODUCTIVE THINGS.
So I used to have to go through the org that did FAST FLOW HIRING
regularly and get people to use their new people. And to move off those who
could not work.
This was ALL the trouble I had with the system.
And until I enforced FAST FLOW HIRING there was always some effort by
someone to close the Gate.
ALL the great executives in Scientology came up in such orgs.
With a flow of people the best move on up. The worst, if any, drop off.
Only orgs with restricted hiring or recruiting give trouble.
IN A FAST FLOW HIRING ORG THE HAS AND EST Os MUST BE ON THE BALL. THE
BREAKDOWN OCCURS WHEN THEY DO NOT HAT AND KEEP ON TOP OF THE PERSONNEL
SCENE.
Fast Flow Hiring only breaks down and gets protested where HCO and Est
Os are not doing a top job. They have to really handle the personnel, post
them, hat them, keep the form of the org.
A fully formed org in a heavily populated location would need hundreds
of staff. It would make hundreds of thousands.
But only if it is fast flow hiring, hatting, holding the form of the org
and only then could it produce.
L. RON HUBBARD
LRH:nt.rd.ts Founder
Copyright(D 1972
by L. Ron Hubbard
ALL RIGHTS RESERVED
[See also HCO PL 9 May 1974, P~od-Org, Esto and Older Systems Reconciled,
on page 446, which modifies the above Policy Letter.]
442
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 28 JULY 1972
Remimeo
Establishment Officer Series 26
Executive Series 16
Org Series 32
ESTABLISHING
HOLDING THE FORM OF THE ORG
If a person who could not play a piano sat down at a piano and hit
random keys, he would not get any harmony. He would get noise.
If the head of a division gave orders to his staff without any regard to
their assigned posts or duties, the result would be confusion and noise.
That's why we say a division head "doesn't know how to play the piano"
when he knows so little about org form that he continually violates it by
giving his various staff members duties that do not match their hats or
posts.
But even if one could play the piano, one would have to have a piano to
play.
SPECIALISTS
Each org staff member is a specialist in one or more similar functions.
These are his specialties.
If he is fully trained to do these he is said to be HATTED.
The combined specialties properly placed and being done add up to the
full production of an org.
The org form is then the lines and actions and spaces and flows worked
out and controlled by specialists in each individual function.
These specialists are grouped in departments which have certain actions
in common.
The departments having similar functions are grouped into divisions.
The divisions combine into the whole org form.
It is far less complex than it looks. It would be very complicated and
confusing if there weren't divisions and departments and specialized
actions. Without these you would get noise and very limited production and
income, and at great strain.
Take a theater as an example. There are people who advertise it; these
are the public relations people; they are hatted to get publicity and make
people want to come to the play; call them the PR Division. There are the
producers and directors; they are hatted to present a performance and make
it occur; call them the Production Division. There are the actors and
musicians; call them the Artists Division. There are the property men; they
are hatted to get costumes and items needed; call them the Property
Division. There are the stage hands and electricians and curtain and set
men; call them the Stage Division. There are the ticket sellers and money
handlers and payroll and bills payers; they are hatted on money and
selling; call them the Finance Division. There are the people who clean the
theater and show people to seats and handle the crowds; call
443
them the House Division. And there are the managers and playwrights and
score writers and angels (financiers); call them loosely the Executive
Division.
Now as long as they know their org board, have their flows plotted out,
are hatted for their jobs and do a good job, even a half-good play can be
viable.
But throw away the org board, skip the flows, don't hat them and even a
brilliant script and marvelous music will play to an empty house and go
broke.
Why? Because an org form is not held. Possibly an untrained unhatted
producer will try to make the stage hands sell tickets, the actors write
the music, the financiers show people to their seats. If he didn't know who
the people were or what their hats were he might do just that.
And there would be noise and confusion even where there was no protest.
People would get in one another's road. And the general presentation would
look so ragged to the public they'd stay away in droves.
EST 0 ACTION
Now what would an Est 0 (or an Executive Director) have to do with let
us say, an amateur, dilettante theatrical company that was about to bog.
Probably half the people had quit already. And even if there were people
in the company they would probably need more.
The very first action would be to Est 0 Series 16 the top men to make
money quick.
The first organizing action would be to kick open the hiring door. This
would begin with getting out hiring PR and putting someone there to sign
people up who came to be hired (not to test and audition and look at
references, but just to sign people up).
The next action would be to do a flow plan of public bodies and money.
So one sees where the org form reaches. Then a schedule.
Next action would be to do an org board. Not a 3 week job. (It takes me
a couple hours to sketch one with a sign pen for posting.) AND GET IT
POSTED.
One then takes the head of each of these divisions and Hats him on what
his division is supposed to do and tell him to do it. NOW.
You make and post the flow plan, org bd and terminal location plan where
the whole company can see them.
Chinese Drill on a flow plan to show them what they're doing and what
has to be done.
Chinese Drill on the org board including introducing each person named
on it and getting it drilled, what he does and who he is.
You Chinese Drill the terminal locations where each of these persons
(and functions) is to be found.
You get agreement on schedules.
You now have a group that knows who specializes in what and what's
expected of each.
You get the head of the whole company to work with and hat the heads of
his divisions.
444
Now you get the heads of divisions to hat their own staffs while you
help
And you get them busy,
You then put the polishing touches on your own Dept I (Personnel PR,
Personnel Hiring, Personnel Placement, org bds, hat compilations, hat
library and hatting hatting hatting).
And by hatting and insisting on each doing his specialized job and
getting seniors to HOLD THE FORM OF THE ORG by ordering the right orders to
the right specialists and targeting their production and MAGIC! This
amateur theatrical company gets solvent and good enough to wind up on
Broadway. It's gone professional!
You say, yes, but what about artistic quality? What about the tech of
writing music and acting ....
Hey, you overlooked the first action. You kicked the door open on hiring
and you hatted and trained. And you let go those who couldn't get a stat.
Eventually you would meet Human Reaction and Emotion and would put in a
full HCO and a full Qual particularly Cramming. But you'd still do that
just to be sure it kept going.
Yessir, it can't help but become a professional group IF you, the Est 0,
established and made them HOLD THE FORM OF THE ORG and produce while they
did it.
An Executive Director can do all this and produce too. The great ones do
things like this. But here it is in full view.
A Scientology Org goes together just like that. Which could be why, when
we want to get something started, we say:
"Get the show on the road!"
But there is no show until it is established and the FORM OF THE ORG is
held.
You are luckier than the amateur theatrical company's Est 0. You have
policy for every post and a book of it for every division and all the tech
besides.
So there is no valid reason under the sun you cannot establish and then
hold the form of the org.
L. RON HUBBARD
Founder
LRH:nt.bh.ts Copyright Q 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
[See also HCO PL 9 May 1974, Prod-Org, Esto and Older Systems Reconciled,
on page 446, which modifies the above Policy Letter.]
445
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 9 MAY 1974
Remimeo
PROD-ORG, ESTO AND OLDER
SYSTEMS RECONCILED
In the last three years there have been two new organization systems
developed. These were THE PRODUCT-ORG OFFICER SYSTEM and the ESTABLISHMENT
OFFICER SYSTEM.
Reviewing these I find that these systems not only reconcile with each
other but also with the HCO Exec Sec and Org Exec Sec System and the
Supercargo, Chief Officer System of the Sea Org.
TOPDOWN
In '67 1 found that an organization must always be posted from the top
down.
This means it cannot be posted with gaps between the top or lower levels
on the org board.
The org, of course, must always have a top.
And there must not be a gap between the top and the next lower post. Or
any gaps on the way down.
Example: Orgs run by a committee but without a head of org seldom
succeed.
Example: An org with a CO or ED, no HAS but only a Master at Arms or
Ethics Officer in the HCO Division will not function but disintegrate.
Example: A musical group with an I/C and all the rest just musicians
will deteriorate.
Example: A small vessel with three men aboard will not function with one
the Captain, another the cook and another the deckhand.
In the first example, there has to be someone responsible for the whole
organization whether above or below the committee.
In the second example, an org without an HAS or HCO Exec Sec or
Supercargo, there is no one to take all those lower functions and they
settle on an overloaded top.
In the musical group the IIC finds himself with many juniors and no
specialized organizational handling of anything.
In the small vessel all the functions of the first three divisions are
mainly abandoned and the last four as well.
All these and many more are lessons learned the hard way.
446
The seven division org board is present even in organizations that know
nothing of it! And not knowing it or using it can bring chaos.
EARLIEST SYSTEM
In early days there was an HCO Sec in charge of the functions of the
first 3 divisions (Exec, HCO, Dissem) and an Assoc Sec in charge of the
functions of the last four divisions. These functions were not fully known
as the seven division board had not been developed.
The org board evolved further and the HCO Exec Sec became the person in
charge of the functions of the first three divisions and the Org Exec Sec,
the last four.
In the Sea Org these titles became Supercargo and Chief Officer but the
functions were similar.
PROD-ORG SYSTEM
Then, within the last four years the Product Officer-Org Officer System
was developed.
The Executive Director or Commanding Officer had (or was) a Product
Officer. The Product Officer was supported by an Org Officer to keep the
place organized.
THE ESTO SYSTEM
The Establishment Officer System or "Esto Tech" was developed in the
same time period as the Prod-Org System.
The Esto kept the place Established and organized for Production and
despite heavy production demands.
RE-EXAMINATION
Looking over these systems, I find they fall into place naturally one
with the other.
The realization is that an org with only one Product Officer and Org
Officer has a gap-the HCO Exec Sec!
Actually an org needs TWO senior Product Officers-one to get the
products of Divisions 7, 1 and 2 and one to get the products of 3, 4, 5 and
6!
When this gap exists, no one in real practice is functioning over Divs
7, 1 and 2 and so there is an imbalance of the org board. The org tends to
fall apart. It does not rapidly expand as it has no Product Officer for
expansion or dissemination.
ESTO SYSTEM
The Esto System with its powerful tech is really the Org Officer system.
The duties of the Org Officer in the Prod-Org System were not as fully
laid out as they might have been.
The tech of the Org Officer is really the Esto Tech!
447
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So where you have a Product Officer and Org Officer to the org, you are
missing two posts and so are not posted from the top down!
You should have TWO Product Officers, one who is also the HCO Exec Sec
(or Supercargo) and one who is the Org Exec Sec (or Chief Officer).
And each of these has an Org Officer who is also an Esto and who uses
Esto tech.
This gives the ED (or CO) FOUR terminals he is directly operating with,
even though the O/Os are also junior to and under their Product Officers.
SUMMARY
This ties together all existing systems.
It finds and fills an unnoticed gap in posting from the top down.
It prevents Estos from working independently from the side into the org
off command chain.
In posting Product Officers use the old titles: HCO Exec Sec
(Supercargo) and Org Exec Sec (Chief Officer), remembering that these are
now Product Officers operating on the Prod-Org System into their own
divisions.
Post any Esto as an Org Officer under one or the other of these
executives, one the "HES Org Officer", the other the "OES Org Officer". And
insist they use Esto tech and consider themselves Estos.
Size of org has little to do with it. A one-man org would simply have
all these titles and functions. A ten-man org would be posted from the top
and all other functions directly below them not posted or held by them
would also be performed by them.
IMPORTANCE
Failing to post the top and from the top down is the main failure point
in ANY organization (not just ours).
Finding this gap is important and filling it will raise stats.
LRH:ntm.ams.rd L. RON HUBBARD
Copyright @ 1974 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
[The following policies are modified by this reconciliation of the
Prod~Org, Esto and older systems.
LRH POLICIES:
21/12/66 1 Advisory Council, 7-466 3/4/72 13, Doing Work, 494
21/12/66 11 Executive Council, 7-469 4/4/72 14, Ethics, 498
6/9/67 WW Division Reorganization, 7-63 6/4/72 15, Product
Correction, 502
19/10/67 1 Urgent and Important-No. 2 in Exec Sec 24/4/72 16, Ratting
the Product Officer of the
Hats Folder-HCO Exec Sec Duties-Org Division, 507
Exec Sec Duties, 7-366 13/6/72 19, Program Drill, 515
20/8/71 11 Tech Establishment Officer, 1971 YB 26/6/72 20,
Supervisor Tech, 517
29/2/72 Exec Ser. 10, Correct Comm, 424 14/7/72 11 22, Exec Ser. 14,
Org Ser. 30,
ESTO SERIES: Est 0 Failures, 5 20
23/7/72 23, Exec Ser. 15, Org Ser. 31,
7/3/72 rev. 13/4/72 1R, The Establishment Officer, 451 The Vital
Necessity of Hatting, 5 23
9/3/72 11 2, Hatting the Est 0, 459 28/7/72 26, Exec Ser. 16, Org
Ser. 32, Establishing
9/3/72 111 3, Dev-Tand Unhattedness, 460 Holding the Form of the
Org, 531
10/3/72 4, Exec Est 0 Hatting Duties, 464 21/8/72 27, Effective
Hatting, 5 34
13/3/72 5, Production and Establishment 22/11/73 30, Esto Series
30, 539
Orders and Products, 468
14/3/72 1 6, Sequence of Hatting, 4 72 NON-LRH POLICIES:
14/3/72 11 7, Follow Policy and Lines, 4 74 5/2/71 11 FEBC Exec Dir
Organizing Boards, 1971 YB
16/3/72 1 8, Look Don't Listen, 477 22/11/71 Qual Establishment
Officer, 1971 YB
16/3/72 11 9, Stuck In, 4 81 6/2/72 11 TEO Checklist and Statistic,
1972 YB
18/3/72 10, Files, 482 4/10/72 Esto Ser. 28, Handling PTS and Out
Ethics
23/3/72 11, Full Product Clearing Long Form, 484 Personnel,
see-536
1/4/72 12, Exec Ser. 11,Makingan Executive, 490 1/4/73R rev. 7/4/73,
"BattlePlan", 1973 YB
449
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 DECEMBER 1974
HCO P/L 9 MAY 74 RE-ESTABLISHED
Remimeo CANCELLATION OF HCO P/L 12 NOV 74
"PROD ORG REINSTATED"
PROD ORG, ESTO AND OTHER SYSTEMS
RECONCILED REINSTATED
HCO P/L of 12 Nov 74 suspended HCO P/L 9 May 74 which put an Executive
Council back into an org,
The suspension was temporary.
What happened was that, at least in some orgs, the Product Officer
immediately began to Product Officer GI only. Delivery stats crashed in
those orgs.
Obviously the OES is vital as a Product Officer of divisions 3, 4, 5 and
6.
Thus any org that reverted to having only a Product and Org Officer and
no HES or OES must reinstate the HES and OES and, as available, their Org
Officers.
Delivery alone provides the exchange for GI and GI which is not at once
earned is a liability,
There obviously must be an OES to ensure volume and quality delivery
and, through Div 6, new people into the org.
Orgs must become exchange oriented.
L. RON HUBBARD
Founder
LRH: nt
Copyright@ 1974
by L. Ron Hubbard [See also HCO PL 9 May 1974, Prod-Org, Esto and
Older Systems
ALL RIGHTS RESERVED Reconciled, on page 446, which modifies the above
Policy Letter.]
450
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 MARCH 1972
Remimeo (Revised 13 Apr 72)
(Cancels HCO P/L 8 Feb 72 of same
title which was only an ASHO pilot
and original HCO PIL 7 Mar 72)
Establishment Officer Series I R
THE ESTABLISHMENT OFFICER
PURPOSE
The Establishment Officer system evolved from the Product-Org system
where it was found the HAS alone could not Establish the Org. The Product-
Org Officer System is entirely valid and is not changed. Tapes up to and
including No. 7 of the Prod-Org System (also called the FEBC Tapes) are
correct. From No. 8 onward, the Prod-Org Tapes are replaced by the Est 0
Series Tapes. It is important to know that when the Org Officer is removed
from a unit "because it now has an Est 0" it will practically destroy the
unit and crash its stats. Taking the Org Officer out of a division or org
and making him the Est 0 is a guarantee of a crash. The Est 0 is an
Extension of the original HCO System as an Est 0 performs all the functions
of HCO for the activity to which he is assigned plus his own tech of being
an Est 0.
The purpose of Establishment Officers is to ESTABLISH and MAINTAIN the
establishment of the org and each division therein.
The term "Est 0" is used for abbreviation as "EO" means Ethics Officer,
It has been found that the whole reason for any lack of prosperity of an
org is INTERNAL. The surrounding area of the public has very little to do
with whether stats are up or down. An org, by "delivering" Out Tech and its
own conduct upsets its area but it can also straighten it out PROVIDING IT
DOES ITS JOB. So this too is an Internal cause.
Thus if an org is well Established so that each staff member is doing
his exact function, stats will go up and the org will prosper because it
has been handled Internally.
All booms and depressions of an org are due to its being expertly built
up and then, having a peak period, is not maintained in that well
established condition and disintegrates.
In the vital flurry of getting the product and expanding, the org
becomes dis-established.
In the Product-Org Officer System of 1971 it was found uniformly that as
soon as the org began to boom, the HAS was wholly unable to establish
rapidly enough and the boom collapsed. HCO was too few to keep an org
established even when the HCO was manned because THEY WERE NOT WORKING
INSIDE EACH DIVISION.
The answer to these shortcomings is the Establishment Officer System.
This preserves the best in the Product-Org System and keeps pace with
product and expansion.
A well trained hard working Est 0 in a division has proven to be the
miracle of org prosperity.
The system has already been tested and is in successful operation.
Establishment consists of quarters, personnel, training, hatting, files,
lines, supplies and materiel and all things necessary to Establishment.
451
Commanding Officer or Executive Director
(Coordinates)
Product Officer (Operates Org)
Org Officer (Organizes for Prod Off) CD
0
Q
Executive Establishment Officer (Operates Est Os) tZ
Exec Est 0 Org Officer Combined
Est 0 Establishment Officer
Hat
(Est 0 Course Supervisor)
(Div Secs are in charge of Div and are Product
Officers)
7 1 2 3 4 5 6
Dissem Treas Tech Qual Dist
L RH Comm HAS Sec Sec Sec Sec Sec 'En', .0
DIV 7 EST 0 HCO EST 0 DEO Tr EO TEO QEO PEO
0
Z
CIO or ED Foundation
Org Off Fnd
Dissem Treas Tech Qual Dist
L RH Comm HAS Sec Sec Sec Sec Sec
Fnd Fnd Fnd Fnd Fnd Fnd Fnd
Fnd Div Fnd HCO Fnd Fnd Fnd Fnd Fnd
7 Dissem Treas 7-ech Qual Dist
(Same Est 0 covers same Div Day & Fnd.)
PRODUCTS
To understand what the Est 0 system is you have to understand first and
foremost the meaning of the Word "PRODUCT" (The whole system breaks down
where this one word is not understood and not understanding this one word
and failing to get it understood has been found to be the barrier in most
cases.)
PRODUCE (verb) = To bring into existence, make,~ to bring about; cause.
PRODUCT (noun) = Someone or something that has been brought into
existence, the end result of a creation; something or someone who has been
brought into existence.
If you really know that definition you can then look over HCO PIL 29 Oct
1970 Org Series 10. In this we have (1) Establishing something that
Produces (Product 1). (2) Operating that which produces in order to get a
product (Product 2). (3) Repairing or correcting that which produces
(Product 3). (4) Repairing or correcting that which is produced (Product
4).
Now in order to get an org there and make money and eat and get paid and
things like that, these things like Products have to be understood and the
knowledge USED.
If we try to operate an org that isn't there, or repair it, nothing
happens. No stats. No money. The Product Officer and Org Officer have
nothing to run. Thev're like a pilot and co-pilot with no airplane. They
don't fly.
So an Establishment Officer is there to put the airplane there AND get
the pilot and co-pilot to fly it well, without wrecking it, to everyone's
benefit.
So, the Establishment Officers put the org there to be run and put the
people there to run it so they run it well without wrecking it to
everyone's benefit.
POS TS A ND TI TL ES
The org is Commanded by the Commanding Officer (SO Orgs) or the
Executive Director (Non-SO Orgs). In the triangular system of the Flag
Executive Briefing Course (FEBC) (Product-Org Officer System) the CIO or ED
coordinates the work of the Product Officer, Org Officer and Executive Est
0.
In most orgs the CIO or ED is also the PRODUCT OFFICER of the Org which
is a double hat with CIO.
The Product Officer Controls and operates the org and its staff to get
production. Production is represented by the Gross Divisional Statistics
and Valuable Final Products of the Org.
The ORG OFFICER assists the Product Officer. He gets production lined
up, grooves in staff on what they should be getting out and makes sure the
Product Officer's plans are executed
(The duties of CIO or ED, Product Officer and Org Officer are covered in
the FEBC tapes 1 to 7.)
THE EXECUTIVE ESTABLISHMENT OFFICER is the one who puts the org there to
be run. He does this by having Establishment Officers establishing the
divisions, org staff and the materiel of the division. He is like a coach
using athletes to win games. He sends them in and they put their divisions
there and maintain them. They also put there somebody to work them.
The EXECUTIVE ESTABLISHMENT OFFICER ORG OFFICER (Est 0 Org Officer) is
the E-Est O's Deputy and handles his programs and the personal side of Est
Os.
The ESTABLISHMENT OFFICER'S ESTABLISHMENT OFFICER (the Est O's Est 0) is
the one who trains and hats and checks out Est Os and Establishes the Est 0
system. He also runs the Est 0 course that makes Est Os and is the Est O's
Course Supervisor. In practice, the hats of Est 0 Org Officer (above) and
Est O's Est Officer are held as one hat until an org is very la, ge. The
person who holds this post has to be a very good Course Supervisor who uses
Study Tech like a master as his flubs would carry through the whole Est 0
system.
453
An ESTABLISHMENT OFFICER IN CHARGE is an Est 0 who has Establishment
Officers under him in an activity that has 5 or less Est Os does duties
comparable to an Executive Est 0 for that activity.
A CHIEF ESTABLISHMENT OFFICER + DIVISION is an Est 0 who, in a division
has Establishment Officers under him due to the numerousness of the
division.
A LEADING ESTABLISHMENT OFFICER + DEPARTMENT is a Departmental
Establishment Officer who has Section Est Os under him due to the
numerousness of the section.
An ESTABLISHMENT OFFICER + SECTION is an Establishment Officer of a
section where there is a departmental and Divisional Est 0.
The Divisional Establishment Officers are as follows. If they have other
Est Os under them in the Division the title CHIEF is put in front of the
title.
THE DIV 7 ESTABLISHMENT OFFICER (Div 7 Est 0) for Division 7, the
Executive Division. He is not "The Executive Est 0". He carries out all the
Est 0 duties for this division.
THE HCO ESTABLISHMENT OFFICER (HCO Est 0) establishes and maintains HCO.
THE DISSEMINATION ESTABLISHMENT OFFICER (DEO) establishes and maintains
the Dissem Division.
THE TREASURY ESTABLISHMENT OFFICER (Tr EO) establishes and maintains the
Treasury Division.
THE TECHNICAL DIVISION ESTABLISHMENT OFFICER (TEO) establishes and
maintains the Tech Division. This division amongst all the rest is most
likely to have other Est Os in the division.
THE QUALIFICATIONS ESTABLISHMENT OFFICER (QEO) establishes and maintains
the Qual Division.
THE DISTRIBUTION ESTABLISHMENT OFFICER (PEO for Public Division)
establishes and maintains the Distribution Division.
The Exec Est 0 and Est 0 Org Officer and the Est 0 Est 0 and Est 0
course are org boarded as in Dept 2 1.
The Est Os themselves are in their own assigned Divisions.
The CIO or ED, Product and Org Officer are org boarded in Dept 19.
HEAD OF ORG
The head of the Org is the Commanding Officer or Executive Director. He
is usually also the PRODUCT OFFICER. He is senior to the Exec Est 0.
DEPUTY CIO OR ED
The CIO's or ED's DEPUTY handles the program functions of the CIO or ED
and is the Org's Org Officer.
He ranks with the Exec Est 0.
HEAD OF DIVISION
The head of a division is the DIVISIONAL SECRETARY. He is the PRODUCT
OFFICER of his Division. His boss is the CIO or ED.
He is senior to the Divisional Est 0 or Chief Est 0.
He is not the Divisional Est O's boss. The E Est 0 is.
DEPUTY DIVISION HEAD
The DEPUTY SECRETARY of a Division is the Org Officer of that Division.
He handles the programs of the Division for the Secretary.
He ranks with the Divisional Est 0 or Chief Est 0.
454
DEPARTMENT DIRECTOR
He is the PRODUCT OFFICER OF HIS DEPARTMENT.
The Divisional Est 0 is senior to him.
The Departmental Director is senior to an Est 0 posted to his specific
Department.
SECTION OFFICER
The officer in charge of a section is the PRODUCT OFFICER of that
Section.
He is junior to all Est Os except an Est 0 posted directly to his
specific department.
STAFF
Staff members other than those who are Est Os are all considered PRODUCT
2 and 4 PERSONNEL from the viewpoint of the Est 0 whose products are 1 and
3 (see above or Org Series 10 HCO PIL 29 Oct 70).
TEST
The test of the successful Est 0 is whether he increases QUANTITY and
QUALITY of PRODUCT TWO PER STAFF MEMBER AND AN ABSENCE OF DEV-T (Developed
or unnecessary traffic).
SMALL ORGS
An Est 0 In Charge in a small org (2 to 5 staff not counting Est Os)
would be one of two Est Os. He would handle the Est 0 System for that org
and Divisions 7, 1 & 2 and the other Est 0 Divisions 3, 4, 5 and 6. He
would also run the Est 0 Course as well as work the Est Os.
With trained Est Os actually functioning the production of this small
org would increase and one would have an evolution leading to an Est 0 I/C,
one Est 0 for 7, 1 & 2 and another for 3, 4, 5 and 6.
Further evolving there would be an Est 0 I/C, one for 7, 1 & 2, one for
3, 4 and 5 and another Est 0 for Div 6.
With additional expansion there would be an Est 0 I/C, one for 7, 1 & 2,
one for 3 and 5, one for 4 and one for 6.
Additional expansion would have an Est 0 I/C, one for 7 and 1, one for
2, one for 3 and 5, one for 4 and one for 6. This reaches the stage of 5
Est Os for one Est 0 I/C.
We now upgrade the system to an Exec Est 0 and a Deputy and one Est 0
per division.
Almost at once Tech will need a Chief TEO and a TEO. Then a Chief TEO
and 3 Leading Est Os for 4.
The system goes on evolving. One Est 0 to 10 staff is the maximum
allowed at this stage.
BUREAUX
Where Bureaux are combined with the Service Org the Divisional Est 0
also has the duties of the Bureau Establishment.
In such a case there is an OPERATIONS ESTABLISHMENT OFFICER in charge of
the four Operations Bureaux which combined make up the Operations Bureau.
He, as expansion occurs, will shortly become a Chief Est 0 for Operations
(or Chief Operations Est 0) with an Est 0 in each Bureau- the Action
Leading Est 0; the Data Leading Est 0; the Management Leading Est 0; and
the Ext Comm Leading Est 0.
RULE OF EXPANSION
The Est 0 System may not be expanded nor may the Org be expanded without
comparable expansion of GI, Delivery, Completions and Success statistics.
The quality and skill of Est Os in acquiring personnel, training,
hatting, supplying, FP conduct and other duties is directly reflected in
statistical increase of GI. delivery, success and VIABILITY.
455
EST 0 TRAINING
The EXEC EST 0 (or Est 0 I/C) is responsible for the quantity of
Establishment done and the quality and performance of all his Est Os. EXEC
EST Os or EST 0 I/Cs are trained on Flag or as designated by Flag.
Exec Est Os or Est 0 I/Cs are usually granted the right to train Est Os.
For this they must have the packs and equipment. The actual training is
done by their Est 0 Org Officer or when one exists, the Est O's Est 0.
The actual hatting and training of Est Os comes under the Est O's Est 0,
the Est 0 Org Officer generally wearing this hat.
In a crush emergency in any one of the mentioned divisions the EXEC EST
0 goes in on Divs 7, 1 or 2 and the Deputy Exec Est 0 goes in on Divisions
3, 4, 5 and 6.
An Est 0 usually works the full day less Conference time and studies an
additional 5 hours minimum.
Where there is a Foundation, the same Est Os as the Day org cover the
Foundation as well until both Day and Foundation are too large to be so
handled, at which time a Foundation begins a separate Est 0 function under
its own Est 0 11C. When all Foundation divs are separately covered, the
Foundation has its own Exec Est 0.
TRAINING OUTLINE
A full training outline of the skills required in an Est 0 follows:
An Exec Est 0 should be ideally a full FEBC. This covers the OEC and the
Product-Org Officer System.
An Est 0 11C would have to know the OEC.
In addition to the above would be added these specific requirements:
Primary Correction Rundown (HCO B 30 Mar 72).
Word Clearer-able to handle a meter and do Method 2 and Method 4, assess
prepared lists and do good TRs. Vol 0 OEC (if not done on the OEC).
Vol 1 OEC (if not done on the OEC). Org Series PlLs
Personnel Series PlLs Data Series PlLs
PR Becomes a Subject FEBC Tapes
Mini Course Super Hat. (Full HPCSC for the Est O's Est 0.) ARC Triangle
Materials
Dianetics 55
FP Policy (Finance Pack) PTS Phenomena HCO Bs DB and SP HCO Bs & PlLs
Psychosis HCO Bs
HCO Investigatory Tech
Establishment Officer Tape Series Establishment Officer Series PlLs L
RH ED 174 Int (1972)
HCO PIL 9 April 72
There is a difference in what the Est 0 himself has to know to be
hatted and what he must teach in his division. These are TWO different
bodies of knowledge.
The Est 0 must know all the hats and Valuable Final Products of any
division he is hatting.
He should know the Product-Org Series Tapes.
He should know Quarters and Housing materials.
He should know the operating manuals and how to operate any machine in
the division he is establishing.
On ships he should know the FOs.
Any FOs, FSOs and CBOs that may apply in a Bureau.
The Est 0 becomes totally proficient in his own hat and makes others
proficient in theirs. He has to be able to read and pick up data on
another's hat very rapidly.
456
CASE REQUIREMENTS
TRs the Hard Way (Not necessarily in Pgm Order)
Admin TRs OCA not below Center Line Physically well Case gain CIS 53 to
FIN on List If Drugs full Drug RD GF 40 RR to FIN on List The HAS
Rundown FIN on White Form Study Corr List WC No. I
HATTING CYCLE
The cycle of hatting of Est Os and of staff members is HAT some and get
production, hat more and get production, hat more and get Production. Hat
to total specialization, get production. Hat to more generalized skill and
get production. Hat an activity until it can do own and everyone else's hat
in the activity and get production.
Quarters, supply, equipment, space all follow this same gradient. Get it
in, get it producing, get more in, get it producing.
EST 0 TRAINING
An Est 0 has 2 hats. (A) His own hat as an Est 0 in which he must be
expert. (B) The hats and skills he is grooving in on others.
The most skilled Est 0 learns his own job and that of the other fellow
rapidly and thoroughly.
These two hats are separate and must be kept separate.
INVOLVEMENT
The Est 0 may not involve himself in the Production cycles of a post or
division except to learn it himself so he can hat expertly or get the HCO
P/Ls or Tech Applied to it understood by himself so he can hat and debug
the post.
The Est 0 must be an expert on Word Clearing Method 3 tapes and then WC
Method 4ing them.
He in Europe MUST KNOW FOREIGN LANGUAGE TRANSLATED TAPE HCO Bs, P/Ls AND
EXPERTISE.
HCO
HCO performs its normal duties per policy. It is not called on to
Establish the whole org, however, but is to back up Est Os.
Personnel is obtained through Department I by Est Os but these do not
have to depend only on that but must clear personnel and changes through
it.
EXEC EST O's MAA
The Executive Est 0 has a MASTER AT ARMS in a large org.
The MAA musters the crew, conducts any exercises, does ethics
investigations as needful especially by the Exec Est 0 and helps hat the
Ethics Officers of the org. He does not replace these. He does other duties
assigned.
PRODUCT CONFERENCE
The PRODUCT CONFERENCE is conducted by the CIO or ED (or his deputy). It
consists of the Divisional Heads of the Org as each of these is a PRODUCT
OFFICER.
It sets and reports on Targets.
As the C/O or ED as PRODUCT OFFICER investigates and does evaluations
and writes programs, some of the actions of the Product Conference are
furnishing data to debug. The Data Series and the OEC and FOs are the tech
used. (The primary reason for failures of such a conference will be found
to be [A] Operating on wrong WHYs. [ B I Lack of knowledge of Conference
tech which is mainly do homework for the conference [CSWI before it begins,
not during it and do not monopolize Conference time.)
Therefore Product Conference success depends upon
457
I . Finding and operating on correct WHYs.
2. Getting targets for Valuable Final Products of each Div or department
that
exchange with the society around them in return for income.
3. Ensuring adequate preparation (intelligent programs).
4. Debugging production programs.
5. Getting DONES not not dones or half dones as they will become hidden
backlogs
in the org.
6. Coming to Conference prepared.
7. Not monopolizing Conference.
8. Actually punctually holding them.
IT IS UP TO THE EXEC EST 0 TO HAT AND GET THE PRODUCT
CONFERENCE OPERATING AND COMPETENT.
EST 0 CONFERENCE
The ESTABLISHMENT OFFICER CONFERENCE is held by the Exec Est 0 (or
his deputy).
This Conference handles Est 0 matters, debugs Est 0 targets worked out
by the
C/0-ED or Est O's projects, gets in reports of divisions and their
personnel, hatting, supply, spaces, quarters etc.
The Est 0 Conference handles Financial Planning using FP Policy in which
the
Est 0 must be proficient. (FP must be approved by the Treasury Sec, Finance
Banking Officer and Assistant Guardian. The Org has to be run on FBO/A/G
allocations and these are the check signers of the org.)
This conference is governed by similar guide rules as a Conference to
the Product
Conference.
The PRODUCT Conference is senior to the Est 0 Conference but cannot
overrule
its FP.
PROGRAMS
Est Os as well as PRODUCT OFFICERS run on Programs.
These are in accordance always with Data Series 23 and 24.
AIDES COUNCIL
An Aides Council or A/Aides (or International Secretary or
Assistant Inter-
national Secretary) Council is held as
I . A Product Conference or
2. A Program Conference or
3. An Establishment Conference.
But never 2 or 3 of these at the same time.
SUMMARY
The Est 0 System has already proven a success.
It will be successful in direct ratio to its
I . Staying on Policy
2. Setting no independent policy
3. Operating only toward production
4. Its Est Os continuing to train and be well trained
5. Consistently staying in the Division and actively working in it to
establish and
maintain, better establish and maintain
6. Setting an excellent example to staff as competent helpful executives
and staff
members.
LRH:ne.nt.mes.rd L. RON HUBBARD
Copyright @ 1972 Founder
by L. Ron Hubbard [See also HCO PL 9 May 1974, Prod-Org, Esto and
Older Systems
ALL RIGHTS RESERVED Reconciled, on page 446, which modifies the above
Policy Letter.]
458
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 9 MARCH 1972
Issue 11
Remimeo
Establishment Officer Series 2
HATTING THE EST 0
It will be found that hatting rules and procedures apply to the Est 0
himselt.
In orgs while under training he himself is hatted and produces
alternately, doing better and better.
He must NOT be let off hatting until he is fully Hatted.
And he shouldn't, especially when being trained in an org by an Est 0
I/C, be let off establishing on the excuse he is not yet fully hatted.
IMPORTANCE OF EST 0 HAT
It will be found that some Est Os back off from an area because "they do
not know all the tech lines and hats in that area".
The reason they give for this back-off is the wrong Why. They back off
or fumble when they are not hatted as Est Os! Not because they are not
hatted on the area's hats.
Just like the housewife who criticizes her neighbor for a cluttered back
yard while standing in a more cluttered one of her own, hatting begins at
home
If an Est 0 knows his business he could straighten up a huge corporation
using the Est 0 system with never a whisper of their business!
It would be tough. But it shows where the importance lies.
There is Est 0 tech. When it is not known or used, then an Est 0 can
just sink down into a division puzzled and apathetic, thinking its tech is
what is bogging him.
He daily sees and talks to people swamped in Dev T, unsure, nervous and
wide-eyed with problems and questions.
If an Est 0 does not at all times KNOW HE IS AN EST 0 and ACT LIKE AN
EST 0 he can easily slide into these confusions and try to handle
productionperformance problems that are outside the Est O's line of duty.
FIRST, LAST AND ALWAYS IT IS THE EST 0 HAT THAT MUST BE WORN IN ANY
GIVEN SITUATION.
Thus the A (own hat) and B (div tech and hats) differences of hats is
important to know.
It's great to know and one should know a division's tech and hats. But
this is something one learns as he goes along.
It's a matter of THE MOST VITAL IMPORTANCE that the Est 0 wears his Est
0 hat.
That's the hat he has to have down cold.
Then he will find that org and division confusion is nothing to him.
HE HANDLES THINGS LIKE THAT!
HE IS AN EST 0!
L. RON HUBBARD
LRH:ne.rd Founder
Copyright @ 1972
by L. Ron Hubbard [See also HCO PL 9 May 1974, Prod-Org, Esto and
Older Systems
ALL RIGHTS RESERVED Reconciled, on page 446, which modifies the above
Policy Letter.]
459
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 9 MARCH 1972
Issue III
Remimeo
Establishment Officer Series 3
DEV-T AND UNHATTEDNESS
The first thing an Est 0 runs into in an area that is not hatted is Dev-
T (developed unnecessary traffic).
People in an org can be working frantically, totally exhausted and yet
produce nothing of value. The reason is that their actions are almost
totally Dev-T.
The WHY of this is UNHATTEDNESS.
The people on the posts do not know their own hats or even if some do
they are dealing in the "NOISE" of other people who don't know their own
hats.
Few if any of these people know the other hats or duties of the org and
so don't know Where to go for service or Who to approach or despatch for
What.
So it's not an org or a division. It's a non-productive chaos.
The answers are three:
I . Get Dev-T understood and
2. Get the staff at least Instant Hatted at once.
3. Chinese school (staff or div staff all together in front of a
big org board
chanting together the hats, duties and products of the org as
visible on the org board).
In order to get anything done at all or even begin this an Est 0 Ethics
Officer function has to be in.
A schedule has to be posted including exercise, post time and study and
staff has to be mustered and handled at these periods. This gets some
awareness of the org group as a team of people with similar purposes.
DEV-T
Dev-T packs are made up. These consist of:
HCO P/L 2 Jul 59 "Dev-T - The Delirium Tremens of
Issue II Central Orgs"
HCO P/L 29 May 63 "How to Handle Work"
HCO P/L 21 Nov 62 "Completed Staff Work"
HCO P/L 17 Nov 64 "Off Line and Off Policy,
Your Full In Basket"
HCO P/L 31 Jan 65 "Dev-T"
HCO P/L 8 Feb 65 "Dev-T Analysis"
HCO P/L 13 Oct 65 "Dev-T Data"
HCO P/L 5 Jan 68 "Dev-T Series. Overfilled In Baskets"
HCO P/L 27 Jan 69 "Dev-T Summary Lists"
HCO P/L 30 Jan 69 "Dev-T Summary List Additions"
Issue 11
HCO P/L 27 Oct 69 "Admin Know-How No. 23 - Dev-T"
460
HCO P/L 4 Nov 69 "Dev-T Graphed"
HCO P/L 23 Jul 71 "Telex Comm Clarity - Dev-T Series"
HCO P/L 25 Oct 71 "Comm Routing"
Issue I
HCO P/L 27 Feb 72 "Exec Series 9 - Routing"
HCO P/L 29 Feb 72 "Exec Series 10 - Correct Comm"
These packs are issued to staff members and they are required to check
out on them.
Each staff member keeps a Dev-T log and writes down the name of anyone
he is getting Dev-T from and also issues Dev-T chits.
HATTING
The staff at the least are Instant Hatted at once-place on the org
board, work space, supplies, what his title is and what it means, org comm
system, what he is supposed to produce on his post.
He is gotten producing what he is supposed to produce in some volume at
once.
Hat checklists and packs are verified as there or are gotten ready.
A full hat checkout can then begin.
Courses he needs are done in staff study time.
Actually hat study and checkout is done on the post a bit each day.
This is in fact "on the job training" as he is expected to go on
producing while he is being hatted.
ORG BD
Org Bds are rapidly gotten up or up to date in the org (in HCO) and
(full org bd) in each Division.
Each Division is Chinese schooled first on its own org bd, then on the
org as a whole, in such a way that they know the duties of divisions,
departments and posts and the flow lines of the org.
Wherever an org or even a division falls apart or slows up, this
campaign is repeated.
SAMPLE ORG ED
This is a sample Executive Directive (ED) giving a program written for
an actual org where the above was done to cure Dev-T and get the org hatted
and producing:
ED - Date
TOPPRIORITY
Takes Priority over all other Eds
(as they can then be gotten done!)
CORRECT COMM PGM
SITUA TION:
It has been very difficult to handle the org.
DATA:
A long and intensive collection of data has finally culminated in
discovering,
461
through reports on comm and inspections by showing why the org appears
fantastically busy and overworked while producing very little even when it
was found the org was insolvent.
Ethics has been very heavy for some time and has not led to any
spectacular recovery.
But the Comm Line reviews and analysis reveal
INVESTIGATION:
The Org and all its Units is drowning in DEV-T. HCO is even generating
it. This makes an appearance of frantic action and overload while little is
produced.
And an analysis has produced a
WHY:
The org is almost totally unhatted and untrained.
DEV-T comes only from AN UNHATTED UNTRAINED ORG.
STATS:
Out the bottom and below the briny bedrock of the sea so far as finished
products per man-hours and as far as GI by reason of the org are concerned.
IDEAL SCENE:
A whole staff and the org fully hatted and producing only correct comm
without Dev-T and at work actually producing things of real value which
will exchange for value.
HANDLING:
THE EST-0 SYSTEM AND DEV-T P/Ls HANDLE THIS.
I . Admin Cramming and each EST 0 to be furnished with packs of Dev-T
Policies at once including last Exec Series P/L Routing and new Dev-T
P/L Correct Comm. ALL HANDS DISSEM.
2. FULL Est 0 set-up to be gotten on post at once. They go on duty and
part time train. HAS.
3. Existing Est Os and those to be put on at once to hammer, hammer,
hammer all posts on Off Line-Off Origin and other points of Dev-T so
they are UNDERSTOOD. EXEC EST 0.
4. Big Paper Org Bd with new complement to be gotten up at once in HCO.
HCO EST 0.
-5. Big Paper Org Bds from it to be gotten up in each Div and the Div
Chinese Schooled on it. Specializing in the Div but also covering the
Whole Org so people know where they are and what each handles and where
other terminals in the org are so they can properly route to or go to
them for the exact service of that exact post. DIV EST Os under EXEC EST
0.
6. Straighten out the Comm Lines of each post. EXEC EST 0. DIV EST Os.
7. Report to his Div Est 0 (see org bd) or Ethics Officer any person
originating off-line off-origin traffic or failing to originate from his
post paper or body or remark. Report by "Dev-T Chit". EVERYONE IN THE
ORG.
8. Send flagrant offenders to Admin Cramming. EXECUTIVES.
9. Put in
I . Instruct, and if no Improvement:
2. Cram, and if no Improvement
462
3, Retrain and if no Improvement
4. Offload
where hatting continues to fail to produce rapid comprehension of Dev-T
and/or persistent inability to actually DO his hat. Court of Ethics or
Comm Ev on request to remedy any injustice. EST Os.
10. Excuses concerning hatting and arbitraries like "Only study hat in
hatting college" to be wiped out and any barriers to getting On Policy
On FO-FSO wiped out by Ethics action or Cramming. EST Os.
11. Instant Hat every staff member. DIV EST Os.
12. Chinese School every Division. DIV EST Os.
LET'S MAKE THIS A CRACK ORG WE CAN BE PROUD OF!
EXECUTIVE DIRECTOR
The above program can be completed in a few days.
It is followed by further programs to get in lines of the org, full
hatting, and proper Comm set-ups for each staff member etc.
If the program falls out or Dev-T flares again, A. REHAT Est Os and B.
Do the program once more
The org will come right and begin producing PRODUCTS WHICH EXCHANGE FOR
VALUABLES.
The org will become solvent.
Only the Est 0 system makes such a program possible.
We have long had the tech as you can see by the P/L dates. Dev-T tech
has existed since the mid- 19 5 Os. But it could not be gotten in swiftly
enough to make a startling change in the org morale or stats until EST Os
were on post in an org.
If it does not go in rapidly even with Est Os then some of the Est Os
are not well enough or firmly enough hatted as EST Os and the answer of an
EXEC EST 0 or Est 0 I/C is to very rapidly cram his Est Os or following the
1. Instruct, 2. Cram, 3. Retread, 4. Offload pattern improve his Est 0
team.
Fully done the program works like a beautiful breeze bringing peace and
a cheerful staff.
L. RON HUBBARD
Founder
LRH: ne.rd Copyright @ 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
[See also HCO PL 9 May 1974, Prod-Org, Esto and Older Systems Reconciled,
on page 446, which modifies the above Policy Letter.]
463
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 10 MARCH 1972
Remimeo
Establishment Officer Series 4
EXEC EST 0 HATTING DUTIES
An Est 0 I/C or Exec Est 0 has as his primary duty the hatting and
handling of Est 0s.
It will be found that an Est 0 tends to get pulled into operating the
division when (a) he is too new at it and (b) he fails to establish.
Such hatting actions usually require a repeat check-out or harder
assertion of the P/Ls relating to HCO such as "musical chairs", "don't
unmock a working installation". Such P/Ls cover the host of errors that
HCOs and HASes have made.
Usually the Est 0 in training just doesn't know the material or even
believes it's all "old" because it came before the Est 0 System. The prime
cause of alter-is is just not knowing or understanding the material.
The system of (1) Instruct (2) Cram (3) Retread applies to Est Os in
training.
WHYs
Like in auditing the situation may look so desperate that unusual
remedies are thought to be needed.
The skill of an Est 0 in rapidly finding a WHY (as in Investigation Tech
and the Data Series) and quickly handling is what makes a real Est 0.
Dreaming up new solutions not in policy usually comes from not really
investigating and finding a WHY.
Finding WHYs is like seeing real gold for the first time. Until a person
really finds a REAL Why that promptly unravels the whole knot he is like
the tourist in the gold field who can be sold any yellow glitter as being
gold. But when he sees real GOLD for the first time he never after can be
fooled.
Usually first WHYs an Est 0 I/T finds about a post or a class or a line
are usually so shallow and so narrow that they are just Dev-T. They would
resolve nothing.
The Exec Est 0 will have to keep an Est 0 I/T at it, looking again,
looking again, looking again.
An Est 0 I/T will first think of removals. Then he will think of doing
musical chairs. Then he will think of having only the BEST people. He's
going along the old worn ruts of human prejudice and impatience. He is not
really looking for a WHY there in front of him but at his or another's
dreams.
An Est 0 I/T usually buys whatever WHY the person on the post gives him.
He mistakenly believes "but he has more experience with the scene" and "I
am so green on this scene that. . . ."
This piece of tech applies: IF THE WHY THE PERSON OR AREA HAS WERE THE
RIGHT WHY THERE WOULD BE NO TROUBLE THERE.
This comes from "the problem a pc thinks he has isn't the problem he
has. If it were it would as-is and he wouldn't have it."
WHYs are obtained by observing the obvious (obnosis) closely enough to
find the biggest OUTPOINT that explains all the nearby outpoints (always a
lack of production or low production per high man hours).
WHYs are traced back from the PRODUCT, its absence or lack of volume or
quality.
464
So an Est 0 I/T has to be sent in again and again and again until he
finds THE Why. And then the post unsnarls rapidly.
Example: TR Course product horrible, slow and upsetting the inflow of
new people. Est 0 I/T was ordered to hat the TR Supervisor. After much blow-
off, apathy, TR Super in tears, the Est 0 I/T said HE would take over the
course. Wrong answer. It couldn't be more wrong. Est 0 I/T by-passed, an
experienced Est 0 investigated students, Super and area and within 3 hours
found it. The Super was so unhatted that What is a Course? P/L was wholly
out. The TR Students had no packs of their own, could not read those and
weren't being supervised either and just struggled on with the unhatted
Super falsely reporting how great the students were doing (while they
didn't finish and wanted to blow).
Now what did this Est 0 I/T do wrong?
He didn't work out the Product: Successfully completed exultant
Students.
He didn't then start hatting the Super with just standard HCO Bs about
TRs and Supervising.
He didn't check the Course as a COURSE against What is a Course P/L to
know what was missing on it.
Had he just done his job as an Est 0 he would have found the WHY.
The Course of course resolved at once and got the product.
BEWARE
A person training to be an Est 0 himself can be very guilty of Dev-T to
his senior Est 0.
By bringing a problem to a senior without having resolved it, HE CAN GET
HIS SENIOR UPSET, ALARMED, DESPERATE AND PULLED INTO THE DIVISION!
These solutions of "transfer this one or that", "Comm Ev this one or
that", "this situation is so ghastly that (and there follows some wild
solution that sounds like 'stand the pc on his head')" are simply
abandonment of standard actions.
As the observation is bad, the Why is not found. Then the situation
looks unusual. So unusual remedies are urged.
And a senior can be dragged right in!
CORRECT ACTION
Anyone handling Est Os in Training has to use the standard action of
1. Get the packs of that Post! (or area or Div) he's trying to handle or
proposes the unusual solution for.
2. Look over the policy materials! (May include discard of "former
occupant hat write-ups" and looking into P/L or FO or files for the real
materials about it. May include Word Clearing 4 or a Clay Demo or a WHY
as to why the Est 0 can't dig them.)
3. Work out the Product of that post! (or course or section or dept or
div or even the org. May require getting the word PRODUCT understood or
Wd Clearing Method 4 on the Est 0 I/T, or even the "Management Power
Rundown" or Cram on Products or any other standard action such as even
finding WHY he can't dig P~oducts.) (And it may require "detective" work
on the materials of the post to find out what is continually talked ABOUT
so one can figure out from that what the Product would have to be.)
4. Be sure it is the major EXCHANGE product of that post! (or Dept or
Div or area. May require reviewing the Est 0 I/T on EXCHANGE, its P/Ls
and the Est 0 tapes.)
5. Check it with the Product Officer! (the head of the Dept or Div or
Org and don't be startled if he has a cognition on it or if he violently
disagrees with it while
465
having his own product wildly non-Exchangeable! Which opens up a whole
new situation! Or he may simply suggest a revision of the wording. BUT
THIS POINT HAS TO BE CLEARED or -the Est Os will find themselves going
East while the Product Officers go West!)
6. Go to your Area! (this may include making the Est 0 I/T do TR 0 on the
area or running him on bodily reaching and withdrawing from it and other
drills or even a 3rd party investigation.)
7. Observe the scene! (which may mean having to wait until it has traffic
or action in progress. It may mean a microphone plant as on an auditor
or a tape of an interview with a voice start-stop operated recorder to
catch the traffic, but it generally means just looking and comparing
what one sees to the key P/L about it or an ideal scene as would have to
be in order for a product to occur in it.)
8. Find the WHY! (and that means Investigation Tech and the Data Series.
It can be formally written up or just there it is!)
9. Get it accepted! (which can mean argument or H.E. and R. or violence
or blows off post if it isn't the right WHY or the person is just plain
SP. The right Why brings in GIs almost always. It's usually as obvious
as a bass drum in the middle of the floor once seen.)
10. Have him (her or them) GET IT IN! (which can mean a project written
per Data Series 23 & 24 or it can be just "do it".)
11. Straighten up the (spaces, lines, materiel, personnel) indicated by
the WHY.
12. Hat the person (personnel) to get production! (could mean begin to
hat, wholly hat, could mean train further, could mean find the WHY that
stops him or them from being hatted. but it means get better hatting
DONE.)
13. Review to find if production increased! (means look it over again to
be sure it was the right Why found as a Why must lead to a nearer
approach to ideal scene. Usually means INCREASED STATS for the area.
14. Train the Est 0 I/T better.
DOGGEDNESS
The protection of an Est 0 I/C or Exec Est 0 is his own insistence along
the lines of the above.
The moment he comes off of holding this line of hatting his Est Os and
keeping them at it, the less successful he will be.
If he doesn't do this, the next thing he knows he will be in total
exasperation with the Org and will be pulled right into it himself.
AUDITORS
We've been through all this before training auditors in '5 525 8. Ds of
P and I.
They often had unusual solutions. They also would say they had "already
done that" so we had a trick "What did you do?" And we'd hear some other
thing than what was ordered.
We know all about that.
And today when we apprentice them in orgs, boy they really come out as
real auditors!
So we know all about getting standard actions really done.
And there IS a thing called Standard Tech.
And there is a thing called STANDARD ADMIN.
Above is the I to 14 of making a real Est 0 and thereby a real org. This
is really 3rd dynamic auditing for production.
466
RULE
The EXEC EST 0 or his deputy must okay every major action any Est 0
means to take to be sure it is ON POLICY, ON LINES.
HOLD THE FORM
The one thing an Est 0 I/C or Exec Est 0 ALWAYS DOES is hold the form
and lines of the org.
EQUIPMENT
An Est 0 I/C or Exec Est 0 should have a 1- 14 checklist with a blank at
the top for the Est O's name and date and time.
When a solution is brought in he enters the Est O's name and date and a
note of it.
Then he or his deputy keeps tabs on it by checking off the dones.
Such an action as I - 14 takes little time, actually. 24 hours is an
AGE.
He will find that some of his Est 0 I/Ts can't complete them rapidly, a
rare one can't complete at all. This needs a Why itself. And maybe a
retread or that failing a replacement.
A policy and HCO B library like the Qual Library is a necessity. You
can't hold the form of an org with no record of the form.
FAITH
Faith in the System comes first, then faith in the Est 0 I/Ts and then
faith in the org will prevent a lot of shooting.
But a few right WHYs then show that it usually isn't evil. It's just
outpoints. AND THAT THESE CAN BE HANDLED. The real gold of REAL WHYS.
This restores one's faith. Rapidly.
SIGN
And on his desk, facing outward, the Exec Est 0 should have a sign:
THE ANSWER TO YOUR OFF POLICY SOLUTION IS "NO"!
FIND THE WHY.
HAT HAT HAT
An Est 0 is busy hatting staff, handling lines. He is being hit with
weird solutions. Product Officers talk to them about how it should really
be established (while not themselves producing or getting anything
produced).
Someone has to hold the Est 0 stable as an Est 0.
That's the senior Est 0 of the org.
He hats Est Os while they establish. He demands Establishment.
And he gets it if he hats, hats, hats Est Os and keeps them
Establishing. He IS the real holder and expander of the Form of the Org.
Via his Est Os.
L. RON HUBBARD
LRH:ne.rd Founder
Copyright @ 1972
by L. Ron Hubbard [See also HCO PL 9 May 1974, Prod-Org, Esto and
Older Systems
ALL RIGHTS RESERVED Reconciled, on page 446, which modifies the above
Policy Letter.]
467
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICYLETTER OF 13 MARCH 1972
Remimeo
Establishment Officer Series 5
PRODUCTION AND ESTABLISHMENT
ORDERS AND PRODUCTS
The situation one often finds in an org, after one has, to some degree,
conquered Dev-T, is that PEOPLE REQUIRE ORDERS.
For years I wondered why this was so. Well, I found it.
WHEN PEOPLE DO NOT CLEARLY KNOW WHAT THEIR PRODUCTS ARE THEY REQUIRE
CONSTANT ORDERS.
To the Establishment Officer, this reflects most visibly in trying to
get Program targets DONE.
Some people have to be ordered and ordered and ordered and threatened
and howled at. Then, in a bewildered way, they do a target, sometimes half,
sometimes nearly all.
Behind this apparent blankness lies an omitted datum. When they're like
that they don't know what their product is or what it adds up to. Or they
think it's something else or should be.
That blankness can invite overts.
It is very seldom that malice or resentment or refusal to work lies
behind the inaction. People are seldom that way.
They usually just don't understand what's wanted or why.
Because they don't know what a PRODUCT is!
A whole Ad Council of a downstat org was unable even to define the word.
They had required orders, orders, orders and even then didn't carry them
out.
HAT SURVEY FOR ORDERS
A staff member who requires orders may also think that any order is a
policy and lasts forever. If you look into hats you will even find casual
"close the door" type of orders, given on one occasion to fit one
circumstance are converted over into STANDING (continual) ORDERS that
forever keep a certain door closed.
An Est 0 surveying the hats of a unit may very well find all manner of
such oddities.
It is a standard Est 0 action to survey hats.
In hats you will find despatches giving specific orders or quoted
remarks preserved instead of notes on what one has to know to produce a
product.
In auditors' hats, directions for I specific pc in 1960, never published
and from no tape or correct source, held onto like death like it was to be
applied to every pc in the world!
A dishwashing hat may have orders in it but not how to wash dishes
rapidly and well.
This is all a symptom of a unit or activity that does not know what its
products are.
468
DISESTABLISHMENT
Where you find lots of orders kicking around, you will also find
disestablishment by by-pass, command channels not held and staff members
like to take their orders from anyone but those in authority-any passerby
could give them orders.
This is rampant where an executive has not been well on post.
By counting such orders up and seeing who they are from one can
determine the unhattedness of staff, their org bd weaknesses and
principally their lack of knowledge of their products.
HATTING FOR PRODUCT
If an Est 0 is to hat so as to get the staff member to get his product
out, then the Est 0 has to know how to clear up "products".
Now an Est 0 is an Establishment Officer. There are product officers.
The Product of an Est 0 is the Establishment. Then what is he doing with
Products?
Well, if he doesn't hat so staff members get out Products then the org
will be a turmoil, unhappy and downstat.
Production is the basis of morale.
Hattedness is a basic of 3rd Dynamic sanity,
But if you don't HAT SO AS TO GET THE STAFF MEMBER YOU ARE HATTING
PRODUCING YOU WILL HAT AND HAT AND IT WILL ALL BE IN VAIN. The person won't
stay hatted unless he is hatted so as to be able to produce.
The Product Officer should be working to get the products out.
So if you don't hat for the product then the staff member will be torn
between two sets of orders, the Est O's and the Product Officer's.
Only when you hat to get product will you get agreement with product
officers.
If you are in disagreement with product officers, then the Est 0 is not
hatting to get production.
RIGHT WAY TO
There is a right direction to hat. All others are incorrect.
1. CLEAR UP WHAT THE PRODUCT IS FOR THE POST. AND HAT FROM THERE.
2. HAT FROM THE TOP OF THE DIVISION (OR ORG) DOWN.
These are the two right directions.
All other directions are wrong.
These two data are so important that the failure of an Est 0 can often
be traced to violation of them.
You can have a senior Exec going almost livid, resisting being hatted
unless you hat by I st establishing what the product is. If PRODUCT is
first addressed and cleaned up then you can also hat from the top down.
If this is not done, the staff will not know where they are going or why
and you will get silly unusual situations like "All right. So you're the
Establishment Officer. Well, I give up. The division can have 21/2hours a
day Establishment time and then get
the hell out of here so some work can be done "Man, you got
these people all
tied up, stats are down! Can't you understand. . ."
Well, if you don't do one and two above you'll run into the most unusual
messes and "solutions" you ever heard of, go sailing off policy and as an
Est 0 wind up at your desk doing Admin instead of getting your job done in
the Division. And an Est 0 who is not on his feet working in the Division
is worth very little to anyone.
So see where the basic errors lead and
Hat on Product before doing anything else and
Hat from the top down.
469
STEPS TO CLEAR "PRODUCT"
This is a general rundown of the sequence by which Product is cleared
and re-cleared and re-cleared again.
This can be checklisted for any Exec or staff member and should be with
name and date and kept in the person's "Est 0 file folder" for eventual
handing to his new Est 0 when the person is transferred out of the division
or in Personnel Files if he goes elsewhere.
I . Clear the word PRODUCT.
2. Get what the Product or Products of the post should be. Get it or any
number of products he has fully fully stated, not brushed off.
3. Clear up the subject of Exchange. (See HCO PL 27 Nov 71 Exec Series 3
and HCO PL 3 Dec 71 Exec Series 4.)
4. Exchange of the product Internal in the org. For what valuable?
-5 ~ Exchange External of the valuable with another group or public. For
what valuable? (Person must come to F/N VGIs on these above actions
before proceeding or he goes to an auditor to get his mis Us and out
ruds very fully handled.)
6. Does he want the product? Clean this up fully to F/N VGls or yourself
get E/S to F/N or get an auditor to unsnarl this.
7. Can he get the products (in 2 above) out? How will he? What's he need
to know? Get him fully settled on this point.
8. Will it be in volume? What volume? Is that enough to bother with or
will it have to be a greater volume? Or is he being optimistic? What's
real? What's viable?
9. What quality is necessary? What would he have to do to attain that?
To attain it in volume?
10. Can he get others to want the product or products (as in 2 above)?
What would he have to do to do this?
11. How do his products fit into the unit or section or department or
division or the org? Get this all traced.
12. Now trace the blocks or barriers he may believe are on this line. Get
what HE can do about these.
13. What does he have to have to get his product out? (Alert for
unreasonable have to have before he can do blocks.)
14. Now does he feel he can get his product or products out?
Signature of Est 0
or Clearer.
NOW he really can be hatted.
BRUSH OFF
Quickie handling is a very very bad fault. "Quickie" means a brush off
"lick and a promise" like wiping the windshield on the driver's side when
really one would have to work at it to get a whole clean car.
So don't "quickie" Product. If this is poorly done on them there goes
the old balloon. Hatting won't be possible.
Orders will have to be poured in on this terminal. Dev-T will generate.
Overt products will occur, not good ones. And it won't be worthwhile.
470
DISAGREEMENT
There can be a lot of disagreement amongst Product Officers and Est Os
on what products are to be hammered out.
In such a case, or in any case, one can get a Disagreements check done
in Dept of Personnel Enhancement (who should look up how to do one).
This is a somewhat extreme way to settle an argument and should only be
a "when all else fails".
It is best to take the whole product pattern of the org apart with the
person, STARTING FROM THE BIGGEST PRODUCT OF THE ORG AND WORKING BACK TO
THE PERSON'S PRODUCT.
Almost always there will be an outpoint in reasoning.
An Exec who only wants GI can be a trial as he is violating EXCHANGE. As
an org is paid usually before it delivers, it is easy to get the org in
trouble by backlogs or bad repute for non-delivery. An org that has credit
payments due it that aren't paid maybe didn't deliver. But Div III may
soften up collections for some reason like that and then where would the
org be?
Vol 0 of the OEC Course gives an excellent background of how a basic org
works. As one goes to higher orgs, lower orgs are depended upon to continue
to flow upward to them. (See HCO PL 9 Mar 72 Issue I Finance Series No. I I
"Income Flows and Pools".)
A study of Vol 0 OEC and a full understanding of its basic flows and
adapting these to higher orgs will unsnarl a lot of odd ideas about
Product.
The Est 0 has to be very clear on these points or he could mis-hat a
person.
Usually however this is very obvious.
PRODUCT OFFICERS
Heads of Orgs and divisions have had to organize so long they get stuck
in it.
They will try to order the Est 0.
This comes about because they do not know their products or the Est 0 is
not following I and 2 above and does not know his own product.
The Product Officer may try to treat the Est 0 as a sort of "organizing
officer" or a "program officer" if
A. The Est 0 is not hatting to get production.
B. The Product Officer is not cleared on Product.
So it comes back to the I and 2 first mentioned.
You can look over it now and see that if one is not doing these two
things, Dev-T, non-viability and orders will occur.
So where you have Dev-T, down stats and orders flying around you know
one thing that will resolve it:
SOMETHING WILL HAVE TO BE IRONED OUT ABOUT PRODUCT.
When it all looks impossible, go to this point and get to work on I & 2.
LRH:ne.rd L. RON HUBBARD
Copyright @ 1972 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
[See also HCO PL 9 May 1974, Prod-Org, Esto and Older Systems Reconciled,
on page 446, which modifies the above Policy Letter.]
471
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 MARCH 1972
Issue I
Remimeo
Establishment Officer Series 6
SEQUENCE OF HATTING
I The Executive Establishment Officer or Establishment Officer In
Charge hats and
keeps Est Os working in their areas. 2. The Est Os work in their areas
hatting and establishing. 3. The Product Officers get Production.
In that way the org is built or expands stably. In that way the org is
prosperous, the staff is happy.
If some other sequence is being tried or other things are happening then
the org is likely to be slow, upset or non-viable.
When an org has both an Exec Est 0 and an Est 0 I/C or Chief Est Os or
Leading Est Os the Exec Est 0 shall hat (a) all the Est Os and the I/C or
Chief or Leading Est Os especially until they can safely be trusted to
become a I A relay point in the above where I would be "The Exec Est 0 hats
all Est Os I/C, Chief and Leading Est Os until they in turn can hat and
handle their Est Os as per 2".
SPEED
Power is proportional to the speed of particle flow. This applies to
despatches, bodies, materiel and anything else that can be called a
particle.
What then slows things down?
UNCERTAINTY.
Many things can cause uncertainty. Threats, transfers, rumors.
People want their posts. Leave one without one awhile and see what
happens!
Firm Establishment, unchanging orders give certainty.
Nothing however causes more uncertainty than what one's product is.
Or if he can get someone to get out a product.
As Certainty becomes firm on the product of a post or org, the ability
to get it out, then all else falls into place and Establishment has
occurred.
BY-PASS
It is easy for an Exec Est 0 or Est 0 I/C or any Est 0 to imagine he
could make it all right by just by-passing and doing the product job. If he
does that he fails as an Est 0 and the staff becomes uncertain as they feel
they can't get out the product.
SPEED UP
If you want to speed up an org just do the usual 1, 2, 3 as given above.
The org will become certain.
It will speed up.
EST 0 DESKS
Est Os who do lots of Admin are not being Est Os. They belong on their feet
or at
472
best sitting with a staff member hatting him.
When an Est 0 has given up he begins to do Admin.
Of course one has to do org boards and CSWs for posting, lines and
materials. And one does have despatches. But if these require more than a
couple hours a day something is very wrong.
The Est 0 is the only one who MUST bring a body.
ASSISTANT MASTER AT ARMLS
In a very large org there are at least two Est 0 Masters at Arms.
Both have crew mustering, exercises etc. Their functions can
interchange.
But the senior is the Exec Est O's MAA for Investigation and finding
Whys.
The Assistant MAA is the one who helps handle the Est Os and cross
checks on them and helps them and acts as Liaison between them and the
Ethics Officer or HCO terminals of the org.
Est Os do NOT go to the HCO Est 0 for HCO PRODUCTS. They go to the HCO
terminals involved or, far better, put it via the Asst Exec Est O's MAA-
"the Est O's MAA". And he does not go to the HCO Est 0 either but to the
proper terminals in HCO.
The Assistant MAA should know at any given moment where to find any Est
0 in the org. This is so he can get them for the Exec Est 0 or locate them
due to emergencies.
He is their personal troubles terminal.
He verifies their presence at any muster.
He is in fact keeping the lines in between the Exec Est 0 and the Est
Os.
It is all done by body traffic, not by any despatch.
In an exact division of duties the Senior Exec Est 0 MAA is responsible
for the whole staff as people. And how they influence Org Form.
The Assistant Est 0 MAA is responsible for the Est Os as Est Os on post
and as people. And how they influence the Est 0 pattern of operations 1, 2
and 3 above.
SUMMARY
Thus the pattern can be held.
If it is, the wins are fantastic.
It is an easy pattern to hold.
It can be done.
ORGS ARE BUILT OF PEOPLE.
EST Os WORK DIRECTLY WITH PEOPLE.
And the pattern of the work is 1, 2 and 3 above.
L. RON HUBBARD Founder LRH:mes.rd Copyright @ 1972 by L. Ron Hubbard ALL
RIGHTS RESERVED
[See also HCO PL 9 May 1974, Prod-Org, Esto and Older Systems Reconciled,
on page 446, which modifies the above Policy Letter.]
473
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 MARCH 1972
Issue 11
Remimeo
Establishment Officer Series 7
FOLLOW POLICY AND LINES
About the fastest way Est Os can unmock an org is pursue the fatal
course of Org Officers in the first Product Officer-Org Officer system.
These Org Officers by-passed all normal lines for personnel, materiel,
spaces and supplies and by disestablishing in that fashion tore more org
apart than they built. This made it almost impossible for the lonely HAS to
Establish anything.
An Exec Est 0 especially and any Est 0 must
I . Get Personnel on usual channels.
2. Get materiel only by proper procurement.
3. Get and use spaces only according to standard CSW to the authorities
involved- usually the C/O or ED.
4. Get supplies only by the exact Purchase Order and Supply Channels.
5. Follow the exact Admin lines designed to achieve establishment.
For, after all, those lines ARE a major part of Establishment.
If these lines are not in they must be put in.
If the Exec Est 0 and Est Os cannot or do not follow the exact procedure
required in policy or routing forms or admin patterns THEY WILL TEAR THINGS
UP FASTER THAN THEY CAN BE GOTTEN IN.
Est Os must be drilled on these lines until they are truly in and
effective.
It is up to them to set the Example to others.
LINES
Lines that cross from one division to another such as Public Lines are
under the control of Dept 2 HCO.
They are dummy run by the Dir Comm under the guidance of the HCO Est 0
and with the cooperation of the Est 0 Conference.
These lines are vital to an org.
This is also true of Personnel lines, supply lines and routing forms for
new staff or transfers or any other action that may involve 2 or more
divisions.
Lines within a division are the business of the Est Os of that Division.
Where departmental Est Os exist, the lines linking up departments are
handled by the Est 0 Conference of that division.
474
INVISIBLE
Lines are invisible to many people. They disregard them and chaos
results.
Thus Est Os of all people must see that Edges are put on those lines,
usually in the form of HCO Routing Forms and Ethics actions for violations.
AN ORG WHOSE ADMIN OR BODY LINES ARE BEING VIOLATED WILL DISESTABLISH.
What is gained in sudden action is lost in disestablishment. The seized
desk without permission, the grabbed space without proper allocation, the
ripped off supplies for lack of chits and supply lines, the suddenly
transferred personnel all end up with a headache for somebody else and an
unmocked area,
WORKING INSTALLATION
DO NOT DISESTABLISH A WORKING INSTALLATION!
Example: An Exec spends months building up a producing Qual Div. The
Qual Sec is suddenly ripped off without replacement and apprenticing the
replacement. The Div collapses. There went months of work. It was far more
economical to have a Qual Sec In Training under that Qual Sec for a month
or two before the transfer.
Using the wrong personnel pools for want of proper recruiting and
training is the downfall of most orgs.
Because it wrecks working installations.
This applies as well to org machinery. Don't wreck one machine to get a
part for another. And don't ever take one apart that is running well.
OPERATIONAL
The Definition of OPERATIONAL is running without further care or
attention.
Anything that needs constant fiddling or working at to make it run is
non-operational! It must be repaired fully or replaced.
Man hours and time waste easily eat up any value of the inoperational
machine.
Further, a machine that is forced to run that does not run well may then
break down utterly and expensively. The time to repair is soon, the moment
it cannot be run without great care or attention.
OPERATIONAL is a key definition that answers many problems.
It is also true of people. Those who need continual pushing around or
rounding up cannot be considered Operational. They can absorb time totally
out of proportion to worth.
This is no licence to shoot staff down. But it is a warning that where
too much time is absorbed trying to make a staff member functional he
cannot be considered OPERATIONAL.
If an Est 0 spent 100% of his time for weeks on just one staff member
and let the rest go hang, he'd soon find he was rewarding a downstat as
well as violating the definition of Operational.
RIGHT TARGET
A working unit that is getting on well, has an already established activity
even to
475
internal training is not the right target for an Est 0 to reorganize.
His whole activity should be to get it support and new trainees for it.
His internal functions should be minimal so long as it runs well.
He helps it without hindering it.
Putting a unit there that is already there is a bit foolish.
The right thing to do is get it help and support!
Example: An Exec who really turns out the production. 7 Est 0 should
groove in his Communicator and support lines and hat hell out of them.
Example: A Mimeo Section that runs like a bomb. The Est 0 recruits new
In-Trainings for it, eases its supply problems and better establishes the
outside lines into it.
You keep what's established going.
New brooms may sweep clean. New Est Os know their scene. And then
establish what isn't established, or its support lines. To do otherwise can
hurt a working unit or activity.
SUMMARY
Know what disestablishes.
Then you won't accidentally tear down faster than you build up.
The hallmark of the good Est 0 is
ESTABLISH AND MAINTAIN.
Sometimes he is unlucky and has disestablishing going on.
Sometimes he is very lucky and only has to maintain!
L. RON HUBBARD
Founder
LRH:mes.rd Copyright (j) 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
[See also HCO PL 9 May 1974, Prod-Org, Esto and Older Systems Reconciled,
on page 446, which modifies the above Policy Letter.]
476
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 16 MARCH 1972
Issue I
Remimeo
Establishment Officer Series 8
LOOK DON'T LISTEN
An Establishment Officer who stands around or sits around just talking
to people or seniors is Dev-T.
If these people knew what was wrong the stats would be in Power. So if
they aren't, why gab?
Questions, sharp and pointed, as in an investigation, yes.
But an Est 0 who just talks, no.
A GOOD EST 0 LOOKS.
The scene is in the hats or lack of them. The scene is on the org bd or
lack of it.
THE SCENE IS RIGHT BEFORE ONE'S EYES.
It is moving or it is not.
Its graphs are rising or they are level or falling or they are false or
don't reflect the product or they aren't kept or they aren't posted.
Products are appearing or they are not.
Overt products are occurring or good products.
The lines are followed or they aren't.
The Mest is okay or it isn't.
It is a SCENE. It is in three dimensions. It's composed of spaces and
objects and people.
They are on a right pattern or they aren't.
A person is on post or he is moving onto one or moving off or isn't
there at all or he is dashing in and out.
None of these things are verbal.
Few are in despatches. Quantities of despatches, types of despatches,
yes. Content? Only good for investigation, not for adjusting the lines,
types and volumes.
Example: Overloaded Exec. Examine his traffic. Don't talk to him.
Examine his traffic. Look to see if he has an In basket for each hat he
wears, a folder for each type or area. Find a WHY. It can be as blunt as he
doesn't know the meaning of the word "despatch". Use the WHY. Handle. Hat
his Communicator on Comm Procedures. Hat him on Comm Procedures. Examine
his org bd. Find where it's wrong. Adjust it. Get his agreement. And the
load comes off and Product goes up.
477
Now there are moments in that example when one talks. But they are
concerned with ACHIEVING THE PRODUCT OF AN ESTABLISHED PRODUCING EXECUTIVE.
If the Est 0 doesn't himself know, name, want and get and get wanted his
Product I (an Established thing) or Product 3 (a Corrected Establishment)
he will talk, not look. (See P/L 29 Oct 70 Org Series 10 for Products 1, 2,
3, 4.)
You can't know what's happening in a kitchen by talking to a cook.
Because he's not cooking just then. You can't know how good the food is
without tasting it. You don't know really how clean a floor is without
wiping at it. You don't know how clean an ice box is without smelling it.
You don't know what a tech page is really doing without watching him.
You don't know how an auditor is auditing without listening to him,
looking at the pc, the exam reports, the worksheets, the date and progress
of the program. If you listened to him, wow, one sometimes hears the
greatest sessions that you ever could conceive.
To adjust a scene you have to LOOK AT IT.
ADMIN
An Est 0 or Est 0 I/C or Exec Est 0 who tries to do it with Admin will
fail.
Admin is S-L-O-W.
A product officer acts very fast if he is producing. The flurry to get a
product can tear the Establishment apart.
You don't halt the flurry. That's exactly counter to the purpose of an
Est 0.
The right answer is to ESTABLISH FASTER AND MORE FIRMLY.
,It takes quickly found RIGHT Whys to really build something up.
And it isn't done by Admin!
"Dear TEO. I have heard that you are in trouble with the D of P. Would
you please give me a report so I can bring it up at a meeting we are
holding at the Hilton next week to see if we can get people to cooperate in
sending us Whys about the insolvency of the org. My wife said to say hello
and I hope your kids are all right. Drop around some time for a game of
poker. Seeing you some time. Don't forget about the report. Best. Joe, Est
0 11C."
Right there you'd have a Why of org insolvency. Not any meeting, But
that it's on a despatch line. TOO DAMNED SLOW.
Already Establishment is slower than Production. It always is. And
always will be. It takes two days to make a car on an assembly line and two
years to build a plant.
BUT when you make Establishing even slower, you lose.
Est 0 Admin is a splendid way to slow down establishment.
Let me give you some actual times.
I . SITUATION: Overloaded Exec. Three periods of looking, each 15 to 20
minutes. Time to inspect and find WHY, and handle Mis U word 32 minutes.
Time to write Cramming orders on a Communicator 17 minutes. Total Time to
totally Est 0 handle: I hr and 49 minutes over a period of three days.
478
2. SITUATION: Investigation of lack of personnel. Collection of past
records I hour. Location of peak recruitment period by record study 7
minutes. Location of Eds and hats of that period 35 minutes. Study of what
they did. 20 minutes. Location of Why (dropped out unit) 10 minutes. Orders
written as an Ed to reestablish unit. Approval 9 minutes. Total Est 0 time
2 hours and 21 minutes. Plus time to form unit by HAS. I day. Unit
functioning in 36 hours and got first 3 products in 2 days.
3. SITUATION: Backlog on an auditor. Inspection of lines one half hour.
Of folders of all auditors and their times in session 2 hours. Finding WHY
and verifying 25 minutes (other HGC auditors dumping their pcs on one
auditor because he had a slightly higher class and "they couldn't do those
actions"), investigation of D of T 32 minutes (not on post, doing Admin,
Supers doing Admin). Writing Pgm 35 minutes. Locating P/Ls on Course
Supervision, one hour. Writing Cramming chits on 6 Auditors, Supers and D
of T I hour 15 minutes. Total time 6 hours and 17 minutes. Check of Why
five days later found HGC stats up and auditor not backlogged.
4. SITUATION: Stats I/C goofing, making errors. Meter action Method 4 18
minutes. Found word "statistic" not understood. Total time 18 minutes.
Check back in 3 days, Stats I/C doing well, taking on all the duties of the
hat.
5. SITUATION: Pc Admin only Instant Hatted. Getting her Mini-hatted. M4,
Demos Clay Demos, 4 days at I hour per day & 15 minute check in late day to
see if she is applying it to produce what it says. 5 hours.
6. SITUATION: Exec believes all his products are overt. 3 hours and 15
minutes completing 14 Steps of Est 0 Series 5 on him, locating only one
product was overt. 20 minutes cleaning up how to unbug it. 3 hrs and 35
minutes.
These are typical Est 0 situations. They are not all the types of
actions Est Os do. They would be typical total required time involved if
the Est 0 were right on his toes.
I do such Est 0 actions. They are very rapid and effective. So what I am
writing is not just theory.
Not all actions are at once successfully resolved. I have been involved
in efforts to find a WHY in a very broad situation for months before all
was suddenly revealed.
But where in all this was writing despatches about it?
F/N VGls
One knows he is right when he looks and when he finds the right WHY.
It's always F/N VGIs. Gung Ho! ("Pull together.")
So one isn't only looking. He is looking to see the scene and find the
WHY and Establish.
If the Est 0 has spotted, and named the product he wants, then he has a
comparison with the existing scene.
He cannot compare unless he looks!
Product named and wanted. Is it here in this scene? One can only see by
looking.
You start listening and you get PR, problems, distractions, 3rd Partying
etc etc. An Est 0 gets into a cycle of
Outpoint, handle, outpoint, handle, outpoint, handle.
He hasn't looked and hasn't found a Why. So the scene will get worse.
You have then a busy, frantic Est 0 with the walls of Jericho falling
down all over
479
him because he listens to people blowing their own horns.
When you see an Est 0 standing and listening. Okay. If you see it again
elsewhere. What? What? This Est 0 is not doing his job.
If you see an Est 0 standing and watching. Okay. If you see him pawing
through old files. Okay. If you see him sitting doing a checkout, okay. If
you see him working with a meter on somebody, okay. If you see him with a
pile full of hats gazing into space tapping his teeth, okay. If you see him
running, okay. If you see him reading Policy, okay.
If you see him sitting at a desk doing Admin. No, unless it's "Today's
Chits". As a habit all day, No No No No No No.
If you see him standing talking, standing talking, give him a Dev-T
chit. He's not being an Est 0,
The real tale is told when a division or an org is established so that
its stats RISE and RISE.
When the staff looks happier and happier.
When the public being served is bigger and bigger and more and more
thrilled.
And the Est 0 achieves all that by LOOKING,
A good Est 0 has the eye of a hawk and can see an outpoint a hundred
feet away while going at a dead run.
A good Est 0 can find and know a real WHY in the time it takes a human
being to wonder what he'll have for dinner.
A good Est 0 LOOKS. And he only listens so he can look.
And like Alice he knows he has to run just to keep up and run like
everything to get anywhere.
And so a good Est 0 arrives.
L. RON HUBBARD
Founder
LRH:ne.rd Copyright 0 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
[See also HCO PL 9 May 1974, Prod-Org, Esto and Older Systems Reconciled,
on page 446, which modifies the above Policy Letter.]
480
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 16 MARCH 1972
Issue 11
Remimeo
Establishment Officer Series 9
STUCK IN
An Est 0, as well as being mobile, must not get "stuck in" on one point
of a Division or Org.
Spending days hatting only one staff member and letting whole
departments go is an example of what is meant by "getting stuck in".
This is why one "short cycles" an area. By that is meant doing a short
start-change-stop that COMPLETES that action.
This is why one (a) Instant hats (b) gets production (c) does a mini hat
P/L on the person (d) gets production (e) does another P/L (f) gets
production.
The Produce is a test to the Est 0 of whether or not he is winning on a
post.
You cover your whole area as an Est 0 with short cycles you can complete
on each person individually.
You do group drills of the whole group, little by little.
Gradient scales are at work here. (Look it up if you don't know it.)
Like, found one basic product for each in the Div. Then handled other
things. Then got product moved to Exchange on each one. Then did other
things. Etc. Etc.
The other things are find a Why for a jam area or handle a blow or any
other Est 0 duty.
But don't spend 82 hours hatting Joe who then doesn't make it while the
rest go hang.
Dev-T drops little by little and production rises IF you short cycle
your actions.
Don't get "stuck in". "I've been working on Dept I and it is better now.
Next month I go to Dept 2" is a wrong look.
Short cycles. Each staff member getting attention individually as well
as a group.
If I man was totally hatted and all the rest not, they'd just knock his
hat off anyway.
Don't get stuck in on a Dev-T terminal. Instruct Cram Retread Dismiss is
the sequence.
Short cycles work. They show up the good as well as the bad. This gives
upstats a reward.
Never have a situation where a Product Officer can say to you "I
appreciate all the trouble you're taking getting Oscar hatted. Let me know
some day when you've finished so I can stop holding the Div together and
get on with my product."
Little by little a whole group makes it. Drilled as a group as on Org
Bds. Hatted on one Product or a P/L as an individual.
In between you work like mad to get up an org bd and groove in the new
staff member or find the WHY the Exec Est 0 is so anxious to get.
If 2 days pass and a staff member has not had any individual attention,
no matter how brief, from an Est 0, that Est 0 has gotten "stuck in".
Stay unstuck!
Flow. Be mobile.
You can, you know. And be very effective too.
LRH: mes.rd L. RON HUBBARD
Copyright Uc 1972 Founder
by L. Ron Hubbard [See also HCO PL 9 May 1974, Prod-Org, Esto and
Older Systems
ALL RIGHTS RESERVED Reconciled, on page 446, which modifies the above
Policy Letter.]
481
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 MARCH 1972
Remimeo
Establishment Officer Series 10
FILES
The lowly and neglected item called FILES is the cause of more company
downfalls than desks and quarters and sometimes even personnel.
Because files are looked upon as routine clerical work they seldom are
given enough attention by executives. Yet the downfall of most executives
is lack of information and FILES.
Files are often considered an area of overwork on the shoulders of one
person or a part time action. This is the most expensive "saving" an org
can get itself into.
Example: One org (Jbg early '60's) did not have file cabinets or proper
respect for files and kept losing their 6500 Central Files of clients. The
org remained in income trouble.
Example: Another Org (SH '60) would not file into its bills files or
keep them up and routinely overpaid creditors. In '64 for lack of these
proper accounts files, it thought it owed f,1000 when it actually owed
f,22,000! And don't think that didn't cause management overwork!
Example: An org didn't have its CF straight and its address was
therefore incorrect and not tabbed for publics. (AOLA 1971-72.) This cost
thousands of dollars a week in (a) Promo wasted to wrong addresses (b) low
returns (c) Insolvent Cash-Bills.
I could go on and on with these examples. FSM pgms broken down as Dept
18s had no proper FSM file or any real selection slip file. Inability to
promote to correct publics because of no tabbed address plates. Inability
to locate suppliers due to no purchaser files. No personnel obtained as
personnel files non-existent. And so on.
There are LOTS of Files in an org. HCO P/L 23 Feb 1970 "The LRH Comm
Weekly Report" lists the majority of these.
ORGANIZING FILES
The Establishment Officer will find all too often that in the flurry to
get products, the file forming and maintenance function is by-passed. He
will find files are being pawed through and destroyed by frantic staffs.
He will seldom find similar attention being given to files. He will even
find local (and illegal) orders like "They are spending too much time
organizing and too little time producing. So just produce, don't organize."
Such people are getting this week's stats at the expense of all next
year's income!
They even order files destroyed as "old" instead of setting up
Archives.
Half to two-thirds of an org's income comes from having a well kept
Central Files and Address and FSM files and a lot of Credit rating and
correct payment comes from bills files. P/L and HCOB files almost totally
monitor training and processing and Admin quality.
So files are FINANCIALLY VITAL TO AN ORG.
482
Efforts to block or cheapen files supplies and personnel must be
countered. This is the first step of organizing files.
The next step is using a simple system that lets one recover things once
they are filed.
The next step is collecting everything to be filed while filing it.
The next step is completing the files (usually by extra hands).
The final step is MAINTAINING the files by keeping people there to do it
and having exact lines.
Independent files all over a division are liable to file out of date or
lost. Therefore it is best to have DIVISIONAL FILES. These usually go in
the last Dept and section of the Division. Usually every type of file in
the Div is kept there.
In this way you can keep a files person on the Division's files.
A big deep FILES BASKET exists in the Div Comm Center.
A Log out Log in book exists to locate where files have gone. This can
be a large colored card that takes the place of the file.
A Pre-File set of boxes A-Z sits above the files and is used, so one
isn't opening and closing file cabinets every time one files in one scrap
of paper.
Files personnel HAVE TO KNOW THEIR ALPHABET FORWARDS AND BACKWARDS LIKE
LIGHTNING. This is the biggest cause of slow or mis-filing.
All Hands of the Division actions can be taken for an hour or two a day
to catch a sudden inflow or backlog.
There are no "miscellaneous files" or catch all "that we put things in
when we don't have another place for them".
Clerks must be able to get things out of files rapidly as well as file
in.
The files location must not be so distant from the users (like letter
regs or accountants) that use of them is discouraged by the delay or the
time lost. When this is true they start keeping their own independent
files.
MEMORY
A person without memory is psychotic.
An org without files has no memory.
EST Os
The Est 0 is responsible for organizing, establishing and maintaining
files even when there is a files I/C. The Div Head and Dept Heads are in
command of files and their use and over files people. But this does not
excuse an Est 0 from having the Div's files established.
If an Est 0 only did this file action well, the increased income of an
org and the decreased cost would cover his and the file clerk's pay several
times over!
FILES ARE VALUABLE TO AN ORG.
LRH:nt.rd L. RON HUBBARD
Copyright @ 1972 Founder
by L. Ron Hubbard [See also HCO PL 9 May 1974, Prod-Org, Esto and
Older Systems
ALL RIGHTS RESERVED Reconciled, on page 446, which modifies the above
Policy Letter.]
483
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 23 MARCH 1972
Remimeo
Establishment Officer Series 11
FULL PRODUCT CLEARING
LONG FORM
(Reference HCO P/L 13 Mar 72
Est 0 Series No. 5)
MUST BE DONE ON AN EST 0
BEFORE HE DOES IT ON STAFF.
If you ask some people what their product is, you usually get a DOINGNESS.
There are three conditions of existence. They are BE, DO and HAVE. All
products fall under HAVE. The oddities you will get instead of a proper
product are many. Thus it is possible to "clear products" without any real
result.
PRODUCT CLEARING FORM
Org Person's Name
Date
Post
The 14 Points of Est 0 Series 5 are done in this fashion, with a meter
used to
check words.
STEP ONE
DO NOT TAKE FOR GRANTED THAT THE PERSON KNOWS WHAT
"PRODUCT" MEANS. GET IT AND EVERY WORD IN THE DEFINITION LOOKED
UP.
(a) Clear the Word PRODUCT. Dictionaries give a variety of definitions.
Make sure you get a useable definition that the person understands AND
WHICH HE UNDERSTANDS ALL THE WORDS IN. He can be hung up on "that" or
"is" in the definition itself believe it or not.
(b) Have the person USE the word PRODUCT 10 times in sentences of his own
invention and use it correctly each time.
(c) Now clear up BE, DO, HAVE, the Conditions of Existence. People often
think a BE is a product or a DO. It is always something someone can
HAVE.
Clear the words BE, DO, HAVE by dictionary, especially HAVE.
(d) Write these on a sheet of paper
BE
DO
HAVE.
Tell the person to name a product out in the world (a car, a book, a
cured dog, etc).
Put an arrow into the word DO if he gives you a "do", into BE if he
484
gives you a "be" instead of a HAVE.
Mark HAVE with an arrow each time he gives a right HAVE product. When he
can rapidly name a product that is something that one can HAVE, without
a comm lag, go on to next step.
(e) Clear up this question on a meter Method 4 (see HCO B 22 Feb 72, Word
Clearing Series 32, 'Yord Clearing Method 4"):
"Have 1 used any word so far you did not understand?" Get it clean.
(f) Now give the person a copy of HCO P/L 29 October 70 Org Series 10.
Have him read the policy letter.
(g) Clear by Method 4 Word Clearing this question:
"Are there any words in the policy letter you did not understand?" Get
it cleaned up. If there were any, have him reread the policy letter
until he says he has it.
(h) Drill the pc on Products 1, 2, 3 and 4. Write:
Product 1 Product 2
Product 3 Product 4
on a sheet of paper.
Let him retain and consult the HCO P/L 29 Oct 70 Org Series 10.
Put the point of your pen on one of the products (Product 1 or 2 or 3 or
4) and say, "Name a Product L" "Name a Product 3." "Name a Product 4."
"Name a Product 2." Do this until pc has it.
Now take the P/L away from him and repeat the drill.
When your Product 1 etc is all blacked up with ballpoint spots and the
person is quick at it, thank him. Tell him he has it and go on to next
step.
STEP TWO
(a) Look up the hat and org board of the post of the person being product
cleared and get some idea of what the post's product would have to be to
fit in with the rest of the scene. It won't necessarily be in former hat
writeups. What the post produces must be worked out. Write down what it
possibly may be.
(b) Get the person to tell you what his post produces. Have him work the
wording around until it is totally satisfactory to him and is not
incorrect by Step 2 (a).
Be very careful indeed that you don't get a wrong product or you could
throw the whole line-up of the org out.
Beware of "a high stat" or "a bonus" or "GI" as these are items received
in Exchange, not the person's produced product.
Once more resort to BE
DO
HAVE
to be sure he is not giving a doingness. And point this out until he
actually has a HAVE.
Write down the product on the worksheet.
(c) Ask if there are any more products to the post. If the person is
wearing several hats, he would have a product for each hat.
List each hat and get the product of each hat written after it.
485
(d) Now take the principal product of the post and see if it is really
three products of different degrees or kinds. (Example: an auditor has
[A] A well pc [one who has been gotten over a psychosomatic illness] [B]
A person who is physically active and well and will continue to be well,
and [C] A being with greatly increased abilities. A Super has [A] A
trained student, [B] A Course graduate, [C] A person who successfully
applies the skills taught.) (Note: The above are rough wordings.)
The A, B, C you will notice fit roughly into (A) BE, (B) DO, (C) HAVE.
If the person has trouble with this, write BE, DO, HAVE on the worksheet
(e) Find out if the person has had these confused one with another or if
he is trying for A when his product was C, or any other mix-up.
See if he has to first get a BE, then a DO to finally achieve a HAVE.
When he has all this straight he should cognite on what product he is
going for on his post, with VG1s.
(f) Tell the person that's it for the step and verify the products with a
Product Officer. (Be sure it's a Product Officer who has had his Product
Clearing. If this is THE Product Officer of the org, see if it compares
to the Valuable Final Products of an Org [see HCO P/L 8 Nov 73RA,
revised 9 Mar 74,---TheVFPs and GDSs of the Divisions of an Org-l.) If
the products are not all right check the person on a Meter for Mis Us
and do steps 1 and 2 again. If okay, proceed to Step 3.
STEP THREE
(a) Give the person HCO P/L 27 Nov 71, Executive Series No. 3 and HCO P/L
3 Dec 71 Executive Series 4. Have him read them.
(b) Return and do Method 4 on the P/Ls and clean up any Misunderstood
Word. If these are found and looked up and used, then have the person
read the P/Ls again.
(c) Now that the person has it, exchange objects with him. Have him now
explain exchange until he sees clearly what it is.
STEP FOUR
(a) Now write his product on the left-hand side of your worksheet and
draw an arrow from it to the right:
His Product >
And one to the left below it <
Have him tell you what, internally in the org, he could get in exchange
for producing his product and getting it out.
Have him clear up why he might not get that.
(b) Have him look at a worksheet picture:
Overt Act Injury
Injury <- Overt Act
SELF No Product > OTHERS
Nothing < Nothing
as a cycle. Be sure he grasps that.
(c) Have him look at a worksheet picture
Overt Product > Upset
Upset Overt
486
And have him grasp that cycle.
(d) Now have him draw various such cycles having to do with the
products he has been getting out. Such as:
Bad product > Dissatisfied
Bad feelings < Ethics
But using various versions of products.
Do this until he has it untangled and feels good.
(e) Have him write down his product on the left, arrow to the right,
what comes back on the right and what occurs on the left.
If he has this now, tell him that's fine.
STEP FIVE
(All in Big Clay Demos)
(a) Have him work out what theft is in terms of Exchange, and arrows.
(b) Have him show how his product contributes to the org's product.
(c) Have him work out how the org's product as relates to his division is
then exchanged with society outside the org and Scri and what society
exchanges back to the org.
(d) Have him work out how his product contributes to org's product
outward and outside the org and Scn and then from the society
outside back to the org and org back to him.
This may have more than two vias each way.
(e) Have him work out the combined staff products into an org product and
then out into the society and then the exchange back into the org and to
CLOs and upper management and to org staff
(f) When the Demos are all okay and BIG tell him that's fine and go on to
next step.
STEP SIX
(Metered)
(a) Find out if person wants his product? (not the Exchange).
If not find out who might suppress it? and E/S times.
Who might Invalidate it? and earlier times.
2wc it to F/N Cog VGIs.
(b) Establish now if the person wants his product.
(If bogs turn over to a C/S and auditor for ruds and completion.)
STEPSEVEN
(Metered)
(a) Can the person get his product out?
(b) Handle by 2wc E/S to F/N.
STEP EIGHT
(Metered)
(a) What will his product be in volume?
Is that enough to bother about or will it have to be in greater
volume?
What would be viable as to volume?
487
Clean up RUSHED or Failures. To F/N Cog VGIs.
STEP NINE
(Metered)
(a) What quality would be necessary?
Get various degrees of quality stated.
What would he have to do to attain that quality?
What volume could he attain?
What would he have to do to attain that?
To F/N Cog VGIs.
STEP TEN
(Metered)
(a) Can he get others to want the products he put out? What would he have
to do to attain this?
STEPELEVEN
(In BIG Clay)
(This is a progressive Clay Demo added to at each
step.)
(a) How does his product or products fit into the framework of his
section? Requires he work out the section product if his is not it. Then
fit his to it.
(b) How does his product fit into the Department? Requires he work out
the Department's product and fit his to it if his is not the Dept's
product.
(c) How does his product fit into the Division's products? He will have
to work out the Div's product or consult HCO P/L 24 Mar 72 "VFPs of an
Org".
(d) How does the Division's Product Exchange with the Public? And for
what?
(e) What happens to the org on this exchange?
STEP TWELVE
(In Big Clay)
(a) What blocks might he encounter in getting out his product?
(b) What can HE do about these?
STEP THIRTEEN
(2 wc)
(a) What does he have to have to get his product out? (Beware of too much
have before he can do. Get him to cut it back so he is more
causative.)
STEP FOURTEEN
(Written by Pc)
(a) What is his product on the 1 st Dynamic-self? How does it fit in with
what he is doing?
488
(b) What is his product on the 2nd Dynamic-family and sex?
How does it fit in with what he is doing? (c) What is his product on the
3rd Dynamic-Groups?
How does it fit in with what he is doing? (d) What is his product on the
4th Dynamic-Mankind?
How does it fit in with what he is doing? (e) What is his product on the
5th Dynamic-animal and vegetable
kingdom?
How does it fit in with what he is doing? (f) What is his product on the
6th Dynamic-the Universe of Matter,
Energy, Space and Time?
How does it fit in with what he is doing? (g) What is his product on the
7th Dynamic-beings as spirits-thetans?
How does it fit in with what he is doing? (h) What is his product on the
8th Dynamic-God or the Infinite or
religion?
How does it fit in with what he is doing? (i) What is his post Product?
G) Can he get it out now?
Est 0 or Product Clearer
Note this long form has to be run on leading executives and eventually
on all staff. The short form in Est 0 Series 5, 14 points, serves as a
rapid action. Where there is any hang-up on the short form, send the person
to an auditor. Where there is a hang-up on the long form, send the person
to an auditor. The auditing action is to fly ruds on the RD and assess any
key words the pc is upset about and do an 18 button prepcheck carrying each
prepcheck button to F/N.
Where the TA is already high do not attempt the short or long form.
Where the person turns on a rockslam check for rings on the hands. If
so, remove rings. Note if R/S continues.
In either case the person should be programmed for TA trouble with C/S
53RRR and handled, and then given a GF40RR Method 3 (F/Ning each Question
that reads) and then running the engrams with drugs run first.
Product Clearing is best done after Word Clearing No. I is successfully
done.
An Est 0 who can use a meter and Method 4 WCing and knows Clay Demoing
can do it.
HCO Bulletins are planned to be issued on this RD to handle it on rough
ones or repair it as needed in the hands of an expert auditor.
I
LRH:mes.rd L. RON HUBBARD
Copyright @ 1972 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
[Note: The original issue of the above Policy Letter contained a reference
to HCO PL 24 Mar 72, The VFPs of an Org, in paragraph (f) on page 486. This
PL was never issued. The correct reference is as given in this edition.]
[See also HCO PL 9 May 1974, P~od-Org, Esto and Older Systems Reconciled,
on page 446, which modifies the above Policy Utter.]
489
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I APRIL 1972
Remimeo
Establishment Officer Series 12
Executive Series 11
MAKING AN EXECUTIVE
FLOW LINES
If an executive has his flow lines wrong he will NEVER be a Product
Officer but only a Comm Clerk.
For some poor reason executives get themselves onto all Comm lines in
their area. Probably it is an individual Why for each one. But the fact
remains that they do do it!
And they promptly cease to be useful to anyone. While they "work" like
mad!
Basically they have confused a comm line with a command line. These are
two different things. A Comm line is the line on which particles flow, it
is horizontal. A Command line is a line on which authority flows. It is
vertical.
Here is an example of a Divisional Secretary who can get nothing
accomplished while sweating blood over her "work".
Secretary being a relay messenger clerk
ALL org traffic to Div In
and Out,
A V A A
I
dep't De~t
6e It p
Wrong
Now quite obviously this secretary is suffering from "fear of juniors'
actions" or "having to know all". Exactly nothing will happen because the
person is plowed under with paper. No real actions are taken. Just relays.
One such secretary of a division even acted as the relay point on all
out and in BODY traffic. In short, just a divisional receptionist.
No product. Nothing happening at vast expense.
490
Here is another example. The correct one.
Div Secretary as Product Officer
Right
-IrE
This is known as Horizontal Flow.
It is a Fast Flow System.
The correct ten-ninals in each department are addressed by terminals
outside the dept, directly. And are so answered.
Now we have a Divisional Secretary who is a PRODUCT OFFICER and whose
duty is to get each department and section and unit producing what it is
supposed to produce.
MISROUTE
So long as a command line is confused with the'comm line an org will not
produce much of anything but paper.
INFORMATION
It is vital that an executive keep himself informed.
The joker is, the despatch line does NOT keep him informed. It only
absorbs his time and energy.
The data is not in those despatches.
The data an executive wants is in STATISTICS and REPORTS and briefings.
Statistics get posted and are kept up to date for anyone to look at,
especially but not only the executive. They must ACCURATELY reflect
production, volume, quality and viability.
Reports are summaries of areas or people or situations or conditions.
The sequence is (a) Statistic goes unusually high, (b) An inspection or
reports are required in order to evaluate it and reinforce it.
491
Or (a) The statistic dives a bit and (b) An inspection or reports are
needed to evaluate and correct it.
Thus an Executive is NOT dealing with the despatches or bodies of the
Division's inflow and outflow lines but the facts of the Division's
production in each section.
An Executive makes sure he has Comm lines, yes. But these are so he can
make sure stats get collected and posted, so reports can be ordered or
received and so he can receive or issue orders about these situations.
Despatch-wise that is all an Executive handles.
INSPECTIONS
Personally or by representative, an Executive INSPECTS continually.
His main duties are
OBSERVATION
EVALUATIONS (which includes
Handling Orders) and SUPERVISION.
All this adds up to the Production of what the Division is supposed to
produce. Not an editing of its despatches,
A good executive is all over the place getting production done.
On a Product he names it, wants it, gets it, gets it wanted, gets in the
exchange for it.
He cannot do this without doing OBSERVATION by (1) Stats, (2) Reports,
(3) Inspections.
And he can't get at what's got it bugged without Evaluation. And he
can't evaluate without an idea of stats and reports and inspections.
Otherwise he won't know what to order in order to SUPERVISE. And once
again he Supervises on the basis of what he names, wants, gets, gets wanted
and gets the exchange for.
THE SCENE
This is the scene of an Executive.
If he is doing something else he will be a failure.
The scene is an active PRODUCTION SCENE where the executive is getting
what's wanted and working out what will next be wanted.
ABILITY
An actual Executive can work.
A real fireball can do any job he has getting done under him better than
anyone he has working for him or under him.
He can't be kidded or lied to.
He knows.
492
Thus a wobble of a stat has him actively looking in the exact right
place. And evaluating knowingly on reports. And getting the exact right
WHY. And issuing the exact right orders. And seeing them get done. And
knowing it's done right because he knows it can be done and how to do it.
Now that's an Ideal Scene for an Exec.
But any Exec can work up to it.
If he does a little bit on a lower job each day, "gets his hands dirty"
as the saying goes, and masters the skill, he soon will know the whole
area. If he schedules this as his 1400 to 1500 stint or some such time
daily, he'll know them all soon. And if he burns the midnight oil catching
up on his study.
And he knows he must watch stats and then rapidly get or do
observations, so he can evaluate and find real WHYs quickly and get the
correction in and by supervision get the job done.
That's the Ideal Scene for the Exec himself where he's head of the whole
firm or a small part of it.
If he can't do it he will very likely hide himself on a relay despatch
line and appear busy while it all crashes unattended.
An Exec of course has his own Admin to do but they don't spend hours at
it or consider it their job for it surely isn't. Possibly an hour a day at
the most handles despatches unless of course one doesn't police the Dev-T
in them.
Most of their Evaluations are not written. They don't "go for approval"
when they concern somebody's post jam. They are done by investigation on
the spot and the handling is actual, not verbal.
A desk is used (a) To work out plans, (b) Catch up the In Basket, (c)
Interview someone, (d) Write up orders. Two-thirds of their time is devoted
to production. Even if a thousand miles away they still only spend 1/3rd of
their time on despatches.
An Executive has to be able to Produce the real products and to get
production. That defines even an Est 0 whose product has to do with an
established person or thing.
Any department, any division, any org, any area responds the same
wayfavorably-to such competence.
ANALYSIS
To attain this Ideal Scene with an Executive, one can find out WHY he
isn't, by getting him to study this P/L and then find WHY he can't really
do it and then by programming him to remedy lack of know-how and other
actions increase his ability until he is a fireball.
If you are lucky you will have a fireball to begin with. But only the
stats and the truth of them tell that!
Est 0 action: Can you do all this and these things? If the answer is no
or doubtful or if the executive isn't doing them, find the Why and remedy.
L. RON HUBBARD
LRH:nt.mes.bh.ts Founder
Copyright Q 1972
by L. Ron Hubbard [See also HCO PL 9 May 1974, Prod-Org, Esto and
Older Systems
ALL RIGHTS RESERVED Reconciled, on page 446, which modifies the above
Policy Letter.]
493
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 APRIL 1972
Remimeo
Establishment Officer Series 13
DOING WORK
The basic Est 0 problem is getting somebody to do his job.
This is not just executives nor "bad staff". It tends to be rather
prevalent in our modern culture.
The basic Question really is "Why can't you do what you are supposed to
be doing?"
An Est 0 will find many people "busy", but really not doing their post
hat.
As the Est O's own stat depends on people actually doing their jobs, and
as the pay and well being of those people also depend on it, it amounts to
quite a problem.
You can do a Product Rundown to cognitions. But then in some cases
nothing happens.
You hat and still nothing happens.
ABERRATION
To understand this you have to understand "Aberration".
Get the idea of a being doing wholly what he is doing. You get this:
e Being
A.
I Task
It is a straight line of attention.
Now get the idea of somebody "doing a job that is not doing what he is
doing".
We get
Being
1 1 1 Tas
This is aberration. Which means "not in a straight line".
So in example A, the person does what he is doing.
In example B, he is doing but he is not doing what he is doing MENTALLY.
Mentally he is doing something else while he is doing what he seems to be
doing.
494
SCHIZOPHRENIA
The most prevalent "mental disorder" is supposed to be Schizophrenia.
This means "SCISSORS" or 2 plus "head". A Two-head in other words. And in
this case two heads are not better than one (joke).
You see this in institutions. A person is changing valences
(personalities) click-click-click, one to the next.
But the condition is a gradient one that worsens between sanity and the
bottom of the scale.
Midway, the condition is common but almost never noticed. It is so
common today that it passes as normal humanoid.
The person is not doing what he is doing,
Examples of this are: people who do not like a job with responsibility
because they "like to do mechanical things so they can dream of something
else while working"; persons who "have to do something else before they can
persons who are out of area; persons who continually make Dev-T.
There is also the person who rams sideways into the work of others with
"mistakes" "demands" and prevents them from doing what they are doing while
himself not doing what he is doing.
One can't say these people are crazy. Not today. But one can say they
make problems which are very difficult unless you know how to unlock the
riddle.
BARRIERS
Study Series No. 2 HCO B 2 June 1971 Issue I "Confronting" and the
drills given in the Est 0 Tape series can push their way through an
astonishing mass of barriers.
For this is what the condition is-an effort to get through barriers.
The reason example B above occurs is that the person's attention is
misdirected by mental barriers each time he tries to do A above.
Yet only if he can do A will he have any self-determinism and Power.
It does not mean he is crazy. It means he is incapable of directing his
attention straight. Each time he does, he hits something that deflects it
(sends it off at an angle).
All this will seem very reasonable to him because it is the way it has
always been. And like the little girl who never knew she had had a headache
from the time of birth, and only knew it when it quit suddenly, such a
person does not realize he cannot control his attention.
Such think about lots of other things while apparently thinking about
what they are doing. And they do lots of other things.
MISUNDERSTOODS
Misunderstood words prevent them being in communication with materials
or others. Thus they do not read or listen. They maunder (which means
wander about mentally).
This is the inflow side of it.
The outflow side are barriers of odd fears and peculiar ideas,
Such people appear rather weak and dispersed. Or too heavy and stubborn
to make up for it.
They have fixed ideas and other outpoints because their thoughts detour
instead of running along a highway.
HAPPINESS
To get someone to actually do what he is doing when he is doing it will
sound
495
cruel to some people. That's because they find it painful to confront and
would rather withdraw and maunder, sort of self audit themselves through
life.
They are not happy.
Happiness comes from self-determinism, production, and pride.
Happiness is Power and Power is being able to do what one is doing when
one is doing it.
COMPETENCE
When a person is competent, nothing can shake his pride. The world can
yell. But it doesn't shake him.
Competence is not a question of one being being more clever than
another. It is one being being more able to do what he is doing than
another is.
Example A is Competence.
Example B is Incompetence.
MORE THERE
You could say a competent person was "more there". But this is really
"more able to put his attention on what he has his attention on".
WHY
Anyone who is not a fireball on his post could be described by this WHY:
Unable to do his post for an individual WHY for each person.
Thus there are two ready remedies an Est 0 can use.
1. He can find the WHY a person cannot do his post and then handle
it.
2. He can do Est 0 drills on the person.
In finding the WHY the observation itself that his stats are low may
find the person a bit defensive.
It just could be that he does do what he is doing. But if so his stats
would be high and he would be moving fast.
Thus one has to find his personal WHY. If it is the right one he should
have very good indicators and speed up and do his job. If it is not quite
the right one he may feel degraded or ashamed.
The test of any right WHY is does it raise the existing scene toward the
Ideal with existing resources.
Thus you can get a WHY that is not wholly acceptable until handled. But
if you really are spot on it should blow a lot of the barriers.
Thus a real WHY blows a lot of the barriers, when handled, between the
being and his job.
The drills then push it on through.
The drills sometimes blow through the WHY. The WHY sometimes blows right
through any need of drills.
So these two actions interact.
If you see someone feeling very guilty after the WHY "is found", better
check it over. It could be a wrong WHY and in this case, just find a new
one.
THIRD ACTION
The Primary Rundown, HCO B 30 Mar 72, should be done on a staff member
thoroughly.
496
Otherwise he will remain to some degree out of comm. He will not be able
to take in data quickly if he cannot communicate with words.
PROCESSING
Of course processing removes all the barriers eventually. But it is not
necessarily aimed at doing a job.
Ability potential is enormously increased by processing.
But traditionally we do not rely on processing to handle staff.
We handle people and we handle cases.
But auditors and staff members, simply because we do handle people and
cases, must not have cases on post. We do not admit that they have cases.
This raises necessity level.
And it is quite amazing how high that necessity level can be raised and
how a person can function despite his case.
If we admitted that staff had cases we couldn't handle public cases.
It's that simple.
So an Est 0 does not advise or use auditing on staff members as a post
remedy nor accept case as a WHY.
Of course "case" is a WHY. But when you accept it you retreat from
Example A above and at once get a B.
You will be amazed how a person can begin to do what he is doing by
finding his WHY and doing drills.
And of course you also have to handle the fellows who jam in from the
side at every turn and disperse the staff member's attention. He too (and
especially) isn't doing what he is doing.
The same procedure (WHY and drills) handles him as well.
In sum, if a staff member isn't doing what he is doing he is doing
something else. They never do nothing.
Ask "What is the reason you do not fully do your post?" or any such
version. Find the real WHY. And handle the person.
That's the major part of an Est O's job.
And don't be surprised if you get a cheerful "but I am!" And find he is.
But his stats and speed tell the whole story.
L. RON HUBBARD
Founder
LRH:mes.bh Copyright @ 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
[See also HCO PL 9 May 1974, P~od-Org, Esto and Older Systems Reconciled,
on page 446, which modifies the above Policy Letter.]
497
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 APRIL 1972
Remimeo
Establishment Officer Series 14
ETHICS
The normal level of an unhatted Dev-T non-producing org is out ethics.
The reason you see so many heavy ethics actions occurring-or situations
where heavy ethics actions should occur if they aren't-in such an org is
that it has its EXCHANGE flows messed up.
It is important to know this fact as this factor alone can sometimes be
employed to handle persons in the area whose ethics are out.
CRIMINALITY
Unless we want to go on living in a far nowhere some of the facts of
scenes have to be confronted.
An inability to confront evil leads people into disregarding it or
discounting it or not seeing it at all.
Reversely, there can be a type of person who, like an old time preacher,
sees nothing but evil in everything and, possibly looking into his own
heart for a model, believes all men are evil.
Man, however, (as you can read in HCOB 28 Nov 70 C/S Series 22
Psychosis) is basically good. When going upon some evil course he attempts
to restrain himself and caves himself in.
The Chart of Human Evaluation in Science of Survival was right enough.
And such people also can be found by the Oxford Capacity Analysis where the
graph is low and well below a center line on the right.
This sort of thing can be handled of course by auditing but the Est 0
does not depend on that to handle his staff's problems.
Criminal actions proceed from such people unless checked by more duress
from without not to do an evil act than they themselves have pressure from
within to do it.
Criminality is in most instances restrained by just such an imbalance of
pressures.
If you have no ethics presence in an org, then criminality shows its
head.
Such people lie rather than be made to confront. They false report-they
even use "PR" which means Public Relations to cover up-and in our slang
talk "PR" means putting up a lot of false reports to serve as a smoke
screen for idleness or bad actions.
Unless you get Ethics in, you will never get Tech in. If you can't get
Tech in you won't get Admin in.
So the lack of Ethics permits the criminal impulse to go unchecked.
Yes, it could be handled with Tech. But to get money you have to have
Admin in.
Unless there is Ethics and ways to get it in, no matter how distasteful
it may seem, you will never get Tech and Admin in.
Of course there is always the element of possible injustice. But this is
provided against. (See HCO PL 24 Feb 72 Injustice.)
When Ethics is being applied by criminal hands (as happens in some
governments) it can get pretty grim.
498
But even then Ethics serves as a restraint to just outright slaughter.
Omitting to handle criminality can make one as guilty of the resulting
crimes as if one committed them!
So criminality as a factor has to be handled.
It is standardly handled by the basic Ethics P/Ls and the Ethics Officer
system.
EXCHANGE
The unhatted unproducing staff member, who is not really a criminal or
psychotic, can be made to go criminal.
This joins him to the Criminal ranks.
The Ethics system also applies to him.
However there is something an Est 0 can do about it that is truly Est 0
tech.
This lies in the field of EXCHANGE.
If you recall your Product Clearing, you will see that exchange is
something for something.
Criminal exchange is nothing from the criminal for something from
another.
Whether theft or threat or fraud is used, the criminal think is to get
something without putting out anything. That is obvious.
A staff member can be coaxed into this kind of thinking by
PERMITTING HIM TO RECEIVE WITHOUT HIS CONTRIBUTING.
This unlocks, by the way, an age old riddle of the philosophers as to
"what is right or wrong".
HONESTY is the road to SANITY. You can prove that and do prove it every
time you make somebody well by "pulling his withholds". The insane are just
one seething mass of overt acts and withholds. And they are very physically
sick people.
When you let somebody be dishonest you are setting him up to become
physically ill and unhappy.
Traditional Sea Org Ethics labeled Non-Compliance as Liability and a
False Report as Doubt.
And it's true enough.
When you let a person give nothing for something you are factually
encouraging crime.
Don't be surprised that welfare districts are full of robbery and
murder. People there give nothing for something.
When exchange is out the whole social balance goes out.
Every full scholarship ever given by an org wound up in a messy scene.
When you hire a professional pc who just sits around making do-less
motions while people audit him and contribute to him DO NOT BE SURPRISED IF
HE GETS SICKER AND SICKER.
He is contributing nothing in return and winds up in overwhelm!
Similarly if you actively prevented someone from contributing in return
you could also make him ARC Broken and sick.
It is EXCHANGE which maintains the inflow and outflow that gives a
person space around him and keeps the bank off of him.
There are numbers of ways these flows of Exchange can be unbalanced.
It does not go same out as comes in. Equal amounts are no factor. Who
can
499
measure good will or friendship? Who can actually calculate the value of
saving a being from death in each lifetime? Who can measure the reward of
pride in doing a job well or praise?
For all these things are of different values to different people.
In the material world the person whose Exchange Factor is out may think
he "makes money". Only a government or a counterfeiter "makes money". One
has to produce something to Exchange for money.
Right there the Exchange Factor is out.
If he gives nothing in return for what he gets the money does not belong
to him.
In product clearing many people it was found that some considered their
food, clothing, bed and allowance were not theirs because they produced.
They were theirs "just by being there". This funny "logic" covered up the
fact that these people produced little or nothing on post. Yet they were
the first to howl when not getting expensive (to the org) auditing or
courses or tech!
Thus such a person, not hatted or made to produce, will get ill.
It is interesting that when a person becomes productive his morale
improves.
Reversely it should be rather plain to you that a person who doesn't
produce becomes mentally or physically ill. For his exchange factor is out.
So when you reward a downstat you not only deprive upstats, you also
cave the downstat in!
I don't think Welfare States have anything else in mind!
The riots of the ancient city of Rome were caused by these factors.
There they gave away com and games to a populace that eventually became so
savage it could only enjoy torture and gruesome death in the arena!
* A lot of this exchange imbalance comes from child psychology where the
child is not contributing anything and is not permitted to contribute.
It is this which first overwhelms him with feelings of obligation to his
parents and then bursts out as total revolt in his teens.
Children who are permitted to contribute (not as a cute thing to do but
actually) make non-contributing children of the same age look like raving
maniacs! It is the cruel sadism of modem times to destroy the next
generation this way. Don't think it isn't intended. I have examined the
OCAs of parents who do it!
So if a person is brought up this life with the exchange all awry, the
Est 0 has his hands full sometimes!
He is dealing with trained-in criminality!
WHAT HE CAN DO
The remedy is rather simple.
First one has to know all about EXCHANGE as covered in the Product
Clearing policy letters.
Then he has to specially clear this up with people who do not produce.
He should get them to work on it as it relates to ALL THEIR DYNAMICS IN
RELATIONSHIP TO EVERY OTHER DYNAMIC.
That means he has to clear up the definitions of dynamics with care and
then have the person draw a big chart (of his own) and say what he gives
the I st Dynamic and what it gives him. Then what he gives the second
dynamic and what it gives him. And so on up the dynamics.
Now, have him consider "his own second dynamic". What does his second
dynamic give his first dynamic? What does his second dynamic give the
second dynamic and what does it give him?
And so on until you have a network of these exchange arrows, each both
ways,
500
Somewhere along the way, if your TRs are good and you have his attention
and he is willing to talk to you he will have quite a cognition!
That, if it's a big one is the End Phenomena of it.
And don't be surprised if you see a person now and then change his
physical face shape!
CONDITIONS BY DYNAMICS
An Ethics type "action" can be done by giving the person the conditions
formulas (pages 189, 237, 245, 247, 249 of Vol 0, Basic Staff Hat. HCO PL
14 Mar 68-page 247-gives one the table.)
Method 4 the person on the Table of Conditions and pick up any other mis-
understoods.
Have the person study the formula of each of these Conditions in the
table so that he knows what they are and what the formulas are.
When he has all this now with no misunderstood words you must clear up
the words related to his dynamics I to 8 and what they are.
Now you're ready for the billion dollar question.
Ask him what is his condition on the first dynamic. Have him study the
formulas. Don't buy any glib PR.
Don't evaluate or invalidate. When he's completely sure of what his
condition really is on the first dynamic he will cognite.
Now take up the second dynamic by its parts-sex, family, children. Get a
Condition for each.
Similarly go on up each one of the dynamics until you have a condition
for each one.
Now begin with the first dynamic again.
Continue to work this way.
You will be amazed to find he will come out of false high down to low
and back up again on each dynamic.
Somewhere along the line he will start to change markedly.
When you have a person in continual heavy ethics or who is out-ethics
(Ethics bait, we say) and who is floundering around, you can do an S & D on
him and quite often save his future for him.
When you have such a person you do this one first before you do the
Exchange by Dynamics.
In other words, you use this on "Ethics bait" and then when he's come
out of such, you do Exchange by Dynamics on him.
SUMMARY
When all looks black, and you are getting false reports, and the things
said done were not done and what was really being done were overt products
and despite all your work, the stats just won't go up, you still have three
answers:
1. GET IN ETHICS ON THE ORG.
2. GET EXCHANGE DONE ON INDIVIDUALS.
3. GET IN CONDITIONS BY DYNAMICS ON THE ETHICS BAIT.
And after that keep a strong just Division I Dept 3.
You'll be amazed!
L. RON HUBBARD
LRH:sb.rd Founder
Copyright @ 1972
by L. Ron Hubbard [See also HCO PL 9 May 1974, Prod-Org, Esto and
Older Systems
ALL RIGHTS RESERVED Reconciled, on page 446, which modifies the above
Policy Letter.]
501
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 6 APRIL 1972
Remimeo
Estahlishment Officer Series 15
PRODUCT CORRECTION
If you find the wrong product for a post, you knock the staff member's
hat off.
Example: Get the Janitor a product of "A well Established Business" and
he's
the Exec Est 0!
When all the "products" have been "found" you can have bits of
trouble here and
there. This would be very mysterious unless you realize that a certain
percentage of
products found will be:
(a) Incorrect
(b) Too few
(c) Incompletely worded
(d) Are doingnesses not havingnesses
(e) Can't be worked into a stat.
There will also be a certain small number who were upset by a poor
product
rundown and will have to have auditing to handle (usually the by-passed
charge list
L I C on the Product Rundown or what is called a Green Form or even a Word
Clearing
Correction List).
The majority probably will be all right so that's a plus point.
But these flubbed rundowns become themselves a WHY-
So let's see how to correct one.
I . Did the product add up to a havingness?
2. Was it exchangeable?
3. Did it match the actual hat?
4. Were there more for the same post?
5. Is the person really wearing several hats, each of which has a product?
6. If more than one found did they go together with each other?
7. Does it give the person a different hat?
8. Did it give the person somebody else's hat?
9. Were there misunderstood words in the rundown?
10. Does the person have contrary orders from some other person?
11. Was it just an exercise to the person?
12. Did doing the rundown make the person ARC Broken or otherwise put ruds
out?
13. Didn't the person agree with it?
14. Was the person really trying to do some other job?
1-5. Was the person about to leave present post or wanted to?
16. Was the product rundown really not done?
17. Is the person unhappy on post?
18. Is the person taking illegal orders?
19. Is the person connected to antagonistic people (PTS)?
20. Wrong post for the Product?
21. Wrong Org Bd?
22. Crossed over into another department?
23. Crossed over into another Division?
The questions, assessed on a meter, should be handled if they read.
And when that is done (assessed and handled), the door is open to
finding the
WHY called for in Est 0 Series 13. The above questions could be the Why or
part of it
but usually that's just a symptom of the real Why called for in Est 0 No.
13.
502
But in any event the, questions correct the Product Rundown and it's
vital to do that.
HATS & ORG BD
EXISTING ORG BD
The routine action with a post is to get the person to list on separate
cards WITH CORRECT EXACT WORDING each hat the person wears or has been
wearing no matter how small. This is NOT copied from a P/L. It's an honest
"What hats do you really wear?"
The list may be as long as 35 or 40. The higher you go on the Command
Channel, the more of these hats.
Having done that for every member in a division you wind up with either
1 . Completely expressed Division Hats or
2. Woefully missing functions or
3. Badly adjusted work loads.
4. A totally cross-hatted scramble.
You put these cards (identified as whose by the writing) onto a blank
org board. You now have AN EXISTING ORG BD.
NEXT ACTION
The following is an entirely separate action.
Now you take the 1965 Org Bd or FEBC org board or whatever org board is
a model and see if the "hats" you have go under the functions listed on the
board.
You adjust the hats around to cover the actual functions of the
Division.
You write up cards to cover the missing functions.
You put these new cards on the org board.
FUNCTION BOARD
You write up the functions of the org board of the division by
Departments on a separate model and add the Valuable Final Products per HCO
P/L 4 Mar 72.
This gives you the Functions to get out the V17Ps expected.
These functions will or won't get out the V17Ps.
What functions are needed to get them out?
By blocking in these you have now a FUNCTION ORG BOARD.
TITLE ORG BD
From this Function Org Board you can now make up a TITLES ORG BD.
Each title has some of these functions. The functions must be of the
same general type for the title.
When you have done this (with Divisional Secretary, Divisional Org
Officer and Divisional Est 0 and Department heads), you now have a TITLES
ORG BD.
POSTING
The main failure in putting names on an org bd is that people take the
easy way out and try to put a different person's name on each title. This
gives you a 100 person division "absolutely vital" while the production is
about 5 man!
You take the names you have NOW in the division and post those to cover
all the functions and titles.
You post from the top down. YOU NEVER POST FROM BOTTOM UP. And you NEVER
LEAVE A GAP BETWEEN PERSONS ON LOWER POSTS AND HIGH POSTS. Either of these
faults will raise hell in the division's functioning and are grave faults.
Having done this you now have a POSTED ORG BOARD.
503
MATCHING
Now the hat lists you have are probably wildly different than your
posted org bd.
Take the cards of hats they were wearing and try to fit these onto your
POSTED ORG BD.
You now at once "before your very eyes" will see what's wrong with your
Product and what might be right with it.
You will have one of these:
I . Completely Expressed Division Hats
2. Woefully missing functions
3. Badly adjusted work loads OR
4. A function not on the POSTED BD but done by someone that is
getting the product!
You will see that the board made from the hat cards they wrote, doesn't
usually compare with your Posted Org Bd!
AND THAT'S A POSSIBLE WHY YOU COULDN'T GET PRODUCT RUNDOWNSDONE!
Hats don't add up to product. Or the actions really being done are
totally unproductive.
You now have it before your eyes.
CAUTION
By an excess of purity you can crash a division or an org by removing a
key function someone is doing that's NOT on the Posted Org Bd but IS
getting the Product!
We had a Phone Reg recently removed because he wasn't allowed for on the
org bd and "had to be Dir Reg but wouldn't". When he was forced into line,
the stats promptly crashed!
The stats recovered promptly when his removal was spotted and he was
ordered back on post.
You don't juggle an org board lightly. You can destroy a division or
unit by juggling hats,
The rule is DON'T DISMANTLE A WORKING INSTALLATION. NEVER!
You can build around it, support it, put in another one like it. But
don't touch it!
It is heartbreaking to build a successful upstat division-takes months-
and have somebody crash it by musical chairs, musical functions.
So always look at stats. And look at the PAST points of high stats of
that Div in past years and see what was its organization when it was really
upstat.
You could do no better than to rebuild that old structure.
But if your Div or activity was a working installation that was really
getting out the product don't monkey with it. Study it instead.
RE CLEARING PRODUCT
If product clearing wasn't good, and the unit isn't doing well, then do
the above org bd exercises to see what gave.
And you probably will now see that you didn't have the right products.
Try to get your division or dept standard if its stats are low. Standard
is your 1965 SH Org Bd for a big org. That org really ran! Most policy is
built on it.
But a little org builds up from "Org Program No. I " LRH ED 49 Int 9 Dec
1969. And can go through the 6 Dept Stage of London, LA and DC in their
glory ('56262). They had an HCO, a Registration, Accounts, Training,
Processing and a Department of Personnel Efficiency (Public). These did all
the functions. There was an HCO Sec and an Association Sec. But Org Pgm No.
I phases into it with a person in full Charge of Public.
Or a little org can build a big org from Org Pgm Number I right on into
the '65 Org Bd.
504
The approximate products of HCO Pl, 4 Mar 72 are being worked for. I say
approximate as there may be more and the wording may be better adjusted.
When you have the hats getting out the sub-products (those necessary to
make the VFPs of the org) you will get the VFPs.
CORRECTED ORG BD
You may find it necessary to correct your posted org board to get the
VFPs.
Remember, it has the staff it has, plus any new ones it manages to get
plus any field technical persons it can get in to go on staff.
YOU HAVE TO SET IT UP TO GET OUT THE VFPs NOW NOW NOW.
An org can't stand idle to be organized. It can die if it is hatted just
to establish.
So you post the people you have to do the functions that must be done.
Then you product clear.
You clear from the top down.
You HAT to Produce.
There isn't anything more important than this step.
EASY WAYS
The Easy Way to do this is to do 2 of the short form steps quickly on
EACH staff member from the top down.
Then take the next two on ALL the staff, each one.
If a product RD has been done already but it isn't running well, correct
it, with above list.
And do it with two steps and go on to the next staff member.
NEGLECTING TO CLEAR PRODUCTS
The biggest omission is not clearing products at all.
The next biggest omission is failing to clear from the top down.
The next is not clearing them all through the Div two at a time.
The next is not clearing products on the new people coming into the Div
promptly.
CRISS-CROSSING PRODUCTS
A Div can be tangled by having the wrong products for the hats.
So product is always suspect when stats are down or lines tangle.
BIGGEST WHY
The biggest Why of Products not getting cleared is an Est 0 IIC in a
small org or an Exec Est 0 who does not run and train his Est Os. If an
Exec Est 0 listens to "But I can't use a meter", "My TRs are out", "She
won't let me hat her", "I have mis-Us on the P/Ls so don't read them" and
does not handle his Est Os the way a coach handles a hot football team,
products won't get cleared.
Naturally if Products are not cleared on an Est 0 I/C or an Exec Est 0
or if they aren't cleared on the Est Os they will flounder.
Once again it's a two-step at a time action round and round while
getting other things done between each two steps.
EXAMPLE OF PRODUCTS
An example of Product Clearing that throws things out is crossing the
hats of the Est 0 MAAs.
505
The Exec Est O's MAA is responsible for the schedule and getting to work
and exercise and activities of STAFF MEMBERS.
The Assistant Est 0 MAA is responsible for Est Os.
If their products are incorrectly cleared they will flounder around and
their posts may look of little value.
The Exec Est O's MAA probably has a product like "Effective Post Hours
of each Staff Member". Each staff member on post one hour is a product. He
also therefore has a welfare sort of function that leads to a lesser
product that leads to the main one. Like "A staff member in good physical
condition for the day". And this gives another lesser product "A secure
staff member for that day". And so it goes. This is not a list nor an exact
wording of his products. But do you see that they all fit? They are Ethics
type stats so they have time in them because they preserve and measure
survival. They could not be graphed without time in them. They would not
vary.
The Est O's MAA has "An Est 0 on post with Ethics In that Day". He has
lesser pr9ducts of "A defended or secure Est 0 that Day" and "An Est 0
assisted with Liaison with HCO". Do you see that the products mesh? If an
Est 0 has out-Ethics he can't be defended because he can be hit from above.
Also the Exec Est O's MAA has the staff and the Est O's MAA has the Est
Os so "both sides" are supported.
Now if you Product Cleared the Exec Est O's MAA as having "A Working Est
0" as his product he would be at once the Exec Est 0! While called "Est O's
MAA". He wouldn't be able to make head nor tail of his post.
If the Org's HCO Ethics Officer had the same products as the Est 0 MAA's
(or lord help us, all three had wrong products) whole zones of ethics would
be missing in the org and out-Ethics would occur. The Ethics Officer has
several products but as HCO is a Production Division, he has "An out-Ethics
person whose ethic level has been made acceptable". It would not be "Ethics
orders issued" as that isn't the whole Product of the E/O nor would "people
hit by Ethics" be a product because it isn't a product. The product would
have to include public and if it didn't the whole public zone would be out.
Students would get into an E/O section jammed with staff backlog and would
be kept off course and maybe blow. Decent investigations couldn't be made.
So Ethics would go out in the area.
But an Est 0 having trouble with a staff member would know, if products
were right and published to send him to the Exec Est O's MAA!
And what of files? It's useless to duplicate files so HCO Ethics files
has all Ethics files and the Exec Est 0 MAA's files and the Est O's MAA
files.
So, just with this example, you can see that products can be very neatly
coordinated. AND MUST BE FROM STAFF MEMBER TO STAFF MEMBER in a section, a
department, a division, an org. Then it all FLOWS. Somebody is in charge of
each Internal Product in the Org that it takes to make a VFP and in charge
as well of that VFP loosely (incorrectly) called the GI (GI is really the
Valuable FINAL REWARD for which the VFPs are exchanged).
Thus, an org properly product cleared RUNS, PRODUCES VFPs in high volume
and quality and is rewarded with GI and other things for which VFPs
exchange.
And that's the Org you want!
L. RON HUBBARD
Founder
LRH:nt.mes.rd Copyright @ 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
[See also HCO PL 9 May 1974, Prod-Org, Esto and Older Systems Reconciled,
on page 446. which modifies the above Policy Letter.]
506
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 24 APRIL 1972
Rerr~meo
Establishment Officer Series 16
HATTING THE PRODUCT OFFICER
OF THE DIVISION
Est Os have been told "Hat from the top down".
Why? Because the head of a div or org or the Product Officer of the org
is the one who gets other people to work.
If the Product Officer is not hatted to get people to work there will be
no products, the stats will be very low and that Est 0 could be very
mystified and look bad as an Est 0.
For if he does not do this one thing first then whatever else he does
will be wasted.
An Est 0 who gets drawn in and given orders by a Div head or who cannot
confront the Div head will wind up withdrawing from the Div or just being
inactive.
The first major failure of an Est 0 would be a failure to hat the
Product Officer of the org or div.
FIRST SITUATION: There is no head of Div (or org). Correct Action: Get a
head of Div (or org) fast and rapidly org board the Div. The number of
people in the Div (or org) does not matter at this stage. First things
first. Get a head of Div (or org). And rapidly org bd the place.
SECOND SITUATION: You have a head of Div (or org). Correct Action: Hat
him with HCO P/L 28 July 71 Admin Know-How No. 26. Tell him you will attend
to the hatting if he will get them producing. He is responsible for their
production. Get him to know this P/L. (Method 4 WC.) Tell him he is in
Phase L So let's see some Production.
THIRD SITUATION: The head of Div or org flies about, looks busy or just
sits there. He is not getting out production. He will tell you all about
"not being hatted" "doesn't know the tech" on and on, excuses excuses. But
no production from him or staff. Correct Action: He has to be made to
understand that he isn't doing his job no matter how busy he looks or how
many reasons he has. He probably has not noticed and does not know that he
is faking work. People with low confront don't see. If he is really doing
his job and getting out his products and forcing any staff to get out
theirs, you have a pearl. Cherish him, and don't consider doing this third
action on him. But one is easily fooled. Only real products tell the tale.
A busy exec or division is not necessarily a producing exec or div. So if
no products from him or staff for whatever reason, he's below Danger. You
don't have a head of div or org if you don't have products coming off and
exchange occurring. Only these, not excuses or motions, tell the tale. You
can get "PR" and glowing (but false) reports. You can get all sorts of
things. But where are the products? So you bait (tease) and badger (nag)
the head of div (or org) to IMPINGE ON HIM (draw his attention) until he
snarls or cries or screams AND SPITS OUT AN OUTPOINT. You don't ask him
like repetitive commands "Why aren't you working?" You ask in many ways
"Where are the products?" And he'll eventually tell you an outpoint. Like
"But I can't get out any products because they aren't products until they
are back home telling people how good we are so how can I -." Or "I just
keep running around here and nothing happens." Or some other nonsense that
is nonsense. That's his Why. So you tell him,
507
"Look, you don't get out products because you don't think you can!" Or "You
are just trying to look busy so you won't be thought idle." And if you're
smart and on the ball, that will be it. The Exec will cognite and go into
smooth 2wc at once and you got him out of the Est 0 P/L Series 13 state
into a confront. This is "Bait and Badger" to get him broken out of non-
confronting. That's all that's wrong with him really. He doesn't look.
SITUATION FOUR: The Exec won't let an Est 0 near him. Snaps, snarls.
Don't avoid him. Correct Action: Bait and badger. He's already half way
through Situation Three above. Finish it up.
SITUATION FIVE: The Exec goes into shock. This is a symptom of no
confront. He won't fight back. He will propitiate. But he won't do anything
either. Correct Action: Get a new exec. Tame execs who won't fight and
can't work will never get a staff to work. After getting a new exec,
salvage the old one with processing. Do steps one to four on the new one.
SITUATION SIX: Having gotten the original or a new exec this far, you
will find he is usually outpointy in his actions even if producing. Correct
Action: Run Confront in his area. Run reach and withdraw in his area. Then
product clear him on every section and department he has as though he's the
head of it.
SITUATION SEVEN: Gets out volume but quality suffers. This is a general
non-confront. Correct Action: Bring him personally up through each dynamic,
through the conditions per Est 0 Series No. 14. Get him in normal or higher
on each dynamic. Now do Dynamic Exchange, Est 0 Series No. 14.
SITUATION EIGHT: He is active, producing but isn't forcing staff to
produce. Correct Action: Recheck him on HCO P/L 28 July 71 Admin Know-How
26 and look for a Why that he can't pull himself out of Phase I into Phase
11. Get this VGIed. Tell him "Preach to them that dones come from effective
doingness. If they don't do things that are effective they will not get a
done. Demand DONES."
SITUATION NINE: He really doesn't know his job. Correct Action: Begin to
Hat him. Don't start hatting him further than an instant hat before you
have worked it up to situation eight. His confront will not be good enough
to apply the material even if he knows it. So only at this stage do you
start to really hat. And at this stage you hat by observing what he doesn't
know that he needs to know and you look up and select P/Ls that fit his
current state of unhattedness and check him out on only these. You keep a
log of what he's checked out on so he gets credit for it.
SITUATION TEN: The Executive skids back. He roller-coasters or gets ill.
Correct Action: Recognize this as a PTS situation. Get him Interviewed by
the D of P. Get the PTS situation HANDLED and don't buy "It's just the flu"
or whatever. He's PTS and that's trouble. (See HCOB 17 Apr 72 C/S Series
76.)
SITUATION ELEVEN: The Exec does not seem to remember what he's been
checked out on or apply what he knows. He is glib or he is foggy. Correct
Action: Get him Word Cleared Method 1. Then Word Clear him Method 4 on the
materials he has covered. (See Word Clearing Series HCOBs.)
HOW MUCH TIME
How much time do you spend with an Exec?
Well, effective or not his time is valuable.
Do not use peak load post time or he'll be going mad with the PTP of
unhandled actions needing to be done. So you won't get anywhere.
Try to do these actions on an exec during his Study Time.
508
Observe him on post to know what to do in his study time.
If he has no study time, you must get the Study Correction List (HCOB 14
Jan 72 Study Series 7) done on him and Handled as in Situation Thirteen. An
Exec who can't study can't see either.
If this conflicts with your own study time, make other arrangements for
that portion of yours. But get yours IN too.
SITUATION TWELVE: Has study time in addition to working hours but does
not study. Correct Action: See that Study Time is run per "What is a
Course" HCO P/L 16 Mar 71 and "What is a Course-High Crime" HCO P/L 16 Mar
72 and LRH ED 174 INT 72.
SITUATION THIRTEEN.- Even though Staff Course exists does not study.
Correct Action: Have a Study Corr List HCOB 14 Jan 72 Study Series 7 done
and properly handled.
REST OF STAFF
What do you do with the rest of staff?
These Thirteen Situations cover as well any staff member.
You could do no worse than do these things on each one as beginning
actions.
There are many Est 0 actions that can be done but if you don't get these
done you won't get far.
But on staff below Dept head, Situations One, Two and Eight do not
apply.
SITUATION ONE STAFF: Major post not posted. Correct Action: Force a Dept
One into existence via the Exec Est 0 and get it producing staff and get
the post posted. (Don't do an incorrect action and use other parts of the
org as personnel pools and dismantle working installations or rob tech.)
Get the org bd up and the person on it.
SITUATION TWO STAFF: You have a person on the post. Correct Action:
Instant Hat him. Get him programmed for training for post. Unbug his study
time. See that he studies per Pgm.
SITUATION EIGHT STAFF: He is active and producing but isn't moving his
products or is backlogging and/or gets in jams. Correct Action: Volume 0 of
OEC Course, get in its Comm Sections, drill him on Org Bd and show him the
other terminals he is supposed to be in Comm with. Make him follow his
product physically through lines and then make him follow the routes of
things that should come to him. While doing this you will find bugs in the
lines or in his own lines. Smooth them out. Drill the person further.
THIS P/L AS A CHECKLIST
You can use this P/L as a checklist.
Get a cardboard folder. Put the person's name on it.
Write the person's name in at the top of this P/L.
When each action is done, mark the dates it is being worked on in the
margin beside the situation with your initial.
When fully done mark it DONE with date. Beware of NOT DONES or HALF
509
DONES or BACKLOGS. (See Admin Know-How 29, Executive Series 5, both are HCO
P/L 26 Jan 72 Issue 1.)
Don't skip about on this one.
THE GENERAL WHY OF INACTIVITY OR NON-PRODUCTION IS: LOW CONDITION ON ONE
OR MORE DYNAMICS MAKING A NON-ALIGNMENT WITH OTHER DYNAMICS CAUSING AN
INABILITY TO CONFRONT.
Most beings are not there as a being as they are below existence. As a
being plus body they have social responses and can do orders or will do at
something when attention is called to it. Otherwise they are blind with
their eyes wide open. They are not malicious. They just don't SEE.
If they are not there they won't have to be responsible for what they
do, will they? They do not think they have lived before or will live again,
which is Why the population is fixed on a one life idea.
As a result the above situations do occur. And the handling has been
tested and works.
Do not say "Why haven't you seen _" this or that outness. Say "Do you
see this _" outness. And they will look in that direction. But sometimes
have to be shown further evidence. Then they see it. Until the above
situations are handled, you are working with social machinery.
When you have handled these situations as above correctly as noted, you
will get toward full application of HCO P/L 5 May 1959 "Policy on Sec Eds
and Hats" Page 64, Vol 0 of OEC. Call the above "Correct Actions" the
Modern Processes plus many other Est 0 actions and you can bring the Exec
to CAUSE so that he CREATES his post.
Until you have handled, using his social machinery as per the Situation
handlings above, he is not being bad, he just can't see.
This is how you get an Exec functioning.
It is no overt act to get him functioning as only until you do will he
have any morale at all.
SITUATION FOURTEEN.- An Execorstaff membermay tryto use theEstO as an
Org Officer or to get the Est 0 to get involved in the division's products.
BOTH are fatal Est 0 errors. Correct Action: Explain Est 0 functions to
them briefly so they know the Est O's product is THEM.
L. RON HUBBARD
Founder
LRH:nt.rd Copyright @ 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
[See also HCO PL 9 May 1974, Prod-Org, Esto and Older Systems Reconciled,
on page 446, which modifies the above Policy Letter.]
510
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 MAY 1972
Remimeo
Study Series 4
Establishment Officer Series 17
Language Series 4
CHINESE SCHOOL
As very few Westerners have ever seen a Chinese or Arab school in
progress, it is very easy for them to miss the scene when one says "Chinese
School".
The term has been used to designate an action where an instructor or
officer, with a pointer, stands up before an assembled class and taps a
chart or org board and says each part of it.
It is very funny to one who knows or has heard a real Chinese school to
see the class sitting there silently. This is strictly a Western pattern.
This is how teacher does it in Omaha or Cornell. But never in Shanghai!
A Chinese class sings out in unison (all together) in response to the
teacher. They participate!
The only Western near equivalent is a German beer hall where the
audience choruses items sung out by the song leader.
Chinese School, then, is an action of class vocal participation. It is a
very lively loud affair. It sounds like chanting.
In a real Chinese School the response is so timed that although spoken
by many voices it is quite easy to tell what answer is being chorused.
It is essentially a system that establishes instant thought responses so
that the student, given "2x2" thinks instantly "4".
For example, the instructor, tapping a big multiplication chart cries
"Two Times Two". The class in one voice cries "Four". Instructor: "Five
times Two". Class: "Ten". And so on and on and on by the hour.
This gets more complex when, let us say, the maxims of good conduct or
the Koran are being taught. In such cases the tablets or scrolls are on the
wall. The teacher calls Chapter and verse and the students chant it.
You could teach the Laws of Listing and Nulling, The Auditor's Code,
Axioms and so on in this way.
The tools are the same-an instructor, a pointer, a chart or set of
pictures or big scrolls, a class.
There are two steps in such teaching.
A. The Instructor taps and says what it is. Then asks the Class what it
is and they chant the answer.
B. When the Class has learned by being told and repeating, the
Instructor now taps with the pointer and asks and the class chants the
correct answer.
DRILL
The Instructor himself has to grasp the drill.
Here is how it would go on an org bd.
511
A.
Instructor taps Div 1. "This is Division One HCO Division."
Class chants "Division One HCO Division".
Instructor taps Div 6. "This is Division 6 Distribution Division."
Class: "Division 6 Distribution Division."
And so on until all divisions have been named a few times.
B.
Instructor taps Div I "What is this?"
Class: "Division One HCO Division."
Instructor taps Div IV. "What is this?"
Class: "Division Four Tech Division."
And so on and on. The divisions are then considered trained in on the
Class.
Next one would go to Departments. Then to philosophic names of
Departments. Then to Sections. Then one would go to the titles of each
Division Head. Then to Dept Heads. Etc. Etc.
If one had a function org board of what each div and department and post
did one would go on with the same thing.
A Chinese School drill run for a short period each day will eventually
cover an enormous amount of org bd.
Newcomers to the drill have to be schooled in to catch up or join a new
class.
Anything can be taught by Chinese School that is to be learned by rote.
The parts and actions are always the same.
There is also a version that uses a text, preferably with a copy of it
in each student's hands. It sounds the same.
One is limited only by what he can put on a chart or even in a text
where each student has a copy of the text open before him.
Crude charts are easy to draw up with a felt (heavy ink) pen. The size
of a chart is determined by the ability of the students furthest away to
see it easily.
Cloud types, pictures to be named in a foreign language, even slides of
airplane types, anything can be Chinese Schooled that is to be learned
verbatim. And you'd be surprised how many things should be. And if they
aren't the person has a shaky foundation under the subject.
Care should be taken to define strange words. But it is not really a
problem or exercise in word clearing. It is verbatim rote teaching.
And it works.
And is lots of fun.
L. RON HUBBARD
Founder
LRH:nt.rd Copyright @ 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
512
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 JUNE 1972
Remimeo
Data Series 26
Establishment Officer Series 18
LENGTH OF TIME TO EVALUATE
It will be found that long times required to do an Evaluation can be
traced each time to AN INDIVIDUAL WHY FOR EACH EVALUATOR.
These, however, can be summarized into the following classes of Whys:
This list is assessed by a Scientology Auditor on a Meter. The handling
directions given in each case are designations for auditing actions as done
by a Scientology Auditor and are given in the symbols he would use.
I . Misunderstood Words.
Handled with Word Clearing (Method I and Method 4 of the Word
Clearing Series.)
2. Inability to Study and an inability to learn the materials.
(Handled by a Study Correction List HCO B 4 Feb 72.)
3. Outpoints in own thinking.
(Handled by what is called an HC [Hubbard Consultant] List HCO B 28
August 70.)
4. Personal out-Ethics.
(Use P/L 3 May 72 by an Auditor. Has two Listing and Nulling type
lists.)
5. Doing something else.
(2-way communication on P/L 3 May 72 or reorganization.)
6. Impatient or bored with reading.
(Achieve Super-Literacy. LRH Executive Directive 178 International.)
7. Doesn't know how to read statistics so doesn't know where to
begin.
(Learn to read stats from Management by Stat P/Ls.)
8. Doesn't know the scene.
(Achieve familiarity by direct observation.)
9. Reads on and on as doesn't know how to handle and is stalling.
(Get drilled on actual handling and become Super-Literate.)
513
10. Afraid to take responsibility for the consequences if wrong.
(HCO B 10 May 72, "Robotism". Apply it.)
11. Falsely reporting.
(Pull all withholds and harmful acts on the subject.)
12. Assumes the Why before starting.
(Level IV Service Facsimile Triple Auditing.)
13. Feels stupid about it.
(Get IQ raised by general processing.)
14. Has other intentions.
(Audit on L9S or Expanded Dianetics.)
15. Has other reasons not covered in above.
(Listing and Nulling to Blowdown F/N Item on the list.)
16. Has withholds about it.
(Get them off.)
17. Has had wrong reasons found.
(C/S Series 78.)
18. Not interested in success.
(P/L 3 May 72 and follow as in 14 above.)
19. Some other reason.
(Find it by 2-way comm.)
20. No trouble in the first place.
(Indicate it to person.)
When this list is assessed one can easily spot Why the person is having
trouble with the Data Series or applying it. When these reasons are
handled, one can then get the series restudied and word cleared and
restudied and it will be found that Evaluations are much easier to do and
much more rapidly done.
L. RON HUBBARD
Founder
LRH:ne.rd.ts Copyright@ 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
514
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 JUNE 1972
Remimeo
Establishment Officer Series 19
PROGRAM DRILL
A majority of people cannot follow a written program. Yet all legal
projects are in program form.
The reasons are various. But when programs are not understood they can
be cross ordered, abandoned, left half done and the next thing you know you
have a backlog (HCO P/L 26 Jan 72 Issue 1, Not Dones, Half Dones &
Backlogs).
There can be (and usually are) other situations that prevent the doing
of a program. Out Ethics (P/L 3 May 72), PTS or SP (P/L 5 Apr 72), lack of
understanding of a Product or Exchange, an unmanned or undermanned area are
the commonest reasons. But when all these have been handled, there can be
two other reasons-the written project itself is bugged so it can't be done
(needs special equipment or finance or is outpointy or doesn't apply) or
THE PERSONS CONCERNED JUST CAN'T DO A PROJECT. The former of these reasons
is seized upon all too often to excuse the latter WHICH USUALLY IS THE
CASE. They can't execute a project and prefer cross orders because the
orderliness of a project or what it is, is not understood. Therefore, to
handle this we have the following project drills.
The person is just to do these, honestly, each one, from targets I on.
DUMMY PROJECT I PURPOSE: To learn to do a Project.
MAJOR TAR GET: To get it done.
PRIMA R Y TG TS:
1. Read this P/L down to "Dummy Project I
2. Check off each one when done-
VITAL TARGETS:
1. Be honest about doing this.
2. Do all of it.
OPERATING TARGETS:
1. Take off your right shoe. Look at the sole. Note what's on it. Put it
back on.
2. Go get a drink of water.
3. Take a sheet of paper. Draw three concentric circles on it. Turn it
over face down.
Write your name on the back. Tear it up and put the scraps in a book.
4. Take off your left shoe. Look at the sole. Note what is on it. Put it
back on.
5. Go find someone and say hello. Return and write a despatch to your post
from
yourself as to how they received it.
6. Write a despatch from your post to yourself in proper despatch form
Volume 0
OEC correcting how you wrote the despatch in 5 above. File it in your
hat.
7. Take off both shoes and bang the heels together three times and put
them back
on.
8. Write a list of projects in your life you have left incomplete or not
done.
9. Write Why this was.
10. Check this project carefully to make sure you have honestly done it
all.
11. List your cognitions if any while doing this project.
12. Decide whether you have honestly done this project.
515
13. Hand all written papers including the scraps in the book over to your
Est 0 or senior with a proper despatch on top Dummy Project No. I
Completion.
END OF PROJECT
DUMMY PROJECT 2
PURPOSE: To learn about production.
MAJOR TARGET.- To actually produce something.
PRIMA R Y TAR GETS:
1. Get a pencil and 5 sheets of paper.
2. Situate yourself so you can do this project.
VITAL TARGETS:
1. Read an Operating Target and be sure to do it all before going on,
2. Actually produce what's called for.
OPERATING TARGETS:
I . Look very busy without actually doing anything.
2. Do it again but this time be very convincing.
3. Work out the valuable final product of your post. Get help from your
Est 0 or senior as needed.
4. Straighten up the papers in your in basket.
5. Take sheet I as per primary targets above. Write whether or not No. 4
was production.
6. Pick over your in basket and find a paper or despatch that doesn't
contribute in any way to your getting out your own product.
7. Answer it.
8. Take the second sheet called for in the primary target. Write on it
Why the action in 7 is perfectly reasonable.
9. Take the third sheet of paper and draw the correct comm lines of your
post.
10. Get out I correct product for your post, complete of high quality.
11. Deliver it.
12. Review the operating targets and see which one made you feel best.
13. Take the 4th sheet of paper and write down whether or not production
is the basis of morale.
14. Take the 5th sheet of paper, use it for a cover sheet and write a
summary of the project.
15. Realize you have completed a project.
16. Deliver the whole project with papers to your Est 0 or senior.
END OF PROJECT
L. RON HUBBARD
Founder
LRH:nt.rd Copyright @ 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
(See also HCO PL 9 May 1974, Prod-Org, Esto and Older Systems Reconciled,
on page 446, which modifies the above Policy Letter.]
516
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 26 JUNE 1972
Remirneo
Establishment Officer Series 20
SUPERVISOR TECH
(Reference: HCO P/L 25 June 72
Recovering Students and Pcs
LRH ED 174 Int 29 Mar 72
LRH ED 178 Int of 30 May 72)
It should be very plain to an Est 0 that if the materials of Dianetics
and Scientology are not available and not taught, all his work will be in
vain.
The TRAINING and HATTING of Course Supervisors is not a Product Officer
function. It belongs to HCO Dept I or the E Est 0 or his TEO.
A failure on Course Supervision (and Cramming Officer functions) will
throw out the whole tech delivery of an org and staff and defeat everything
an Est 0 is trying to do.
Public and Staff Courses are both of vital importance. After these comes
Auditing. But where training fails, Auditing won't occur as the auditors
won't be able to audit.
Further an Est 0 often trains and he should have these points down as
well. And he should get them in on Supers NO MATTER WHAT DIVISION HE IS
ESTOING.
If he doesn't, a training breakdown will defeat all his best laid plans.
Bad supers? So who gets trained?
MATERIALS
First and foremost is materials. If you don't have these on the course
for that course, what course?
Always check the available materials and then move mountains to get them
remedied where out or missing or too few.
SCHEDULES
Next is schedules.
These must be real and KEPT BY THE SUPER AS WELL.
PRESENCE
Next is the existence or presence of the Super.
There may be none, he may be there part time, he may be there but doing
something else.
Get the Super on the Course Supervising the Course, not doing Admin or
folders. (With a Course co-auditing the D of T whose job it is, dumps it on
the Super or fails to get a C/S and then there's no Super.)
So get a Super Supervising the Course properly as his hat and duty.
SUPER ASSISTANCE
Two extremes can happen in Course Supervision:
I . No attention to the student.
2. Bothering the student and stopping his progress.
The point one has to grasp is "OBNOSIS". This is a coined (invented)
word meaning OBSERVING THE OBVIOUS. There is no English or any other
language precise equivalent for it.
517
Man just does not seem to Observe the obvious. The reason for it is
Misunderstood Words. Not understanding the symbol (word) the actual thing
can become somewhat less visible.
The real job of the Course Supervisor is to get the puzzled or doping or
bogged student going. And to protect the student who is flying from
interference including the Super's own.
To do this the Course Supervisor has to observe the obvious.
Is the student going okay?
Is the student bogged?
What is an F/Ning Student? Is he chortling and gurgling and slapping his
knee? No. He is just calmly going right along.
What is a bogged student? Is he stretched out on the floor snoring? No,
he is groggy or puzzled or frowning or even emotionally upset by his mis-U
words. When not caught and handled he will go to sleep or just stare into
space.
Should a student's fingers be wiggling? No, he should do demos fully and
with full attention only when he has something to demo in order to grasp
it.
Should two students be chattering about a date they had? No. They are
not F/Ning students even if they are F/Ning gossipers.
When the Super does not know the key words of his post, his power of
observation is low. To remedy this one does Word Clearing Method 6 on him
(HCOB 21 June 72 Issue II).
And one gets him to look.
To keep from looking a Super can develop systems like "Every 36 minutes
I'll check up on every class member for it takes just 36 minutes to go
around them all."
When an F/Ning Student is interrupted by the Super he can be given a
"withhold of nothingness". The student may say "No, I've just been checked
up" and the Super goes away. But the student now wonders "Am I trying to
hide something?" "Am I really doing all right?" Etc. A w/h of nothingness.
To keep students from blowing, BOTH these points have to be looked into.
OBNOSIS is the drill required on the Super.
And a Method 6 on the Key Words of his post.
And Product Clearing and his own study Why.
Study Tech does work but must be applied!
A Supervisor must be a Super Literate to be of real use.
Apply LRH ED 174 Int of 29 Mar 72 and LRH ED 178 Int of 30 May 72.
BLOWN STUDENTS
See HCO P/L of 25 June 72 Recovering Students and Pcs for check items of
how to get students back on Course.
SUMMARY
An Est 0 backed up by good Courses and Course Supervision will
eventually bring it all straight.
L. RON HUBBARD Founder LRH:nt.rd Copyright @ 1972 by L. Ron Hubbard ALL
RIGHTS RESERVED
[See also HCO PL 9 May 1974, Prod-Org, Esto and Older Systems Reconciled,
on page 446, which modifies the above Policy Letter.]
518
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 28 JUNE 1972
Remimeo
Establishment Officer Series 21
FILES ACCURACY
As Files are the vital operational line it is of the GREATEST IMPORTANCE
that
ALL FILING IS A CCURA TE.
. misfiled particle can be lost forever.
. missing item can throw out a whole evaluation or a sale.
Items get misfiled for four reasons:
1 . Ignorance of the alphabet
2. Ignorance of geography
3. Ignorance of the vital role of the files
4. Personal out-ethics.
The remedies therefore are:
1. ALL FILES PERSONNEL (a) MUST BE ABLE TO RATTLE OFF THE ALPHABET
FORWARDS AND BACKWARDS. (b) They must be drilled then to be able to give
the letter ahead of and behind each letter in the alphabet.
2. GEOGRAPHY must be known to files personnel, particularly the
locations of orgs, cities, states and continents. This is done by
drilling them on a map that has key locations related to files.
3. Method 6 WCing should be done on words connected with the post and
action of filing. Then the value and purpose of the files they handle
should be done by them.
4. Persons with out-ethics or on an ethics cycle should not be given
filing as an amends as they are not drilled and are out of PT to say the
least.
ETHICS ACTION
Anyone finding a mis-filed particle should report it to the Ethics
Officer or Master at Arms.
He must then quickly make every effort to locate who is misfiling and
take rapid action.
The first action is to hat them as above.
Any repeat is an Ethics Offense handled by a Court.
If the E/O cannot find the person or does not act he himself must comb
all files and straighten up the particles.
SUMMARY
It is of vital interest both in ease of work and financially that all
files are straight.
LRH:nt.rd
Copyright @ 1972 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
519
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 JULY 1972
Issue II
Remimeo
Establishment Officer Series 22
Executive Series 14
Org Series 30
EST 0 FAILURES
For several months I have been studying the Est 0 System in operation
and have finally isolated the exact points of any failures so they can be
turned to successes.
PUTTING IN THE SYSTEM
An Est 0 returning to an org can crash it.
The exact reasons for this are:
A. The Execs who heretofore did organizational work say, "Ali, here's
the Est 0 System at last," and promptly drop their organizational and
personnel actions.
Yet here is this lone E Est 0, no divisional Est Os, no one trained to
support him.
The right answer is when an E Est 0 goes into an org where there are no
Est Os or only a TEO or QEO, he must gather up the Execs and tell them it
will take him weeks to recruit and train Est Os and that THEY MUST CONTINUE
ANY ORGANIZATIONAL ACTIONS THEY ARE DOING and that the HAS IS STILL
ESTABLISHING THE ORG.
Otherwise they let go their lines.
B. The new E Est 0 takes key production personnel from the divisions to
be Est Os and they crash.
The answer to this is to RECRUIT the new Est Os.
This is easier than it looks if you recruit idle area Auditors to be Est
Os.
If you do this remember that they went idle as auditors because they had
out-Ethics, were PTS, had misunderstoods and out TR 0. To get them you do a
3 May 72 P/L, a 5 April 72 P/L, Method 4 on their Courses and make them do
real TRs, especially Zero. And they'll be ready.
You get a list of Area Auditors and contact them and do the above on
them and you'll have Est Os who are half trained already.
Failing this or in addition to it just plain recruit.
C. The first post a new E Est 0 should take is Dept 1.
He does NOT "hat the HAS" or "just do programs". He rolls up his sleeves
and WORKS as Director of Dept 1.
He recruits, he posts up Dept 1. He hats the hell out of Dept 1.
He makes a Department I that really really flows in personnel, puts up
org bds and hats.
WHEN he has a Department I FUNCTIONING he can begin to recruit Est Os as
well as other org staff.
If he can't get a Dept I whizzing he has no business being an Est 0,
does he?
520
He does NOT put in Dept 2 or act as Dept 3. He makes the HAS handle
these.
With a strong working Dept 1, an Est 0 System can then go in.
D. Musical Chairs is the commonest reason any org collapses.
A "new broom sweeps clean" complex will wreck any org.
An E Est 0 on arrival, taking over Dept I FREEZES ALL PERSONNEL
TRANSFERS. He does not permit even one transfer.
The only exception would be where a musical chair insanity has just
occurred. If this was followed by a stat crash then one REVERTS THE ORG TO
THE UPSTAT PERIOD and then FREEZES PERSONNEL TRANSFERS.
But before one reverts one must Evaluate the earlier period by stats to
be sure it WAS the upstat period.
By freezing personnel one protects what he is building.
Almost all musical chairing is the work of a suppressive except when it
is the work of an idiot.
E. Anyone trying to hold Dept I in a personnel starved org is holding a
hot seat as any HAS or Personnel Director can tell you.
Body traffic to this Dept in any medium sized org defies belief.
It looks like Grand Central Station at the rush hour.
"I have to have "Where is my Cse Super -" Etc Etc Etc is
the constant chant.
You can spend the whole day interviewing staff execs and get nothing
done.
There is a right way to do all these things and a billion wrong ways.
Obviously the answer to all their problems is to get and train new
people. Yet how can one in all the commotion?
90% of these requests are from people who are not hatting and using the
people they already have.
The right way is on any new personnel demanded one gets Dept 3 to do an
Inspection and Report Form for people in the area of the exec doing the
demanding. You will find very often unhatted, untrained and wasted
personnel and many outnesses.
You hold the line on personnel by saying: "Handle these unutilized or
half working staff or these outnesses. You are here on my procurement board
as entitled to the (give priority, 3rd, 8th) person we hire or recruit."
And get industrious in recruiting, using all standard actions for that
is the only way things can be solved.
Most orgs would run better on less people because the personnel are not
hatted or trained. One org, two years before this writing, made four times
as much money on half the personnel it now has.
Unhatted, the staff is slow and uncertain. Unproducing, the Div heads
demand little.
But they sure can scream for more personnel!
No org ever believes it is overmanned.
F. Some Divisions (like the usual Treasury or Dissem) can be
undermanned. Key income posts most often are empty.
When one mans up an org one sets priorities of who gets personnel.
521
This is done by PRODUCTION paralleling. One mans up against production.
New people come in through Div VI. They are signed up by Div 11.
Delivery is done by Div IV. Money is collected by Div 111. That gives you a
sequence of manning up.
You man income and delivery posts with new hirings.
The E Est 0 is trying to get in a Dept I so of course he gives this a
priority as well.
Until the Income is really rolling in and the delivery rolling out, one
does very little about other areas.
Having gained VOLUME, one now begins to Man up for Quality. This means a
Cramming and a WC Section in Qual. It means more HCO.
One now hits for future quantity by getting auditors in training, more
upper execs in training.
When the org is so built and running and viable it is time the whole Est
0 System got manned up.
G. Every 5th person hired on an average should be put in Dept I as a
Dept I extra personnel who does Dept I duties and trains part time as an
Est 0.
This gives the E Est 0 additional personnel in Dept 1.
It also begins an Est 0 right.
His most essential duties as an Est 0 are Dept I type duties.
You eventually have a bulging Dept 1. You have a basic Dept I that
functions well and will continue so. You have the Est 0 trainees who are
working in Dept I as Dept I personnel. And you have of course some new
people who are HCO Expeditors until they get in enough basics for real
regular posting.
This makes a fat Dept I and proves one can Est 0!
SUCCESS
If an E Est 0 introduces the Est 0 System exactly as above and in no
other way, he will be a success.
Like an auditor varying processes or altering HCO Bs, a new E Est 0 who
varies the above will bring about disaster.
Where E Est Os have gone into orgs other ways or where the system has
been varied, stats have crashed.
By going in this way, as above, it can be a wild success.
How fast can you put in an Est 0 System? It takes months of hard work.
It depends really on how good the E Est 0 is at recruiting, org bding and
hatting.
If he's good at these things the time does not stretch out to forever.
For comparison, it took half a year each to build DC, Johannesburg and
SH to their highest peaks. They were all built from a Dept I viewpoint of
recruiting, org bding and hatting hard enough to get production.
So this is the oldest pattern we have-Dept I evolves the org.
When the org gets too big Dept 1 loses touch. You extend it into each
Div and you have the Est 0 System. And you have Est Os.
LRH:nt.rd.ts L. RON HUBBARD
Copyright Q 1972 Founder
by L. Ron Hubbard [See also HCO PL 9 May 1974, Prod-Org, Esto and
Older Systems
ALL RIGHTS RESERVED Reconciled, on page 446, which modifies the above
Policy Letter.]
522
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 23 JULY 1972
Remimeo
Establishment Officer Series 23
Executive Series 15
Org Series 31
THE VITAL NECESSITY OF HATTING
On a graph analysis of past stats, my campaign on hatting where a hat
was a checksheet and pack apparently introduced a steady rise of the
International Gross Income.
Studying this further I discovered a new basic, simple fact:
HATTING = CONTROL.
A person who is hatted can control his post.
If he can control his post he can hold his position in space-in short,
his location. And this is power.
When a person is uncertain, he cannot control his post, he cannot
control his position. He feels weak. He goes slow.
If he can control his post and its actions he feels confident. He can
work effectively and rapidly.
The key is CONTROL.
Control is the ability to START, CHANGE and STOP.
When he is hatted he knows the tech of HANDLING things. Thus he can
control them. He is at CAUSE over his area.
If you have an org composed only of weak wobbly posts, they tend to
collapse in on each other. There is no POWER.
The org then cannot be CAUSE over its environment because it is composed
of parts which are not cause. The whole is only the sum of its parts.
If all the parts are each one at cause, then the whole will be at CAUSE
over its environment.
Only an org at CAUSE can reach and CONTROL.
Thus a fully hatted org can be at cause over its environment, can reach
and control its fates and fortunes.
THUS THE PRIMARY TARGETS OF AN EST 0 ARE
A. ESTABLISHED ORG FORM and
B. FULLY HATTED PERSONNEL.
BASIC SEQUENCE OF HATTING
1. Recruited or hired.
523
2. Staff Status Zero.
3. Staff Status 1.
4. Staff Status 11.
5. Posting as other than an HCO Expeditor.
6. Full Hatting with a checksheet and pack fully done with M6 and
M7 and M4 Wing.
7. Eligibility for Study and Auditing (OR for staff service or
study).
8. Must have a stat and demonstrated he has produced on post.
9. Objective Processes CCHs. 8C. S-C-S, Havingness, etc.
10. Drug Rundown.
11. Method I Wing, Primary Rundown or Primary Correction Rundown.
12. Administrative or Tech Training. (OEC or Auditing.)
No one should have any other training much less full time training
before Step 9 in the above. (There is an exception in the Sea Org where
Crew Member Checksheet is done at once after recruiting on a Deck Project
Force. The other actions then follow except that Estates Project Force may
be substituted instead of HCO Expeditor, but the rest of the program is the
same.)
There are Time Limits placed on how long it takes to do SSI and SSII. A
person who can't make it is routed to Qual where he is offloaded with
advice on how to get more employable. (In the SO it is Fitness Board.)
TIME TESTED
The above is the route that has been tested by time and found good.
Other approaches have NOT worked.
Granting full time training at once is folly. The person may get trained
but he'll never be a staff member. This is the biggest failure with
auditors-they don't know the org. Admin training with no org experience to
relate it to is a waste of time.
This was how we built every great org. And when it dropped out the org
became far less powerful.
Old timers talk of these great orgs in their great days. And they will
tell you all about the org boarding and hatting that went on. How the
hatting officer in HCO and the staff training officer in Qual worked as a
team. And how fast the lines flew.
The above steps have stood the test of time and are proven by stats.
RECRUITING AND HIRING
You never recruit with a promise of free courses or free auditing. Not
even HASs or HQSs. You recruit or hire somebody to be part of the team.
OPEN GATE
If any opinion or selection is permitted as to who is going to be let on
staff, all recruitment and hiring will fail.
By actual stats when you let anyone say, "No! Not him! Not her!" the
gate shuts, the flow stops. And you've had it.
Requirements and eligibility fail. The proof is that when they have
existed in orgs, the org wound up with only PTSs and no-case-gains!
524
The right answer is FAST FLOW hiring. Then you have so many that those
who can't make it drift low on the org board or off. You aren't trying to
hold posts with unqualified people "who can't be spared".
In a short-staffed org "looking only for the best people" the guy nobody
will have gets put on an empty "unimportant" department. He's now a
Director!
It only happened because you didn't have dozens.
The answer is NOT lock the gate or have requirements. The answer is HAT.
An org that isn't hatted goes weak and criminal.
Don't be selective in hiring or recruiting. Open the gates and HAT!
Follow the steps given above and you have it.
Don't spend coins like training or auditing (or travel) on people until
they have proven their worth. No bonuses or high pay for anyone until they
have reached and attained Step 8 (a good stat). The cost of such fast flow
hiring is not then a big factor.
The only trouble I ever had with this was getting div heads to UTILIZE
their staff. A FIRST JOB FOR AN EXECUTIVE IS TO GET THINGS FOR HIS PEOPLE
TO DO. AND KEEP THEM BUSY AT PRODUCTIVE THINGS.
So I used to have to go through the org that did FAST FLOW HIRING
regularly and get people to use their new people. And to move off those who
could not work.
This was ALL the trouble I had with the system.
And until I enforced FAST FLOW HIRING there was always some effort by
someone to close the Gate.
ALL the great executives in Scientology came up in such orgs.
With a flow of people the best move on up. The worst, if any, drop off.
Only orgs with restricted hiring or recruiting give trouble.
IN A FAST FLOW HIRING ORG THE HAS AND EST Os MUST BE ON THE BALL. THE
BREAKDOWN OCCURS WHEN THEY DO NOT HAT AND KEEP ON TOP OF THE PERSONNEL
SCENE.
Fast Flow Hiring only breaks down and gets protested where HCO and Est
Os are not doing a top job. They have to really handle the personnel, post
them, hat them, keep the form of the org.
A fully formed org in a heavily populated location would need hundreds
of staff. It would make hundreds of thousands.
But only if it is fast flow hiring, hatting, holding the form of the org
and only
then could it produce.
L. RON HUBBARD
LRH:nt.rd.ts Founder
Copyright(D 1972
by L. Ron Hubbard
ALL RIGHTS RESERVED
[See also HCO PL 9 May 1974, Prod-Org, Esto and Older Systems Reconciled.
on page 446, which modifies the above Policy Letter.]
525
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 25 JULY 1972
Remimeo
Establishment Officer Series 24
THE FORM OF THE ORG
You often hear that one should "hold the form of the org".
What is it?
Some people think it is making sure the command channel (junior to
senior to senior's senior or on down) is held. This is only a small part of
an org form.
In any new group of a few people each and every one wears all the hats.
This is not an org form.
An org form is that arrangement of specialized terminals which control
and change the production and organization particles and flow lines of an
activity.
A terminal for this purpose is something that has mass and meaning which
originates, receives, relays and changes particles on a flow line.
SPACE
To have any form at all, an org must have space.
The space must be located where it can have particles and flows or where
the particles and flows with which it deals can easily be gotten to it and
sent out from it and where it can conduct its activity without undue
disturbance and at a velocity and volume with exchange that makes it
viable.
There are a number of factors involved as noted in the above
requirement: located, can have particles and flows, can get them in and
out, no undue disturbance, velocity and volume, exchange and viability.
Although this looks complex, it is actually very simple as it involves
just those elements and others are relatively unimportant. When you add
aesthetics of building and grounds, and carpets and desks you can get too
far off the definition of space requirement when these are given first
priority. These are something you build up to. Clean and neat are closer to
importance after the basic definition is met.
So one has a space. It has to be big enough for the traffic volume it
has to handle to be viable. This is usually smaller than people think. The
space is a building or other structure.
So we have a space as an essential of org form.
Potential Departing
Traffic Traffic
Inflow
526
TRAFFIC GUIDE
Traffic, particles, flows have to be guided. They have to be pulled in
(as per Div 6, Div 2 Reg, Div 2 Letter Reg, ASR, D of Tech Services, etc).
These are reaches out into the potential traffic that pulls it up to the
space entrance point. In essence these posts work on the potential traffic
and get it up to the door. So org form can start way out with a general
approach, a magazine book ad, word of mouth, PR, an FSM, a ticket
distributor, a book, etc. A specialized approach to specific names as per
the tour, the letter reg working CF, the phone reg, etc. One generally
directs the whole "general public" toward the space and also specifically
directs specific people in it toward the space.
This is the org form at work that functions outside the org space. If it
doesn't function the org space itself gets no inflow.
Departing Traffic must also be guided-and is too often neglected. An org
without its CF up to date and used is neglecting its departing traffic.
England, for instance, loses a huge percent of its car sales business
because it has no decent spare parts stockpiles (government taxes spare
parts on the shelf). The customer who purchases often gets no follow
through.
Orgs that neglect departed traffic wind up with ARC Broken fields.
So org form must include its own space and the spaces of its potential
traffic and its departed traffic as they relate to the org's activity.
ROUTING
When particles arrive at the org space proper they must be routed AND
MUST CONTINUE TO BE ROUTED FROM THE MOMENT THEY ENTER UNTIL THEY LEAVE THE
ORG SPACE.
Thus there must be a reception for bodies, for mail, for phone, for
telexes and for messages in general.
There must also be an exit point for all these things and someone to
send them on their way out of the org space.
Lack of a reception that can and does route can break an org of any type
or kind and has done so.
When bodies can't contact the org they assume the org is dead. And so it
dies. The org can be so mislocated for its type of traffic that it can't
get anyone in or out. Then too the org will seem dead.
No matter the INTERNAL form of the org, its external form can be so
remote that success is impossible to maintain. Thus org form does not begin
with reception and routing. This is an action that occurs after the
external requirements are met.
But once the particle (body, despatch, raw materials, whatever) is at
the door RECEPTION must establish the routing.
This is done usually with an each step signed off ROUTING FORM that
gives the full road map of the particle.
Without this, particles don't enter, jam up, get lost, go astray and
DESTROY THE INTERNAL ORG FORM by making confusions.
Thus reception has to have a very good idea of particle types and org
form even to be able to issue the right routing form.
INTERNAL LINES
Routing forms often carry a particle into the org but not out.
This becomes a serious problem in getting anything completed. The start
is on the form and not the exit. Thus the particle doesn't exit but piles
up some place.
When you see a mass of paper (in baskets, pending, etc) or a jam of
bodies (Reg waiting room, D of Ts. etc) or piles of unused pamphlets or
unsold books you know two things at once:
A. Routing is unknown or not done or incomplete but in any event is
faulty.
527
B. The internal org form is bad.
TERMINALS
To say Internal Lines are out, one must also be saying internal
terminals are faulty.
Ideally, the Internal Org form is designed for flows with the target of
production.
The Internal Space has to be so allotted and arranged that the lines
flow.
The lines flow to terminals in the sequence of change required in each
particle.
The principal particle, meaning the most important one for that org has
the total priority for design of space and terminals.
If wheat were being processed, then the whole space and terminal
allocation of the plant or org, to have org form would have to deal with
wheat.
In a Scientology org it is public bodies. Thus the whole design of space
and flows must deal with public bodies.
This is easily violated and when it is it makes a terrible confusion.
You have to trace such a flow with what is called a DUMMY RUN. This
means going through the place pretending to be the principal particle.
When you first try this in most plants or orgs you really begin to
wonder how anything happens ever.
The answer is correction of location, either of the whole space or the
terminals in the space.
One can dummy run as anything. First dummy run the principal particle
and lay that out by what has to be done to adjust the space and terminals
to it. Then as a telex, then a despatch, then as a piece of money, then as
an invoice, etc.
When you've done all these you'll really know what you're doing in terms
of space and terminals. Until then it's all guess work.
You will find you can't get in, you can't get handled, you can't stay in
and you can't get out!
So you adjust space and terminals for the main particle and then for the
lesser particles.
You will achieve a near optimum compromise.
Then you arrange it and drill it in on the terminals.
After that things will speed up and stats will go up.
HOLDING THE FORM
You now and only now have the FORM OF THE ORG.
It must be drawn up as org boards and flow plans and terminal location
plans (3 quite separate things). These three plans give you the form of the
org.
Then you have to drill in EACH OF THE THREE PLANS usually with Chinese
School.
You do the routing forms.
Now by HATTING you give each terminal control over his portion of the
line.
The terminals will thereafter interact to bring about the needful flows.
And if your product is good and desired, the place will boom.
And that's what's really meant by the FORM OF THE ORG.
LRH:nt.rd
Copyright @ 1972 L. RON HUBBARD
by L. Ron Hubbard Founder
ALL RIGHTS RESERVED
528
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 JULY 1972
Remimeo
Establishment Officer Series 25
FORM OF THE ORG
AND SCHEDULES
Those parts of the org engaged upon similar functions must be on the
same schedule.
In essence, you can't play a ball game with different members of the
team appearing at different times. It would look pretty silly to have a
goal keeper show up in the last third of the game. By that time it would be
lost.
If over a 24 hour period people on public lines showed up, each one, at
different hours, there would be no public line. Thus there would be no org
form. For there could be no flow of the major particle.
If an activity is open for business at 0900, let us say, the persons on
key posts would have to be there at 0830 or at least 0845 in order to "open
for business" (which means open for flow) at 0900.
Precision of schedule is determined by the type of particle the org form
is set up to handle.
A service org handles bodies. A management org handles messages as the
principal flow particle. A refinery would handle crude oil. A flour mill
wheat, etc.
Of all particle types bodies tend to be the most random and are most
likely to erode or knock out org form,
Thus a service org handling bodies has to be established and hatted
about a dozen times more than one which handles inert particles.
This is one of the reasons "standard business practices" do not work in
setting up an org. They are not strong enough or fast enough.
Schedules become very important in orgs which handle bodies. The lines
rapidly jam up and make considerable confusion wherever the line goes
faulty.
As almost every part of an org requires internal cooperation from almost
every other part of an org lack of schedules, unreal schedules or failure
to keep a schedule are, after hatting and line establishing, the most
likely causes of confusion or non-delivery.
It is important to start as a team and it is also important to stop as
one if there is a "next shift" as in a Foundation. As the staffs collide,
the students collide and the space tangles.
Operating a number of schedules at the same time for different parts of
the org can get complicated. Governments do this to ease off automobile and
commuter traffic but then they (governments) do not produce much and it
doesn't matter. Half a dozen daily schedules running at the same time for
one org can cause a considerable confusion.
The best schedules are very simple ones. You can have a schedule that
has so many times in it, so many musters, that it is a full day's work just
to keep the schedule!
529
A grave fault in schedules is not allowing any slack between two time
points. Example: Class ends 1600, next class, three blocks away, begins at
1600! Either one class has to let out early or everyone is late to the next
class!
Schedules commonly omit any time spaces to take care of things. Example:
0900 on post. 0900 Public Lines Open. Well, it's going to take 15 minutes
or more to get a post set up so the schedule gets violated. Thus we have it
saying 0900 when it can only be 0915! This makes schedules look unreal to
people, so they drop out. A correct version would be 0840 on post. 0850
open for business checklist collected. 0900 Public Lines Open.
CLOSING LINES
Closing of lines costs a great deal. An extreme example is closing an
org for 2 weeks "so everyone can have a vacation". African orgs used to do
this and would often lose their higher stats for months.
Closing orgs "during a Congress" can cost. During one National Congress,
several Franchises closed for a week and had to fight crashed stats for
months.
Closing an org at noon or for supper can ball up lines and can have a
heavy effect on stats.
All this "closing" is simply saying "we're dead".
Lines have a tendency to keep flowing when flowing and remain stopped
when they are stopped.
If an org began at 0900 and, with a Foundation or second and week end
shifts, ran continuously until 2300 seven days their general stats would
improve out of proportion to the additional time open.
Management orgs run very raggedly on schedules as their traffic loads
vary so greatly.
It takes good observation and skill to write a good schedule for an org.
If an unreal schedule exists or if one is too complex, it will not be kept.
Peak loads have to be taken into account and their approximate times have
to be established. There are also no-load times and to cover these with a
full org is to fail to have an adequate org there for the peak loads.
Careful, real study, on the ground, watching traffic flows, has to be
done to make a real schedule that will be kept and which boosts production.
A schedule which does not boost production or a schedule just to have
one, are a waste of everyone's time.
So select the principal particle the org handles. Use it to determine
the times of peaks and no-loads, study what goes on in actual fact. And
then write the schedule. And see that it is kept.
This will greatly improve org form.
L. RON HUBBARD
Founder
LRH:nt.sb.bh Copyright @ 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
530
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 28 JULY 1972
Remimeo
Establishment Officer Series 26
Executive Series 16
Org Series 32
ESTABLISHING
HOLDING THE FORM OF THE ORG
If a person who could not play a piano sat down at a piano and hit
random keys, he would not get any harmony. He would get noise.
If the head of a division gave orders to his staff without any regard to
their assigned posts or duties, the result would be confusion and noise,
That's why we say a division head "doesn't know how to play the piano"
when he knows so little about org form that he continually violates it by
giving his various staff members duties that do not match their hats or
posts.
But even if one could play the piano, one would have to have a piano to
play.
SPECIALISTS
Each org staff member is a specialist in one or more similar functions.
These are his specialties.
If he is fully trained to do these he is said to be HATTED.
The combined specialties properly placed and being done add up to the
full production of an org.
The org form is then the lines and actions and spaces and flows worked
out and controlled by specialists in each individual function.
These specialists are grouped in departments which have certain actions
in common.
The departments having similar functions are gr(-.uped into divisions.
The divisions combine into the whole org form.
It is far less complex than it looks. It would be very complicated and
confusing if there weren't divisions and departments and specialized
actions. Without these you would get noise and very limited production and
income, and at great strain.
Take a theater as an example. There are people who advertise it; these
are the public relations people; they are hatted to get publicity and make
people want to come to the play; call them the PR Division. There are the
producers and directors; they are hatted to present a performance and make
it occur; call them the Production Division. There are the actors and
musicians; call them the Artists Division. There are the property men; they
are hatted to get costumes and items needed; call them the Property
Division. There are the stage hands and electricians and curtain and set
men; call them the Stage Division. There are the ticket sellers and money
handlers and payroll and bills payers; they are hatted on money and
selling; call them the Finance Division. There are the people who clean the
theater and show people to seats and handle the crowds; call
531
them the House Division. And there are the managers and playwrights and
score writers and angels (financiers); call them loosely the Executive
Division.
Now as long as they know their org board, have their flows plotted out,
are hatted for their jobs and do a good job, even a half-good play can be
viable.
But throw away the org board, skip the flows, don't hat them and even a
brilliant script and marvelous music will play to an empty house and go
broke.
Why? Because an org form is not held. Possibly an untrained unhatted
producer will try to make the stage hands sell tickets, the actors write
the music, the financiers show people to their seats. If he didn't know who
the people were or what their hats were he might do just that.
And there would be noise and confusion even where there was no protest.
People would get in one another's road. And the general presentation would
look .o ragged to the public they'd stay away in droves.
EST 0 ACTION
Now what would an Est 0 (or an Executive Director) have to do with let
us say, an amateur, dilettante theatrical company that was about to bog.
Probably half the people had quit already. And even if there were people
in the company they would probably need more.
The very first action would be to Est 0 Series 16 the top men to make
money quick.
The first organizing action would be to kick open the hiring door. This
would begin with getting out hiring PR and putting someone there to sign
people up who came to be hired (not to test and audition and look at
references, but just to sign people up).
The next action would be to do a flow plan of public bodies and money.
So one sees where the org form reaches. Then a schedule.
Next action would be to do an org board. Not a 3 week job. (It takes me
a couple hours to sketch one with a sign pen for posting.) AND GET IT
POSTED.
One then takes the head of each of these divisions and Hats him on what
his division is supposed to do and tell him to do it. NOW.
You make and post the flow plan, org bd and terminal location plan where
the whole company can see them.
Chinese Drill on a flow plan to show them what they're doing and what
has to be done.
Chinese Drill on the org board including introducing each person named
on it and getting it drilled, what he does and who he is.
You Chinese Drill the terminal locations where each of these persons
(and functions) is to be found.
You get agreement on schedules.
You now have a group that knows who specializes in what and what's
expected of each.
You get the head of the whole company to work with and hat the heads of
his divisions.
532
Now you get the heads of divisions to hat their own staffs while you
help.
And you get them busy.
You then put the polishing touches on your own Dept I (Personnel PR,
Personnel Hiring, Personnel Placement, org bds, hat compilations, hat
library and hatting hatting hatting).
And by hatting and insisting on each doing his specialized job and
getting seniors to HOLD THE FORM OF THE ORG by ordering the right orders to
the right specialists and targeting their production and MAGIC! This
amateur theatrical company gets solvent and good enough to wind up on
Broadway. It's gone professional!
You say, yes, but what about artistic quality? What about the tech of
writing music and acting ....
Hey, you overlooked the first action. You kicked the door open on hiring
and you hatted and trained. And you let go those who couldn't get a stat.
Eventually you would meet Human Reaction and Emotion and would put in a
full HCO and a full Qual particularly Cramming. But you'd still do that
just to be sure it kept going.
Yessir, it can't help but become a professional group IF you, the Est 0,
established and made them HOLD THE FORM OF THE ORG and produce while they
did it.
An Executive Director can do all this and produce too. The great ones do
things like this. But here it is in full view.
A Scientology Org goes together just like that. Which could be why, when
we want to get something started, we say:
"Get the show on the road!"
But there is no show until it is established and the FORM OF THE ORG is
held.
You are luckier than the amateur theatrical company's Est 0. You have
policy for every post and a book of it for every division and all the tech
besides.
So there is no valid reason under the sun you cannot establish and then
hold the form of the org.
L. RON HUBBARD
Founder
LRH:nt.bh.ts Copyright @ 19 7 2 by L. Ron Hubbard ALL RIGHTS RESERVED
[See also HCO PL 9 May 1974, Prod-Org, Esto and Older Systems Reconciled,
on page 446, which modifies the above Policy Letter.]
533
HUBBARD COMMUNICATIONS OFF
Saint Hill Manor, East Grinstead, Suss
HCO POLICY LETTER OF 21 AUGUST
Remimeo
Hatting Officer
Hats Establishment Officer Series 27
EFFECTIVE HATTING
Here is a report from the Ship Programs Chief on Flag of -the results
obtained from following my orders on how to get Est Os to hat people.
It should be noted that the procedure laid down by my despatch on the
second half of this PL was exactly how I operated to develop the data used
for Est 0 Series No. 16. (HCO PL 24 April 72 HATTING THE PRODUCT OFFICER OF
THE DIVISION.)
THE REPORT
"Dear Sir,
"We have been having trouble getting hatting officers in Dept I to
actually produce. They don't complete cycles of action to a result, they
don't hat from the top down or hat for production. They don't seem to
understand why they are hatting and what are the results they should
achieve in hatting.
"This was the same problem we had back in May of this year in getting
Est Os to do effective hatting.
"At that time you sent me the attached dispatch addressed to the Exec
Est 0. 1 used it faithfully and, with it, actually got hatting to occur.
"The results are still evident on the Ship. With the DEO hatting per
this dispatch the then Dissem Division came right up in production and is
still producing very well as the PR and Consumption Bureau.
"The Treasury Division improved markedly. Some improvement was attained
in the Steward's Dept, Electronics and Qual Div where all Est Os hatted per
this dispatch.
"All of these Est Os had big wins hatting because I used the data on
this dispatch and forced them to persist with a hatting action to a RESULT.
" I kept a big log book with each hatting cycle noted down. I insisted
the Est 0 kept at that cycle until it was complete.
"Each Division had its own program for hatting from the top down.
"Each Exec and Staff Member had his or her own personal hatting program
kept by the Est 0. These were followed and checked off as they were done.
"A number of the Blue Chip FSO Crew now so valuable for Flag Stability
were made by heavy hatting last spring.
"I know the data on your dispatch works if it is done.
"The Est Os under me at the time first had to be forced to hat and to
continue hatting to a result. Apparently their lack of confront had to be
overcome by a hard driving senior.
"Generally, once they started getting results, they no longer had to be
forced. They knew that Est 0 tech worked and willingly went ahead and
applied it with vigor.
"Their confront was improved as well by doing Est 0 No. 16 drills on
each other and running TRs 6-9 on each other every evening for at least an
hour.
"Only by applying the principles laid out by you on the attached
dispatch was I able to get real hatting done by others.
"As we are having the same problem now with hatting officers in Dept 1,
1 feel
534
that if this data were released as policy I could force it into use and get
the ship hatted
up faster." I
GETTING HATTING DONE
Here is the dispatch I wrote to the Exec Est 0 on Flag back in May of
this year:
Inspections do not show Est Os being industrious in their divs. They are
more active than they were.
They are not hatting from the top down and not hatting to get
production.
Basically they do not parallel the current push. They do little cycles
down the org board.
A general grasp of what's needed and wanted is missing. Thus Est Os are
actually in or below Non-Existence and have not achieved upgrade from a new
post or new system condition.
They are getting individual results in some cases. They are not
integrated into the scene with what they are doing.
They would have to upgrade their handlings about 500% in order to
actually effect a marked change in the or,,7,.
Inspections show only a small % of Est Os do Est 0 actions for a small
period of time each day. They have other fish frying or are acting a bit
confused.
If you had that many auditors and found them auditing pcs as seldom as
Est Os are found doing Est 0 actions the HGC stat would be nearly zero
WDAH.
I know what I'm talking about here because I am piloting the system to
find out why it isn't producing marked changes. I find that, with 2
messengers a watch of 6 hours, working myself part time on it, I have been
able to get areas working. They were NOT producing under the attention of
Existing Est Os.
The difference is, I force those I find not working at the top to
actually produce and demand production from their staffs.
In doing this I have never crossed or found an Est 0 working on it. I
have found 2 Div heads who were refusing to be gotten going. Both of these
I later got going.
Thus from my viewpoint
(a) It can be done with untrained Est 0 Commodore's messengers.
(b) I find messengers who know little of a meter can use one
without coaching or training.
(c) Production can be achieved by getting people to work.
(d) That Est Os have to be run and exactly ordered to do exactly so
and so.
(e) That in running Est Os one has to keep track of what one is
doing with them so one doesn't get a lot of half dones. One has to
make up for a lack of persistence.
Therefore I conclude
A. One has to know what he is trying to build.
B. One has to target and direct its building.
C. One has to force in a persistence.
I also conclude that training of Est Os is secondary to getting them to
DO and that "lack of training" is an excuse not to do.
This is what I am learning about the system from actually working it.
The current on-board application of the system lacks planning, direction
and persistence, does not hat from the top down and does not hat toward
production. It MUST BEGIN.
L. RON HUBBARD
LRH:FH:nt.rd Founder
Copyright @ 1972
by L. Ron Hubbard [See also HCO PL 9 May 1974, Prod-Org, Esto and
Older Systems
ALL RIGHTS RESERVED Reconciled, on page 446, which modifies the above
Policy Letter.]
535
NOT HCO POLICY LETTER
CORRECT COLOUR FLASH
GREEN ON CREAM
BOARD POLICY LETTER
4 OCTOBER 1972R
Revised & Reissued 9 July 1974 as BPL
(Revision in this type style)
Remimeo CANCELS
HCO POLICY LETTER OF 4 OCTOBER 1972
SAME TITLE
Establishment Officer Series 28R
HANDLING PTS AND OUT ETHICS
PERSONNEL
References: HCOB 10 Aug 73 PTS Handling
BPL 5 Apr 72 PTS Type A Handling
Issue I
HCO B 24 Apr 72 PTS Interviews
Issue I
HCO PL 3 May 72 Ethics and Executives
BTB 10 Jun 72 Ref Ethics and Executives
Issue II
HCO B 20 Apr 72 Product Purpose and Why
Issue 11 and WC Error Correction
The handling of out ethics and PTS personnel is vital technology for an
00/lEst 0 or others handling personnel.
No amount of hatting or training will be effective over PTS or out
ethics.
The WRONG way to handle is by random transfers and wholesale dismissals.
That only leads to overloaded posts resulting in further blows and
eventually no staff. Another WRONG handling is to tie the Org up in witch
hunts and endless comm-evs.
Although comm-evs and dismissals are sometimes required they can often
be avoided by early and proper use of those issues referenced above. Those
issues and their tech form a vital part of any 00/Est O's hat and the know-
how of executives.
Before handling by 3 May PL or PTS handling verify that a situation does
in fact exist. Don't handle a no-situation. The verification is primarily
by STATISTICS. If the individual is producing with good stats don't go
using an ethics handling. Because the staff member has said or done
something somebody doesn't like is no reason to launch out on a 3 May PL if
the person's stats are up and not false.
One Org had their Well Done Auditing Hours and Student Points both
rising and highest ever. At that point they did 3 May PL on the Tech Sec.
Stats crashed the following week with Tech Sec now sick. Handling was to
declare Tech Sec PTS and dismiss him from the Org! For some strange reason
Tech stats; then crashed further.
The time to use a 3 May PL is when the individual is non-productive,
stats down. It is best done by listing and nulling per B T8 10 June 72 to
BD F/N items. Even when not done by L&N (Listing and Nulling) one must be
alert for an F/N Cog VGIs type statement on steps 3 and 4 which would
indicate the person having cognited on his item. Let him have such an item.
A wronp. item, whether found in a formal session or not, can be very
upsetting to the person and even result in sickness if not rapidly
corrected. If a person does get upset or sick after a 3 May PL or PTS
interview the correct item must be found and indicated. This is covered
fully in HCO B 20 April 72, Issue II, C/S Series 78. That HCO B MUST be
known by OO/Est Os and Executives,
Ideally an OO/Est 0 who is not a trained Auditor should do the "Social
Counsellor Course" which covers the basics of auditing and Listing and
Nulling. If an auditing action is required and you are not qualified to do
it, and there is no other way to handle it, turn it over to someone who is
fully qualified for that action and can do it as an auditing action.
If a staff member remains unproductive with continuous overts despite
repeatedly trying to handle with 3 May PL, Justice and Ethics, then you are
probably dealing with an SP who should be investigated further with a view
to dismissal.
536
PTS
PTSs cause trouble. They get sick. SPs run a can't have and an enforced
have. Consequently PTS staff will dramatize the can't have by refusing
money, people, staff, etc.
The full data and tech on this are contained in the "SP, PTS and
Havingness" checksheet which must be included in the training of Dept I and
3 personnel as well as Tech and Qual personnel and 00/Est Os.
The tech is for USE. Failure to apply it can result in many staff and
public being thrown out of the Org who should have been handled. This has
already happened far too often resulting in removal of staff on key posts
who could easily have been handled by a fast accurate PTS interview per C/S
Series 79 and handling per 5 April PL, "PTS Type A Handling".
Full handling is done by following up with the PTS Rundown including the
final "Can't Have" steps. Those in charge of personnel should see that the
full action is carried through and to its only EP which is "no longer PTS".
Simply locating the SP by C/S 79 and PTS Type A handling where applicable
will normally get the staff member happily keyed out and producing until
the full PTS RD can be done in session.
Any OO/Est 0, D of P, or Ethics Officer must be capable of doing PTS
interviews rapidly and accurately. All that is required is checkout and
drilling in Qual of those issues listed at the top of this PL. USE IT.
OVERTS
Back of any out ethics, PTS, down stat situations lie overts. As man is
basically good he will withdraw from those areas where he has committed
overts or feels he will commit overts. Thus, when you have a staff member
who just will not get involved with his post, backs off of doing, will not
learn or apply what he has learned, you know that person has overts.
A 3 May PL will normally handle on the individual. But when a whole area
is non-productive and enturbulative an effective method of handling is to
have "Confessionals" done on all persons in the area concerned. It soon
straightens out.
A Confessional is done in session and requires C/S approval so as not to
interfere with a pc's current program. It is always taken to F/N and an LCR
"Confessional Repair List" used if person not very F/N VGls at the end.
SUMMARY
That much of this tech was issued in Technical Bulletins may have
resulted in it not being known and used by Administrative personnel.
It is however VITAL tech which must be known and USED.
Without it you have Registrars who won't sign up public or accept money,
Div 6 people who just can't have bodies flooding into the Org, D/Ps who
won't accept pcs, Ethics Officers who throw everyone out of the Org or just
don't handle at all, low GI and no Org expansion and lots of wasted effort
by those staff members who do produce.
To have a happy, upstat, productive Org know and APPLY this tech.
Lt. Comdr. Brian Livingston
Revised & Reissued as BPL by Flag
Mission 1234
IIC: CPO Andrea Lewis
2nd: Molly Harlow
Authorized by AVU
for the
BOARDS OF DIRECTORS
BDCS:MD:AL:MH:BL:mh.rd of the
Copyright @ 1972, 1974 CHURCHES OF SCIENTOLOGY
by L. Ron Hubbard
ALL RIGHTS RESERVED
537
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 24 JUNE 1973
Rernimeo
Establishment Officer Series 29
Personnel Series 27
(Taken from LRH OODs item
of 18 Nov 7 1)
" 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
Flag FB EstO
Authorized by AVU
BDCS:KU:JH:nt.rd.ts for the
Copyright@ 1971, 1973 BOARDS OF DIRECTORS
by L. Ron Hubbard of the
ALL RIGHTS RESERVED CHURCHES OF SCIENTOLOGY
538
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 22 NOVEMBER 1973
Remimeo
ESTO SERIES 30
All persons doing Esto work may only use the title "ESTO I/T" (In
Training) until they have successfully and honestly completed:
I - HCO B 21 Nov 73, "The Cure of Q and A".
2. The PRD. (Primary Rundown.)
3. The OEC.
4. The Esto Series.
5. Have shown on post the ability to see situations and handle them
terminatedly.
6. Get staff members actually producing by increased stats.
Any reasons for failure of the Esto system anywhere have derived from
(a) A dishonest "completion" of the PRD and (b) Qing and Aing instead of
seeing and handling situations terminatedly.
An Esto must be at CAUSE.
L. RON HUBBARD
Founder
LRH: nt.rd Copyright@ 1973 by L. Ron Hubbard ALL RIGHTS RESERVED
[See also HCO Pl, 9 May 1974, Prod-Org, Esto and Older Systems Reconciled,
on page 446, which -nodifies the above Policy Letter.]
539
CHRONOLOGICAL INDEX OF CONTENTS
1970 1970 (cont.)
11 Apr * Third Dynamic Tech 25 Nov. Policy & Orders
26 Apr.R The Anatomy of Thought Org Series 16
305
Data Series IR 3 26 Nov. More Outpoints
I I May Logic Data Series 20 64
Data Series 2 8 1 Dec. Reality of Products
12 May Breakthroughs 0 rg Series 17 309
Data Series 3 11 6 Dec. Third Dynamic De-aberration
15 May Data and Situation Analyzing Person net
Series 13 223
Data Series 4 13 0 rg Series 18 314
15 Mav Information Collection 14 Dec. Group Sanity
Data Series 5 15 Personnel Seri 14 227
17 May Data Systems 0 rg Series 19 318
Data Series 6 19 27 Dec. Hats Program Pitfalls
18 Mav Familiarity Personnel Series 16 240
Data Series 7 21 30 Dec. Environmental Control
19 May Sanity PersonnelSeries 15 238
Data Series 8 23 Org Series 20 329
20 May The Ideal Org (LRH ED 102 INT) 27
23 May Errors 1971
Data Series 9 28
23 June The Missing Scene 19 Jan. Duplicating Functions
Data Series 10 30 PersonnelSeries 17 241
30 June The Situation 0 rg Series 21 331
Data Series 11 34 25 Jan. Squirrel Admin
5 July How to Find and Establish an Ideal Scene
Org Se 'es 22 332
Data Series 12 3" 29 Jan. Finance Banking Officers
6 July Irrationality Finance Series 1 358
Data Series 13 43 10 Feb. Adds to Personnel Series No.
8, 16 Sept. 1970
J.1v Working and Managing Ethics and Personnel
Data Series 14 51 Personnel Series 18 242
8 Aug, Wrong Target 13 Feb. Financial Planning Tips
Data Series 15 53 Finance Series 2 360
13 Aug. Liabilities of PR 16 Feb. Lines and Terminals
PR Series 1 113 Org Series 23 335
13 Aug. The Missing Ingredient 17 Feb. Basic FBO Duties
PR Series 2 116 Fina n ce Seri 3 362
13 Aug. Wrong Publics 17 Feb. Handling of Bounced Checks and
Refunds
PR Series 3 119 (HCO PL 17 Feb. 1971 modified 5
July 1972)
29 Aug. Personnel Transfers Can Destroy an Org Finance
Series 3-1 364
Personnel Series 1 189 1 Mar. Income Sources
29 Aug. Personnel Programming Finance Series 4
366
Personnel Series 2 192 6 Mar. Line Design-HGC Lines,
An Example
29 Aug. Recruit in Excess Org Series 24
337
Personnel Series 3 195 10 Mar. FBO Hat
30 Aug. Recruiting Actions Finance Series 6
369
Personnel Series 4 198 15 Mar. Data Series Auditing
10 Sept. Transferitis Data Series 21 65
Personnel Series 5 202 16 Mar. Lines and Hats
12 Sept. Training Personnel Series 19 243
Personnel Series 6 204 0 rg Se ries 25
338
13 Sept. Hats-Vital Data 19 Mar. Personnel Prediction
Personnel Series 7 2 0 5, Personnel Series
20 24S
13 Sept. Basic Organization 19 Mar. Bean Theory-Finance as a
Commodity
Org Series 1 259 Finance Series 7 374
14 Sept. Cope and Organize 25 Mar. Valuable Final Products
Org Series 2 263 Org Series 26 340
14 Sept. How to Organize an Org 26 Apr. FP Activation
0 rg Series 3 265 Finance Series 5 368
16 Sept. Ethics and Personnel I I May Opinion Leaders
Personnel Series 8 207 PR Series 6
125
19 Sept. Investigatory Procedure I I Mav Black PR
Data Series 16 -14 PR Series 7 131
19 Sept. Narrowing the Target 28 May Too Little Too Late
Data Series 17 57 PR Series 8 135
19 Sept. Summary of Out-Points 30 Mav Manners
Data Series 18 59 PR Series 9 137
22 Sept. Hats 2 June Breakthrough-PR and Production
Personnel Series 9 211 Tone Scale Surveys
Org Series 4 267 PR Series 10 140
26 Sept. Org Bd Cutatives 8 June FBO Accounts
0 rg Series 5 272 Finance Series 8 377
27 Sept. Cutative Prices 7 July HCO Establishment Functions
0 rg Series 6 275 0 rg Series 2 7 342
1 Oct. Hats and Counter-Effort 29 July Why Hatting?
0 rg Series 7 276 Personnel Series 21 247
6 Oct. "Moonlighting" Org Series 28 344
PersonnelSeries 10 216 11 Aug. Don't Unmock a Working
Installation
8 Oct. Organizing and Product Personnel Series
22 249
Org Series 8 280 11 Aug. Infinite Expansion
9 Oct. The PR Personality Org Series 29
346
PR Series 4 122 23 Sept. Finance Banking Officer
Purposes
Personnel Series 1] 217 Finance Series 9
378
13 Oct. The Real Why 5 Oct. Propaganda by Redefinition of
Words
Data Series 19 62 PR Series 12 143
28 Oct. Organizing and Hats 22 Oct. Purchasing and Check
Signing Lines Modified
Org Series 9 282 (reissued 17 Feb. 1972)
29 Oct. The Analysis of Organization by Product
Finance Series 10 379
Org Series 10 287 29 Oct. The Executive
I N ov. Organization & Morale Executive Series 1
407
0 rg Series 11 291 29 Oct. Leadership
2 Nov. The Theory of Scientology Organizations
Executive Series 2 409
0 rg Series 12 294 27 Nov. Money
13 Nov. Planning by Product Executive Series 3
410
Org Series 13 298 3 Dec. Exchange
14 Nov. The Product as an Overt Act Executive Series 4
412
Org Series 14 300 5 Dec. Ho~ to do a PR Survey
18 Nov. PR Definition PR Series 13 145
PR Series 5 124 16 Dec. PRO Area Control (Flag Order
3094) 142
20 No,. Organization Misunderstoods 23 Dec. 1: 1 Tech Admin
Ratio on Ne~ Recruits
Personnel Series 12 219 Personnel Series 23
250
Org Series 15 301
540
1972 1972 (-rit~)
7 Jan. Creating Survey Questions 25 July The For. of the
Org
PR Series 14 148 Est 0 Series 24 _526
14 Jan. The "OK to Be a-" System 27 July Form of the Org
and Schedules
Personnel Series 24 252 Est 0 Series 25 529
25 Jan. Population Surveys 28 July Establishing-Holding the
Form of the Org
PR Series 15 162 Org Series 32 353
26 Jan. Not Dones, HalfDones & Backlogs Executive
Series 16 443
Executive Series 5 414 Est 0 Series 26 531
31 Jan. The Why is God 7 Aug.R PR and Causation (revised 9 Aug.
1972)
Data Series 22 66 PR Series 17R 168
6 Feb. Executive Intention 21 Aug. Effective Hatting
Executive Series 6 416 Est 0 Series 2 7 534
8 Feb. Targeting of Divisional Statistics and Quotas 4 Oct.
R Handling PTS and Out Ethics Personnel
ExecutiveSeries 7 418 (revised & reissued 9 July
1974 as BPL;
17 Feb. Proper Format and Correct Action cancels HCO PL 4
Oct. 1972)
Data Series 23 68 Est 0 Series 28R 536
17 Feb. Purchasing and Check Signing Lines Modified 3 Nov.RA
Payment of Flag Bills Incurred Locally
(reissue ot'22 Oct. 1971) (revised & reissued as BPL, 9
June 1974
Finance Series 10 379 and 26 April 1975; revises &
cancels
18 Feb. The Top Triangle HCO PL 3 No,,. 1972)
Executive Series 8 420 Finance Series 14RA
402
27 Fb. Routing 21 Nov. How to Handle Black Propaganda
Executive Series 9 422 PR Series 18
172
29 Feb. Hand ling-Policy, Plans, Programs,
Projects and Orders Defined 1973
Data Series 24 75
29 Feb. Cormet Comm 12 Jan. The Safe Point
Execu tive Series 10 424 PR Series 19
180
7 Mar. The Establishment Officer 8 Mar.
Promotion
(revised 13 Apr. 1972) Finance
Series 15 405
Est 0 Series IR 451 3 Apr. Harting
9 Mar. Income Flows and Pools Personnel
Series 26 256
Principles of Money Management 25 May Supplementary
Evaluations
Finance Series 11 381 Data Series
27 85
9 Mar. Hatting the Est 0 24 June What is a
"Complement"
Est 0 Series 2 459 (Taken from LRH OODs
item of 18 Nov. 71)
9 Mar. Dev-T and Unha"edness Personnel
Series 27 258
Est 0 Series 3 460 Est 0 Series 29
538
10 Mar. Exec Est 0 Hatting Duties 19 Sept. Ideal Scenes,
Ethics Whys and Bright Ideas
Est 0 Series 4 464 Data Series 28
88
13 Mar. Production and Establishment 30 Sept. Outpoints,
More
Orders and Products Data Series 29
89
Est 0 Series 5 468 30 Sept. Situation Finding
14 Mar. Sequence of Hatting Data Series 30
91
Est 0 Series 6 472 10 Nov.R FBO Network Organization
Location
14 Mar. Folio-, Policv and Lines (amends 10 Mar.
71)
Est 0 Series 7 474 (revised & reissued 25
April 1975 as BPL,
16 Mar. Look Don't Listen cancels HCO PL 10 Nov.
1973)
Est 0 Series 8 477 Finance Series 16R
406
16 Mar. Stuck In 22 Nov. Esto Series 30
Est 0 Series 9 481 Est 0 Series 30
539
18 Mar. Files 25 Nov. Final Targets
Est 0 Series 9 481 (corrected & reissued 17
Mav 1974)
19 Mar. Learning to Use Data Analysis
Data Series 31 93
Data Series 25 79 25 Nov.-I Final Target Attachment
23 Mar. Full Product Clearing Long Form (corrected &
reissued 17 May 1974)
Est 0 Series 11 484 Data Series 31 Addition 95
1 A pr. Making an Executive 14 Dec. Target Troubles
Executive Series 11 427 Data Series 32 %
Est 0 Series 12 490
3 Apr. Doing Work
Est 0 Series 13 494 1974
4 Apr. Ethics
Est 0 Series 14 498 26 Feb. The Untrained PR
6 Apr. Product Correction PR Series 20 182
Est 0 Series 15 502 27 Feb. Wasted Planning
I I Apr. The PR Personality PR Series 21 183
PR Series 4 Addition See 123 17 Mar. [Limited issue]
Personnel Series I I Addition See 218 PR
Series 22 see 183
24 Apr. Hatting the Product Officer of the Division 18 Mar.
The Press Book
Est 0 Series 16 -1,07 PR Series 23 184
3 May Ethics and Executives 9 May Prod-Org, Esto and Older Systems
Reconciled 446
Executive Series 12 431 3 July Evaluation, Criticism of
12 Mav PTS Personnel and Finance Data Series 33
99
Personnel Series 25 254 4 July [Limited issue]
Finance Series 12 385 PR Series 24 see 185
Executive Series 13 435 13 July Production Bugs
13 May Chinese School Org Series 33 3S6
Est 0 Series 17 511 13 July Working Installations
3 June Promotion Allocations Org Series 34 357
Finance Series 13 387 18 July Situation Correction
12 June Length of Time to Evaluate Data Series 34
101
Data Series 26 83 19 July Eval Correction
Est 0 Series 18 513 Data Series 35 103
13 June Program Drill I I Aug. Env~isioning the Ideal Scene
Est 0 Series 19 515 Data Series 36 104
15 June PR Area Control-Three Grades of PR 12 Aug. Whys
Open the Door
PR Series 11 142 Data Series 37 106
26 June Supervisor Tech 3 Oct. Pluspoint List
Est 0 Series 20 517 Data Series 38 108
28 June Files Accuracy 27 Oct. Safe Ground
Est 0 Series 21 519 PR Series 25 186
5 July Handling of Bounced Checks and Refunds 28 Oct. Who-
Where Finding
(HCO PL 17 Feb. 1971 modified 5 July 1972) Data
Series 39 109
Finance Series 3-1 364 7 Dec. Prod-Org, Esto and Other
Systems
13 July Survey Buttons and Promo Reconciled Reinstated
450
PR Series 16 167
14 July Est 0 Failures 1975
Org Series 30 347
Executive Series 14 437 12 Mar. The Ideal Org
Est 0 Series 22 520 Data Series 40 111
23 July The Vital Necessity of Hatting 30 Mar. PR &
Information
Org Series 31 350 PR Series 26 188
Executive Series 15 440
Est 0 Series 23 523
541