1.) Once having cleared up what a Product Officer is, we are up against the next Barricade.

1.) As the Product Officer gets products, he stacks up more resources in terms of money - but he may not have ANY resources in terms of TRAINED PERSONEL.

2.) The First Product of a Product Officer is an Org Officer.

2.) The SO is expanding since 67, 68 - Now have 3 AOs, 3 SHs, more orgs, more franchises. The stats have become more "compartmented" but over all, added up, Scientology is expanding and is now bigger than even the '68 boom period.

3.) The Org Officer's 1st Product is an HCO Area Secretary.

3.) The point where the strain shows up is the SO, because it doesn't have enough personell to quite keep up with it.

4.) The HCO Area Sec's 1st Product is an HCO

4.) The orgs could be doing better, but franchise is doing well.

5.) The HCO's 1st Product is the ESTABLISHMENT.

5.) In Washington DC, early days, they split off their personell to set up feeder orgs, but the feeders became independent so the result was that Washington became weaker in trained personell.

6.) Some people do not know what an establishment IS. They thing it's just BODIES!

6.) The SO is now running 3 AOs. They make the same income as one AO when combinded, but it's 3 Establishments to care for.

7.) JOKE: That would make a mortuary the ideal establishment!

7.) The "better idea" now to handle this is force ALL of them to be BIG! (Don't contract, or "go back" to a former size or operating basis.)

8.) Until this point is cleared on an Org Officer, they are not effective at all.

8.) The "ban" in Australia was totally ineffective. We have our books back and orgs are operating again. It's a dead "statute" (or law), because it isn't enforced.

9.) This is important. It is information you can not live without as an exec.

9.) If you don't continue to pile up resources in terms of trained staff, space, and money - that is what is going to break your back - because you are EXPANDING and to keep up with it you need RESOURCES.

10.) If you don't know this data, things will not work out on any post in the Prod/Org System.

10.) Don't plan on a "level" graph. Keep making resources - trained hatted people, allegiance in the field, etc.

It's a GROSS ORGANIZATIONAL ERROR.

11.) Auditors Assn, handling ARCB in the field, reviews done, etc. will keep you expanding when the strain comes - (those people, who hat RESULTS, will HELP.)

11.) If Establishment is not in, the Product Officer will go into a short term cope, get exhausted, and say the system doesn't work. His products will also get worse and worse.

12.) The Org Officer has to keep track of RESOURCES. Especially TRAINED people. He should be "greedy". He should stack them up - Auditors, Books, Money, etc. The Product Officer keeps making products, but the O/O should keep track of them as RESOURCES for EXPANSION.

12.) It will also produce overloads and ARC Breaks which can't be audited because he's too exhausted.

13.) OVER-hat as much as possible - a person who knows 3 hats is a better resource than a person who only knows ONE hat.

13.) The "REAL WHY" is found in Establishment (lack of).

14.) Sudden "demands" can now be handled: Ex:

14.) The Org Officer was the "cheerleader", took care of bodies and hats - but also he has to be AHEAD of the Product Officer - preparing for increased production. The "Heavy Traffic Warning" idea.

New Building? - OK - by the O/O:

15.) If the Org Officer is NOT ahead of the Product Officer, you will get a sequence of booms and depressions - Overload, lines break - cope - overload, breakdown, over and over.

Million Dollars? - OK.

16.) But the Org Officer has Product 3 & 1 - Correction of the Establishment and the Establishment - so he had better do so fast - but - how?

20 Auditors? - OK.

17.) Prod 1 - Establishing the Establishment. Prod 2 - The Product of the Establishment. Prod 3 - Correction of Establishment. Prod 4 - Correction of the Product.

15.) The O/O only falls behind when his resources are limited.

18.) Now these are just arbitrary numbers, for a sequence. But you should probably figure your org board out backwards - 4, 3, 2, 1 - (if you have an existing operation or products lying around to start with).

16.) He gets ahead by increasing and hoarding his resources.

(Note: Ron's Org started this way, doing 4, 3, 2, 1 on the Existing pc's & Pre-OTs & Auditors & c/Ses.)

17.) You don't wand a "miser" as an O/O who never lets go of the resources. You want a "provident" O/O who has resources for USE in future need.

19.) What comes first? The ESTABLISHMENT or the PRODUCT? It's like a CHICKEN & EGG question. (Answer: The IDEA of the Chicken as a product, then the IDEA of making an egg to produce it - and of establishing that EGG.) (Or if the EGGS are the Products, then the chicken is the establishment, but some of the "products" have to be kept to product further "chicken org" staff.)

18.) You can't expand unless you have resources. So pile them up and keep ahead of the game.

20.) The EG came first, otherwise there is an omitted sequence. So we solved that old question - just look at the Data Series.

19.) In orgs I used to run, you find a lot of stuff piled up in the garage, never used. Was that a waste? No, it was just "providence" extended a little TOO far.

21.) The Product, however, does come first. As a cope. Ex: Shoemaker finds some leather, and old kitchen knife, makes sandals. Sells some. Gets a BETTER KNIFE - that's when he starts into Establishment.

20.) If you looked around, you would ALSO see all the resources I DID use, and if you examined accounts you would see I also had high RESERVES OF MONEY in those periods. The staffs were also WELL AID at those times.

22.) OUT OF THE PRODUCT RISES THE ESTABLISHMENT.

21.) So these are the criteria by which the O/O operates.

23.) You could take 100,000 Dollars, establish an org - and it would probably promptly fail - we HAVE done it. So we always insist an org make it's OWN way.

22.) He has to know what resources are: (Space, Furniture, Equipment, the Establishment Factors of the Org, any of these can be resources if not being utilized in current production.)

24.) If you want to fail, just give an org money "till it gets on its feet". This never works.

23.) But what happens to the Final Valuable Products of the Org? The Product Officer makes them, and THEN the O/O steps in and makes sure they become resources. That's how he gets AHEAD of the P/O

25.) Big factories do this all the time - yes, but NOW they DON'T OWN THEMSELVES any longer - they are owned by the bank.

24.) If you open an O/Os desk and he has no list of potential auditors and sups & staff, then he is in poverty.

26.) The point I'm making is: There is no point at which the flow can be reversed. So the PRODUCT comes first. So there is good reason to change the numbering of the 4 Products and make the PRODUCT of the Establishment Number 1.

25.) The O/O tries to keep it all organized and org-boarded, until the Org Board gets in his road, then he handles as needed and gets an org board change approved after the fact. Otherwise he won't be able to handle weak points which show up during expansion.

27.) So the EGG (as product) always comes first. It's economically unsound to do it the other way.

26.) You need an Org Board that won't blow up at the joints when expansion occurs.

28.) Now if you take the PRODUCT and work backwards to see what is needed to make it, you get the Org Board. (So maybe the numbering IS OK. If you work backwards from Prod 2, you get Prod 1.)

27.) The 1967 Org Board works well on expansion. If can work from 1, 2 or 3 people on it up to about 100.000 staff.

29.) If you take an org board by itself and just "post it" - you haven't necessairly got ANY at all.

28.) So you don't have to vary the pattern of the org board much - that's the reason it was planned - for EXPANSION.

30.) If you just "post" people by the org board you wind up with a government that governs nothing.

29.) The O/O must be travelling AHEAD of the Product Officer.

31.) So how do you post it? you post FIRST the people who GET THE PRODUCT.

30.) At peak periods, they work as a team - together. At these heavy traffic periods they must not be distant from one another.

32.) The basic Valuable Final Products of an Org are Auditors, Pcs & Money.

31.) The O/O should be so familar with the personnel of an org that he would know at any time what they are all doing.

33.) So you don't post "Execs" who don't WORK. Somebody could HOLD these posts, but they ALSO have to TRAIN, AUDIT 6 REG, in a small Org.

32.) The 2. Aug. 65 PL on 7 div org board gives the pattern, or "Form of the Org". It says what the HES does and what the OES does. That was the first "borning" of the Prod-Org System. When Orgs violated that, they became harder to manage. Really the HES was an O/O and the OES was a Product Officer.

34.) Course Sups, auditors, Regges, Procurement of Public. - You get from that new Auditors, pcs & money. Then you can expand.

OES (P/O) - money, auditors, pcs, field products. - Divs 3, 4, 5, 6.

35.) Another Cycle occurs and then you can promote broader and get more people in.

HES (O/O) - hatting, personnel, form of org, files, names and ESTATES in Div 7 (Establishment). - Divs 7, 1, 2.

36.) One mistake - a basic one - is not to have a SUPERVISOR to train Auditors. That will eventually limit your expansion.

J. It (2 Aug. 65) contains the elements of the system we are now working with. It was based on an older system. But the '67 org board is a PRESERVATION of the system also. So it is evolving.

37.) If you want an org - post it backwards - Course Sup, materials, Tech Services, etc.

33.) The '67 org board worked very well at St. Hill during his peak periods. MSH copied it down with all its functions & corrections.

38.) But the Sup has to be trained - so does the "chicken" (organization) come 1st? (No. A person can use a cope - read, drill, apply.)

34.) I found that if a section is on the wrong part of an org board you get into trouble at once.

39.) If you chrashed on a desolate planet with a spaceship - you COULD build a civilization starting with a sharp rock, then fire, then metals (copper 1st), etc. to steel and electronics.

35.) We adjusted these points, so the 1967 Org Board is a fully tested Org Board.

40.) There IS some place to start - a sharp rock. So it CAN be done.

36.) We lost the manuscript of the Div 3 from that time but have gotten it more or less correct.

41.) Now in an Org area just starting, you find students who pay - the Org Officer has to get a Course Sup., materials, tape machines, a place to study. (The Product Officer Sups until the Org Officer gets one) - and it starts.

37.) Distribution now goes a bit funny because new tech has gone in there (PR Tech) and its PRODUCT was not fully anticipated at that time (67).

42.) The Org Officer gets an Establishment Officer to put the org there (HCO AS). He then handles Prod 3's while the HCO AS is doing Prod 1.

38.) The product of Div 6 is now SCIENTOLOGISTS.

43.) The Hiring and Posting of what staff the O/O needs is the HCOs job. Meanwhile, the O/O uses whoever he can find to handle Prod. 3's.

39.) Then the Scientologists have products of sold books, contracted people, interested people sent in, etc.

40.) You can use the the new 3 Public Div Org Board but I will tell you right now the PE and pub. div. training has to be back in DIV 4 because they have the Supervisors, Tech Services, etc. in Tech Div.

44.) The HCO generates the ESTABLISHMENT. This is the big M/U that people have. They think it's JUST people and hats.

41.) You will also have a Staff College or Hatting College in Tech Div. for the same reason.

45.) What does an Organization and Establishment consist of?

42.) Just kick the Public or other curses right over into Training Dept. as they will e better cared for.

1. A Space to Produce in. A safe guarded protected space with Doors, Windows, Floors, and a Roof.

43.) The public get into the Training Dept. and the students there on upper courses then have status and tend to interest public in further training. (It gives a Reach-Withdraw for the Public all IN the org.)

2. Tables, Chairs, Desks.

44.) The Org pattern and OEC are all of a piece. Maybe a Div-Dept. designation has changed here and there, but the functions are usually the same.

3. Supplies for Admin & Tech.

45.) The O/O is RICH in Organizational Tech & Material - the OEC, Management Series, etc. And rich in information on the Org Product system.

4. Materials of Courses and Auditing.

46.) An org is liable to try to Organize forever without Producing - or tries to Produce forever without Organizing. Both are hideous CRIMES.

5. Tape machine, type writers, E-Meters, charging cords.

47.) Because both will crash. You can't continue to Organize without Producing and you can't continue to Produce without organizing it.

6. Signs, forms, Org Board, routing forms, certs, releases, etc.

48.) The general conduct of the O/O is met to the degree he is familiar with: OEC, Hats, duties, resources, Establishment.

7. Electricity, Heat, Light, Ventilation.

49.) The Product Officer has to know all that BETTER than the O/O.

8. People for Staff.

50.) If you as P/O or O/O go adrift, you have a lot of Policy there to Review to find out how to proceed.

9. Hats for Staff.

51.) 1970 was a stellar year in Org Technology (Policy). You might suspect it "threw away" all the rest. NO. There is a CONSISTENCY in all of this. It just pointed up the IMPORTANCES of certain things and how an EVOLUTION can take place (of the 3rd Dynamic Tech).

10. Money & Accounts, Legal items, etc.

52.) There is another system called the TRIANGULAR system. But it's for big orgs. You wouldn't wand this until you are producing around 20.000 to 30.000 Dollars a week of delivery. Because it's a bit cumbersome.

11. Comm system, Logbooks, etc.

53.) The triangular system is one by which the Org Officer and Product Officer are HANDLED and SUPERVISED or COORDINATED by an Executive Director or Commanding Officer.

12. Files for CF, FSMs, Students, PC Folders.

54.) In the lineal (line) system, the P/O is the Planning Officer.

13. Decor items: rugs, lamps, lounge, snack bar, public lounge.

55.) The C/O or E/D of an Org is the PLANNING and COORDINATING Officer. (On Flag Management, we use half-and-half. We have a P/O & O/O, but when a fast handling is needed for a Continent, I step in as C/O and give a plan and coordinate actions for the handling.)

14. Telephones, Mailboxes, Telex.

56.) In any smaller org, the P/O is always the C/O or E/D as well.

15. Stats, scheduling boards, etc.

57.) But when you put in the triangular system, you also put in the frills: A Staff PR Officer, messengers, and a Secretary for the C/O.

16. Mimeo & Mimeo files.

58.) The reason it's messengers, is because when things are moving fast, if you send one off, you don't have one until he gets back, so you wand more than one, so the flow can keep going rapidly.

17. Clocks & Schedules.

59.) I'm doing the Roman Chariot trick of running 3 chariots from the center horse. I am the C/O of 3 Orgs on board (FAO, FB, & Ship) and have messengers and excellent secretarial-counselor service. At this point, the ship Org needs more HCO and Organizing.

IN SHORT: MEST, THOUGHT & LIFE !

60.) An area that isn't organized well, will cave in. You can predict that. It expands, weak points show up, somebody goofs - and crash!

46.) When you see this fully, your attention comes off "just bodies".

61.) The longer you let it go, the bigger the "boom-crash"! So you have to get it organized better, use the PR Officer to find the buttons & tone for a handling, Comm EV The HCO AS for not establishing or recruiting, and handle.

47.) Remember: A DISPATCH IS NOT A PRODUCT. It never will be. It doesn't get us anything and it never establishes anything. So, don't accept excuses like - "well, I wrote a dispatch about it...."

62.) "The longer you neglect it, the more frantically you have to work to salvage it."

48.) A dispatch is NOT a doingness - it is a "gesture".

"The longer you let go, the bigger the crash."

49.) In a CLO or management org - you have the situation where the Product Officer operates EXTERNALLY and the Org officer operates INTERNALLY. It's slightly different from a Delivery org where both work INTERNALLY.

These are two operating principles.

50.) If a person has to handle both EXTERNAL & INTERNAL ATTENTION AREAS at the same time, he goes bonkers. It can be done, but not for long.

63.) Foresight pays off. The O/O has to be ahead of the P/O to prevent crashes and arrest declines.

(Note: This is exactly why we need CASELESS PEOPLE to make a New Civilization with.) (Then ALL their attention can be EXTERNAL.)

64.) He thinks in terms of resources for expansion. More hatting, on several posts, to provide a quick replacement for a Div Head or Exec, etc.

51.) The Guardian Office is EXTERNAL, but while you execs are here on Flag they are holding some Exec Posts INTERNALLY, so speed up and get back there.

65.) In poverty, it is always very easy to starve to death very quickly.

52.) I told an EXTERNAL Exec to bypass HCO, go to the Personell files, and find a replacement for the INTERNAL post she was holding. This was after she told me she had tried to "handle" it by "repeatedly writing to HCCO". My reply charred the wood on the desk.

53.) The REGISTRAR is an EXTERNAL ATTENTION POST. So don't have them also worrying about "filling CF". That will cut your income to pieces.

66.) There is an "Make-Break" point of an org. When it drops below a certain income, volume, & personel level it will "break" AND break the people in it.

54.) So, remember to analyze posts from "EXTERNAL" & "INTERNAL" attention required, when someone has HFA, or double or triple hats.

67.) When you get people trying to "blow" because of overload and they can't cope with it - you are definitely in the "Break" area.

55.) Similarly, the PRODUCT Officer can have his attention yanked off production by an O/O who is not running AHEAD of him. So the rule holds also for PRODUCTION - ORGANIZATION as it does for EXTERNAL - INTERNAL.

68.) Trouble, strain, stress are indicators of a "break" situation. The real trouble may not be RIGHT THERE, It may be on an extensional line - (like a bank cutting off the funds, or a cross-order from a network, etc.) A Bureau is suceptible to this - the stresses are not "in" the org, they are on its TRAFFIC LINES - because of its responsibility for external areas, Their stress can show up inside the org - it's NOT the personel of the bureau, they are OK. It's coming in on the LINES.

56.) You CAN PRODUCE without a clear-cut ORGANIZATION. So go ahead and do so. If you go into 100% ORGANIZE, the whole org will stall.

69.) That is the time to organize like mad, promote like hell, and push up your accumulation of resources at great speed.

57.) You Organize WHILE you Produce. But, "You PRODUCE WHILE you Organize", is closer to the truth.

70.) Every Scientology Org in the world in the moment I speak (Jan 71) is running below its "make" point.

58.) The O/O and the HCO AS have to have a fantastically clear idea of what an Establishment consists of - exactly.

71.) The "make" point of a Scientology Org is probably around a 20,000 Dollar/week GI with balanced delivery & other stats.

59.) If not, the O/O can't back up the P/O because the O/O won't be able to detect a DECLINE.

72.) If you are not doing that, there will be strain, and it will dwindle, unless you actively take efforts to push it up to the "make" point.

60.) He won't see it as a "Departure from the Existing Scene" because it is not STATICIZED necessairly.

73.) You have to take the decision to EXPAND and push it up to the zone of "make".

61.) If the roof falls in, there is no stat for it - but it IS a departure from the Ideal Scene - I assure you!

74.) It's the money made by the individual staff member which determines the "make-break" point. It's the old Qual Stat - "GI divided by Staff".

62.) The first requisite of an O/O then is not the OEC but the definition and full understanding of what an Establishment is.

75.) If it's too HIGH or too LOW, it's an indication of a "break" point. If too high - say 5000 per staff member, it means you haven't put enough organization there to make that much money and it will "crack". If too low, the staff is unproductive and Dev-T abounds so no products get produced, it's organized badly.

63.) And also - "What is everything in this PARTICULAR Establishment?"

76.) In 1969, it was 16-18 Pounds per week International. (About 100 DM per week) That's not enough even for a staff member to support HIMSELF with - much less the organization.

64.) THEN he gets the OEC, as it tells him all that should be there and how it works.

77.) In that period there must not have been any product production, or it was done by only a few and the rest were UNORGANIZED HANGER-ONS. (An-hangers)

65.) He should have a list of hats for posts in the org, so he knows what all these posts DO.

78.) I got alerted to this low stat (GI divided by staff) over one year ago, got out the LRH # 1 programs to hold the fort until we could get a better form of organization. (With this FEBC Tech)

66.) Anyone handling personell must have such a list.

79.) The "why" was lack of products. Insufficient volume & quality - and insufficient viability as a result.

67.) In companies, if they need a "shop foreman", they look for somebody who WAS one. Because they don't KNOW the duties. (So if anyone HAD the knowledge but was on another post, they wouldn't know it!)

80.) Whatever products that were produced, COST TOO MUCH of the org's time and resources.

68.) Here on Flag, They tried to make the D/P hold the C/S Conference!

81.) The highest income in the Sea Org ever made was 5500 Dollars (11,000 DM) per staff member per week. (AOLA - 1968 under Capt.W.B.Robertson) They were pretty much under strain but they were doing it.

69.) The D/P assigns auditors, gives the data to Tech Services for posting on the scheduling board, and interviews pc's to clarify their programs, or to get data. (The Examiner can interview to find out what the auditor did in a flubbed session.)

82.) Recently, the Sea Org members divided into the Sea Org income gave ca. 520 Dollars (1040 DM) per week. Now that's ALL SO members, not just org staff at AO's. That is 10 x what the SCIENTOLOGY Orgs internationally did in 1969!

70.) So don't audit pc's with the "MYSTERY" RUD OUT. Use the D of P to give the R-factor.

83.) One reason may be that Scientology Orgs do not sell "PACKAGES" or RESULTS. They sell "hours" of auditing. That might not be wise.

71.) HCO here has also developed an illegal policy of opening pc & student mail in case it might "enturbulate" the pc. Totally illegal - AND they had Tech Services doing it!

84.) Or they could rescue themselves by selling TRAINING which isn't "cut-rate" training.

72.) The failure to predict the traffic load finally blew up every weak spot in the org.

85.) LA Org was selling courses for a little as 35 Dollars! All "cutatives" and just a failure to collect the money.

73.) And I had warned them days previously of heavy traffic and to beef up Tech Services - and I found it was being "done" on DISPATCH lines! God's sakes!

86.) Even though you sell a package of service, there may be internal difficulty so that the Final Valuable Product does not occur.

74.) When an Org is forming, this is the key time - like no other for the O/O to adhere to the Prod 3 (Correction of the Establishment) and leave Prod 1 to someone else (like the HCO AS).

87.) So the reason you have now a sophisticated management technology is because of these factors and because of the difficulty of managing over a long distance line.

75.) In a fast running organization the total duty of an O/O is: "Halting a Decline" - by use of Prod 3.

88.) 1970 was the year of this research and developement.

76.) Or a THREATENED decline.

89.) YOUR "MAKE-BREAK" POINT OF THE ORGANIZATION IS IMPROVED TO THE DEGREE THAT SCIENTOLOGY TECHNOLOGY AND POLICY IS KNOWN AND EMPLOYED (APPLIED) IN THE ORGANIZATION'S OPERATION. THIS IS THE FIRST FACTOR YOU HAVE TO LEARN.

77.) The O/O belongs a little bit AHEAD of the P/O, anticipating the traffic flows. It's a lucky P/O who has an O/O that handles this way.

90.) I just found an other-originated policy that caved in a corner of our finance operations. Now I have to find out who, why and cancel it.

78.) This is why the P/O must keep notes and pass them over to the O/O, indicating the Organizational action to be done.

91.) Now occasionally you will get an order, ED, policy, or bulletin that runs counter to your PRODUCTION and makes it difficult. You must alert management to this at once. There is even a policy by which a Destructive Order can be halted. ("Orders, Query Of" - HCOPL)

79.) If you know Policy, you "common sense" (use of Policy) may appear to be "screaming genius" to somebody else. And conversely their "common sense" (NOT based on Policy) may appear as "idiocy" to you.

92.) When I released the Dianetics Course, it says in the Pack: "Do not drop any Scientology actions you have in progress." In Southwestern US someone put out a "policy" that it was a "high crime" to audit Scientology Grades on people who hadn't done the Dianetics Auditing! Now WHO did that crazy thing, I don't know - but I WILL find out.

80.) This system (Prod-Org) will break down on the inability of the O/O to define, locate, and establish every bit of the Establishment - and including the DUTIES of the hats in it.

93.) You should be alert to those on your lines who try to destroy foreward progress.

81.) You "Clear it". You can do "Reach & Withdraw on the equipment & personell" on an O/O, etc. as well as study tech.

94.) THE RIDING OF THE CURRENT "FASHION" or the CURRENT "FAD" DOES MORE TO DESTROY YOUR STATS THAN ANYTHING ELSE YOU COULD DO.

82.) The P/O has to name, recognize, want, and get the product of the Establishment.

95.) MAN, IN HIS CONTINUAL, IMMEDIATE CONCERN WITH PRESENT TIME, IS CONTINOUSLY THROWING AWAY WHAT HE HAS IN RETURN FOR WHAT HE "HOPES TO HAVE".

83.) The monitoring LAWS are: He has to Recognize and Want the Product; the ACTION is; He has to get it.

96.) Your BASIC resources are POLICIES and HCOBs. Don't throw them away!

84.) The P/O has to know more about the Organization than the O/O, really.

97.) We have just put the "State of Man" Congress from 1950 on very high level, upper level, course. It was a RESOURCE.

85.) The O/O MUST KNOW "what an Establishment is" or he won't know what the Ideal Scene is, so he won't be able to spot a departure from it and thus can not arrest a decline. This is the WHY of a breakdown in the system.

98.) If you don't know what your resources ARE, then they won't be utilized.

86.) Thus the O/O works on Prod 3 and if he does well, there won't be booms followed by depressions.

99.) Just because Auditors flub on Dianetics, you shouldn't look for a "new method". If they really understood the Dianetics book the cases would ALL resolve.

87.) He will spot the declines and handle. You can spot a GDS (Gross Divisional Stat) dipping and then another and KNOW that soon the GI itself will drop.

100.) The highest breakthrough we have at this time is covered in full in the early 60's. The only thing we have done is used it to its TOTALITY, and audited it with some new methods of handling a session which make it come off smoothly, only one new principle has been developed. But there are two new methods of auditing to make it smoother. But the theory of it is back there in the early "60's". (XDN" L's?)

88.) You can get a slump after a boom because the expansion finds and exploits every weakness in the org, and if these are not spotted AND handled - crash!

101.) Basically you are in the business of KNOWLEDGE. It's the one thing you are putting out - KNOWLEDGE OF SELF. That IS a Final Valuable Product, no matter what other ones you have.

89.) When these weakpoints blow-up you get HE&R in your road, overloaded staff who wand to quit, and the whole thing goes to hell.

102.) A person who was a Class 10 asked me the other day and I referred him to "Dianetics the Original Thesis". (It was in regard to a Low TA case and not understanding why it audited a certain way.)

90.) Unless you have an O/O who spots the points of decline and handles them by Prod 3.

103.) I've hat C/Ses who couldn't audit or C/S because they did not know the basic books.

91.) To arrest a decline BEFORE it happens, an O/O can predict from the rate of expansion - that a bigger space and more staff will be needed in 3 months. So he gets HCO onto finding a building that won't eat up the money being made by the expansion and to plan a move, "open house", etc.

104.) Your are basically PURVEYING KNOWLEDGE. So how can you do this without your MIMEO FILES, YOUR BOOKS, TAPES, etc. crammed into the bookstore and shelves in the org?

92.) (Lecture is continued on FEBC # 6, "The Org Officer and his Resources" - Part I.)

105.) We analyzed a franchise who had the best stats - asked him for his successful actions - he read a POLICY LETTER at the beginning of each PE lecture! He had a howling success on sign ups for auditing and courses.

106.) Compare this to empty MIMEO files, packs with "holes" in them, etc. and you see what causes your "MAKE-BREAK" point.

107.) You are not spending your primary asset - which is KNOWLEDGE.

108.) We are not dealing with the kind of knowledge that "was" true last year and is "not" true this year. It's TRUE FOREVER and always has been TRUE.

109.) So an O/O must realize his primary asset is "all that space taken up by MIMEO FILES, PACKS, BOOKS and TAPES.

110.) There are TAPES beyond belief!

111.) Those are his RESOURCES, and that's where they begin. They don't begin with people.

112.) There are people all over the place - but they are worth nothing to anybody unless the KNOWLEDGE is put out, duplicated, and applied.

113.) THAT IS THE BASIC BUSINESS YOU ARE IN.

(Note: Making PLAYERS! BR)

114.) You choose people for posts usually because they KNOW MORE. What you are saying is they have a VFP of KNOWLEDGE.

115.) So the O/O is trying to get resources of KNOWLEDGABLE people - and thus his basic RESOURCE IS KNOWLEDGE.

117.) He then takes off from these, applies the ASSET of KNOWLEDGE to people, gets HATTED, TRAINED staff members - and soon he will see the 32 story building with "Scientology" across the front in Gold Letters.

118.) The BOOK ORDERED for the bookstore is the O/O's job.

The BOOK SOLD is the P/O's job.

119.) New York Org is failing now because of a lack of basic books for sale. I have a PUBS AIDE on it. Guess what? The world has decided to become exclusive with literature. US Books can't go to Europe. European books can't go to US. You have to get them reprinted IN the area you sell them.

120.) You CAN get them in on INDIVIDUAL ORDERS, but not in Quantity. Copyrights go to pieces, etc. They did the same thing with currencies (money).

121.) An individual off the street is not a resource until he's been checked out, genned in, hatted administratively.

122.) Therefore, KNOWLEDGE is a dominant factor in the success of an Org Officer.

123.) When it isn't there - he WILL FAIL.

124.) The P/O won't get anywhere unless he has ah LRH Tape Play EVERY NIGHT, on and on and on at the org at PE or Intro Lecture time.

125.) One Org. is playing Ron's Journal '67 every night. A bit of a scarcity. There are 1000's of tapes. But we find orgs don't have them! Or just a few - like the cherries on the top of the ice cream.

126.) So an O/O without resources of knowledge is beaten before he starts.

127.) Scientology Orgs at this time are doing badly because the resources of KNOWLEDGE in administration and tech are LOW, and the PRACTICE thereby suffers. (They cannot DEMONSTRATE THEIR COMPETENCE because COMPETENCE requires a professional APPLICATION of KNOWLEDGE.) You as FEBC's, are here to remedy that.

128.) Thank you very much.