1.) This is the Product - Org Officer System. I have not had time to write up all the material that has been developed in this particular field.
2.) These are the basics. They will not change. But the material & area will develop.
3.) A small group which is well organized, has good technology, and good data collection and services of that type, and applies what it knows - can not only SURVIVE - but can make CONSIDERABEL PROGRESS.
4.) We have technology which can make the sane SANER and the insane SANE and which is so strong, it cuts through the normal protective mechanisms of the mind.
5.) The use of the material by anyone other than a well organized, well disciplined group - would be very fatal - quite lethal.
6.) We are in the position now of being unable to export it, because the orgs and areas into which we would export it are insufficiently organized to be able to handle and control it.
7.) Our organizational tech suffered mainly from just not being KNOWN.
8.) It is IGNORANCE of the tech we have which is our greatest "bugbear" (problem, worry).
9.) To handle this we have assembled (from what we already knew) the material with which to tech a course, so we can put supervisors there who can hat & train staffs.
10.) It's the tech of training, so we can make better auditors, who can get results.
11.) Then we can put a "Dept. Of Special Cases" in Div 4 to handle those.
12.) "it doesn't matter how many departments you have in a Div 4". (A Tech, or Production, Division)
13.) The auditors will graduate up to class 10 and be in the "Dept. Of Special Cases". They can crack ANY CASE that comes in.
14.) We have the tech to crack any case that will sit down to be audited or that can be held down long enough to get the cans in his hands or tie them to his feet.
(Note: We now - 1987 - have the tech to crack any case no matter where or when or what condition he is in whether he wants to be audited or not.)
15.) We have some tech, which some of you have experienced now, which comes from the OT Grades, which answers the question of "Why does an OT restrain himself, and cease to behave as an OT?"
16.) It works better at the top end of the bridge, but also works at lower levels. (XDN & L's)
17.) I doubt if you have had the questionable pleasure of being INSNE, so it's hard to appreciate the tremendous resurgence a case gets when he becomes SANE.
18.) We are probably THE ONLY GROUP IN THE UNIVERSE, knowing the back track as I do, WHO CAN DO THIS. (TURN PEOPLE SANE.)
19.) That is on an individual basis of course - so now you have a tech that:
MAKES THE ILL => WELL. MAKES THE INSANE => SANE. MAKES A ONE LIFETIME BEING => IMMORTAL.20.) Otherwise the technology doesn't have very many targets. (joke & Laughter).
21.) Now, what do you do with this tech? Of course you could go off and forget about it - and that would be about the greatest overt that anybody ever did - The overt of OMISSION.
22.) We happen to find ourselves on a planet which has a rather unsavory reputation - and among planets would be looked upon as a sort of "Alcatraz" - (a top-security prison on an island called "Alcatraz" in San Francisco Bay.)
23.) It was a DUMPING GROUND. So there is a tremendous need of such a technology here - but it is going into the teeth of the planet which is not entirely sane.
24.) I would estimate that 10-20% of the at large, walking around population of Earth is stark-staring mad.
25.) The other 80-90% are quite sane, but are so caved in by the mad ones that the society has a very hard time getting off the launching pad. So you get a CULTURAL boom - decay cycle that has been going on for many 1000's of years. (Roller-Coaster = PTS.)
26.) It will get going, then these madmen get into positions of power (like the latter-day Roman emperors) and it goes up in smoke.
27.) The Roman culture was then supplanted by an religious culture.
28.) So we have a "boom-depression" in terms of cultures.
29.) At this particular time and place - because of many factors which are combined - we have an opportunity to make a very definite forward push - it is very optimum at this time.
30.) We are in a period of relative peace, and the culture IS on its way down, and it's a bit "touch & go" (difficult, tricky) - because these guys (SPs) keep fooling around with the war-peace button (scenarios) - "Should we have a war?" "Or should we have peace?" - so it is tricky because a war would destroy any human cultural and communication lines on which anything could travel.
31.) So, therefore, we don't really have all the time there is. So we can't sit around and do nothing.
32.) Furthermore, the most resistance to getting cured is from an insane person because he "knows" they are all out to "get him". Thus the planet will resist too (as it is being controlled by insane persons).
33.) Also they "know" there is "no help" and that IS what makes them insane.
34.) A certain number of these insane in high positions on the planet bring about the conditions known as "war".
35.) Recently we traced how such a person moves from the lower strata to the upper strata of a society, or in politics, or in an org.
36.) A person CANNOT hold a lower post so he argues an invalidates and finally gets into an area of the org where there are not many staff so he gets an "in-charge" status. He then "appears" to be active - verbally or in chits or nattery dispatches - so gets noticed and moves to a department head by accident. So he pushes himself up. He doesn't have the motivation of "helping others", he just has the motivation of "protecting himself". So the higher he gets, he tries to 3P and shoot-down all around him so that he keeps moving up. The higher he rises on the pyramid on the org board, the more he thinks he will be protected - and that's part of his insanity!
37.) When you get to the top REALLY, you spend 90% of you time ducking bullets!
38.) So there is a system by which a person who can't hold any post winds up in a very high post.
39.) Most of these fellow in government have never studied it, they don't even know there is a technology of government. If you mentioned it - they wouldn't know what you are talking about.
40.) The answer to all this is to become as efficient as possible. Very!
41.) And you have administrative tech which is as sharp as the teeth of a beartrap.
42.) And what you do with your own technology must be VERY efficient indeed.
43.) And you must be able to pick up & use data available and control the human emotion in your vicinity.
44.) So if you are tremendously well organized you can not only survive, you can EXPAND - but what you have to KNOW in order to do this, and what the TECH has to consist of, and how well you have to KNOW the TECH, EXACTLY DETERMINES THE AMOUNT OF EXPANSION YOU ARE GOING TO OBTAIN.
45.) Given the TECH, it would only be that one did not have total knowledge of it, or expertise with it, that would cause one to fail.
46.) You can have a staff that isn't hatted, and no matter how clever you are, they can manage to make you fail.
47.) They don't really know there is anything there. (So it's of no importance to them so they don't keep the org lines, functions, and terminals in place).
48.) So it isn't enough that you (the Exec) know it - you have to also relay it, train it, hat people on it, and handle it.
49.) A particular AND broad knowledge is required of any person regulating a group.
50.) MSH, estimates 360 hours of study to make an expert in being an Exec Director (study of the policy relating to all Divisions).
And:
51.) With 2 1/2 hr/da of study it would take:
52.) Also YOU as Exec have to be determined that staff will be trained, have a program by which they check out, and have a system by which they become hatted on the functions & duties of their hats.
53.) Suppose you did this and all was going well and staff WAS getting hatted. Well, I'm afraid you STILL would't have anything - why? Because the other side of the coin is PRODUCTION.
54.) All the above actions are to obtain PRODUCTION. That's what it's all about.
55.) So the 2nd half of this coin - PRODUCTION, supported by the 1st half of the coin- ORGANIZATION - gives us the COIN. (EXCHANGE)
56.) Thus we have the Product Officer - Org Officer System.
57.) Product Officer - ORGANIZING Officer System is what I call it.
58.) It's the PRODUCT OFFICER, not the production officer. And the ORGANIZING OFFICER, not the organization officer.
59.) Don't be fooled by the Communist propaganda of how the "Bosses" of the West sweat every drop of blood out of the "poor worker" to get "production". Their main problem in Russia is how to get MORE PRODUCTION out of THEIR poor workers!
60.) The CAPITALIST society deifies (makes God-like) the MONEY LENDER or the MONEY "HAVER", and tends to downgrade the PRODUCER.
61.) The "plant manager" in USA does have a PRODUCTION MAN, but he is about 18 echelons down the org board. Society got into this because of the inheritance game of money being passed along for no product.
62.) Psychiatry does have no product at all. Neither does Psychology. They have NO production orientation, only a STATUS orientation.
63.) Also in Spain, officials have STATUS only and don't do anything. A Spanish Engineer gets a Diploma, has "Status", and never has to WORK again.
64.) Here is a subject which has many ramifications. This is all additional to the "ORG SERIES" POLICIES.
65.) You will find yourself faced with resistance to the idea of production because it has been subjected to much "black propaganda" and given a "low-status" orientation.
66.) The resistance will come from those who "hope" they can "have without doing", or who are lazy and just can't work.
67.) There are human reaction factors connected to the subject of PRODUCTION. It can paralyze a nation by strikes, walk-outs, slow-downs, demands for more exchange for less work, etc.
68.) One of the things you run into is: You are talking about PRODUCTION. He is talking about WAGES or RETURN for PRODUCTION. These two subjects do not necessairly have anything to do with each other.
(Note: there is another subject to get the products "exchanged for", which is called MARKETING.)
So production & wages are not "op-terms".
69.) What is this subject that doesn't have anything to do with wages - company contracts, etc.?
Hold your heads on, because this will blow it off -
"PRODUCTION IS THE BASIS OF MORALE"
70.) In the absence of production, you will have problem in MORALE.
71.) The cure for MORALE is PRODUCTION.
72.) "Cases and Staff Morale" - the program to get all staff F/N VGIs, is very true - it handles the MORALE problem on the 1ST DYNAMIC. But on the 3rd dynamic it may sill be a bogged mess.
73.) So they can even get to a state of having morale on that part of the 1st dynamic which is their CASE, but still no morale on the 3rd dynamic.
74.) On the Management Cycle, it's working thru the 1st barrier to Production, which is the person's CASE. As an Org Officer you do this.
75.) Ex: An auditor gets a win on a case - his morale is good. No-win his morale is bad. So why is this?
76.) "PRODUCTION IS THE EVIDENCE OF THE DEMONSTRATION OF COMPETENCE."
77.) He has accomplished something! So, how do you get case gain after you have gotten all the case gain possible?
It goes up to "NO MORE CASE" and then it's COMPETENCE from there on out.
(Note: Refer to notes on OT 17-33, handling of U 2, and the GAMES MASTER COURSE OT 34-40)
78.) "COMPETENCE gives CASE GAIN".
A person giving an expert demonstration of some sport or art has a good morale because he is giving evidence of demonstration of competence.
79.) PRODUCTION is an exhibition of, or an exercise of, COMPETENCE.
80.) "PLAY" CAN become very boring, because it has no cycle which proves the competence - unless very well organized into a game.
81.) Ex: A group of actors training for months with snarling invalidative instructors. Finally they become impervious to the "bullbaiting" and could perform well and demonstrate their competence, knowing fully they could do so. Their morale came way up. So it wasn't "being nice" to them as a factor, nor "PR", which brought up the morale (because there was NONE of that at all). It was only the "demonstration of competence" or PRODUCTION which raised it.
82.) Remember, "Real PR" is NOT "being nice". To bring people out of apathy, the PR campaign would be "FEAR"!
83.) Perhaps you have seen my messengers running back and forth - they are on a concept of competence which is pretty high - they accumulate data - ask questions - get orders in - relay back, etc. - so I can see if a situation exists or not, and either handle or drop it. Or I use them to gather data for future planning.
84.) You see, a C/O or E.D. hat is basically PLANNING & COORDINATION.
85.) PLANNING belongs in the Executive Director's hat.
86.) COORDINATION can only be done from that level.
87.) My messengers exhibit a high level of Competence. Some don't make it, however, so we will pick them up at a later time. Their competence is the basis for their morale, which is usually high. One even went on a mission recently to an org.
88.) Actually the COMPETENCE sets in co-incident with CASE-GAIN. (As case-gain happens, competence comes up. Or as "case" disappears, competence comes up.)
89.) Thus, THE DEMONSTRATION OF COMPETENCE IS THE BASIC FACTOR OF MORALE.
90.) And PRODUCTION IS THE EVIDENCE OF COMPETENCE
91.) So, IN PRODUCTION, ONE GETS AN EXHIBITION OF COMPETENCE AND IT'S EVIDENCE.
92.) If you want a high-morale activity, get them to produce.
If you wand a low-morale activity, get them to forget it.
93.) Just "be nice" and tell them "you don't have to work" and watch them fall apart.
94.) I'm telling you this because it happens to be TRUE.
95.) Actually a guy can run, run, run - and until he hits a failure, he won't feel tired. But when he does, he will want to lay-off, rest, etc.
96.) Note: (Tiredness = Failed purpose. Also see the BASIC on this on OT 13 Theory.)
97.) Because people do use bodies, it's only so long before they need the gas tank refilled, batteries charged - Oh, it's meat bodies - well then, eating and sleeping.
98.) A sustained period of production should match the fact that you are running an intermittent type body. It's on & off.
99.) And that comes basically because you have a single-sun type planet. It's grooved in to day-night cycles.
100.) In earlier times, no one wanted to move around much in the darkness, so they started sleeping, and so on.
101.) Some people get this blown out of their case and they go all out of phase - start working all night and sleeping in the day.
102.) I have a perfect cure for insomnia by the way - get a book of fairy tales and read them - you go right to sleep.
- It restimulates being put to sleep with the same stories over many lifetimes! (laugh)
103.) A body is intermittent - so, you do allow for it - but don't break in the MIDDLE of the cycle or you've hat it - morale drops. So take the breaks only at the end of a cycle of action.
104.) The "COMPLETION OF A CYCLE OF ACTION" is the other MAJOR FACTOR IN PRODUCTION.
(Note: See Ot Levels notes about a CASE being only INCOMPLETE cycles of action on the track - a failure to free the beings or as-is the creations.)
105.) So when TEAM cycle of action is completed - or 2 or 3 team cycles of action - it's time for a 24 hours break or something. (Or in a sustained alertness situation - use the watch system Port-Starboard or 3 watch system - as for running a ship.)
106.) This production crew. You have never seen production the way it goes with the Prod-Org-System - it's fantastic.
107.) It only functions with a TEAM action. It will speed up till it approaches peak load, especially for a product officer, But morale matches it.
108.) You will never see so much motion, high morale, and velocity - if you run the system right.
109.) The only difference between a high-speed organization and a low-speed organization is that the high-speed one is PRODUCING and the low-speed one is NOT.
110.) When you hire 100 people, you will probably get 15 or 20 Suppressives. But this makes no difference if the org is producing well. (SPs can only gain influence by stopping things - so if it keeps on going fast they will blow off.)
111.) There is MUSIC to go with the words. You need EXPERIENCE with it to really get it. Part of your course will be a practical of getting a product with an Org Officer or with a Product Officer.
112.) Ex: GM Corp "says" they have a product officer, but he never gives credit to the guys on the assembly line for THEIR products. (Sub-Products) So their morale will go to hell.
113.) Therefore it is necessary to LET PEOPLE HAVE THE CRECIT FOR THEIR PRODUCT, or their piece of the product. (Thus stats & bonuses, rewards & penalties come into it.)
114.) We have to then redefine a product as a completed cycle of action which can then be represented as having been done.
115.) If you don't know your OEC and where everything goes on the org board, and what each person is supposed to do - then you'll never make it as an Org Officer - and if you never make it as an Org Officer, you will never make it as a Product Officer.
116.) A Product Officer by definition, is first a good Org Officer.
117.) A Good Product Officer has to:
1. WANT THE PRODUCT.
2. RECOGNIZE THE PRODUCT
3. GET THE PRODUCT.
Maybe recognize should be 1st.
118.) So, it's :
1. Recognize the Product.
2. Want the Product.
3. Get the Product.
(Nothing will be happen if 1 & 2 are not done.)
119.) We have to recognize whose product it is and to what does it apply. (Ex: a telex operator may say his product is "comm lines around the wold" but that's very airy-fairy and was produced by the telephone-telegraph company - NOT him - he is more on "speedily and accurately send & received telexes".)
120.) But he should be part of a TEAM and part of a BRIEFED TEAM so he is not "lonely" with his product - so it's better as "speedily and Accurately send & received telexes which help keep the org in comm and expanding."
121.) Keeping the TEAM briefed is very important. So he would have to have an org Hat, Div Hat, Section Hat, Post Hat - and a purpose for his post - i.e. so he is part of the TEAM.
122.) When you try to run individuals on their individual products only, you will find you get into serious trouble. They are not a team.
123.) Production is a TEM action.
124.) A person not part of a team will not recognize his product or coordinate with others, or see any importance to it.
125.) The Org Officer has to step in when a person is not, or ceases to be, a member of the team.
126.) If you want to really crash somebody's morale, remove him from post. That's a cruel, wicked sort of action, in his own estimation. Sometimes you HAVE to do it - but you will find out this strange thing - HIS JOB IS VALUABLE TO HIM.
127.) So we look further into this universe and this world, and we find that only where people are UNHATTED are they UNHAPPY.
128.) So your 1st job as Org Officer is: HATTEDNESS AS A MEMBER OF THE TEAM.