1.) Now an Org Officer in a highly idealized org would have Organizing Officers for each Division of the Org as the Deputy Divisional Secretaries.

2.) The O/O Conference would concern itself with getting projects done - while the P/O and Div Secs. go on getting products.

3.) The reason thins go "zoom" when I am around an Org, Is that I never take pity on an organization - I am a pitiless Product Officer.

4.) If My actions are not followed up by organization & establishment, then I will ALSO do Prod 3 AND Prod 2 until it does.

5.) If a Tech Sec tells me - "We can only audit 6 pcs, because we don't have enough auditors." - I will at once order promotion to promote heavily for more pcs, and the regges to sign up more pcs, and tell the Tech Sec - "You've had it! There's going to be a flood of pcs in here within 2 weeks and you better wear you hat of hiring auditors, get them hatted and ready - about 12 more." And also notify Estates to rent 2 more houses to audit in - etc.

6.) The Analysis of Successful Actions in this field shows the key is the pitiless Product Officer, who only thinks of the Organization in the light of how to use it in its totality.

7.) If he sees an un-utilized machine or person, he gets them utilized in making products.

8.) The biggest trouble with execs we have found, is to get them to INSPECT their orgs. They shouldn't be at their desks! The production lines are out there - in the org.

9.) The only reason I can do so, is that I have a 24 hour Messenger watch and I keep them running like hell, while I also wear my own hats. Even so I do go out and inspect regularly. I only get a bit resentful when I get too much Prod 3 handed to me while I'm also doing my other hats. C/Sing, Writing Tech & Policy, Planning, Books and Films, Lecturing, Coordinating SO, GO, & Org activities, Handling compliance traffic, issuing orders, Conferences, etc.)

10.) It's mostly because there are only 24 hours in this cockeyed plant's day!

11.) I found myself saying that "even God couldn't hold this post". You may find yourself saying that too, on up the line - unless you listen very carefully.

12.) There ARE ways to live with this - by following the standard ways of doing things - keeping information lines open - and not Q & Aing.

13.) It assaults my Reality to find Executives depending on "dispatch" lines.

14.) Dispatches are NOT THERE to HANDLE THINGS, they are only for information, records, and "OK", or compliance reports.

15.) It would be impossible, if you weren't in total communication with your organization, to handle it at all.

16.) Never ACT on reports that contain too much entheta or you can get a recoil. Investigate further on another line. Use them, however, as indicators of situations.

17.) I also have the ability to "look around" - without GOING around too much - so I can keep a close finger on the "pulse" of an org or area.

18.) When I was an E/D in an Org, I would go through the Org daily and talk to every person in the org. I wore Prod & Org Hats both then, as we had no "system", so I was interested in the Products, the Staffmembers personally, and what they needed to get their product out.

19.) I missed a day every so often - but I KNEW I had missed it, so would take extra attention the next day.

20.) The O/O should take a tour thru the Org daily to find out how the staff are doing.

21.) He should note when a hat is missing or weak and handle.

22.) The troubles with HATS can be solved on a gradient:

1. INSTANT HATTING

2. MINI HATTING

3. FULL HATTING

23.) INSTANT-HAT is verbal-orient, tell duties - flows - what to do.

MINI HAT is a basic small pack which HCO comes around and hats the staffmembers on in about 30 minutes.

FULL HAT is the Checksheet packs, books, demos, drills of the post to be done in study time.

24.) When a person is fully hatted, he gets a Cert from C & A.

25.) Now the Org Officer is not just "inhumanly" interested in "the organization". HE is interested in the individual staffmember.

26.) How is he doing? How is he getting on? Is he able to do his job? Is his health maintaining? Is the post overloaded? Does he need help? Is the post empty or no traffic flow coming or it's piling up? This all adds up to: DETECTION OF A DECLINE (PROD 3)

27.) He doesn't take up their time. It's brief, but he must know what all posts are SUPPOSED to be doing so he can detect a DEPARTURE from the IDEAL SCENE.

28.) He's interested also in them as human beings - are they getting paid?, do they have troubles? - you may think this is a Chaplin Hat, but it's also the Org Officers, because if just the Chaplin did it, the O/O wouldn't get the information.

29.) If he doesn't get the info, he can't REPAIR or ANTICIPATE a DECLINE.

30.) Thus he couldn't get Prod 3 - The Correction of the Establishment.

31.) He also inspects the Establishment on his tour - cleanliness?, is MEST in good order?, enough space?, files backlogged?, etc.

32.) He may find out that about 30% of the org is misposted!

33.) He has to decide if all those HFA (held from above) posts are really necessary, or should some be filled to relieve a load, or would the functions be done better with a reorganization - Prod 3 again.

34.) He (O/O) is able to order all persons responsible for Establishment, so uses his authority to arrest the decline, and get the area back to the ideal scene or even higher to a NEW ideal scene.

35.) Now the P/O is getting products all this time and he makes notes of flubby areas and passes them to the O/O. The O/O, by doing these inspection tours, knows exactly where unutilized people and MEST are, so can handle quickly to get them moved over to beef up the Production areas, thus arresting the decline.

36.) The first things that the O/O usually detects as wrong is the person's HAT.

37.) Ex: Trouble with Success Stories - O/O will know either no one is there or there is trouble with the HAT.

38.) 99% of the time its HATS. So the O/O must be an expert at doing instant hats.

39.) If an O/O needs to make an instant transfer to fill a post, he gets an authorization from HCO AFTER the fact. (No case gain or PTS persons should not be on Public Lines - route them to Qual, then onto a backlines job.)

40.) The O/O gets things authorized AFTER they are done. An O/O who "waits for approval" is very "safe" - UNTIL you see his stats.

41.) The failure to PUBLISH these actions is a big fault - and this is what the "Orders of the Day" (OOD's) are for. This keeps the team informed.

42.) The P/O & O/O have the big space in the OOD's. If they don't keep the org informed, all hell breaks loose.

43.) To NOT inform, sows little mysteries around the org and causes confusion.

44.) The "Linear System" is: The P/O keeps notes, and passes them on to the O/O, of what needs to be investigated and handled in the course of getting the product.

The O/O's stats & reputation depends on the REDUCTION of these flubs.

45.) If the notes of the P/O are the same week after week, the O/O isn't doing his job.

46.) There are SOME areas that don't get handled, as absolutes are not obtainable, and some other factors may come into it. So the P/O notes are NOT orders, they are indicators, observations, and what he thinks is wrong. The O/O must find REALLY what is wrong and fix it.

47.) If the P/O doesn't let the O/O know what he is doing, the O/O may thing he is tearing apart the org as fast as it is being put there.

48.) In the O/O's daily tour, he also notes the condition of supplies and equipment, the busyness & lack of it of personell, the condition of the communication lines, etc.

49.) He would also have to see that the hatting programs, study time, HCO minihats, and Qual were all progressing so that eventually the org can get fully hatted.

50.) He also is interested in Major Courses to train Auditors for the Org. The production started off with a Course Sup to train Auditors to audit the pc's, so this must be kept up for EXPANSION.

51.) The SO suffers from not doing this, so that in AOs, non-SO have to hold the Top tech Posts. This is lack of long range planning.

52.) We have an old policy here on Flag regarding CLO - "to always send out a better trained team than the last team that wend there".

53.) This works toward the Ideal Scene.

54.) The "Art Formula" applies here - about "Perfection" - you can work so hard for "perfection" that nothing ever gets DONE. So it's always BETTER than the last, a CLOSER approach to the Ideal Scene, etc., to EXPAND.

55.) The O/O should work on this basis, always getting the area organized better and better and more established. He should NOT go for "perfection" at great time and expense.

56.) Also the O/O should get a program going for longer term admin training of execs thru OEC & FEBC. This would come after full hatting.

57.) The Tech and Qual O/Os will also insist on training for mayor Tech Courses, and this should also be done, Class VI, VII, VIII, C/S Courses, etc.

58.) An Organization consists of TRAINED Persons ideally. It isn't composed of dead bodies.

59.) We do a lot of TRAINING in the SO. In Scn. Orgs It's nowhere near what it used to be in the early days, but I'm getting it going again.

60.) Remember there is no scarcity of PEOPLE today. Maybe there was in 1705 - but not today. The scarcist thing in the world today is a HAT.

61.) These "welfare" people in America and other areas - do you think they are happy being relegated to a HATLESS LIFE? No!

62.) Any time you have welfare, you have unhappy people, and an incipient revolution.

63.) A group has a tendency to "EXCLUDE", and it shouldn't... - particularly a group such as ours.

64.) You raise your Security Standards too high, and you don't get any people at all. And you put them too low, and you have "wild ones" on your hands.

65.) Somewhere in-between is the right level of security - it hasn't been yet found - but what it takes is an alert HCO.

66.) I've seen people make it on a post after several instant hattings and practical - and I've seen some get worse and worse. These are "cases" and need processing.

67.) We have the Org Series-Organizational Misunderstoods list to help straighten out people. It's a list of Management terms to be cleared - given in the Org Series.

68.) We have flubless tech here at Flag and you in the outer orgs will e in "clover" when you have the tech standards to allow your org to deliver the L-10 in the Department of Special Cases.

69.) The Standard of Field Audition at this moment forbids it utterly.

70.) So we've got to export course supervisors and the tech when the orgs get qualified to have it.

71.) The principle we work on is: "Hire lots of people, and retain those who make it."

72.) An indicator of someone who can't make it as staff is their study stats. Not "slow" or "fast", but THEY CAN'T STUDY AT ALL. That's also a case.

73.) This shows up in your hatting actions. The STUDY RATE, or ABILITY TO APPLY what one learns, is another indicator for the O/O.

74.) A personal observation of the post combined with the study rate of the person gives an O/O data on how to select, transfer, or remove personell.

75.) The fact of "going to study or not" is NOT a valid indicator. Sometimes people on heavy traffic posts feel responsible, so skip study to handle the post.

76.) In this case, you point out to them that some of the cope & problems of the post will be lessened by going to study on his study time. VERY true!

77.) One of the things you find is a person has 8 incomplete courses! The solution is to finish them all one by one, taking them in the order of "which takes the least time to finish?" "Good." "Finish it." & DON'T let them start a new course.

78.) The Org Officer must try to finish any orders given by the Product Officer in the time given.

79.) If one doesn't have an ESTABLISHMENT OFFICER - different from an O/O - it isn't likely that any long-range program will ever get done.

80.) The Establishment Officer can be the HCO AS. Then the O/O will find it easier to get the P/O backed up as time goes on - if the Esto is doing his job of putting Prod 1 there.

81.) The O/O who WAITS for orders is already BEHIND the P/O and he ought to be AHEAD of him.

82.) The O/O has to "run like everything" just to keep even with the P/O.

83.) I always like to be "saucy" as a subordinate - but fully competent - and I always end up in Command of an area. I used to think something was wrong with me, but really it's the best way to hold a junior post.

84.) It's to answer all orders with "Oh, that's done." "We already handled that." But it must be TRUE. I could organize and handle things on a ship while most others were eating a sandwich. Then I would just be insouciant, a "gold-brick", and nonchalant. I ended up RUNNING the ship as 3rd in Command.

85.) So the Product Officer has the "Big Ideas" and "Bright Ideas" to sell more service and get people in. The O/O would rapidly figure out what it would take to deliver at that projected volume and gets it set up before hand, so when the P/O tells him that 40 new students and 60 pc's are arriving next week - the O/O casually tells him he has already got a bigger courseroom and more auditing rooms, auditors and tech services people ready to handle, and HATTED to do so.

86.) The Product Officer is in the business of driving people into the org - and the O/O has to put an org there to handle them.

87.) The O/O may hire field auditors, get FSMs to help handle a flow, plan to audit people in their rented rooms, etc. He is very resourceful.

88.) The O/O prevents the decline of the EXISTING org and forces HCO to put enough MORE Establishment there to HANDLE the P/O's increased volume. That's the 1, 2, 3, of it.

89.) The O/O extrapolates the curve of the existing graphs of production to see where they will be, say, 1 year from now. Then he sees what is necessary to produce that. Then he gets it started NOW to obtain the personell, auditors, space, equipment, etc. That's how he stays ahead of the P/O.

90.) If the curve is downward, there won't be any org soon, so he ARRESTS the decline.

91.) When the O/O corrects these Org areas he informs the P/O so there is a backflow there. And he gets CSW OKs for big projects from the P/O (and E/D). This is the linear system where the P/O IS the E/D.

92.) This all comes under the heading of CAPABILITY. The P/O must know the capability of the org.

93.) The "capability" is in the hands of the O/O - not to limit it, but to improve and extend it.

94.) "Capability" implies there are RESOURCES TO DO PRODUCTION WITH.

95.) The P/Os "Black Dog of Karnak" is Resources - he never seems to have enough. So the O/O should keep him advised of Resources.

96.) Resources of an Org are:

- Auditors - Auditors that can be hired - Supervisors - Auditing Rooms - Materials - E-Meters - Books - Course Rooms - etc.

97.) On an Eval, you do a "Resources Estimate" to find out if you have resources to make a handling with. And you have to tailor the handling to fit the Resources, otherwise it's unreal and can't be done.

98.) The ABILITY "to return thins to the Ideal Scene" depends on what Resources you have.