Коммуникатор ЛРХ имеет этические полномочия и должен не допускать злоупотреблений со стороны администраторов по этике при исполнении ими своих обязанностей. Однако начальники администратора по этике зачастую непреднаме ренно создают ему трудности в выполнении его работы. Ниже приведены некоторые способы того, как это делалось до сих пор.

Предполагается, что в каждом из этих двенадцати примеров администратор по этике знает свою шляпу и выполняет свою работу хорошо. Если же это не так, коммуникатор ЛРХ должен дать ему надлежащий совет, добиться от него сдачи проверки по оргполитике, посвящённой предмету этики, и, если администратор по этике не сможет этого сделать, написать на него доклад в вышестоящую организацию, изложив в нём все факты.

Where an org is forming or where its stats are low or its performance poor or it is failing it is URGENT that this LRH ED be put into immediate effect.

Даже когда у вас есть хорошо обученный администратор по этике, ему можно воспрепятствовать в проведении инспекций, подаче докладов и применении этических мер, если действовать одним или несколькими из следующих ниже способов:

As the form of the org is the first thought and action of the HCO Exec Sec, he or she should activate this ED as it applies, promptly and positively.

1. Перегружать администратора по этике ненужными приказами о про ведении бессмысленных расследований. Такие приказы помечаются «СРОЧНО» и влекут за собой взыскание для администратора по этике в том случае, если они не будут немедленно выполнены.

Where an org has less than five staff do the following, no matter whether it is forming or performing poorly or failing.

If the org has less than 3 persons in it bring it up to 3 persons or it isn’t an org.

Appoint this much org board

HCO ES OES PES

The senior auditor of the three is the Org Exec Sec.

The one who can type or manage is the HCOES. The one with the best public reach is the Public Exec Sec.

These three beings give you the first glance at the 2 to 1 Admin-Tech ratio. An org may have 2 or less Admin personnel to every Tech personnel (auditor or instructor). There must never be more than 2 Admin to 1 Tech.

No matter how many functions you see on a 9 division Org Bd each one of the above is responsible for all the major functions which appear in his org portion.

This org board goes down to as few as 3 staff members as above or as high as thousands.

In its most basic view, in such a tiny org the major duties are as follows:

HCOES — Form of org, Reception, Registration, Procurement letters, Central Files, Ethics, Personnel, Appearance of org and staff, any LRH Comm and Assistant Guardian duties, Communications, legal.

The functions that MUST be covered for the org’s basic survival are Form of the org, Reception, Registration, and Central Files. These are the income getting actions of her org. Anyone who ever buys anything from the org whether via the PES such as a book or small course, is INVOICED with the person’s name and address very legible and correct on the invoice and a copy of this goes to Central Files and into a folder and into a file cabinet. To omit these actions prevents the org from having a record for the Registrar to use to contact and sign people up and the org will probably fail or go broke. This one admin action is the most neglected and the most destructive. Addresses for mailings come from CF folders and out of this Address will grow. These folders never decay unless the person dies or asks to be taken off the list. Everything relating to comm with this person and new invoices etc including phone notes goes in his folder.

Этот список был предложен одним бывшим администратором по этике.

OES — The Org Executive Secretary-Org Exec Sec combines Accts, Tech and Qual functions. Elementary banking and bill paying (with the registrar and PES both able to invoice in, giving the money over to the OES with an invoice copy) is done by the OES. All auditing and major course supervision is done by the OES. The combination of duties may look all but impossible to combine but the strange part of it is, they do and I have done all three at once in a small unit The trick is to arrange one’s time. The major functions that must be done for the org to be successful are safeguarding funds by recording and banking and paying bills, auditing pcs, teaching students and correcting those cases that fail or students that are slow. If one of those functions is omitted, especially correction (Qual) then the org will falter and fail.

PES — The Public Executive Secretary — Public Exec Sec works to get NEW people. He does not work on people who have already bought something unless they are dissatisfied or ARC Broken with service and muddying up his field at which time he severely gets the HCO ES to bring them in and smooth them out and the OES or a higher org (preferably) to handle them as a tough case. If the HCO ES fails to handle or the OES has out tech, the PES can have a very hard time of it. By low level public courses, Sunday Services, invitations, lectures and contacts and book sales, the PES gets people into the org, drives them in in a number of ways. When they are in and getting some service the HCO ES signs them up for higher level higher priced auditing and training. The PES also runs group processing sessions and co-audits and schedules such activities. As soon as possible he gets in a Field Staff Member Program using persons who have had service. Getting people to give their success stories is part of it.

THE PES GETS OUT A TWICE MONTHLY NEWS LETTER TO HIS FSMs TELLING THEM WHAT IS BEING SUCCESSFUL AND WHAT IS NOT. HE COAXES FRANCHISES TO SELECT TO HIS ORG AND GIVES THEM ADVICE, PARTICULARLY BASED ON WHAT OTHER FRANCHISES ARE DOING WELL. HE KEEPS HIMSELF INFORMED OF WHAT IS SUCCEEDING AND KEEPS OTHERS ADVISED OF IT AND KEEPS THE PICTURE CURRENT WITH CONTINUAL REOBSERVATION. He also sells memberships as well as books, tapes, meters, insignia. Methods of getting new names and getting people into the org vary. One follows the formula of pushing what was successful and dropping what wasn’t. However, all of the above functions are accomplished by the PES. He is also the PRO and seeks to establish PRO Area Control meaning keeping the area handled so the org is well thought of no matter how hard this is to do where there is an active enemy or a muddied up field or a hostile press.

TECH BACKLOGS are the primary menace in an org. If it can’t deliver auditing it will shortly find no pcs apply. Neither a tech nor qual backlog must ever exist and must be reduced.

An org is far better off selling courses and when pcs tend toward backlog the org increases its tech staff on a long range and starts heavily pushing courses on a short range basis as there is no real limit to the number of students one can handle. Students also disseminate better and an org that only audits pcs stays small and is more expensive to run.

Whenever an org has a tech or qual backlog it is usual to call an “all auditors” action.

Any admin personnel assist with scheduling and getting pcs in to the auditors without making pcs wait or wasting an auditor’s time.

All tech trained personnel in the org devote a certain number of hours in the day to delivering auditing for tech or qual and spend a certain amount of time on their regular posts until the backlog is gone.

Too many of these “All Auditors” can cut an org to bits. They are only done so long as there is a backlog. If too frequent the HCOES should get in volunteer (but paid) field auditors to help (which was always MSH’s successful solution to tech backlogs). The HCOES is personnel so if personnel stays short, particularly tech personnel, then the HCOES is not taking adequate personnel action and doesn’t have a Program to get adequate or qualified staff auditors. Such programs are vital, then- training and support costs money. The program “Steal the Vis and VIIIs from another org” is both dishonest and org wrecking and recoils on one’s org eventually. Interne programs for students help this problem and are to be found in recent Policy Letters.

The above describes a 3 man functioning org. Yet it also describes all orgs. It is a circle. The HCOES, mind, routes people to the org’s body, the OES, who routes them to the PES as FSMs and the product of the basis of a field. From a field stimulated by processed trained people the PES routes new people to the HCOES and around it goes.

If tech and org integrity and service are good, you get an expansion. More and knowledgeable people in the field stimulate more and more new people who then by being routed to the HCOES etc. Around and around.

The cycle is only interrupted by inattentive or poor service resulting in ARC Breaks in the field which if not handled end expansion. Even the attacks of competitors and the press have never stopped this circle. Only inattentive service or staff inattention to functions or poor service halts it. AN ORG THAT BELIEVES ANYTHING ELSE IS DELUDING ITSELF. Thus organization and function is everything.

No matter how many staff members an org may have the above portions, functions and actions apply.

What occurs is that the HCOES, the OES and PES begin to acquire assistants. These have post titles. The org board seems to have a larger form. But it is always the same org board, the same functions.

Let us say now we have an HCOES, an OES and a PES. And we have two more staff members making five.

One of these is an auditor. One is a typist. As you must never exceed 2 to 1 of Admin-Tech ratio and if possible keep it below that (it’s less the bigger the org so that a fifty staff member org has half its staff in tech and will go awry financially if it doesn’t have half in tech) as regards these two additionals, the auditor goes to the OES for auditing and training help and the typist goes to the HCOES to help write letters to people in CF.

Now let us say we have 5 non tech staff applicants show up. Obviously 4 will have to go into pre-staff tech training but one can go to the PES temporarily.

Meanwhile the OES has some students graduating so the HCOES persuades some to interne which helps the OES.

And so it goes. The functions gradually build up. But they are always assistants to the HCOES or the OES or the PES.

You normally fill posts by overload noted. But you always bend toward Registration and Tech Service and Promotion.

In the HCOES portion hats can combine like LRH Comm — HCO Area Sec — Ethics Officer.

As the Guardian’s Office is very successful, in areas under pressure we try to keep this “single-hatted” on its own line to the Gdn WW. It is a catch-all front line troops org correction sort of hat.

As the LRH Comm is a split off of the old HCO Area Sec hats these two combine very easily as HCO Area Secs were LRH’s first communicators.

Where there is an LRH Comm single-hatted the org would have to be a 40 or 50 staff member org. [See footnote.]

An E/O is more important to single hat in a larger org but if not single hatted must be a specific duty of the HCOES or the HCO Area Sea

The OES as he struggles up the line for more tech staff finds accounts something he can well shed and so, an accounts personnel comes under his early tech allocations. This is not stated in previous policy. The OES assigns his better auditors to Qual actions but he continues to do tech actions until the org is safely large. Early policy on VIIIs placed them in Qual. However it assumes an org is there. An VIII in a tiny org would have to be the OES and the Case Supervisor and also audit and it would be quite a lot of more staff members later before he was now not the Case Supervisor.

Early on the OES splits apart training and processing as separate departments and then finally a Qual. Until he has the traffic for it he patches up the pcs other auditors flubbed. But if he is very clever in a small org, the OES shunts all the goofed up hard pcs up to a larger org right away and is satisfied to collect the FSM of it as such pcs stall his lines or may be beyond local skill. That’s what larger orgs are for. The rougher pcs.

The PES with his share of staff concentrates on his small courses, book sales and magazine actions as the logical zones to fill and with greater success tries to get a single-hatted Director of Clearing to handle FSM actions and see them through.

We have covered the tiny org but the whole thing applies to an org that has shrunk.

The only real reasons an org shrinks are because it

(a) Followed illegal or destructive orders from above.

(b) Failed to do its job as an org as outlined in the earlier part of this paper — in other words was disorganized.

(c) Failed to give good service and got its field muddied up with ARC Breaks.

(d) Didn’t outflow (letters, magazines, had no PES functioning).

(e) Didn’t train or process its own staff.

(f) Didn’t look or act sufficiently professional in staff member appearance and conduct or in quarters.

(g) Let huge backlogs occur without giving fast good tech service.

(h) Monitored its rate of sign-up against what a lazy OES was willing to get handled or would arrange to get handled.

(i) Let its Admin-Tech ratio go kooky.

(j) Was subjected to internal suppression which blew off good staff and lost its safe environment without anyone locating the SP.

(k) Let itself be raided of auditors by the call of big money in Franchise.

(l) Let staff procurement be turned into freeloading.

To resolve these or other troubles one has to

A. Confront what it was.

B. Remedy it vigorously.

C. Get in the pattern and actions given in this ED NOW NOW NOW.

To use this ED to reorganize an org or to increase its effectiveness, restudy the basic functions of the HCOES, OES, and PES as given here, consider that these three people are the working people of the org and need assistance. Don’t consider them executives. Consider the HCOES with her hands full of interviews — registration — comm — Ethics functions, consider the OES as having his hands full of pcs and students and doing accounts between Case Supervision and lecturing and consider the PES scrambling around the area selling new people the idea of coming in for service and running an FSM sales staff, organizing groups and placing and collecting for books in bookstores and you see them in the expected light, acting but needing help. If you see these as high status orderers of destiny with uncalloused hands operating from mysterious forces with incomprehensible requirements, the org is up the chimney already. We at the top of Scientology work and work hard. And the duties are as roughly outlined at the beginning of this ED. All the way to the top I still C/S case folders or keep tabs on the C/Sing for pcs around. I still drive students to complete. I intervene when your books show cash-bills reversed. I work in the other two ES sectors, actually work in them and do my own research-writing hats besides.

Right this moment, I am handling your org personally.

The first question I’m asking, “Have you got Ethics Program No. 1 basically done?” Right away get the results packaged and sent off.

The second question, “Have you got a backlog in Tech or Qual? How many auditors anywhere in the org? OK, get an All Auditors going now, today!”

The third, “What’s the state of ARC Breaks in your field? OK PES round them up and get them to the HCOES and then into Qual to get their overts pulled. Overts? You heard me. Overts. Then put in their Life Ruds.”

The fourth question, “Where’s your Ethnic survey, PES, on what people think staff should be dressed like? To look more professional. Get it done, and on HCOES orders get the money squeezed out of the OES and buy some outfits for the Ethics Upstats and reliable contracted execs. And get this place cleaned and neated up.”

The fifth question, “What’s your outflow? That’s not good enough. Get it organized — magazine, Info packs, letters from letter reg. All hands onto any stuffing-mailing cycle.”

The sixth question, “How neat and complete is your CF? Get any and all folders out of mothballs and get a project going on it as you can.”

The seventh question, “What state is your Address in? Good. Work it over so it is the exact index of your CF as you can. Meanwhile use it.”

The eighth question, “What’s your Tech-Admin ratio? All right, get the trained auditors into Tech and Qual and off Admin posts. Assign one to HCOES and one to PES up to a 2 to 1 ratio and put the rest on full time training. Get personnel staff member procurement going right away of people who will be Ethics upstats. OK, let’s post it up holding as many posts stable as we can but double triple hatting them where we can’t cover.”

The ninth question, “How is Staff Training Program No. 1 going? All right, smooth those out. Soon as they’re ready get this staff audited.”The tenth question, “What students do you have on courses that are slow or blowey. All right Registrar here’s HCOB 23 November 69. OES to Starrate it for action on the Tech Auditors and Registrar to sell each slow student a five hour Student Rescue Intensive.”

The eleventh question, “Have you got your staff broken contracts list? Turn it over to the HCOES’s people for further action. Oh, you say some of the VIIIs you trained up were lured off by a higher org and Franchise? Well, we’ll make do here and audit with what we’ve got and I’ll pass the contract breaker names to the Sea Org for their further attention, poor souls.”“You say what do you do with the bill collectors and the enemy and the half complete project on surveying salesmen? Well, I’ll tell you. You turn those over to the respective Exec Secs each comes under and the enemy to the Guardian’s Office and get the show on the road. You’ll never clear the planet sitting around here worrying. Remember the old maxim? When all else fails, do What Ron Said.”

[The above issue is amended by HCO P/L 9 July 1970, LRH Comm — Single Hatting, which states: “Amends LRH ED 49 INT by omitting ‘where there is an LRH Comm single-hatted the Org would have to be a 40 or 50 staff member Org.’ ”]