Well now, we were talking on and on about this here chart. I hope you've still got a copy of this chart.

All right. Want to talk to you now about the fundamental of auditing today, in a very, very fast review. Six Basic Steps. I'm going to give this in an hour, and it only takes eight weeks to learn them.

Audience: Yes sir.

The Six Basic Steps, as they exist here and now, you will find in a little bit cruder form, but nevertheless quite workable form, in Dianetics 1955! They were put in Dianetics 1955! so that a Dianeticist won't shy away from the words Scientology and religion and so forth, and he will look there and he will see this Dianetics 1955! and he'll feel comfortable and he'll go on using Scientology, Six Basic Steps, which will make a citizen out of him. It's a covert trick, isn't it?

Told you something about ownership. This is lecture number nine. I'm going to tell some more about this chart and some more about these various buttons. Let me go in for a moment of review here. This is a chart of communication and thereness, of goals — succumb or survive, of knowingness or unknowingness.

First thing you should know about what we're doing in Scientology, is that there is more to living than dying. And that there is more to man than sickness. And the purpose of the Six Basic Steps is to bring about, not a revival of capability, but to bring about new abilities on the part of a thetan. Which means new abilities on the part of man.

Now, you understand a person could be on that chart all the way to the top unknowingly. It's a good thing to understand, see. He's not cut off on this chart. He doesn't go down this chart, you see, and only stay at this level. He's on that chart unknowingly all the way down to the point where he's on the chart knowingly.

And these steps are not designed to make men well. If they happen to be sick, it is only their incapability as a spiritual being which continues them in sickness. Therefore don't treat their sickness, since it is only their inability to handle their sickness that continues that illness. You can cure a sickness with-out curing the man. Do this with the greatest of ease, although I cannot stress too hard — it is not that anybody has the least qualms that somebody's going to come along and say, "Hey, you people are practicing medicine without a license." Who cares? Be a very wild statement.

And this today we say in processing the preclear: "Find his reality level." In other words, find out what he knows he's doing. That's an interesting thing, that we've got to find what he knows he's doing.

What we're interested in is getting an auditor to pay attention first and foremost to the primary and basic goal of what he's doing; because if he doesn't pay attention to it, he doesn't get any success to amount to anything. And if anybody is having any trouble auditing people, I can tell him immediately exactly where his trouble is, which is right there: he's trying to cure something or make somebody well. He's finding something wrong so he can make it right, and as soon as you find something wrong in order to make it right, you get the persistence of the wrongness. It works out just as easily as that, there's just nothing to it. Let's delve into this fellow's psyche and work around until we find a couple of snapped neurons, you know, which are "synapsesing," and find out that there's a misconnection of the oblogata. And now let's put him on skim milk so that he'll get well. We may take his attention off this wrong condition, but we won't make him well.

Now, all the way up from there, he's doing everything else, one way or another, to some degree or another. I never saw people hide so enthusiastically in my life. But he doesn't know he's doing these things.

One or two levels, and talk and get into two-way communication with them. And that isn't auditing, necessarily.

And so we have the basic definition of Scientology, which is "the science of knowing how to know," very, very thoroughly obeyed on this chart, see? Scale of knowingness.

The most practical purpose of the chart which you hold in your hands, then — the most practical purpose it has — is communication with certainty and reality and with some affinity with your fellow human being. And as such, to this congress, I give it to you.

Now, as you look at your preclear and plot a preclear on this chart, you're actually scaling all the way down on what he doesn't know, down to the point where he does know something. Now he knows something, and that's his reality, and then we can expand that reality.

Thank you.

And here is the oddity about this chart. Once we have found his level of knowingness and we have started to expand it, he will then, uniformly and rather routinely, give us the next step up.

Because the thing wrong with him, if we've got to find a wrongness, is that he isn't controlling that malcondition. He isn't handling it. He's backing up from it, he's running away from it, he's trying to hide it, he's trying to do something else with it, or he's obsessively trying to change it as matter and energy. So along that road lies failure. And failure has always lain on that road and it always will — the more vaccines, the more politics, the more illness. Let's pull out from underneath the whole human race every developing ability to handle illness and put them all in a condition where they have to be administered to medically constantly, and we will eventually wind up with a bunch of people we have to keep in vats.

This chart, then, is not a piece of guesswork which was picked out of the blue while sitting on a mount. Maybe it was that, too. But it did occur — it did occur — that preclears in processing did demonstrate these various things.

If you continue to validate the materialistic aspects of existence, and only validate those things, and if you continue to neglect the spiritual abilities which are inherent in the being, you forecast and predict for your auditing, and for what you are doing, failure all the way along the line. This tells you that the words "healing science" applied to Scientology are about the wildest misnomer you could apply, because it would hand to the auditor the wrong formula. It would give him the wrong idea and the wrong goal about what he's trying to do. And he'd take the Six Basic Processes then and start to heal things with them. Well yes, working cleverly, working with communication, working with other things, he undoubtedly could heal a great many things, but in no case would he heal the preclear.

Now, a staff auditor of the HASI, while I was still in Phoenix, was giving a report one day. This was the first time that she had used this chart, and she said, "You know, the funniest thing has happened. I ran the preclear on 'hide,' and they started to talk about protecting. And I ran him on protecting, and started to talk about owning. And ran him on owning, and he talked about being responsible. And ran him on responsibility, started talking about control. And after we got all through discussing control, we got into the subject of death." She says, "This is very strange."

Now, I told you the other day about the old man who came up and I told an auditor to say hello and okay to his cataract until finally the fellow developed sight in his eye again. Maybe you missed part of that story, I want to punch that up and I saved that punch for right this minute. The man had no wider concept of existence at the end of twenty-five hours of expert, coached, professional processing than he had at the beginning. He had experienced no enlightenment, no increase in ability, he could simply see better with one eye. And he was being just as silly and just as stupid at the end of that week as he had been at the beginning of the week.

Well, the old Dianeticist, in erasing an engram, would watch a person come up Tone Scale, up the emotional scale; that's the upper scale. Well now, as these processes are actually attaining some agreement with the reality of the preclear, we're finding where the lower scale is. And the person comes up the lower scale just as they used to come up the emotional scale.

Now, if we had operated on these eyes, if we had done all sorts of strange things to cure up these cataracts, filled him full of vitamins or something of the sort, we would have had the same condition of beingness. If we want to hang the responsibility for cataracts upon anything, you had better hang it upon his inability to have good eyes. And unless you improved his ability to have, to control, to handle, to develop, to keep well his own eyes, you would have failed.

So you run the process long enough — you could go on and run the process flat if you wanted to, until there was no comm lag of any character in it, but somewhere before you accomplished that, the person would start talking about the next button. They don't know this chart. They never read it. They're not looking over your shoulder, they're dead in their head. And here we have this person telling us about this chart. Now, that seems to me to be, then, a good prediction mechanism if our people start telling us what we're doing.

Why should anybody be dismayed because an operation — a medical operation — fails? If he knew this, he certainly would not be dismayed.

Matter of fact, an auditor in England many years ago was very startled, extremely startled, to have a preclear he exteriorized and ran through what existed then — more or less the equivalent of modern-day Route 1 — this preclear starts telling him about the whole track. And might as well have been talking straight out of the pages of What to Audit (or A History of Man, as it's known in Great Britain), and started telling him all about this and added some new ones. Filled in some blanks. And this auditor was very edified. Made proper and immediate notes, and came over and told me about the blanks.

Therefore, I'm not arguing — I never will argue — against medicine. There's no reason to argue against it. We're not talking about a healing science, we're talking about a science of ability. And part of that ability happens to be, incidentally, being well — part of the ability. If we took a huge disk here, and we cut it up into an infinitely small number of pie slices — an infinite number, tiny little pie slices that you couldn't see with a microscope — one of those would be the ability to stay well, and the rest of them would be important.

There was a college way back down the track, seems like. A thetan used to get outside of a huge bank of energy — unformed gases, planets to be and so forth — and he'd hang off the edge of this, you know, for a million years or so, because he didn't want to go into it until it solidified enough to give him something to fool around with. And people just didn't seem to know — thetans just didn't seem to know — that they could be anyplace else with any ease. So this fellow, this preclear, was telling his auditor all about this college that used to operate back there to teach thetans to be somewhere else instead of moving somewhere else.

Therefore, the direction of processing is successful so long as the auditor is knowingly aware that he is increasing the ability of a spiritual being — as long as he's aware of this. Increasing the ability of a thetan to handle existence. Might lie in the field of education: you give a thetan some data, he says, "Hey, what do you know? Gee! Oh, so that's how you handle women." You know — bang! Might lie in the field of exercising — you know, getting him to practice having a body ride a motorcycle or a bicycle or a horse. You know? That's just exercise, that's physical culture. Might lie in a great many fields, but mostly it lies in the field of being able to think and handle one's thoughts. Because thought is senior to everything else there is. All other things stem from thought.

Of course, this borders over into para-Scientology. But here is an auditor being taught about Scientology or taught about some phenomena by the preclear.

I told you, I was finally forced into this as a final conclusion, that although thought might be influenced by masses, it could only be influenced by those masses which had been created by that thought. Therefore, Concepts Running — an old old-timer, way back when, running of concepts — is successful. Why is it successful? You just run the thought that made the mass and the mass will disappear. You just think the thought parallel to this bothersome thought over here, and they both disappear. The thought made the aberration.

Another auditor — and many auditors had this experience — fellow sits back and says, "Yeah, yeah, yeah," and then imparts one of the Axioms to the auditor. Completely uncoached preclear, you see, imparts an Axiom to the auditor and says, "Well now, that's the way it is."

Well, if a thought can make aberration, it can also make sanity and can make anything else. It could make universes. So, let's remember when we're processing a preclear that we are increasing this individual's ability and capability to live. And that there is more to living than dying, and more to a man than sickness.

Well now, this chart has this similar characteristic. If you're going down a track of truth, you certainly are going to have preclears coming up with the data which you have in your hands. That's why you've got the data in your hands.

So, the first and foremost step of auditing today is to get the preclear aware of his environment, of his auditor, of the session, and then get him into communication. And we don't care what he's going to talk about, just as long as we can get him to talk — in a two-way communication, as entirely distinct from a one-way associative flow. The auditor has to know how to acknowledge communications, he has to know how to originate communications, and he has to get the preclear to a point where the preclear gets into a two-way communication. When we've done that, we have an auditing session well on the road. And actually, the first basic goal of the auditor is to achieve a two-way communication with the preclear.

So, in this chart you start to run people, and they'll come up scale. Now, by the way, they sometimes do it in jumps. You know, the harmonics of the scale. They start doing it in jumps. They'll skip and apparently go fairly high on the scale, only to be found lower on the scale — the funny harmonic characteristic that Hide has all other buttons in it; so does Protect have all other buttons in it, you see, sort of squashed down. So these buttons will release, one by one. The person is apparently going up scale much faster than they're going up scale.

Now, the oddity is, you can sometimes do it with masses. Hand pressures on an unconscious person will sometimes bring him into a two-way communication, which is an oddity, isn't it?

The test is the cognition of the preclear. Now, by cognition — we process today more by cognition than anyplace else. Where does the preclear alert to the fact that something is occurring, or that he knows something? That's cognition — he recognizes it. But we're not asking him to recognite; we're merely asking him to cognite. Because we're more interested in creating human ability than we are reviewing what the guy was once. By the way, did you ever run a preclear who "had been"? It's a much safer thing just to run him to "will be." All right.

Now as soon as we get him into some awareness of his environment, the auditor, and into two-way communication, we're ready to go. And we call the first step of the Six Basic Steps, Two-way Communication. That's the first step. But that first step assumes that an auditing session is in progress. So the first step is preceded by an auditing session. Just this way: awareness of the existence of a session. Where it's happening, and with whom it's happening. So you have to start a session. So when we say, "Start of session," we're not saying anything very light and airy. We're saying start the session with the preclear.

Where we look over the chart there, we got down and discussed ownership. Now let's go a little bit further south, and find another button that is apparently a button very germane to, and is the lower harmonic of, Control. And that button is Protect. You see? Protect right down there.

It's one of the reasons coffee-shop auditing is sometimes not successful at all. The fellow's sitting there trying to eat his coffee and doughnuts, you know, and dunking away, and some fellow suddenly asks to him, "Give me three places where your mother isn't beating you."

All right. Protect comes about through an inability to move, but an ability to screen. See? Unable to move, but able to screen. We can't move this object, but we can put some barriers around it. We can't control it or predict it, but we can put some barriers around it.

Fellow says, "Oh, I can find some — where's present time?" He didn't know a session was in progress. There was no agreement on this at all.

Very often we do this with children. Child's running around in circles and going this way and that way and so forth, and we just simply put a bar across the front door or something so they can't run out in the street. We're not controlling the child, but we are protecting the child. So, that's the lower harmonic — the sort of "give-up" on control. All right.

Now, there's a lower harmonic on the process known as 8-C which fits right in there with the auditing session beginning. Without getting the preclear into two-way communication, you can ask him questions and have him note the answers. He doesn't give you the answers, he doesn't respond, he merely notes the answer. You could say, "How many chairs are in this room?" and the fellow kind of looks around — that's an answer. It's not two-way communication, but you at least have gotten something through to the fellow. You've made him more aware of the room.

And we drop below that and we get to what is marked there as the bottom button, which is Hide. Now, what is a person who is thoroughly interiorized doing but hiding?

You say, "How many ceilings are there in this room?" (pause) All right. You say, "Does this room have a floor?" (pause) You say, "Well, how many windows do you see here?"

Here's the primary thing that in those lower buttons of this chart is become quite interesting, is the mechanism of punishment.

"Gee, there's a lot of them."

Was talking to you yesterday about the fact that if people are enthusiastic, there must be a reason for them to be enthusiastic. Well, if a person is being punished, there must be a reason why he's being punished.

You finally say, "What are we doing?"

Now, this is where aberration sets in, and we're more into the field of psychotherapy than we are in the field of Scientology when we're talking about punishment and guilt and making somebody well and getting them over a bunch of wrongs and so forth.

"Oh, you're auditing me."

But let's look at this oddity that if a person is struck, he feels he has done something. Now, look at that as a mechanism. If he's struck, he feels he's done something.

"Well, fine. Now why don't you tell me something about your life and what you do?" We're in two-way communication.

A person walks up to him, they're not even acquainted, all of a sudden the other guy hits him. And he feels he did something. He's being punished, therefore he must be guilty. If he's being that thoroughly punished, then he must have done something. And he'll get into this state of mind: "I wonder what I did?"

We can actually haul a person up out of the morass of no communication by simply calling their attention to various things in their environment and having them note them. They don't even answer us. That's a low harmonic on 8-C. They're not moving around touching anything, they're not being directed or ordered particularly, they're just sitting there and they just note some things, and you note that they note them. Well, that's one way to start a session on a case that's really gone. It's quite workable too. Then we get into a two-way communication — the first step of two-way communication. No reason particularly to go into the formulas of two-way communication, there's a whole book on the subject — Dianetics 1955! All right.

We run into somebody with a car, we injure him, we break his leg, dislocate his back, leave him in a hospital for a few weeks and get him out. This person after a while — no articulation, you see; it's just a sort of an obsessive whir-whir-figure-figure, you know — "You know, I must have been an awfully bad boy."

Both people have to originate, both people have to acknowledge, in order to have a two-way communication. In order to understand any further step than this, we have to understand communication lag, and that is the length of time between the posing of the question and the receiving of the answer, regardless of what intervenes. This tells you that there are communication lags which are trillions of years old. Somewhere back on the track you said — while you were traveling along in your rocket ship, you said to your fellow rocket jockey, you said, "Say Bill, what's that funny noise?" Don't be surprised if through — few billion years up the track somebody walks up to you and says, "Well, it's too late now."

When they go too far along this line, just out of nothing more than maybe an automobile crash or something, they're liable to start telling you, "You know, I have the definite feeling that I must have murdered somebody when I was nine or ten." See, they're trying to find out of what they're guilty. And you're looking right there at the whole root of psychotherapy, which is why we don't pay any attention to psychotherapy anymore. If the person is struck, if he is punished, if he is occasioned loss, he then supposes that he must have done something to justify it. And he does this obsessively. He doesn't rationalize it at all. He feels, very certainly, that he did something. And so he goes around wondering about the crimes of childhood. He goes around wondering and worrying about the — all the bad things he did when he was young.

All right, we have somebody — somebody poses a question, and he says, "How do you feel?" And the person he asks the question of — this is a poor question, because it can have a machine answer, by the way; you know, person just automatically says, "I'm fine" or something — but he says to this person, "How do you feel?"

Why is he doing this? Because he was punished. But maybe there was no intention to punish of any kind in the blow he received. Maybe it was simply a car, somebody left its brake off and it ran down the hill and it hit him. It didn't even have a driver. And then without articulating it even to himself, as time goes on, he will begin to consider that he has done something. Might not happen right away — it just follows that if he was punished, he must have been guilty.

And this person says, "Well I never could stand my grandmother."

The public itself assumes this immediately that anybody is jailed or sued or anything of the sort. They assume, "Well, the fellow must be guilty of something." This is not true at all. Not true.

Communication lag is in progress — no answer received. You'd have to kind of prod him along a little bit more; you say, "How do you feel?"

We take a city, it's — Rotterdam. The entire business area of Rotterdam was bombed out by the "Fuftwaffe" or whatever they called it, just because they bombed it out. Hitler was running loose all of a sudden and having a fine time, and these boys didn't have anything else to bomb, so they bombed Rotterdam. A conviction continued to exist in Rotterdam that it had done some-thing to the German Reich. It hadn't done anything to the German nation, it had tried to stay in good diplomatic relations. And there was a great deal of recrimination amongst its leading citizens as to who had betrayed Rotterdam. Some bombs fell on it, so something must have happened to cause the bombs.

"Oh, well, my grandmother's a terrible person." No communication.

And we're right back to what I was talking about: "There must be a reason." And man, the spirit, being very handy at posing and resolving problems, can dream himself up a reason. But that isn't the right reason, so he'll dream himself up another reason. But that isn't the right reason, so he'll dream himself up another reason.

You'd say, "How do you feel?" And this person was telling me the other day about a preclear — he asked her time after time after time after time after time. Consistently and continually, the person said, "I'm not receiving any results from processing."

You know what the end product is? There being no right reason, no reason dreamed up will fit. And we get figure-figure-figure-figure-figure-figure-figure-figure-figure-figure-figure-figure-figure. Well, that's very germane to livingness and to a thetan and behavior and life in this universe, but it has been made peculiarly the province of psychotherapy.

He'd say, "How do you feel?"

And what I'm just talking to you about is one of the reasons why psycho-therapy has such a terrible time trying to advance or get anyplace or do anything for people. Because they're looking at these reasons, you know? Figure there must be a reason — there must be a reason for this, must be a reason for that. And we get dear old Dr. Freud, sitting there listening hour after hour, week after week, month after month, hoping that sooner or later the patient will suddenly turn up a satisfactory reason. And continuing fully in a belief that sooner or later the patient will. And they don't.

The person would say, "I'm receiving no results and nothing is changing," and so forth. Never did answer this question until had been in session about five or ten hours, something on this order, and then finally one night said — forgot what he said she said, but something like "I feel terrible." That was about a ten-hour comm lag, you see, over such a length of time, just to receive that one question.

But what is this tremendous conviction that the patient is going to remember something which will then relieve some sort of a condition? It's because it happens every now and then that if a fellow communicates long enough and often enough or with enough, he will experience a greater freedom. Do you see that if the psychotherapist had always said "Okay" and "Yeah" and so on — in other words, if he'd gone into a province which belongs more germanely to the Scientologist, and if he'd kept the patient in communication on a two-way communication basis — something inevitably, in every case, would have happened.

Now another person, you start to say, "How do you feel?" you know, you say, "How do you f."

An auditor in Scientology can talk to somebody, and — if that person would talk back — and get a considerable resurgence of case.

And they say, "Well, I thought I'd better come down here because I've been worrying lately. I've been having hallucinations and bats in the belfry, and my husband says I have these things. And you know, I think it's very mean of him to go on the way he does, but he keeps telling me I'm crazy, crazy. Says I talk all the time, all the time — that's all he ever says, I talk all the time." Three hours later, no answer. It's all talk in between.

Let me tell you one of the cute tricks that a staff auditor does now, we dreamed up in Phoenix. We have a big assessment. We ask all kinds of questions of the preclear, for the very, very brief early part of an intensive. And we just ask these questions, ask these questions, we get the preclear to talk.

That's one of the first things that people have a little hard time learning about a communication lag: that it can be filled up with talk, not silence — either one, you see. It can be a silent lag or it can be a talking lag — a compulsive outflow lag, or it could be a nervous or jitter lag, or it could be an emotional lag, where the preclear — you say, "How do you feel?" and they say, "Waaahhh!" So we have all sorts of things that could fill in this gap. It just doesn't mean silence. So it's the length of time between the posing of the question and the receiving of the exact answer to that question.

And we have another sheet of paper. We give it to the preclear for him to fill out on the auditor, which contains a lot of pertinent, germane questions the preclear might be worrying about. But we're not interested in whether or not the patient is worrying about these questions. All we want to do is have him originate a series of questions to the auditor. In other words, get a two-way communication going.

Now "I don't know," by the way, is an answer to a question. Auditors also miss that sometimes. You say, "How do you feel?" Fellow says, "I don't know." Auditor's unwilling to. accept this and thinks he's in a communication lag. He's not. Person's told you the truth — they don't know. They haven't felt anything for years! All right.

If we checked that up very carefully and right after that was done, we'd find out that some change had already taken place in the case without the rest of the intensive continuing. It's not that a one-way flow of communication is going to damage anybody particularly, but it is that by two-way communication we certainly resolve an awful lot of difficulties.

So we have this whole subject of communication lag, and that has to be understood really, to carry on any kind of a sensible two-way communication. But the two-way communication's basic — the basic on it — is knowing the formula of two-way communication. Things have to be acknowledged, communications have to be originated — both sides. The auditor has to originate them and the preclear has to acknowledge them; the preclear has to originate them and the auditor has to acknowledge them.

So where the analyst consistently looked at this "there must be a reason" and waited for some adequate explanation to occur, he was looking at an effect, or a phenomenon which was not germane to any recovery the patient was going to make. The patient would have made the recovery as a consequence of having somebody interested in him, and talking. The patient never had to discover any reason about anything.

There's a mechanical drill that belongs way up scale from two-way communication, called mechanical two-way communication, which belongs in Opening Procedure by Duplication — way up scale. It's too tough for a great number of preclears, but a very beneficial process. But it has the formula of two-way communication in its exact severity. People asked to face that much communication, if they can't even say how they feel, are not likely to be able to do the process. But anyway, the formula of two-way communication is the basic in two-way communication, of course.

But we do a little bit different thing than this — did a little bit different thing than this (quite different in Dianetics, world of difference) — where we had a process known as Straightwire. We were actually straightwiring out the impacts and talking about the various knocks and pounds of life. We were putting the person into communication with his past on a wholesale scale. And it, of course, in terms of impacts, pain, unconsciousness and so forth, would then tend to disintegrate. See, we were putting the person in contact with his past; and he was, in other words, introducing communication into his past. And we had just in that all by itself, a very superior psychotherapy, if that's what we have. All right.

And we move up, and the next thing we have to know, very definitely, is comm lag, before we go into the significance processes. And these significance processes today could be a great many processes. All of the processes on this plotting chart, each and every one of these processes — every single one of them — belongs in the significance process band. And that band lies between Two-way Communication and Opening Procedure of 8-C. Those are all significance processes. There could be thousands of processes in that band. They are all dependent upon a mechanism, and the mechanism is simply this: the auditor continues to ask a question and the preclear continues to answer the question until there is no further communication lag on that question. You see the simple mechanism? You could say, "Did your grandmother wear a hat?"

Let me tell you just briefly here an interjection — not particularly germane to what I'm saying, but just as an interjection. One process that exists in Scientology which is a cousin to that old Straightwire process, and which is modern Straightwire Processing. We get the person to recall with a picture, and then say hello and okay to the picture until it disappears, and then make the person get the picture back, and then say hello and okay to it till it disappears.

And the fellow says, "No."

In other words, "Do you remember anything about your father?"

And you say, "All right. Did your grandmother wear a hat?"

The fellow says, "Oh, yes."

And the fellow says, "Well, I don't know, sometimes."

You say, "Have you got a picture?"

And you say, "Okay. Now, did your grandmother wear a hat?"

The fellow says, "Yeah. Come to think about it, there is. There's a picture of my father there."

"Well, I don't know — hats being what they were in those days, I suppose she did."

You say, "All right. Tell it hello. Now have it tell you okay. Now have it say hello to you. Now you say okay to it. How's the picture?"

"Well, fine." Well, there'd be no communication lag on that at all — the process would be flat. You can go off to another higher, worse, more arduous process. But look at this: "Did your grandmother wear a hat?"

"Well, it's gone."

"(sigh) (pause) Who?" Process isn't flat.

"Oh, get it back."

Now, we get as the first and foremost of these processes that we handle on this significance band ... You see, the auditor has now established a session. And the first step of the session after it was established was Two-way Communication. And as soon as Two-way Communication seems to be fairly able and going along all right — you know, he's got the fellow a little conscious of that — he'd then move up into the significant band of processes, and he'd start paying attention to communication lag.

And we finally make him recover it and throw it away, and — blow it away with communication, recover it and blow it away with communication, until he can get rid of his pictures with postulates. Commands. Just like that.

And the first process that he would start to stress and handle would be Problems and Solutions, R2-20. That's the first thing he'd think of. And if that was all he thought of, he would still win. But if he thought of Problems and Solutions and added to that Consequences, he certainly would win. We would get these things all flat. We would get the preclear completely able to dream up any number of problems about himself or anything or anybody else. And he'd stop holding, clutched to his bosom, his cherished problem of not having a head or something.

You say, "Have a picture of your father appear." Bang. "Have it disappear." Bang. "Have it appear." Bang. "Have it disappear."

You know, a lot of preclears go around, they get so desperate for problems — they solve them so easily and ably — they get so desperate for problems that they go along clutching a missing arm. The arm is apparent to you, see — you can see they've got an arm, but — they use an arm, but the arm to them has no density or feeling to amount to anything. They've got a missing arm. It's a nice problem — no arm. It was a terrific problem to them at one time, and they become so short on problems in this modern age that they no longer have enough problems to go along with. See? So they start pulling in old problems of this character. They pull in all kinds of problems: a missing arm; this fellow hasn't — his hearing isn't so good. It's just a problem. But it puts a problem on the communication line. Any problem is to some degree a break of communication.

"Have a picture of birth appear." Bang. "Have a picture of birth disappear." Bang.

And so he's got: Doesn't hear well — that's a problem. Doesn't see well, has to wear glasses — that's a problem. His right foot is a little bit twisted — that's a problem. But these are problems expressed in mass. To call these things illnesses would be a misnomer. They're not illnesses. If you treat them as illnesses, why, what'll happen? If you throw this whole thing over into healing — we get just to the crux of the matter immediately — if we throw this into healing, we'll start to change a twisted foot. We're trying to take a problem away from the poor guy. And he's got a twisted foot, he hasn't got enough problems already. And we're going to straighten up his foot? No sir!

In other words, we just work him up scale on a gradient scale using communication, until we've restored his confidence in being able to handle his mental images.

Furthermore, we're going to change mass; and the second we change something, we give it time and it'll start persisting. So if we categorize any of these exercises into healing, we're going to lose, right there, with Problems and Solutions.

But in view of the fact that we're not treating his mind or brain, it's not psychotherapy. It's a spiritual exercise — couldn't be anything else. And the reason it couldn't be anything else is because if you tried to get his brain to do this, you'd be working yet.

His main difficulty — and this applies to anybody living in a very safe society like this — his main difficulty is he doesn't have enough problems. Talking to you the other day about — if you've got a big army, you naturally have to have a war. Follows, doesn't it? If you have police, you have to have criminals. There must be an awful lot of criminals around if we've got all these tens of thousands of police. Well, what state do you think those police are in? Why does this phenomenon — exactly why does it occur? It occurs specifically because of this: The police do not have enough problems per capita.

Now, here we have a condition of "there must be a reason." An occurrence has occurred, therefore there must have been something which caused its occurrence. And this method of thinking tears apart more thetans than you could easily put back together again.

The basic function of thinkingness is to pose and resolve problems relating to survival. All right. And the police go around, and they haven't got any problems. All the citizens are walking along and they say, "How are you, officer?" They're very polite to him, and they all park in the right places, they move at the right times, they don't loiter on the corners, they throw no trash, they don't spit in the wrong places, they stay out of the places they're supposed to stay out of, they're ... Everything is going along fine — apathy. You see that? They go home and read Real Detective.

What does he do, this thetan? Something happens. He himself feels impervious and all-powerful, so he says, "I must have had something to do with this originally."

And you know what they'll do eventually? This happens in a fascist state, and is practically the definition of a fascist state. If you want to know when a state enters fascism, this is what's occurring: The police cause problems and criminality, overtly and knowingly. They take people and they start — the police start — beating in store fronts and grabbing citizens out of their homes and shaking them down and so forth. In other words, they start to create problems. They can't stand this monotony anymore. Then they find someone who will lead them, and you've got a fascist state. That's happened in Germany, happened in many places. You recognize that?

Then they get him shoved down scale and they finally start saying to him, "Heh! All right, go ahead and say you're responsible for it. Go ahead and say you caused the accident. That's fine. You're in jail. All right. Now everything is going to go easy with you, bud. All you have to do is really tell us what happened, we'll help you out and we'll give you a break. That's right. Just sign right there. That's right, thirty years."

All right, what is the basic cause of it? Basic cause is a scarcity of problems. Not enough.

After a while he says, "You know, this game backfires. I'm going to stop communicating all this stuff, although I know I'm guilty." Is he?

Boy, I tell you, just — your preclear, on the genetic line (his body, rather) — a preclear's body on the genetic line was rushing out of the jaws of death three times a day. You know? Snake fangs went crunch here and pterodactyls went swish there and you stepped into a bog and the earthquake came and gaps opened in the earth and you stepped just at the right time — boy, there was plenty of problems. Lots of problems — no scarcity at all.

He's guilty of one thing — a spirit is guilty of just one thing — of being alive. So the obvious cure for this is to be dead. And so he goes down scale.

Nothing like that to keep a man in present time. Keeps him in present time, keeps him alert, keeps the environment in good shape, he just — he feels good. Every time he turns around he's demonstrating his competence or his incompetence, on a black-and-white Aristotelian proposition — no maybes. He doesn't sit around wondering all day, "Gee, I wonder if somebody sometime this year will commit a crime on my beat." He doesn't sit around wondering as his store is going along and making money evenly and carefully and all of his customers are nice to him and his help is sufficient and so forth, he doesn't sit there wondering if possibly he might at least go broke next year.

All right. Let's pick it up there at what is marked the bottom of that, and we get Hide. Now, the boys last night were proposing that there is another button below Hide. I agree with this. Known about this button for quite a while — and that's Waiting.

Did you ever see anybody who was involved in a totally successful business just sitting there stewing, stewing, stewing, stewing, stewing, worry, worry, worry, worry, worry, worry, worry, worry, worry. Huh? There's only one thing wrong with him — he just has not enough problems, if we've got to find something wrong with him.

If your preclear can't get any reality on hiding, he can certainly get a reality that he's waiting. And what have many of your preclears been doing as they sat there in the auditing chair? They're waiting. We used to have a process on this. So this button Waitingness probably belongs below Hidingness. So we get development even now.

Well, the oddity is, we take this person — or we take this cop who's going bad and bored ... I've seen cops, by the way, walk into bars and simply take somebody who's standing up against the bar minding his own business drinking beer, and turn him around and say, "What are you doing here?" and shake him around and finally hit him. And then say, "Look at the fight this guy started!" and kick all of his teeth out, load him onto a wagon, ship him down to the .. .

We have, on this whole scale, a successive series of reasons why the thetan is not exteriorized or able to control the body or objects while outside. We get a series of reasons why, and those series of reasons why are the reasons closer to the reason why than other reasons.

Well, just last night, just down the street here in Connecticut Avenue, I saw a cop standing there — there was a drunk, he was kind of feeling bad and he was sitting on a set of stone steps. And he was sitting there, he wasn't bothering anybody. And the cop came along and told him he'd better send him to jail. And the fellow said, "Why?"

Now he's made a postulate — that's why it's become a reason. For some reason or other, the agreements of this universe cause him to make this series of postulates which go right straight on down from Serenity clear on to the bottom, to Hide.

And, "Well, I don't know, you're liable to get into trouble sitting out here, and ..." It was true, too — the cop was making it true. The drunk wasn't bothering anybody. All right.

If a person is punished and punished and punished — there's no reason for it, see — he's just punished. He's punished, he's hit, he's run into, meteors collide with him, he gets shot, he gets drafted — all kinds of cataclysms occur — and he decides that somebody or something is after him, that there must be a reason why he's being punished and therefore he's guilty, and his final conclusion is that he must hide.

Now, that isn't just germane to police. It's germane to almost anything. Supposing you had a perfectly calm, beautifully calm nation, where things were going very well and the citizenry was fairly happy and everything was orderly and there was no hidden stores of arms. Supposing your OGPU or something of the sort had the name and address of every foreign agent or adherent in the country and could arrest him at a moment's notice, knew exactly what he was doing, and your boys were secretary of all of the revolutionary groups. Supposing everything was going along fine, there was no depression in progress, there was food, and you didn't have to do a thing because all of your assistants were so efficient.

Well, after that all he could do was wait, of course. What if you couldn't hide anywhere or anything? Well, you'd wait for something to happen, it's all you could do. So we pick up the preclear at his level of reality.

Boy, about the only thing you could possibly think of was starting a war with somebody — that'd be one of the finest things you could think of, you know? And of course if you were unable to start a war, if you were repressed in doing this, you'd probably go on off into psychosomatic illness or — oh, I don't know — scandal or impeachment or something of the sort. One would hardly be able to rest through all that.

Now let's look at the side scale, and we find what we've called for a long time the Know to Mystery Scale at right angles to the Tone Scale proper. Now, actually these two scales are not an exact mesh, and they are somewhat duplicative. Yet they become very, very easy to plot. And you can plot your preclear there.

As a matter of fact, I'm not talking about Russia or any other country of modern times, I'm talking about the Roman Empire. That's exactly what happened to it. Augustus got in, and you know there was no trouble from there on out? He just solved all the problems. And this left people like Caligula and Tiberius and Nero and so forth, and those guys really had worries, you know? How am I going to fiddle just right? All right.

He refuses to know anything about hiding — negative knowingness about hiding. He doesn't want to know a thing about hiding. And that would be way over here to the left bottom corner: negative knowingness about hiding. Then negative lookingness about hiding.

Your preclear's sitting there — because he's in a modern society, because he can buy his food at a delicatessen, because he can find work — he's sitting there in a vacuum of problems. So he's going to manufacture a whole lot of problems unknowingly. And that is the motto of any upset: He's doing something unknowingly that he could do knowingly. And all the auditor has to do is pull this unknowingness up into a knowingness, and that solves it. But oddly enough, the unknowingness to knowingness band does not itself constitute an enormously difficult problem.

Now, what's interesting about negative lookingness about hiding is you ask a preclear to close his eyes and you say, "Now, what are you looking at?" (By the way, a preclear today isn't a body — it's a thetan.) And you ask him, "What are you looking at?" and he'll say, "Nothing."

There is no liability to knowing. People even try to dream them up. They say, "You know, gosh! If I knew all there was to know about this, and if I didn't have all the neuro ." By the way, we have two — heh! — sciences that hold very close to their chests the idea that if we didn't have neuroses, we would have no art. Look, I know an awful lot of fellows who were good artists and then they got neurotic and didn't "art" anymore, but I never knew the reverse. Fellow that's really dishing it out, throwing out the pieces of canvas like mad, throwing out the stories, writing the music and so forth, is doing best when he's sanest. All you have to do is observe this. But we had two outfits that wanted problems so badly, that they even wished this problem off on themselves. This is a huge problem, isn't it? "The only way to be a successful artist is not to be an artist." And there you've got a neat problem.

You'll say, "What are you looking at?" and he will say, "Nothing." You say, "Come on. What are you looking at?"

So all kinds of things immediately stem out of this sort of thing. Problems run well enough, long enough — Problems and Solutions run long enough — on a has-been artist, will put him back in business again. This is a certainty. So right there at that strata, you have a very powerful forward push in ability, because his foremost ability is the origination of problems and his solution of those problems. And that's a foremost ability, that's right up there in the lead. So we've got to put his ability to rights on Problems and Solutions, or we never put the fellow to rights at all. All right.

"Nothing!"

If we have somebody who is apparently afraid, you would say by this formula, the best thing to do is make him able to be afraid. Nope — find something wrong with his being afraid, but let's put it under his control so that he can really be afraid if he wants to. So he can scare himself purple! And what do you know, won't bother him anymore — but he sure probably will bother somebody else with it.

You're running into negative lookingness about hiding. He won't even look at where he's hiding.

Anyway, where we have somebody who is lingering below this band of Problems and Solutions, we probably have Consequences as a very fine process. Now, it fits right in that same bracket. The one you want to think of — the one that is really the important one — is Problems and Solutions. Right next door to this we've got Consequences.

And you ask him this a few more times, and he'll finally say, "All right. I'm looking at this mass of blackness." You've moved him one more button over. And he will go through that panel, more or less, until he moves over to hiding.

Now, how long does it take to run Problems and Solutions flat? We've audited it as long as eighty hours on a preclear with benefit. Alternating it. You know, couple of dozen problems, couple of dozen solution questions; couple of dozen problems, couple of dozen solutions — about eighty hours, this guy coming up all the time, all the way. And he was one of the roughest cases anybody ever tried to exteriorize with a jackhammer. That's right, he wouldn't have come out of his head if you'd taken a diamond drill to him. And about eighty some hours, Problems and Solutions, and we were getting a resolution of this problem. Quite cute. So, there was quite a bit there in thinkingness. All right.

He'll finally say, "I don't want to know why I'm hiding. It's too dreadful."

We would then be able to run Consequences and this Tone Scale chart which I have given you. And we could run the whole thing and any combination of processes on there, and I believe there probably is ten thousand processes on that chart. Any one of them would increase his ability one way or the other, but remember the keynote is Problems and Solutions. All right.

Then he'll finally say, "What the devil am I hiding for?" And he's gone over into the right-hand parallel. See how that would be? He changes his mind from one to the other. He doesn't want to know, and then he wants to know.

If a fellow is — you find his level of certainty, his level of reality on that chart, have him originate problems about that. Supposing we found out this fellow's level of reality was responsibility: just have him originate some problems about responsibility. That's refining the process, but it's doing the job very fast and very well. All right.

Now, as you move on across to the right, you get the gains. And he'll say, "Well, if I hide . . . You know, sex, if you hide, you know, and you really aren't, you know, saying that you're there, and that the body's doing it all, and — yeah, that's not bad. That's a good idea. If people knew I was here, then I wouldn't get any sexual relationships at all." They'll tell you goofy things like this. They've got it rationalized beautifully.

The next step up from that is a process known as Opening Procedure of 8-C. And do you know this process is too tough for many preclears? The ability to go over, obeying somebody else's command, and touch a wall and know it's there and let go of it, is quite often above the ability of a human being. Number one, he attributes all of his trouble to having followed orders too often. That's what's wrong with him — followed orders. People told him to do things, he followed orders — that's wrong. No, that couldn't possibly be his trouble. His trouble might stem from the fact that nobody gave him any orders, he was doing all the ordering and nobody ever ordered him around — that might be trouble — or nobody ever really gave him an order. They said — his father kept saying to him, "Go over and pick up that hammer. What are you doing with that hammer?" Never let him complete a cycle of action, something like this.

And you'll get them over finally to a point of "Well, where the devil am I?" And they will really start looking around.

So he gets allergic to accepting orders, and he starts to fight the environment around him. This wall over here says, "I'm a wall," to him, and he says, "No, that must be something else." What's happening? The wall is actually giving him an order. It's saying, "Be located so many feet from me" or "I am a wall" or "You have to be convinced I am a wall" — it's saying something to him, isn't it? And if he can't receive this — if he can't receive this order particularly: "Stop when you hit me," he'll be in trouble with walls all the time. See, he can't receive orders.

Now, understand that this is a subzero scale. This applies to a thetan. This does not necessarily apply to a body at all, it applies to a thetan. And this is the state of mind he's in, and why people have a hard time exteriorizing thetans, because they just haven't gone far enough south.

So your auditor has to be a very exact handler of the preclear in giving him orders and running 8-C. There are a tremendous number of side effects of this 8-C. It is a process which has three parts as contained in an — I think it's Issue 24-G of the old Journal of Scientology. A, B, and C.

Now, actually, if this Waiting button is good and valid, it would simply be drawn in below the Hiding button, and you would have a person not wanting to know anything about waiting as the extreme low point.

The first one is simply you just ask the guy to go around and touch things, and you ask him to go around and touch them and let go of them — but you ask them very precisely. You say, "Do you see that table?" and the fellow says, "Mm-hm," and you say, "Fine." You always acknowledge the preclear, see? He says, "Yep," and you say, "Fine. Now walk over to it." And he does, and you say, "Fine." See, you've acknowledged that he's done it. All right.

Now the extreme low point of that chart is all the way to the left and all the way down. So if we put another line down below that, we would have "not wanting to know anything about waiting." And you could mark that in simply by remembering it's there and putting an "X" below the Hide line, if you wanted to plot your preclear.

Now you say to him, "All right. Touch it." He does, and you say, "Now, that's fine. All right. Now let go of it." And he does, and you say, "Good. All right now, do you see that chair over there?" And he says, "Yes." And you say, "Fine. Walk over to it. All right. Touch it." He does. You say, "Okay." And you say, "Let go of it," and he does, and you say, "That's fine. That's good."

Now, as your preclear is being processed, you could actually mark him right on this chart, and you can also keep track of processes run on this chart. You can just mark him right on in. He'll fit in there someplace. And that will be his level of reality.

And in this way you send him around two objects and make him make and break communication with these objects. And this is the purpose of it. He's following orders, he's completing cycles of action, and he's finding out all the time "Look — I can complete a cycle of action. Look — I can follow an order without falling flat. Look — there is a universe around here after all." Very interesting things occur.

Now, where he has a problem or a puzzle that he's talking to you about (now, here's the trick of using this chart), where he has a problem or a puzzle — you know, a confusion — and he knows there's a confusion there, he already has something known about it, and you might say you undercut the preclear by going down one step and to the left one step from the confusion. Down and to the left one step, and you've got a reality. Your preclear should be able to attain a level of reality there. If he can't, go one step further down and one step further left and you will get his reality.

A variation was introduced on this — had them put attention on something and then touch it. And this, on a preclear who's having trouble, particularly in centering himself and so forth, is occasionally very, very good.

But he probably has, unless he's a very strange preclear indeed, a level of reality just below and to the left of the point where he's got a worry — a confusion or a worry.

Now, here we have a process which runs on a comm lag, too. We watch the comm lags of 8-C, we watch it very carefully. How long — you know, the people will do the oddest things. You say, "Go on over and touch that wall," they go over ... (pause; audience laughter). They do the darnedest things when you run this process. You would be amazed! It's just their inability to actually make contact, to actually locate or be located. And that's a comm lag.

Now this person comes to you, and this person says, "Well, I don't know what I'm going to do about my wife. She just buys, buys, buys everything. She's just spending me poor. I've got to do something about her. She just buys everything in sight. It's just something I just can't understand," and so forth. And "Of course, I really don't want to know exactly why she wants all these pretty clothes, but that's generally what she's buying. But it's her buying that I'm worried about."

Anytime you say, "All right, do you see that table?" and the preclear goes promptly over and touches it and puts his hand on it and lets go, what do you do? You say, "I asked you a question. Do you see that table over there?"

That, of course, is an extreme sort of a case. But you would be surprised how many classes of worry are presented to you as you listen to people. And you just stew around and puzzle around on that chart until you find them, and then you cut down, and you will find some point where he can talk with relief.

"Well yeah, I just touched it."

Now, let's use it just as two-way communication. Tricky chart. Let's use it as two-way communication.

"Well all right, walk over to it."

This person says, "Sex has become a horrible burden to me. I feel upset in the presence of a member of the opposite sex. I don't feel comfortable at all."

"Oh, you want me to do that again," so he walks over and puts his hand on it, lets go and says, "There."

You got negative Sex, Hide, haven't you? Well, if Waiting were down there, you would go down to Waiting, and you would go over to the left one pace, and you would have a comfortable topic of conversation.

You say, "All right. Now touch it." You get the idea? You make him fit in the groove with a cycle of action. Very, very remarkable what occurs. But what are you doing? You're not getting him over anything. You're not getting him over a thing — all you're doing is making him capable of following some orders. And if a fellow can't follow them, he can't give them.

You could talk to them about Egyptian pyramids and things like this, and they would find it a very engrossing subject. You see how that would be?

A fellow who can't do 8-C gives orders in this fashion: "All right Johnny, you see the hammer over there? Go on over and get — what are you doing picking up that hammer? All right. Bring me my slippers. Where the devil is that kid?"

Well, what they tell you they're concerned about, they're telling you what they are unknowingly confused about. And you have to find his reality level, you go south and to the left.

"Oh, I was just bringing your slippers, Papa."

And you'll find a lot of high-toned people around, too. You'll find a lot of people that go way up the line. They say, "Well, I just don't know what I'm going to do with my husband. He's in and out and around and about. Always into things, doing things. Doctors keep telling him, I keep telling him, he's going to work himself to death. He's got to take a rest, you know. Can't understand why he keeps on all this work." Where's that person worried about? Trying to stop somebody and can't.

"Why? Who said anything about slippers? Where are you going now? Go on out and water the lawn. Go on out and water the backyard — no, I said the front yard. What ..."

Well, what would this person talk about? Let's just take it on the broad scale and just go down vertically just one step. Trying to stop somebody — couldn't control them, can't even stop them now, so let's go down one step. All right. Now let's go over to Sex, that being in — closest in to the marital picture. You could run a process on this person or you could talk to them on this subject with great ease. But you could certainly talk to this person about ownership. See, they'd have a cognition about owning things. Why? They're in a confusion about stopping things. So you would find them, very probably, intelligible on the subject of owning things. And you could have a good old talk with them and they could go into two-way communication with you real good on what they bought yesterday and the day before and what she owns and they own and so forth.

He says to this fellow after the fellow's reported to him, he says, "Well, uh — all right. Good." Fellow starts to walk away and he says, "Come back here. Where you going?" He can't finish a communication. All kinds of oddities occur in his behavior, simply because he cannot give, he cannot receive, orders, directions and instructions. Which tells you immediately he can't be a communication terminal. So there's something very wrong with his thereness, and he finds wrong things with everything else's thereness. So he's in trouble. And that's what 8-C is run toward.

This is an interesting key. If you were to merely use the vertical scale, you could find yourself in a two-way communication with almost anybody. First you get them to sort of voice or articulate something about the worries in life or what's bothering them or something of this order, if you did make them articulate that, or if just in listening to them — if you were really an expert, you wouldn't ask them what's wrong, you'd just listen to them and spot them on that vertical scale. And you want to know what to talk to them about so you will have a nice, quiet conversation? I just go down one point and talk. And you'll find them very eager to go in communication with you on this point. How to talk to people. It's tricky. You want to try it.

Finally it progresses up with two more steps so that it . . . "Locate an object" is the next step, and the fellow has to pick out an object, make up his mind, make a decision about an object in the room and then he walks over to it and touches it. The third part of it — when he's going to touch it is up to him, and when he's going to let go of it is up to him. And this gives him decision and timing. And it's a very, very interesting process. All right.

All right. The salesman has a great many problems in two-way communication — trying to get somebody into two-way communication. This chart solves it for him. You want to know why traveling salesmen always used to have to tell dirty stories all the time? (audience laughter) They thought they did, which merely told you where the traveling salesman was. Being in motion and on trains all the time without any great contact with his family or wife or something of the sort, he got down and stuck at that level — Sex. He didn't feel free about it. He was sort of obsessed on this line. He would have talked easily, then, one down and to the left.

The next process is Opening Procedure by Duplication. Why are these both called Opening Procedure? Well, that's their name. And Opening Procedure by Duplication in Great Britain is called Book and Bottle. When I first put it out it was called Dirty Thirty. Started calling it Dirty Thirty and an auditor who was here had some remark on that. He said something or other, and he said, "If an auditor did that wrong, why, he ought to turn in his thetan right then." It's not the exact joke, but it's very similar.

Now, the oddity is, is this will usually take place: They will talk any down and any to the left, which just opens the doors wide for conversational topics for two-way communication.

Anyway, Book and Bottle. You set up, for instance, a book and you set up a bottle, and you have the preclear go over to the book. You say, "Do you see that book?" Now, you see, we've gotten him all through so he can follow orders. Now let's have him follow the same confounded order time after time after time after time after time after time after time.

Well, let me tell you now something that is of great interest to the auditor. A preclear who is not processed within his realm of reality will make such an insignificantly tiny advance that both the auditor and the preclear will believe nothing is happening. And where do we get this "nothing happens"? Where do we get this "no change of case" — from change itself? No. Addressing the subject of change is usually too high-scale and out of the reach of the individual who can't change. You understand? He can't change, so therefore he can't talk about change. All right.

It is true that if you were to take a bad-off preclear and do duplication processing on him without doing the intervening steps — without the lower-scale steps — that he would feel very hypnotic before he got through. But he would come out of it. And if you ran it only a short space of time he'd probably feel hypnotic, which gave people the idea that it was a sort of an hypnotizing technique. There's been more cursing and swearing and damning on the subject of Opening Procedure by Duplication! All right.

What about the preclear that you can run any process on, that never gets a communication lag. (The length of time between the posing of the question to the person and the answer to that question, regardless of what intervenes — that's the definition of a communication lag.) He just always runs everything flat, doesn't seem to be affected by anything one way or the other, and just keeps on running very easily and always has flat lags. And any new process that comes out, you just use the process on him and he has no — flat lag and he gets no change, but he's usually sometimes very happy to go on being audited. What about this person? Well, we've solved this person with that piece of paper you have in your hands.

You have the person walk over to the book. You say, "You see that book? All right. Walk over to it. All right. Look at it. Okay. Pick it up. All right. What's its color? Okay. What's its temperature? Okay. What is its weight? Okay. Fine. Put it in exactly the same place you found it. Good. Now you see that bottle? All right. Walk over to it."

I've solved him on this basis: He gets no communication lag when you're processing him above his level of reality. That sounds fantastic, doesn't it? You mean this fellow would go on and talk to you about mice and goats in enthusiasm, and football games, and you process him on all kinds of buttons and trick processes and everything, and nothing happens. And he goes on and he just talks back and forth and he's evidently doing things all right in life, and he is just going on just beautifully. And you say, "Well, huh! Something wrong here. Process seems to work on Josie and Anna and this one and that one, but isn't working on this person. Because the person isn't getting any better." You begin to suspect this after eight or nine thousand hours.

Now, the oddity is, in this process, is it can be done wrong by the auditor. The process has a great exactness connected with it. Those commands for each of the two items — just repetitively, one item after the other, one after the other, back and forth — must never be varied. The preclear must never be permitted to blow the session, run away, quit. But although the exactness of the procedure must never be varied, it is a bad auditor who does not use two-way communication while running it. And this is quite a trick. Isn't that quite a trick? So it takes a good auditor. And it gets good results when it has a good auditor.

You couldn't look into this person's head and see the poorness of the person's reality. Most of their responses are machine responses. The world is not very real. Communication is not at all real. You're not really there. And yet they have only one thing by which to judge reality, and that's their own reality. They don't have two realities — not until they exteriorize. Sometimes they exteriorize, they'll have reality as a thetan and then, plus the body, they get another reality. This is the routine. This is why many thetans who are actually in very poor condition have quite a high — they have an apparent reality. They know walls are there. They can drive cars. They can get elected to government and so on. They have a fairly high apparency, you know. But it's just the body and its size and the automatic response that carries them on.

You say, "Do you see that book?"

But actually in this combo, there is only one reality and no other reality with which to compare it. So what is the person's actual reality? Well, you can't compare his reality with his reality so he can't tell you how things real — how real things are, and you really can't judge how real things are unless you go sideways and look at another metering thing, like communication.

And the fellow says, "Yeah. You mean that thing?"

Well now, the oddity is, when a person's going on machine responses, you're getting the communication lag of his machinery, which is usually pretty good. You see? You're not looking at the preclear at all, you just — machinery goes on, it's the communication lag of the school he was educated in. You know what the communication lag of somebody who was educated at Oxford would be? It's the communication lag of Oxford. Somebody educated in Boston, the communication lag of Boston. And this would be routine — nothing much to that. He'd just go on, on these social responses. But don't ask him suddenly some searching question which would be in his level of reality, because you're going to produce a communication lag that'll just go from here on out — wham!

And you say, "Yeah, that one over there on the table." See, you didn't vary the command any. And you say, "Okay. Walk over to it."

So we just look this person over and find out where he is obsessively unknowing — where he doesn't know. There's some level that he gets troubled at — a little bit bothered, doesn't know about it. And then let's undercut it and move over one to the left and talk to him about that, and you will all of a sudden be talking to the preclear.

And he says, "All right."

Looking at this chart, you can take this person who goes on and on and on and on and on, gets audited forever and forever and forever and apparently no change, and realize that he's probably being audited above his level of reality the whole line. And therefore, it's up to you to find his level of reality. His level of reality sits just below where he's worried — just below where he's unknowingly upset.

And you say, "Thank you. Good. Let's pick a — take a look at it." And — say, "What do I want to look at this thing for?"

Now, this person doesn't have to say, "Well, I am worried." We don't have to find something wrong with him. We just look at him, we find his position on the scale. What have we got here? He isn't going to say, "Well, I'm worried about this," or something of the sort. We just happen to notice that he is just doing fine in life — he does things just swell in life — in every department except children. He's in wonderful condition, the fellow's practically a Clear, we know that, he's successful — but boy, does he hate kids! Get the idea? Children are already above his level of reality.

"Oh, go on, take a look at it."

We ask him, "What's wrong with kids?"

"I don't know, I'm not interested in a book like that."

"Oh, I don't know. You know — motion, noise, confusion, no control, no control, no control, see."

And you say, "Well, you might find something interesting about it. It's a book by Gibbon, interesting book."

Boy, we could sure have a heart-to-heart talk with him on responsibility for the original sin; move down, not very far to the left. We could certainly talk to him with great reality about hiding. We could talk to him with great reality about what we had to protect in the way of our rights in this society. See all the various things we could talk to him about? They'd just be anywhere down and anywhere to the left.

And, "Well all right, so I'm looking at it. So what?"

Now, when you've moved to the left on one line, move all the way to the right on the next line. It's that mechanical. Go down a line and move all the way to the right. Let's say we have negative knowingness: doesn't want to know anything about how you go about owning anything — a tramp, see. Now, where's the next step down? It'd be all the way to the right on Protection. You see that? You'd move all the way over to the right on Protection and then start going down scale to the left again. And then you'd move all the way over to the right and then down scale to the left again.

And you say, "Fine. Thank you. Now pick it up." And whatever his attitude is, he usually has comments of one kind or another. He makes all sorts of remarks and comments as he's running the process, and the trick is to answer these, not to break two-way communication, to get the preclear to volunteer comments while he's running this thing, and at the same time never vary the procedure one iota. Because you're talking with him and he's talking with you, never never forget that the next step is temperature — what is the temperature of the book.

Well, let's look that over just as a test. You realize that somebody who would want to know nothing about ownership would be a tramp. And his level of reality would be how he got protected. He'd want to know about protection, and then successively right on down scale from there. Just drop down and over. Well, let's say we found his level of reality over here on negative knowingness or anywhere along that line — we would go to the left and then go to the right, just like you read in English. This way we find realities; and this chart is most useful in discovering the reality of the preclear.

You see, the auditor isn't doing duplication of anything except the auditing commands. It isn't a test of whether or not the auditor can sit there and reel off a certain set of commands over and over and over and over and over. It is no test of this. But an auditor who hasn't had it run on him will think it is! (audience laughter) So this horrible torture, this Dirty Thirty — this horrible thing that should never occur — if run with two-way communication on a preclear who has been run properly on the earlier steps, will produce fabulous results.

Now, we have some preclears around — which is why I'm glad Waitingness suddenly shows up — we've had some preclears around who have flunked out of Hiding. They didn't want to know anything about hiding. So we weren't quite far enough south, and I imagine these people could process on waiting. All right.

What results does it produce? It gets him over the idea of preventing everything from happening again. It makes it possible for him to see. It also makes it possible for his body to duplicate, in a little more relaxed fashion, its environment — because the body's bank does just that.

Let me tell you, now, the uses of this. Now, there's several processes listed on there. You see that down in the corner? You could check these off as they were run. Those processes are actually not stated in the order that they should be run. "Think a thought about " is the auditing command. That's the first: "Think a thought ..." "Think a thought about hiding."

Do you know a lot of the things that a fellow thinks are engrams hanging on the front of his face, are simply the body duplicating obsessively the wall he is facing? He merely has some sort of a mass around his body somewhere which obsessively duplicates everything by feeling instead of sight. The flat feet of a cop are simply an obsessive duplication of the floor and the pavement. If you wanted to get him over fallen arches, you'd certainly better get his feet over being upset about duplication. But we're not interested in fallen arches. We're just interested in living.

Now, actually, the senior process to all this is simply "Think a Thought." You just say to this person, "Think a thought." That's much too tough a process for a lot of preclears. We say, "Think a thought."

If a person cannot do the same thing twice, he's in bad shape. Look at how much newness he has to face all the time, just to live, if he can't do the same thing twice. And yet many people find it very, very dangerous to do the same thing twice. Why? Because it makes them predictable, and they know everybody is after them. Why is everybody after them? Well, they've been punished, haven't they? So they're guilty.

"Gahhhh." Or, very glibly, "Oh yes. Yes. Yeah. Yeah." They got a goat out here — a facsimile of a goat — and it says "baaah," and that's thinking a thought or something. Something real wild like this going on.

Well, so a person running Opening Procedure by Duplication after a while is perfectly willing to have himself located, which is a great oddity all by itself. You know, he's willing to be there, he's willing to wear clean clothes, he's willing to dress up and show a bright face to the world, he's willing to talk to people. It's not dangerous to be there, he can do it again. You see? There are many people who can't do it again. In fact, the bulk of the race.

So "Think a Thought" is quite a tough process. There is a process that undercuts "Think a Thought," which is you give the preclear a thought to think. You know, he's having a hard time trying to think a thought, so you give him a thought to think. And you say, "Buildings are big. All right, can you think that thought?"

And already, by Opening Procedure by Duplication, you are moving out of the capabilities of Homo sapiens. And the second you start to move him out of the capabilities — which is someplace in Opening Procedure of 8-C, you start to move him out of that — you move him on into Opening Procedure by Duplication and a new man starts to show up. Any time — if you've run everything smoothly in these Six Basic Steps, any time during Opening Procedure by Duplication you can expect an exteriorization. And if you don't get it during that process and yet you flatten the process, you can get an exteriorization by the next step, which is Remedy of Havingness. One of the more fantastic steps.

And the fellow says, "Sure, I can think that thought. Buildings are big."

Remedy of Havingness is a very simple thing. You have the individual mock up things and shove them into himself. Have him mock up a mass and shove it into himself. You don't care what the significance of the mass is. You could make it much more entertaining by giving the mass significance, but it's just a matter of mass. You can have it black planets, pink planets, blue planets — anything that he could mock up. You could have men, women, children, cars, cats, kings, coal heavers — it doesn't matter, as long as it's a mass. And you have him mock this up and have him shove it into his body.

And you say, "All right. Now place it there and place it there and place it there and place it there and place it there, place it there and place it there and place it there." After he handles this, he gets to a recognition that he can handle the thought that all buildings are big. So he can handle a thought. And after he can handle one for a while, you've got him up Tone Scale a little bit and he possibly can think a thought. This is an extreme preclear, however. But that's one of the ways of handling him.

Now get that as a very important change that I made a few months ago. You have him shove it into his body. You never let a preclear pull anything into his body if he's interiorized. And don't even let him pull anything into himself if he's exteriorized. "Mock up a planet and pull it in," is a wrong command. "Mock up a planet and thrust it into the body," if you wish to be Bostonian (or "shove it in," if you wish to be Arizonian), is the correct command. You want this individual to shove the mass in.

But just — you ask anybody, "Think a thought. Think a thought. Think a thought. Think a thought. Think a thought." It's a fantastic process, but it's a tough process. They're supposed to independently think this thought and know they're thinking it, is what you begin to drum into them after a while.

Now, you get him to shove in masses into the body from various quarters — and what do you know? All of a sudden he's back of the body here someplace, throwing masses into it. You say, "Where you throwing these in from?"

The next one is "Problems and Solutions." Now, that in its entirety is contained in The Creation of Human Ability — "Problems and Solutions" — one of the Route 2 steps. And it's definitely not to be undervaluated.

"Oh, way back here — oh woooo!" And this was the fellow who told you, "Science is going to win, and religion and the spirit, that's a lot of bunk. And Scientology — ah, what's this business about three feet back of your head?" You know, that guy — if you ran him up these steps and then had him start shoving in masses, boy, would his thetan be red!

The basic definition of the performance of thinkingness in the original thesis is: "The function of the mind is to pose and resolve problems" — its first statement was; I believe it appears differently in the book — "pose and resolve problems relating to survival." And that process, which is R2-20, is right there — right there. And that process — its value on a case cannot possibly be overestimated. Wouldn't care how long it continued.

Now, the three principal buttons of this exteriorization are found down in significance processing. And if you have any feeling at all that the preclear's not going to exteriorize easily or something of the sort, you certainly better run Consequences, or Problems and Solutions, on those three buttons. And those three buttons are Ownership, Responsibility and Control. And you better hit those on this Tone Scale. Because he's so obsessed and so worried about controlling this body, he's got such a crushing hold on it without knowing it, he's practically smashing it in from all sides and saying, "Joe's doing it." Or demons are fighting him. Who's the demon? Him — he is.

And the way we've been running that is to ask a person just to think of a problem. Or "What kind of a problem could you be to yourself?" And then ask them this question several times, and then ask them, "All right. Can you think of an answer?" And then don't take the answers to the problems they've been giving you. Don't let them answer their own problems.

This kind of a condition is remedied in the significance band, and so normally in running the significance band you would simply hit those three buttons. Because if they aren't remedied, the person doesn't even exteriorize on Remedy of Havingness with any certainty. See, he'll run it and have a vague feeling of being out, but if he keeps this up very long you just drop back to significance processing and get him up scale on Ownership, Responsibility and Control. "What would happen if you controlled something? What would happen if you didn't control something?" — the model command, see? And get this flat, get this straightened out so that he's not quite as upset.

And don't ever run it consecutively. That is to say, "All right. Now, can you think of a problem? All right, give me an answer. All right, think of a problem. Give me an answer." They'll just start talking back and forth and solving their own. We're not interested in them doing that. We want them to have a great number of problems.

I processed a medical doctor, a very good friend of mine (no cracks — he was a very good friend of mine). He'd been in trouble for about thirty years, and I processed this fellow — he's a splendid man, but I knew he'd always had trouble in processing — and I asked him this one question over and over and over and over until we got it flat. And after that, a thirty-year difficulty — a physical thirty-year difficulty — went away. And of course, being a doctor and being concentrated on healing, all he kept talking about was that a thirty-year-old difficulty, which had resisted everything, had gone away. And this was very startling to him and he didn't notice that he was now willing to talk to people and his wife. I was processing him so he could communicate with people, and he thought he was getting processed so that he'd get well over this thing. It just went away incidentally. And all I asked him was this: "How do you go about controlling people? Give me some methods of controlling people. How do you go about it? Give me some methods. How do you do this? How do you control people? Give me a good way to control people. Come on, how do you go about controlling people?" And I just kept this up, hour after hour.

Just as it says in the old Greek grammars, "The animal, man, is unhappy without laws," we could say, "The animal, man, is unhappy without problems." And you can run your preclear as fresh out of problems . . . Did you ever solve a terrifically weighty problem for somebody and have them hate you? Huh? Did you ever work and work and worry and worry and worry and finally get Joe's problems all solved and give him the answer, and then have him not speak to you for days? Well, the poor guy, he just had one problem. Pauper — you made a pauper out of him just like that. (snap) You just said, "That's easy. Why don't you leave her?" He realizes this is the answer. "Duh!" All right.

Blew his case sky-wide and handsome. Couldn't help it. Because he was fixed on such methods of controlling people, and his difficulties in life was his chief method of controlling himself as a "people." His body was a "people" and he was controlling it. And how do you control people? You emasculate them. Interesting, huh? He was having all sorts of fantastic difficulties, just like that. Time after time through life, these things had occurred. All right.

Now, as we look over problems and solutions, we discover that an individual's brightness depends upon his ability to arrive at solutions. But his sanity depends on his ability to invent problems. Got that? A great oddity. Actually, answers themselves will cure panic. You could just say, "All right. Now, can you think of an answer?"

So control is a very important button. Ownership, Responsibility and Control have to be cleared up with a preclear — if you get him into Remedy of Havingness and he doesn't exteriorize with certainty, then you know very well that you skimped down there in significances, and you'll have to drop back down and handle those three buttons and handle them very well. Now of course to handle those buttons — you might have been processing a guy way over his head; he might be down there in Waiting. So you'll have to use your head to figure this out — this is a rough case. All right.

And the fellow says, "To what?"

So what is the next step? Remedy of Havingness. We don't care what we have him shove in — when he's outside of his body, we also have him shove things into himself, which is an oddity, you know? He'll be back here shoving things into himself as a thetan. And usually for some time he won't notice that he's doing this. But a thetan should be able to be in two places at once, and if he can't be, he's an only one. All right, so you remedy that with Remedy of Havingness.

"To anything. Can you think of an answer?" And you say, "All right. Think of another answer. All right. Think of another answer. All right. Think of another answer. All right. Think of another answer." He says . . . Doesn't matter to what problem he's trying to answer — he'll start answering a lot of problems in his bank and then all of a sudden start to dream up answers just in general. You'll find his panic or feelings of fear or insecurity will rather melt away.

Now let's take the whole category, the whole next category of processes, which are called "Spotting Spots." Now, there is a process called Spotting Spots, which is simply just that: spotting spots. You have him spot a spot here, and spot a spot there, and spot where he was born, and spot here, do various things. It's curious — an interesting process.

Answers. The most valid answers are answers in relationship to location. But you just ask him answers: "Answers. Give me another answer. Give me another answer. Give me another answer to this problem."

"Spot a spot; now throw some hellos and okays to it." You know, "Now spot a spot here. Now spot where you were born and throw some hellos and okays to it; have it throw some hellos and okays to you." Get a lot of razzle-dazzle processes which are very beneficial. But this whole category, I suddenly woke up, is called Route 1. Spotting spots is Route 1. That's all you do in Route 1 is spot spots. What's Route 1? It's the basic exercises of exteriorization as a thetan as given in The Creation of Human Ability. You just have him spot spots and communicate with spots until he's finally fairly used to the idea and he isn't obsessively avoiding spotting spots, and he's in good shape.

But if you haven't run problems to a point where he realizes he can invent them, you will make a pauper out of him and he will get very unhappy. And he all of a sudden will pull in some of the most fantastic problems from way back on the track — "I'm being chased by demons." See, he'll start pulling in irrational problems because he has a shortage of problems. There are evidently quarts or pints or tons of problems. It's quantitative and he makes them up.

And those are the Six Basic Steps of auditing and the things that an auditor should know. And the things which will get, today, results by the ton for the auditor. How many hours should a person be audited? He ought to be audited until he's an Operating Thetan.

Now, a problem is very closely related to an object. You can't possibly have an object without having a problem, because a problem was basically an object. Very curious. If you don't think this is the case, just think of one of the last objects you acquired of any size or shape — just think of it for a moment — did it create any problems? All right.

Thank you very much.

So we have to have a great plenitude of problems, a great plenitude of solutions. But instead of letting the guy wander around all over the place, let's just take "Think a thought about hiding." Or "Give me a problem about hiding" or "an answer to hiding." You see how you could use the chart there? Or, and this is the key process for this chart, "What would happen if/What would happen if not?" because that includes the future. "What would happen if you hid? What would happen if you didn't hide? Well, what would happen if you hid? Well, what would happen if you didn't hide?" And that's all the auditing there is — acknowledging, of course, the replies of the preclear. Making him think up the consequences of hiding and not hiding — one of the more powerful processes.

But these processes which are listed there are interlocked. You don't do them independently. For instance, you realize that if you keep on asking a person about the consequences of this and that, he's keeping on giving answers, isn't he? He's giving you answers, answers, answers, answers, answers, answers. And if you say problems about not hiding, he'll start giving you problems. See, "What would happen if you didn't hide?" And he'll give you a problem and a problem and a problem and a problem. Well, problems and solutions and consequences are then interlocked. And you simply use them with the terminology I've just given you and your preclear all of a sudden starts to come on up Tone Scale, if you've undercut his reality one pace.

For instance, this individual is interested in controlling all the taxicabs in his town. And you say, "Well, look-a-here" — here's the common fault of an auditor — you say, "Look, this guy is real hep. He's real interested in the subject of owning — or pardon me, controlling — all the taxicabs in this town. Therefore, we'll process him on it." Oh no, you don't. Because he hasn't any reality on what would entail owning all the taxicabs — or controlling all the taxicabs in town, or owning them. You better start talking to him about protection or ownership — preferably probably about protection. He's got a reality on that. He's trying to own or control, he's not able to, so therefore it's a big problem and a mix-up and a confusion to him. But he knows he could protect. If he were interested in controlling all the taxicabs in town, I'll give you 10 to 1 that this individual has originated a number of devices by which taxicab drivers and the passenger persons and the bumpers and so forth of taxicabs, can better operate to protect the taxicab business. He'll have a lot of solutions that he's already manufactured on the subject. If he's entirely sold on owning and controlling taxicabs, he's already taken care of protection of taxicabs. And there's where you can talk to him, where he'll relax and then he'll get into communication with you and realize you're there, too, and he'll go on up scale from there.

Now, these are the key processes — just going over them lightly. If you were to take a preclear and you were to ask him, one after the other, "Think a thought about hiding. Think a thought about hiding. Think a thought about hiding." Or this lower button, "Think a thought about waiting. Think a thought about waiting." And then you were to say, "Well, give me some problems about waiting; some problems about waiting; some problems about waiting; some problems about waiting," got this rather flat. "Give some answers to waiting; some answers to waiting; some answers to waiting; some answers to waiting." "What would happen if you waited? What would happen if you didn't wait?" — those two, alternation — believe me, you'd be bringing him on up scale.

But for you in all practical purposes — having nothing to do with auditing — with this chart, you can always establish ARC with anyone. After you've listened to them or looked at them a short time, you can see exactly what they're trying to do. And if you want them to listen to you and if you want them to know you're there, if you want them to know that you are married to them or that they are supposed to buy a tractor, or if you want them to give the church a better contribution, you'd better undercut what they seem obsessed about