1.) A group which has the idea of where it's going and what it's going to do, and is not all individuated one from another, can normally pull together so it will eventually make it.
2.) Here in the SO (1971), we are on the edge of a 2 year survival, just beginning to make it. We are doing this into the teeth of a relentless enemy, and we hear his "death rattle" once in a while. We will make it, but now are on the margin of survival.
3.) We are in a world which is very "topsy-turvy" (upside down) economically and otherwise.
4.) The MINIMUM of survival is to be able to operate for 2 YEARS without making a penny. That is the BEGINNING of viability.
5.) And IF YOU DO have to operate without income, you have time to get REALLY BUSY and handle it.
6.) For instance, "cash bills" were so bad over the world in 1969, October, that I didn't expect Scientology to survive. It was an insolvent mess. The "cash-bills" of Scientology Orgs were crossed. (Bills were more than cash). (Note: Bills = Debts Owing.)
7.) MSH originated the "Financial Planning Program # 1", which I issued as an ED, to handle.
8.) In 7 or 8 months, she achieved the result of ALL ORGS SOLVENT. It was a HARD job.
9.) She found that many orgs were very unreal on how much they cost per week to run, so they didn't know how much they HAD to make to stay solvent.
10.) The next step is NOT JUST to make as much as you need per week, but to start to buy SURVIVAL, and that is, at a MINIMUM, a 2 YEARS RUN WITHOUT A PENNY WALKING IN THE DOOR.
11.) That would get you over most political and other crises.
12.) These are the HARD FACTS OF LIFE. So how much Establishment can you afford?
13.) Obviously YOU CANNOT afford an Establishment which doesn't PRODUCE. And, YOU CANNOT afford people IN the Establishment which do not produce. And YOU CANNOT afford to harbour machinery which doesn't produce, and offices which have no service use. THESE are the things you CAN'T afford.
14.) The WRONG way to do it, is to fire staff to balance you books when the income goes down.
15.) The way to do it is HAT, TRAIN, and get MORE PRODUCTIVE on post, the staff members you do have.
16.) The manager always has the responisbility of providing work for his workers. (Somebody in Russia ought to learn this.)
17.) It's not just "how much Establishment?", it's "how much Production?"
18.) Now we are back to Resources. How much Resources does the HAS have that can be utilized by production?
19.) It's very simple. Income for last 3 months was "X". Therefore expenses over next 3 months must be "1/2 X", and income must be "2 X".
20.) Then you are at a QUARTER of income for Establishment if you target it and pull it off.
21.) Most organizations are terrifically INEFFICIENT. The IDIOT answer is to "close down" some part of the org or "lay off" thousands of people. But that's what the wog world does! (like General Motors)
22.) That isn't management, that's an INSULT to idiots!
23.) Look at it. They have THAT much Establishment. What is the management responsibility? To get the production CONSUMED, not reduced. Their Product Officer is a lousy manager.
24.) You DON'T reduce production, you INCREASE CONSUMPTION.
25.) So if you have 12 auditors and only half work for 6, WOW! You better increase the consumption! It's not enough to JUST produce products, you have to increase consumption of products, or in the case of auditors as producers, you have to UTILIZE them.
26.) A good manager, P/O & O/O, will balance these factors out.
27.) That is why PR, Distribution, and Dissemination are so important. You've GOT TO KNOW what people want. You've got to estimate what they want and predict what they want - and provide it.
28.) Example: People "say" they want "new" Tech. But the "old" Tech hasn't been correctly produced. They really want "workable" Tech - and RESULTS.
29.) This missing factor in this example is QUALITY. The quality of the Tech was missing.
30.) Most of your basic problems of production are never connecting up the guy who CAN DO IT with the guy who WANTS IT.
31.) If you connect up a guy who CAN'T DO IT with a guy who wants it, you are going to have immediate production problems and the fullest Qual you ever heard of!
32.) We had a situation where Qual dropped out the use of their basic tool - the Green form. They would start in handling from the top, fly a rud and end off. What about the REST of the GF? Well, it wasn't being consumed, but that's where some cases need to be corrected to finish their Qual Cycle. I solved it by having the GF assessed once thru. Then take the biggest read and handle it. Bang! - cracks the case every time.
33.) Of course, the auditor MUST know how to read the meter and run whichever process is needed.
34.) Most of your big ideas in production are about SOMETHING YOU HAVE ALREADY GOT. The "big idea" is, "how are you going to USE this?"
35.) UTILIZE YOUR RESOURCES is the answer. On the "Green Form" example above, the campaign could be - "Come in and get a Free Green Form". This would correct the Tech outness and get the person back on lines as a CONSUMER.
36.) But by survey, we find that GFs have got a bad name because people had them done the old way and were tired of them - so we campaign for "Free Case Analysis".
37.) If you are promoting the "Free Case Analysis" or "Case Cracking Analysis", then somebody has to run like hell and keep the lines in, auditors ready, etc.
38.) This would be the O/O's job, not the HAS or Establishment Officer. Because it's a temporary thing - a pilot.
39.) The line for this pilot has to be Person Recieved, Escorted to Auditor, Assessed, C/Sed, Escorted to Reg to be told what he can now do about it - buy a Case Cracking intensive - and signed up. If all these steps are not in, then the whole "big idea" will fail and you get no increased consumption of auditor's time for PAID intensives.
40.) We had a "Hospital Project" once where Ministers went to hospitals, cheered up people and gave them cards with a phone number. The project was destroyed by having no person as a terminal to answer the phone. That is an example of a "big idea" with no O/O backup.
41.) The O/O then would handle these "Special Projects" from "Big Ideas" of the P/O. Then, if successful and continuing, the HAS would incorporate them into the Organization.
42.) The HAS should then also have "HCO Expeditors" to use under the O/O on these "Special Projects", so the Org doesn't get ripped apart, and vital posts don't go unmanned.
43.) You find HCO Expeditors today "filing in CF" when long ago the HAS should have had TWO CF Clerks. Or "helping in HCO" when LONG AGO the HAS should have a FULLY ESTABLISHED HCO.
44.) No, if Expeditors have free time, they should be on STUDY to become more hatted and valuable resources. And their best use outside of that is for these special "big idea" projects - NOT off filing CF someplace.
45.) So the HAS's job is to maintain the Establishment. And to do that we have an ORG BOARD. IT is NOT accidental. IT is PRODUCTION oriented. It is NOT an "arbitrary".
46.) Every one of those departments on it has a PRODUCT. And if you work it BACKWARDS FROM the product and sub-products of the org, you end up with the 1967 Org Board!
47.) How does a HAS post the Org? He fills it up to the degree it is demanded by production.
48.) He expands his Establishment by increasing the posting of his existing Org Board.
49.) And to do this he requires resources. I've given you one pool of resources - HCO Expeditors.
50.) Occasionally you get a personell man who thinks his personell pools are the bigger and better running Divisions!
51.) A mad scene in the SO is "missionairing". Missions have PRIORITY. And you should hear the screams of the Establishment people. But, in the SO, the Product comes first. And our Product is "Scientology around the World".
52.) Actually it puts a heavy burden on the 3rd Mate (HCO) on the ship.
53.) But he should get clever, and read the old FOs about a MISSIONAIRE UNIT. That would give him an extra pool to draw from, if he sets it up.
54.) The Missionaire Unit spend most of their time studying and on guard duty. If another higher trained missionaire is taken from the org, they can "fill in" while he's gone. Or they go as 2nd or 3rd missionaires to get experience.
55.) So the main problem of HCO is to get PERSONNEL POOLS. His main FLUB in DESTROYING what organization has been put there.
56.) This can be done by "having all the Qual terminals audit in Tech Div. to handle the backlog". That is HCO?S FLUB for not predicting the volume of delivery and TECH Auditors required. (for Example)
57.) So what are the HAS's resources: Money, People, Hatted People, Trained People, Very Valuable People, and the Materials of Knowledge, and the MEST to assist production.
58.) It is a POVERTY HCO if it has no resources and has to unmock what it builds.
59.) It's as stupid as using the wood from the house you just built to build a 2nd house.
60.) You say the problem is FP? Well if I was a HAS who couldn't get the pay for new staff through FP, I would "not OK" anything the P/O wanted until he produced more with what he had and he could afford more Establishment.
61.) It could get so crazy that the HAS is transferring all the staff each week to keep up with production. Trying to run a 345 man org with only 15 staff!
62.) When production is not adequate for the Establishment, then the Establishment goes "poor" in all its resources.
63.) Its main resources are of course TRAINED STAFF MEMBERS.
64.) And willing auditors, and cheap expansion space, and sources of inexpensive materials and equipment of the org - like filing cabinets.
65.) The WRONG way to do it is to spend 8000 Dollars for new desks for P/O, O/O, & HAS. That's beginning into the incredible practice of "spending money you don't have".
66.) You CAN do this in this society. Very clever. They are ALWAYS WILLING for you to "spend money you don't have" - credits, loans, etc.
67.) But we DON'T do that. That is why we STILL own our own souls and why we are NOT in the "pockets" of the International Bankers.
68.) We are SOLVENT, are OURSELVES, and DO EXIST, because we make our OWN WAY.
69.) Some staff wonder why I don't pay them better. It's the wrong question. I'm not even on their Board of Directors. Their low pay is a direct result of unhattedness for production in their orgs. If they produce more they get paid more.
70.) This is the ECOLOGY of the Universe in which we live:
71.) Example:
An Instant Hat of Staff gives VOLUME.
A Mini Hat gives some QUALITY.
A Full Hat gives VIABILITY.
72.) As a manager, your first thought is for VOLUME. You demand VOLUME of Product. Then as 2nd Action you demand QUALITY of the VOLUME. Then 3rd you calculate and demand VIABILITY.
73.) If you don't do, however, a bit of VIABILITY PLANNING before all this, you may have an awful time of it.
74.) You can predict from stats where an org will be 5 or 6 months from now. (Ex: AOLA will be DOUBLE its current 40.000/wk income and corresponding delivery stats.) So whose job is it to prepare for that DOUBLING of the Establishment? The HAS of the org. And whose fault is it if they DON'T DOUBLE the size of the Establishment - space, auditors, staff, etc. - ? The HAS of the Org.
75.) But it takes months to train, hat, and groove-in staff. And find space and rent or buy it. So who is doing it NOW? I don't think anyone but me.
76.) The WRONG time for the HAS to think about Establishment for the increased production IS WHEN IT IS ALREADY INCREASED. No, they must predict it and start way AHEAD of the increase by building up RESOURCES.
77.) We are going to see a boom in Europe. We are translating the lot!
Into all major EU Languages.
78.) It needed a bright idea, because the cost of PUBLISHING all these things in all these Languages was prohibitive - millions of dollars. (NOT-VIABLE).
79.) The bright ideas was SIGHT TRANSLATIONS onto TAPES. The courses are done on tape or cassette by trained translators. The orgs then only need a lot of tape machines for the students.
80.) New tapes can be sold to the orgs every 3 months, because the tapes will wear out from so much daily use.
81.) The Russians are now fooling around with psychic phenomena. It's a field of interest the government doesn't fully control, so we release into their midst "Russian Scientology".
82.) The only reason you are not making a penetration in some areas is because NO MATERIALS are there.
83.) We are putting out KNOWLEDGE. When applied, you can get production, ability, case gain, etc. But the basis is KNOWLEDGE. So that's what we need to put in an area first - the TRANSLATED KNOWLEDGE.
84.) The consumption of the KNOWLEDGE is quaranteed. It's the basics of LIFE. But you must have the books, tapes, bulletins available in the LANGUAGE. And the SUPERVISORS for the COURSES.
85.) If you put in a FRAGMENT of something, IT WILL BOOM, AND THEN COLLAPSE. Thus we also need to have Supervisors, M/U Word Tech, and the OEC for the Organization.
86.) If you only put in a fragment of this Prod/Org system, it would boom & collapse. Example: The HAS gets 60 staff for the org, but none are auditors, all are unhatted. They would behave like 60 ENEMIES to the org and each other!
87.) A 60 man MOB is not an org nor an Establishment.
88.) So I've elected the HAS as the person who puts and maintains the Establishment there.
89.) If the O/O did all that, he would CEASE to help the Product Officer!
90.) If the P/O has no backup by the O/O, he can't increase VOLUME or QUALITY of products, so will fail.
91.) So the proper division of duties is for the HAS to care for the Establishment.
92.) The HAS must not take people from fast-flowing posts to give to the O/O to fill other fast-flowing posts. That's nuts. And it would be a HAS in POVERTY who didn't have any resources.
93.) Let me give you something from SOCIALISM that IS true. (Most of it is balderdash).
"THE WEALTH OF THE WORLD ARE THE REAL THINGS IN THE WORLD. AND THAT IS WEALTH. MONEY IS ONLY A SUBSTITUTE FOR WEALTH, AND IS NOT ITSELF WEALTH."
94.) Money is only valid to the degree that it can substitute for actual wealth. Money is only of any use to the degree that it can purchase things of value.
95.) Value is established by things that are WANTED. Value is established by "wantedness".
96.) You can fluctuate (change) value by making scarcities and demands, etc., but it is basically "wantedness".
97.) "Keynesian" philosophy is valid UNLESS you put it in the field of ECONOMICS. It IS VALID in the field of PRODUCTION, but NOT in the field of MONEY.
98.) So in production, you DO have to "create want" or desire for consumption of the products.
99.) What you are selling is absolutely priceless - KNOWLEDGE, and how to APPLY IT for BETTER, HIGHER QUALITY, LIFE or SURVIVAL.
100.) No "price" could be put on it. So what is its price? Its price is WHAT CAN BE RECEIVED FOR IT; NOT WHAT IT IS WORTH.
101.) So pricing is based, not on VALUE, but WHAT CAN BE RECEIVED FOR IT.
102.) And that depends on HOW MUCH IT IS WANTED.
103.) Once you have this sorted out and aligned, you can determine HOW MUCH ESTABLISHMENT THE HAS CAN PUT THERE.
104.) Don't just "fill in" posts on an org board because they are empty.
105.) Put up the org baord and then post it TO THE DEGREE THAT IT IS REQUIRED TO BACKUP PRODUCTION.
106.) Now the Command Lines will go mad to the degree you don't build it from the top. So the FIRST PRODUCTION man you put on is in-charge of everything AND does the production.
107.) When you have ONE auditor, he IS the P/O AND the whole of Tech and Qual.
108.) When you have more auditors, it's because you have a DEMAND for more auditing.
109.) That is created by RESULTS and BOOKS.
110.) The stats of an org are almost monitored by the degree the knowledge has been circulated.
111.) It's a direct relationship. The stats are proportional to the amount of KNOWLEDGE circulated by the organization. (Not by the amount of "sales-talk")
112.) So the HAS builds the org according to the stats he can build by. If he builds the org at a cost of 50% of the income of the organization, he's really doing great.
113.) A "rich" HAS is one who has reserves, resources.
114.) The wealth of the world are ACTUALITIES. A HAS is wealthy to the degree he has trained staff members, trained staff in reserve, auditors, supervisors, etc.
115.) A "rich" HAS could even ask the P/O to find work for 5 fully trained auditors not being utilized on production lines at the moment - great for use in Special Projects - time for a "big idea" - see?
116.) Or he could ask the P/O to produce more income so he can put on 25 staff - already hatted - to expand the Establishment.
117.) Interesting COINS: "How many auditing hours and Supervisor's minutes can the org furnish?"
118.) "How many students hours, public courses, etc. can the organization furnish?"
119.) That's a RESOURCES SURVEY done by the HAS. "How many hours?" for instance depends on how many auditing rooms and how many auditors.
120.) An HAS should know the resources of his org. The ACTUAL wealth. When he knows this he can then tell if he has spare or reserve resources.
121.) Example: Org with 6 auditors. WDAH for week 36. Wow, should be 150 with 6 auditors at 25 hrs each! So that org is throwing away their gold coins of 114 "auditing hours" every week. And this can NEVER be recovered for that week. It can never be "SPENT" again. They threw it away.
122.) It's "funny money. If you DON'T SPEND it - you HAVEN'T GOT is.
123.) Ex. Student hours. The course room fits 20 students. An 8 hours day org. So that's 160 student-hours per day. For a 5 day week it's l800 Student-Hours. That's the "coins" of the org.
124.) Now you understand why I say the HAS is "poor" if he doesn't have resources. Those ARE his resources.
125.) If he had 160 staff and only one auditor and one supervisor for 7 courses, he would be in poverty. Only 25 WDAH & very few supervisor minutes per course or student possible. That org would go broke FAST. It could not afford itself! There's nothing to deliver!