Data Series - Summary, Rules, Definitions.pdf

Data Series Rules and Definitions Term Definition Source 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. HCO PL 17 FEBRUARY 1972, Data Series 23, PROPER FORMAT AND CORRECT ACTION 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. Data Data Analysis DATA - Facts, graphs, statements, decisions, actions, descriptions, which are supposedly true. HCO PL 15 MAY 1970, Data Series 4, DATA AND SITUATION ANALYZING Data analysis is necessary to any logic system and always will be. Valid answers may only be attained in using valid data. HCO PL 12 MAY 1970, Data Series 3, BREAKTHROUGHS The two general steps one has to take to "find out what is really going on" are HCO PL 15 MAY 1970, Data Series 4, DATA AND SITUATION ANALYZING • • 1. 2. Analyze the data, 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. The correct sequence, then, is 1. 2. 3. 4. 5. 6. 7. HCO PL 15 MAY 1970, Issue II, Data Series 5, INFORMATION COLLECTION Have a normal information flow available. Observe. When a bad indicator is seen become very alert. Do a data analysis. Do a situation analysis. Obtain more data by direct inspection of the area indicated by the situation analysis. Handle. An incorrect sequence, bound to get one in deep trouble is 1. 2. See an indicator, ACT to handle. The whole reason one does a data analysis and a situation analysis is to predict. HCO PL 7 JULY 1970, Data Series, WORKING AND MANAGING Essentially, "data" regarded from the angle of outpoints is a lack of consistency. 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). HCO PL 17 FEBRUARY 1972, Data Series 23, PROPER FORMAT AND CORRECT ACTION So the DATA you give is not a lot of reports. It is a brief summary of the "strings pulled" on the outpoint or pluspoint route to finally get the Why. Data Collection Datum of comparable magnitude Definition Normal admin flows contain enough data to do a data and situation analysis. The less data you have the more precise your analysis must be. Indicators must be watched for in order to undertake a situation analysis. A situation analysis only indicates the area that has to be closely inspected and handled. HCO PL 15 MAY 1970, Issue II, Data Series 5, INFORMATION COLLECTION A single datum or subject has to have a datum or subject with which to compare it before it can be fully understood. HCO PL 12 MAY 1970, Data Series 3, BREAKTHROUGHS 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. HCO PL 6 JULY 1970, Data Series 13, IRRATIONALITY 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. HCO PL 29 FEBRUARY 1972R, Issue II, REVISED 4 JULY 1977, Data SeriesR, HANDLING POLICY, PLANS, PROGRAMS PROJECTS AND ORDERS DEFINED • • • • 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. 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 INVESTIGATION.) STATISTICS: (The independent continuing survey of production or lack of it.) WHY- (The real reason found 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. Errors Many who begin to use "illogics," who have not drilled on them so they can rattle them off, choose errors instead of outpoints. HCO PL 23 MAY 1970, Data Series 9, ERRORS An error may show something else. It is nothing in itself. An error obscures or alters a datum. Evaluation 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: __________________________________________ __________________________________________ __________________________________________ __________________________________________ __________________________________________ __________________________________________ HCO PL 17 FEBRUARY 1972, Data Series, PROPER FORMAT AND CORRECT ACTION STANDARD ACTION 1. 2. 3. 4. 5. 6. 7. 8. HCO PL 19 MARCH 1972, Issue II, Data Series 25, LEARNING TO USE DATA ANALYSIS Work out exactly what the (person, unit, activity) should be producing. Work out the ideal scene. Investigate the existing scene. Follow outpoints back from ideal to existing, Locate the real WHY that will move the existing toward ideal. Look over existing resources. Get a bright idea of how to handle, Handle or recommend handling so that it stays handled. So the test of an evaluation is HCO PL 25 NOVEMBER 1973, Issue I, Data Series 31, FINAL TARGETS DID IT MOVE THE EXISTING SCENE TOWARD OR ATTAIN THE IDEAL SCENE? Thus it is VITAL that four final targets exist on every evaluation, HCO PL 25 NOVEMBER 1973, Issue I, Data Series 31, FINAL TARGETS These are • • • 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.. 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. 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. (A) If the above three targets do not show a favorable approach toward or attainment of the IDEAL SCENE, gather new data, investigate further and RE-EVALUATE or (B) (B) If the IDEAL SCENE has been more closely approached or attained the following commendations or awards are assigned Therefore the success of an evaluation in attaining an ideal scene depends in no small measure on 1. 2. 3. 4. 5. 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. 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. 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. 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. 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. HCO PL 14 DECEMBER 1973, Remimeo, Data Series, TARGET TROUBLES TARGETS JUNIOR TO POLICY There are six duties of a person who is responsible for passing evaluations: 1. 2. 3. 4. 5. 6. HCO PL 3 JULY 1974RB, Data Series 33RB, EVALUATION, CRITICISM OF To see that the evaluation is correct and that it can accomplish or approach the ideal scene, That those doing evaluations, by the process of the criticism itself, become trained and better evaluators, That persons doing evaluations become correctly and well-trained by the process of training, cramming and, as needed, ethics, To see that evaluations do occur on existing situations, To see that unevaluated situations do not exist and, To make sure that the Data Series is used to its full potential. Fact A FACT is something that can be proven to exist by visible evidence. Group Each part of a group, in any ideal scene, should contribute viability to the whole group. HCO PL 26 APRIL 1970R, Data Series 1R, The Anatomy of Thought HCO PL 6 JULY 1970, Data Series 13, IRRATIONALITY Production of something is mandatory on any part of a group if the group is to be fully viable. Handling 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. Handling must be CONSISTENT with the situation, the evaluation, the Why and the ideal scene. HCO PL 7 JULY 1970, Data Series 14, WORKING AND MANAGING HCO PL 17 FEBRUARY 1972, Data Series 23, PROPER FORMAT AND CORRECT ACTION 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 debug expert. And last but most important handling must be EFFECTIVE AND FINAL. 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. Help It is noted that the very insane often attack anyone who seeks to help them. This outpoint is very fundamental as an illogic and is very useful. HCO PL 15 MAY 1970, Issue II, Data Series, INFORMATION COLLECTION Humor A sense of humor is in part an ability to spot outpoints that should be rejected from a body of data. In fact a sense of humor is based on both rejection and absurd outpoints of all types. HCO PL 23 JUNE 1970, Data Series 10, THE MISSING SCENE Laughter is rejection, actually. HCO PL 30 SEPTEMBER 1973, Issue II, Data Series 30, SITUATION FINDING 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. Ideal Scene A rational ideal has this law: THE PURPOSE OF THE ACTIVITY MUST BE PART OF THE IDEAL ONE HAS FOR THAT ACTIVITY. Some knowledge of the scene itself is vital to an accurate and logical assembly or review of data. HCO PL 19 MAY 1970, Data Series 8, SANITY HCO PL 23 JUNE 1970, Data Series 10, THE MISSING SCENE 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. 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. A SITUATION IS A MAJOR DEPARTURE FROM 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. There are two scenes: • • HCO PL 30 JUNE 1970, Data Series 11, THE SITUATION HCO PL 30 JUNE 1970, Data Series 11, THE SITUATION HCO PL 5 JULY 1970, Data Series 12, HOW TO FIND AND ESTABLISH AN IDEAL SCENE HCO PL 5 JULY 1970, Data Series 12, HOW TO FIND AND ESTABLISH AN IDEAL SCENE The ideal scene The existing scene The entire concept of an ideal scene for any activity is really a clean statement of its PURPOSE. HCO PL 5 JULY 1970, Data Series 12, HOW TO FIND AND ESTABLISH AN IDEAL SCENE 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. 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. HCO PL 6 JULY 1970, Data Series 13, IRRATIONALITY To test the ideal scene for correctness one needs to be able to formulate its statistic. The correctly stated ideal scene will have a production statistic. Each part of a group, in any ideal scene, should contribute viability to the whole group. 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. 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. HCO PL 7 JULY 1970, Data Series, WORKING AND MANAGING 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. HCO PL 17 FEBRUARY 1972, Data Series 23, PROPER FORMAT AND CORRECT ACTION 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. 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. HCO PL 11 AUGUST 1974, Data Series 36, ENVISIONING THE IDEAL SCENE Thus: ONE MUST BE ABLE TO ENVISION AN IDEAL SCENE TO FIND A SITUATION. An ideal scene is FUTURE. Ideal Scene, departure Seeing something wrong without seeking to correct it degenerates into mere faultfinding and natter. HCO PL 5 JULY 1970, Data Series 12, HOW TO FIND AND ESTABLISH AN IDEAL SCENE Revolt is only an expression of too long unmended departures from the ideal scene of society. 1. 2. 3. Any and all irrationality is connected to departures from an ideal scene. Therefore outpoints indicate departures. It must follow then that rationality is connected to an ideal scene. HCO PL 6 JULY 1970, Data Series 13, IRRATIONALITY These three assumptions should be studied, observed and fully grasped. Ideal Scene, missing The biggest outpoint would be a missing ideal scene, the next biggest would be a correct statistic for it. Illogic There are 5 primary ways for a relay of information or a situation to become illogical. 1. 2. 3. 4. 5. Omit a fact. Change sequence of events. Drop out time. Add a falsehood. Alter importance. • • • Assumed "identities" are not identical Assumed "similarities" are not similar or same class of thing Assumed "differences" are not different 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. 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. HCO PL 7 JULY 1970, Data Series 14, WORKING AND MANAGING HCO PL 11 MAY 1970, Data Series 2, LOGIC HCO PL 11 MAY 1970-1, Data Series 2-1, FURTHER ILLOGICS HCO PL 30 SEPTEMBER 1973, Issue II, Data Series0, SITUATION FINDING Indicator An indicator is a visible manifestation which tells one a situation analysis should be done. HCO PL 15 MAY 1970, Issue II, Data Series 5, INFORMATION COLLECTION Indicator, Bad What is a "bad indicator" really? It is merely an outpoint taken from the 5 primary outpoints. HCO PL 15 MAY 1970, Issue II, Data Series 5, INFORMATION COLLECTION Logic Therefore logic must have several conditions: HCO PL 11 MAY 1970, Data Series 2, LOGIC 1. 2. 3. 4. 5. Observation All relevant facts must be known. Events must be in actual sequence. Time must be properly noted. The data must be factual, which is to say true or valid. Relative importances amongst the data must be recognized by comparing the facts with what one is seeking to accomplish or solve. There are certain conditions necessary for accurate observation. • • • • • • • • HCO PL 18 MAY 1970, Data Series 7, FAMILIARITY 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 PLUSPOINTS or rightnesses when present. Fifth is knowing OUTPOINTS (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. So OBSERVATION in general must be continuous for situations to be noted. Opinion An OPINION is something which may or may not be based on any facts. Outpoint(s) OUTPOINT - 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. Outpoints, Primary Pluspoint(s) HCO PL 17 FEBRUARY 1972, Data Series 23, PROPER FORMAT AND CORRECT ACTION HCO PL 26 APRIL 1970R, Data Series 1R, The Anatomy of Thought HCO PL 15 MAY 1970, Data Series 4, DATA AND SITUATION ANALYZING A sense of humor is in part an ability to spot outpoints that should be rejected from a body of data. In fact a sense of humor is based on both rejection and absurd outpoints of all types. HCO PL 23 JUNE 1970, Data Series 10, THE MISSING SCENE The more outpoints the less future. HCO PL 7 JULY 1970, Data Series 14, WORKING 1. 2. 3. 4. 5. Omit a fact. Change sequence of events. Drop out time. Add a falsehood. Alter importance. PLUSPOINT - A datum of truth when found to be true compared to the 5 points. 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. HCO PL 11 MAY 1970, Data Series 2, LOGIC HCO PL 15 MAY 1970, Data Series 4, DATA AND SITUATION ANALYZING HCO PL 3 OCTOBER 1974, Data SerieN, PLUSPOINT LIST • • • • • • • • • • • • • Predition 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 SOURCE. (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 whole reason one does a data analysis and a situation analysis is to predict. HCO PL 7 JULY 1970, Data Series 14, WORKING AND MANAGING The biggest outpoint would be a missing ideal scene, the next biggest would be a correct statistic for it. Reasonableness 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. HCO PL 30 SEPTEMBER 1973, Issue II, Data Series 30, SITUATION FINDING 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. Revolt Revolt is only an expression of too long unmended departures from the ideal scene of society. HCO PL 5 JULY 1970, Data Series 12, HOW TO FIND AND ESTABLISH AN IDEAL SCENE Sanity Sanity is the ability to recognize differences, similarities and identities. Situation Situation - The broad general scene on which a body of current data exists. HCO PL 26 APRIL 1970R, Data Series 1R, The Anatomy of Thought HCO PL 15 MAY 1970, Data Series 4, DATA AND SITUATION ANALYZING HCO PL 30 JUNE 1970, Data Series 11, THE 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. 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. HCO PL 17 FEBRUARY 1972, Data Series, PROPER FORMAT AND CORRECT ACTION 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. • • 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. Situations cannot be handled well unless a real WHY is found. Situation, how to find Situation, handling 1. 2. 3. 4. 5. 6. 7. Observe. Notice an oddity of any kind or none. Establish what the ideal scene would be for what is observed. Count the outpoints now visible. Following up the outpoints observe more closely. Establish even more simply what the ideal scene would be. The situation will be THE MOST MAJOR DEPARTURE FROM THE IDEAL SCENE. 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! HCO PL 19 MARCH 1972, Issue II, Data Series 25, LEARNING TO USE DATA ANALYSIS HCO PL 30 JUNE 1970, Data Series 11, THE SITUATION HCO PL 30 JUNE 1970, Data Series 11, THE SITUATION 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. 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. In order to resolve a situation fully one has to get the real reason WHY a departure from the ideal scene occurred. HCO PL 5 JULY 1970, Data Series 12, HOW TO FIND AND ESTABLISH AN IDEAL SCENE "What was changed?" or "What changed?" is the same question. Statistic • • • • The correctly stated ideal scene will have a production statistic. 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. To test the ideal scene for correctness one needs to be able to formulate its sta- HCO PL 6 JULY 1970, Data Series, IRRATIONALITY • • tistic. The correctly stated ideal scene will have a production statistic. The statistic measures directly the relative survival potential of the organism or its part. Situations and DATA trails are supported by statistics. The main point is DON'T ACT WITHOUT STATISTICAL DATA. HCO PL 17 FEBRUARY 1972, Data Series 23, PROPER FORMAT AND CORRECT ACTION 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. Targets 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. HCO PL 25 NOVEMBER 1973, Issue I, Data Series 31, FINAL TARGETS Why WHY = that basic outness found which will lead to a recovery of stats. HCO PL 13 OCTOBER 1970, Issue 11, Data Series 19, THE REAL WHY WRONG WHY = the incorrectly identified outness which when applied does not lead to recovery. The real WHY when found and corrected leads straight back to improved stats. 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. 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. HCO PL 31 JANUARY 1972, Data Series 22, THE WHY IS GOD The Why is NOT God. It lies with YOU and your ability to be logical. 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. HCO PL 17 FEBRUARY 1972, Data Series 23, PROPER FORMAT AND CORRECT ACTION Therefore the WHY must be something you can do something about. 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. IT WILL BE FOUND THAT WHERE YOU HAVE A REAL WHY PEOPLE WILL COOPERATE ALL OVER THE SCENE. 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 first outpoint. HCO PL 19 MARCH 1972, Issue II, Data Series