Alright. The value of an Establishment Officer is measured by the increase in quality and quantity of production, and the absence of dev-t. And if anybody were to ask you what good are you, your answer to it would be on the increased quality and quantity of production and the absence of dev-t in the org or activity. Now it is very easy, because we teach auditing and because many people are auditors and because we audit people, to forget that we are dealing in establishment with third dynamic technology, we are not dealing with first dynamic technology except as it will influence or affect the third dynamic. Auditing is from the viewpoint of the first dynamic. Establishment is from the viewpoint of the third dynamic and in our case, also the fourth dynamic.

Alright. Now, when you get a real fixated hatred going in some direction, from command toward some line, when you get a real fixated hatred going it is usually quite blind. It again comes under the category of what I was first talking about. J. Edgar Hoover's hatred of communism was similar to Gellen, the German intelligence chief that the CIA put in charge of all German intelligence. They're fixated, absolutely fixated, and it made them both just dishonest bums. J. Edgar Hoover's book, Masters of Deceit, is one of the most deceitful books you ever wanted to read, because he really doesn't tell the story of communism. He's just blind to all of its side panels. The guy's supposed to be an expert on it since 1919, or something of that sort. Pooh. He just fixated, just a fixated hatred.

Now, those dynamics as you can easily see, subdivide. A body is called the first dynamic, but in actual fact is a species, and could as easily be categorized as a fifth dynamic. A thetan is a thetan and where he thinks of himself as everybody, he could be classified as the seventh dynamic. The first dynamic, self; the second dynamic, sex, family; and that by the way is posterity, that's reaching posterity through a genetic line, the "Herring principle." Herrings don't care how many are eaten, how often they get killed or anything, they have no concern about this, they have no protective mechanisms of any kind whatsoever, they just breed. And their whole idea is, "If we just got enough herring and we just lay enough herring eggs and just enough herrings grow up why, we will make it." One hundred percent second dynamic. All herrings think in terms of herrings, but they don't even think in terms of herrings now, they think in terms of herrings future.

Yes, communism is lousy, it's lousy, it's been lousy since the time it ruined Sparta. Plato's Republic, the only, only effect I ever heard of of Plato's Republic, which is what communism was based on, was the destruction of the affluent state of Syracuse, and that was the only state that was ever run by or tested on, on the subject of Plato's Republic, and it went wwwungg, and that was the end of Syracuse. And I think ten or fifteen years later they had to import thirty-five thousand people to have some inhabitants there on that little desert spot. It was remarkable.

So the third dynamic is the dynamic of group and you can see immediately that when we say group, well, what magnitude of group? There is the small group and we could even say there's the group of the family, which is really sort of the first group as it merges, you see; and then we have group of two or three people who are friends and then we have the group of a social club, and we have the group of business or activity, and we have the group of a specific public like the commercial public, as we have in PR, and we have a larger group of the city and state and the political groups. And as soon as you get into PR, you know at once that the third dynamic has more categories than you can count easily. And the downfall of many a PR officer is is he does not recognize the variety of the third dynamic, tremendous variety; and if he gets them wrong he will spend more money with less result than anybody you've ever seen.

So these fixations obscure enough facts to render them very ineffective. That is to say, he gets so mad, or it is so mad dog, on the subject of this one fixed thing, that they never see the facts that are immediately adjacent to them. So you say, "Well, you can always get people going in one direction if you have a cause." Yes, but don't associate a cause with a fixated hatred. Communism won't ever take the whole planet because it hates capitalism, knows nothing about it and has excluded out of its system certain principles of economics which are vital to its survival because they're part of capitalism, they think. Those cats don't even define capitalism. They're cheats. Capitalism is living off the interest of loaned money, basic definition. It doesn't go with war mongers or something.

You go into a division six that is unhatted and say, "What publics do you have?" and they look at you blankly and they say, "The public, of course." Oh boy. Now, that meant overwork like mad in HCO, in mailings, in bulk mail, and there's stuff going out and it's pouring out, and other actions, and the department four's promotion is oh my god, and the cash money for promotion is just staggering and postage is huge, and there's nobody walks in the door. Wrong publics in all directions because there's "the public." You can easily spend ten thousand dollars sending out a promotion to raw public to get them to redo their OT 3. See, wrong public. So there's tremendous variety to this third dynamic, and therefore there is a variety of ways and means of handling it. Now the; I'll come back to that later.

So what is all this about? Your intention, what is the intention in which the staff is operating. Is it operating in such a way that the intention will be misread and is being misinterpreted to them? Have they got a J. Edgar Hoover around who is teaching them this, that or the other thing, and that they ought to be all against something or other or something or something, making them totally blind to other factors in their environment? Or, what is this, what is command intention? Now, the interpretation of command intention and so forth is a PR job. And it says in definition, that is one of the functions of PR, "The interpretation of management policy, do it's stuff, and plays as a prime function of public relations." And then because they don't do it then the shop steward says, "All those guys is interested in is money, see?" It can be re-interpreted because it isn't entirely true, because it's PR. What is it? What is command intention?

Just to go on with the rest of the dynamics, the fourth dynamic we say mankind, which is simply a species, we say the, then there's brown men and black men and white men and green men; and I'm sure there are green men on some planets; and all of these vari-colored statures and breadths and depths and physiological oddities. For instance, the Chinese, you leave him adrift, adrift in an open boat for eighty days and you pick him up and he's fat as a butterball. And you take a Scandinavian and you leave him adrift in an open boat for three days and he's dead as a mackerel. So there are slight physiological differences because the Chinese is taught to endure and the Scandinavian gets as far as he can hit a hard blow first, that is the way they're built.

Now, you will find that when somebody in an executive strata gets an axe out for somebody, you will run into one of your most oddball problems, or when somebody thinks somebody in the management strata is mad at them and has singled them out, oh, you've got a hell of a problem on your hands. Command intention has been colored for them to a point that it can make them ill. "Command intention is so-and-so, that you ought to be happy that you do your jobs, that you produce, that we make money, you can get bonuses," that we do this, that, the other thing and so forth, but they know by personal experience that the director of something or other has their number under his blotter. They know this not, not by reading it in the atmosphere, they have seen it, and the guy will sort of cave in.

Women can't throw a ball worth a nickel because their shoulders are hinged wrong, so we even have a subdivision when we talk of mankind, we're liable to forget womankind. And they have a fantastic array themselves of things they can do and so on. There wouldn't be any men if it weren't for women and you've heard this for years, I mean, it's gone on and on and on. There's the woman's liberation movement and so on. They finally did, by the way, get a law passed to get women paid as much as men; I thought they always were, but they got a law passed now so that I think some company has been hauled up here recently for not paying the women as much as they did the men, I don't know. But they can even get a rivalry with inside this dynamic, so you get a subdivision of that.

Now, I have to be very, very careful of this, and if I have to be careful of this, and you're working as an Establishment Officer in these organizations, you'll have to be careful of this. I have to be careful not to get mad at a staff member and not to hold a grudge and not to keep people on a blacklist or something like this. But I have to be particularly careful not to get mad at people, and I often do. But it is one of these things that blows right on by. I mean, I don't object to saving people's lives, I don't object to handling things so they all run right, but I do object to somebody coming in and proudly dumping a dead rotten gopher in the middle of my desk saying, "See what I did?" And at that point I reserve the right to myself. This happens every once in a while. Somebody goes out and he just makes a mess, he makes a dog's breakfast and then messes that up, see, and he comes back up or I will send for him, and I blow his head off.

As far as your fifth dynamic is concerned, that is again the matter of species, insects, all that. You go up into the sixth dynamic, you get MEST, and matter, energy, space and time. And the seventh dynamic, the whole world of the thetan and that probably would include all thetans everywhere. And the eighth dynamic, well that is an infinity dynamic, and people believe it is there so it probably is.

Every once in a while it does a lot of good. But you have to watch it, you have to watch it, because it can make somebody quite ill and you'll knock them, knocked down to a point where they don't come up again. You can practically kill them from a, an altitude. They become convinced, they key in somehow or another, they all go beowww, and then they don't know where they are and their stable data gets all blown, and maybe it wasn't too well aligned to begin with. Do you follow? And so there is a little rule that goes along with this. You handle the group for the group's benefit and then you handle the individual for his benefit. It's the one and the two which really is the three and the one. You act for the benefit of the group and then you try to salvage the individual, because sometimes when you act for the benefit of the group, somebody gets hurt. And although there are casualties along the line, I think the record stands pretty good.

Now, the oddity of beings, and now let's get right off to where it fits in here, you knew all that, but let's get right off where it fits, where you live in your present post right now, what you're doing. People get stuck on one or another of these dynamics, and their whole viewpoint is through one of these dynamics. Now, the dynamics had to exist in order to breadth, give breadth to life in order to give a span of view, so that one could then understand, and that is why they're released and why you suddenly will see somebody out in the public, something like that, somebody's old grandmother or something say, "What do you think Dianetics, think they are into, Roger? I think it's something nasty, I wouldn't like to smoke Dianetics myself." And you, you show her, you show her the dynamics and she reads this over and if she reads this over and doesn't misunderstand any of the words, but if she reads this over she will say, "You know, that is a pretty good thing," And what has she been told? She's just been told there's life has a span, a breadth of view, that there is more to this universe than the dynamic you just unstuck her from.

But never, we're not now talking about anger, let something happen to the guy until some action had been taken; that is if it was in my hands, this happens at lower executive stratas over which you don't have total control, otherwise you'd be a totalitarianism; but do something to handle the group and then do all you can to catch the individual. And that's the one tool. The individual is the second action but is nevertheless an action. That's why you say things like Steward's Project Force, Deck Project Force, orders to that instead of just booting him off into nowhere. One of the, that I had to put the brakes, for instance, suddenly on offloads because I found that offloads were being off loaded without proper justice procedures, and that can unstabilize not only the group but can certainly upset an individual, because these various things, things can happen.

Now, just as we had to have eight dynamics in order to get a wider view so that life could be studied, so do you encounter this problem as an Establishment Officer consistently and continuously, because you are dealing with staff who are likely, if you're having any trouble whatsoever, are stuck on a wrong dynamic. Now, it doesn't much matter that it's a wrong dynamic, that is not the emphasis, but that they are stuck. That's what's important.

Justice is always expensive, it's either expensive in terms of bruised feelings or it's expensive in terms of cash. Holding on to somebody who was there under false pretenses and that sort of thing, long after you should have and so forth, is probably one of the faults that could be pointed out that I have. Trusting somebody, leaving him on post far longer than I should have, that sort of thing. I would rather err in that direction than otherwise. Sometimes you see something happen suddenly, but there is usually your considerable explanation behind it, but there is also the individual's reputation at stake. You don't necessarily throw a big withhold, or build up a big withhold on it, but there isn't any particular reason to, just because you had to do something for the group's sake, to then ruin somebody's reputation at the same time when he probably was not doing anything that he considered malicious. It's after the guy's been given a chance and you've handled him and you straighten it out and you straighten it out and you straighten in out and, well, to hell with it. We've got other things to do.

Now the staff member, let's just take a horrible example of this now, the staff member who is absolutely, utterly and completely stuck on the first dynamic. Everything he sees in life and all that he sees in life is the first dynamic. That is all. He never sees another dynamic or any corner of one. "Oh," we say, "Well, that's reprehensible, that's socially unacceptable and that's this and that's that. Well, that's in this dog eat dog world, what can one expect?" A lot of reasonability, but who cares about those? It's just this one fact; he is stuck on the first dynamic, and you as an Establishment Officer can view this. It becomes obvious. There's a lot of conceit, egotistical, selfish, greedy, thoughtless of others, hard to get along with, leaves his lunch on my typewriter, you know? These are manifestations. But they don't mean necessarily that this fellow is, should be labeled in the usual social terms. "What do you mean being so selfish and onery?" and you're not going to get anyplace as an Establishment Officer. See, you've been saying that to him for years and he just ignored it and that's probably what put him on the first dynamic, he's begun to dramatize what they've accused him of.

But those are the two steps which an Establishment Officer must put into his operating action. It's the group and then the individual. You don't just go dumping people in garbage cans because you had to get them off the post because they thought money was something you lined garbage cans with. Do you follow? Now, that doesn't mean that everybody who has ever been hit or who's ever been transferred or something had something terribly wrong with them. There's also another thing that happens.

So what, what in essence here, what in essence is this? It's just that everything is viewed through and only the first dynamic, and that becomes important to you as an Establishment Officer. He doesn't, now get this, this is not one of these toss off words, he doesn't see anything that has anything to do with any other dynamic. He doesn't see, that doesn't mean mentally conceive of, visually with the eyeball he literally will not see anything that does not have to do with the first dynamic. There even is a psychosis of this, it's called Narcissusism, because the nymph Narcissus, that was her name, used to gaze at her reflection in water and sigh longingly. But you will see people who can't walk by a mirror. Now, all of us will glance at our image in a mirror, but these people can't walk by a mirror. Oh, you didn't know that hooked up to selfishness and egotism and not see, but look. You could actually practically take an axe to this person to make him observe the fact that he's wrecking somebody's life on the second dynamic or that he's ruining the group, or he's just got through leaving all of the addresses piled all over the floor, and he thinks you're crazy. You would just be very interested from that point of view. He thinks you're crazy, he can't see them, eyeball can't see them.

You'll find somebody on some kind of a post or another, he really didn't want to be there, that sort of thing, he isn't doing too bad, he isn't doing too good, something like that. Or somebody whose position as what he's occupying is making him ill and he's just worried and upset all the time about the thing and it's getting in the machinery and so on. Or somebody who would do far better on some more important post even though it doesn't have a better name. The post may not have as high a status but it is more vital. Like a post out in a CLO and a post on Flag. If I got too pushed on a post on Flag or something, too pushed on Flag, although I would think about it for quite a while, I might very well pull somebody out of a CLO, no matter how important they thought he was. Do you follow?

Now, Mr. Freud must have had a rough time. He met quite a few guys, and they were all spin bin types or he wouldn't have been dealing with them. That's how they came to him. But in a Victorian age, for some reason or other, he collided with people who were stuck on the second dynamic. So he made a whole psychotherapy out of it. Well, that is fine, it's a psychotherapy for people who are stuck on the second dynamic, and fortunately not all of them are. Now this, yeah, if you want to know all about people who are stuck on the second dynamic, just read all about Freud. I mean, he's got the most remarkable rundowns. He even achieved, when he had one of these people and he applied that technology, why he even had results. Stuck on 2D.

And reversely, and this has happened too often and has given you a problem immediately right now here on Flag, a cycle has gone on whereby we have continuously exported our best people, and the personnel officers keep looking over Flag rosters to find out who can be in command of or who can be the something or other in and so forth, and then they send him. And then they look over the Flag roster and then they pick out this name because he can do it and they send him. And then the next thing you know, you look around and you find out you have a group that has been picked over and picked over and picked over for capabilities, but at the same time there hasn't been as much work put in on recruitment and training aboard, so you didn't fill in the slots. It wasn't that everybody that's left are bums, it's that the better part of the people left are only partially trained or only partially readied for anything or only partially have experience that matches these posts, and it gives you a tougher job. Do you see?

Now, you're going to get somebody around who is just stuck on 2D. 2D 2D 2D 2D 2D 2D 2D, 2D 2D 2D 2D. And then they, they talk about, they, and children, "I want to go have a baby," and so on, and then my husband and then 2D and 2D and, "I want to have children," you see and, "Who's that nice-looking boy?" and, "Gee, look at these chicks," you know? And when you have an organization which has got too much out-2D at the top, it goes to hell. Not that there is anything much wrong with 2D, but they can't see anything else with the eyeball. The memo won't even be picked up out of the front basket unless it's got pornographic literature in it. Total stick. And that's why orgs, when they get into this condition of out-2D get very, very difficult to handle simply because they're blind on all other dynamics. And for some reason or other, they're totally blind on the third, and they just keep chewing up the third and knocking it around. You think it's intentional; no, it's blindness. And they just keep walking into walls and falling on the floor and so forth, and anything relating to it...

But personnel always has a little heartbreak in it here or there, but you try to lessen in all you can just as a matter of policy. It doesn't mean you will always be successful and it doesn't mean you will always keep your temper, that's asking far too much of anybody. After you've worked for forty-eight hours non-stop trying to handle a flap somebody generated, I think you could be very well forgiven if you said, "You blankety-blank-blank-blank!" I think you could be forgiven. But the third dynamic, first dynamic, is always, you will find that is the winning sequence. If you think first dynamic, first dynamic, first dynamic, first dynamic, you too are stuck on a first dynamic. And if you think only third, third, third, third, you're stuck only on the third.

You get a letter registrar see, who's just got 2D 2D 2D you know, and she picks up central files and she gets this letter, and see, she's been told to, and you can't seem to teach her to read the folder and answer the letter in it and answer the folder. It's because there's no 2D in it. She literally cannot read or absorb that data because it doesn't have anything to do with her fixated interest.

Now, it is possibly true that some managements are usually concerned only with the buck, the ninth dynamic, and they do everything for the buck and only for the buck and that sort of thing, and that may or may not be true, and it may be just a bunch of propaganda, because certainly the top executives I've known and so forth weren't interested just in the buck. They're always talking about, "And I can see it now, we're going to lay out all these swimming pools, and we're going to do this and we're going to do that and we're going to fix up this and that and the other thing." They're usually fairly constructive personalities, but the union starts telling them, "They're only interested in the buck, see," and all kinds of counter-action is taking place because counter-intention is being put in the air.

Third dynamic, third dynamic, third dynamic. Alright. Now, strangely enough you can have somebody obsessively fixed on the third dynamic to such a degree that they will not pay any attention to the first dynamic and they will go by the boards. You know, they're fixed on the third dynamic but they will not in any other, in any circumstances whatsoever, ever wash their face. Now that's a strange thing. Now, before you think you offend in this direction, let me amplify what I'm talking about. Sherman nationalism, "heil der Fourth Reich;" third dynamic. "England, only England," or France. Bull. Guys going out and laying down their lives in a muddy field, which seems a funny place to put a body, but it's where they all wind up anyhow but it seems a little premature to do it at twenty-one.

Now, if enough of that counter-intention is put in the air, a management becomes educated into disinterest in the individual and disinterest in morale and disinterest in welfare. It is the back flow. They've been so hard hit with inefficiency, they are working so hard in the direction of solvency, they are working so hard to get the show on the road, they can't really get their hands on it, they're sweating it through somehow or another. They don't have the right whys, they get in a somewhat murderous frame of mind. If there's a little bit of dissidence, that is to say sauciness and upset and nyah, nyah, nyah one another through the group, they get the wind of that, they become immediately certain that, "These bums ought to be shot down in cold blood." And you get a reverse action against staff that can be very harmful. And I call to your attention that I said getting mad at somebody and getting upset with somebody can bring on sickness. The guy's hit, he's hit too hard, his previous concepts of intention are shattered. He loses what stable intention he thought he had in the environment and it flips him. You see what the mechanism is?

Now, down in Africa, down in Africa they have to be very careful in how they compartment streets in some of the towns, because the precision and preciseness of stuckedness on the third dynamic is such that the native of one branch of the tribe, if he is permitted to associate in any way, shape or form with a native of the other branch of the tribe, brrowww. Hammer, tongs, knives, that's it. One poor fellow they were trying down there, in south Southern Africa, could never understand why he was being tried for murder. He had murdered a fellow in cold blood, stabbed him in the back, premeditated, and he was being tried and he just took, he couldn't even see the trial. He didn't even answer the questions. They, they hung him in that state of just totally out of communication on the subject. The only thing he ever had to say about the whole thing, "But I did not kill anybody, it was a Shangon, a dog." He didn't, he wasn't guilty of murder. He'd killed a member of a slightly different tribe, and they of course were dogs and weren't alive, and didn't deserve to live anyhow. You see how crazy this can get?

It isn't that the raw naked anger is capable of burning out his eyeballs, only that can be, too. You see what I'm talking about? So you can get a staff/management interrelationship which grossly affects the efficiency and the capability of the Establishment Officer, and it will be, you will find, one of your larger factors. Intention. You might call it the environmental intention if you wanted to be very fancy about it. And that intention, the intention in the surroundings, in the place of work environment, that intention can get so curdled up and so ridged up that it blows it, and it makes the Establishment Officer's work absolutely drudgery, because he no longer has cooperation.

Now, some of the psychiatrists are this crazy, they are. Medicos are this crazy. "We have the sole right to kill people," whatever it is, "If anybody is going to give wrong medicine, we are." Total exclusivity. The group which once ran Europe, the aristocracy, is no more, they're gone because they were so third dynamic and so stuck on it that nobody else was alive. That's how the French Revolution got started. The citizens got tired of being run down by them coach wheels because there was "nobody" in the road. You get it? Total stuckedness. Third dynamic. "We are the nobility, we can do no wrong, there is nobody else alive." They, they were crazy enough that they didn't even bother to properly cultivate things, and they had a bad habit, they had a bad habit. They kept going to war about things that any decent human being would have been able to settle with a five minute conversation. The arrogance of this group was what destroyed them, and it's the arrogance of the psychiatrist that will destroy him. You cannot communicate with him. Why can't you communicate there? Because there isn't anybody else alive. Eyeball don't see, you got it? A Scientologist can't be accused of that, he's looking at the whole world. Do you follow?

Now, the Establishment Officer has to have the cooperation of the upper echelon and the executives, and he has to have the cooperation of staff, so he's sort of caught there on the firing range somewhere between the, the targets and the rifle line, because he's the one that will get the full kickback of intention. If the intention shattered as far as the staff is concerned, the intention shattered as far as management's concerned, it will mess up a ridge into a ridge situation. Management can be awfully mad at a staff for quite a while without the staff finding out, and then the staff starts to wake up to this sort of thing and then they cave in. That is something you handle, but you're in a position to handle it both ways, and remember that it does take both ways.

As far as the fifth dynamic is concerned, why, the animal world has many subdivisions and each one of those has a tendency to fall into some kind of a wolfkind or bearkind or salmonkind or pinetreekind, but the aggregate notion there is that something is built out of cells and itself does not have a spirit. It is built by thought out of MEST, that is the basic idea of it anyway.

The best way to handle it for management is to find the right why. The management will know that's the why and it'll blow charge and they won't want to kill anybody then. And the best way to handle it for staff as an individual and so on, is to find out what it is that they're particularly upset about, who they think is sore at them, what they think the score is and try to clear up the air for them. And it's quite interesting that this is quite a subject. It is harder to do from the staff level than it is the management level. All you've got to do for the staff on the management side is just find the right why and convince them that that was it, and they cheer up. But on the staff side of the line, this guy feels more at effect than otherwise. I don't have any bag of tricks that I can give you at that particular line except to find with the individual what he believes, and so forth, and then mitigate it.

And the sixth dynamic of matter, energy, space and time: I hope you have never had to associate as a human being with a dedicated scientist. "Man came from an accidental accident in a sea of ammonia and this spontaneous frogation," or whatever you call it, "of cells then arose to create a living being. And we can build one, too, if we put enough mud together." And that is why they are perfectly willing to kill off the fifth and the seventh without the slightest ocular observation that they are doing so. The net result of science may be a betterment of man, but it looks more obvious to me like it's an awful pollution of the sea and the air, because at no time was their breadth of view wide enough to see that they would affect other dynamics. And that is what they're being accused of right now except nobody is stating it that precisely. They're saying they didn't think of other things or some of the side effects of some of their activity, and their activities gave sufficient side effects that it is now destroying the environment and making it uninhabitable. These guys aren't even listening, except as it might influence other pieces of MEST.

And I might go so far as, were I in your position, to write a note to the Distribution Secretary to please tell Joe that you're not mad at him, and that you're not going to transfer him. You'll find also members on staff will begin to worry about phantoms. You don't normally have it worked up to this pitch of interpersonal relationship. My interpersonal relationship with a staff member is probably much higher than is general in such lines. But I remember one back, this was a very interesting thing that opened my eyes to this sort of thing when I first found it.

For instance if, you'll find in Detroit that the scientists in metallurgy would be mostly concerned with smog because it corrodes the stainless steel or chromium parts of the car, not, not because somebody might die of tuberculosis because of the corruption in the air or something. Asthma, that wouldn't have much to do with it. These are sick cats, they never see their own bodies. When you get really a dedicated scientist, you've really got something, and that's why with what abandon they make Hotchkiss rapid-firing Naval guns and make this and make that and try to make war too horrible to be fought. But that was some PR thought that was after the fact, the guy never thought about it at all.

A Chief Petty Officer walked up to me one time and he says, "What is wrong with A?" and he mentioned a name, "What have you got against A? What's, what's the matter?" I said, "Why, nothing." "Well," he says, "You better tell him so." He says, "He's down there in the mess hall and he is crying and he's hysterical and he's in terrible condition." I says, "What on Earth happened?" "You didn't say good morning to him this morning." That was all it took, the guy was practically around the bend. Now, this is not just me, that's just an example of the phantom, the phantom ideas that a person can have. He looked funny, you know, he didn't put "love" on the dispatch, he only said OK. You'll find they'll look for these signs and symbols and there will be something there, because he's now got an unsafe environment, so that his management intention or his executive intention, or the intention of his friend or the intention of the person he is depending on, has been upset for him and so he feels unsafe, unstable because he's not in much of a position to defend himself. He hasn't any high post or doesn't think too much of his capabilities, he has maybe overts, and maybe he's been goofing off, and maybe this sort of an action misses a withhold or something of this character.

And atom bombs, imagine the, imagine the basic production and scientific minds of the country being devoted to enough radiation explosive to kill every man, woman and child on the planet, each one, one thousand times. That doesn't seem to me like that would be an activity sensible men would engage in. And yet, two nations have done it; Russia has done it and America has done it; both nations have done it. But I don't, what I can't get is just why they have to kill this person a thousand times, you see, I don't quite figure that. But it's always in their literature and I don't think they notice that after he's killed he won't be there. There's something missing. But this is a super-dedicatedness. It often shows up as prejudice or something.

So it's something you have to watch for. It's actually the interpersonal relationship between two parts of the third dynamic, that is the executive echelon and the staff echelon. Now if you don't watch this, they will separate. And in the Los Angeles organization as I speak, the reports which I have on the Los Angeles organization, is the executives they have out there are out of communication with the staff to a degree you would not believe. The executives never hatted their own staff, never really worked with them from what evidence I have had and what reports I have, and they're just out of communication. It wouldn't matter what order they issued, they don't exist. So various conditions can exist. Apparently there is no command intention there at all. The staff can't find out what they want and the staff are not trained or hatted, so how would they know? How would they know what was wanted? So it keeps the person in continuous non-existence or below non-existence on his post. You see what happens?

Now, the seventh dynamic, you can get people who are interested in mysticism or interested in spiritualism or interested in this and that, to the total exclusion of everything else. Only spirits talk to them, people don't. They radically don't even really see people. Now, because you yourselves know something about spiritual beings and beingness and that sort of thing, you don't bother to categorize yourself in this direction. These people only function when the spirit moves them or tells them, there isn't anything else alive. Now, they also go into the future. You will see a lot of swamis, and so forth. It's very interesting being a swami, that's very interesting, and there's a lot, a lot to this. There's a lot of tech which right now is rather dim because of the noise being made by the scientist about his tech. You see? And then you have never seen people quite as rapacious, as stuck, and as thoroughly upset as you have on the subject of god. Even to the day that Constantinople fell, why, her citizens were standing around in the streets discussing how many angels could stand on the head of a pin, and up jumped the Turks and down went Constantinople. But that was all they ever discussed. Did they ever discuss defenses? No, no, no, that didn't have anything to do with it. Europe was similarly involved. You got nothing but total, total, total discussion the length and breadth of Europe. They said it was the father, the son and the holy ghost, or it was just the father or, "Was the son the holy ghost? We'll have to burn that man because he believes, you see, that the son was the father and that is heresy and we'll have to call in the, call in the Inquisition here, they'll pick him up." Oh boy. Cromwell, oh; Calvin. These guys were catastrophes and the reason they were catastrophes, they never saw anything else. Eyeball just didn't reflect anything.

So there is a communication line that you have to safeguard as an Establishment Officer, and you'll have some rough problems along this line, and right now as you start to work here you probably have quite a few that are cumulative. Now, you could make a terrible mistake if you believed everything you heard along this line. You would make the most ghastly error. You go around and run on some of the reports you will be given, and you'll just be running down wrong whys left and right and you will do more damage than you could possibly mend up in the next week. You jump in on a secretary and say, "Why are you sacking Buffwuff, or why are you ordering a committee of evidence on Permbang, and yap yap yap and you shouldn't do that." Is your face red when you find out he doesn't know the person's name. "Oh, is he part of the division? I didn't know that. Comm-ev what, what?"

And so you see you can get a terribly, weirdly balanced society, much less an individual. Now, if you add to that all sorts of fixated ideas, fixated ideas that people can have, you will see at once that you have a little bit of competition to the idea of putting together a third dynamic like a division or an org. Now, I just wanted to make it sound as horrible as it is. It's not that you can't do something about it, but the first thing about doing something about something is knowing what it is. You have to know something about the background and underpinnings and so on, to the problem which you are attempting to resolve. If you don't know something about the problem, you won't resolve it.

Now, people at staff level will feed each other the most confounded packages of lies you've ever heard in your life and naturally, because they've got some people around whose names they can use that they can drive somebody's anchor points in, you'll have a few people around who will try to drive people's anchor points in by coloring this intention. "Oh, I'm awfully sorry, I just saw a dispatch, I'm not sure what it was, I was up in the office there and your name was on it and it was an offload list and you're being involved and so on, I just thought I'd better tell you because I am your friend." Now, rumors of that character breed in the absence of communication.

In C/Sing we say you have to know before you go. And C/Ses all over the place, whenever they make a mistake, you trace it up, they never bothered to find out. They went before they knew. Well, in another way we could say that the general approach to the problem or to the activity of handling a third dynamic is know something of its anatomy. And that would include knowing something about all the dynamics, because the people you are dealing with can be stuck on any one of them, plus a bunch of fixated ideas, plus present time problems.

Now, more than one CO in the Sea Org has been actually demoted for a failure to communicate to his crew, or to pass information to the crew, because he had to be because he didn't exist, not for the crew, he just didn't exist. We had to take him off before the whole thing fell apart. It didn't have a CO, he didn't communicate, he never passed on information. Now, in the presence of that sort of thing, a crew or a staff will not go without information, so they manufacture it. And that is actually the source of rumors. Your best defense on that sort of thing is briefings so that people know what is going on, and if you made it part of your muster actions to tell them what was going on today or if your OODs was more specific as to what was carrying on, they'd close it up. It gets very gung-ho. You cut down on the rumor line.

Now, it all sounds absolutely grim, until you realize that grandma who was objecting to Roger smoking Dianetics, until she reads the eight dynamics, will think it is OK, the eight dynamics, see? Until she reads those over and understands them, why, she thinks it's horrible, but when she does that, she thinks it's OK. Why? It actually isn't much of a trick to span somebody's attention if you know what you are doing. You are trying to span somebody's attention, you're actually trying to unfixate his attention and free it up. You do not want people with fixated attentions. Now, a fellow's dedicated to his job and he wants to do his work and all that sort of thing, that isn't fixated attention. He knows what he's doing, these other guys don't. So what do we see here?

So therefore, briefings and information about what's going on and that sort of thing, which aren't a bunch of blaaa PR, but the truth of the matter, are sometimes cut back on a subject called security. "You can't say this because of security." Now, that's one of the things wrong with our OOD. They mail the thing all over the world, wrong public, and as a result there are certain things you can't put in it and that's a pity and it's one of the things you will have to mend sooner or later because it's a legitimate part of the Establishment Officer. You've got to keep your staffs briefed. You do it at musters, you don't just stand there and say, "Joe, Pete, Bill, Oscar." That's why you have to keep yourself informed. So therefore, your Executive Establishment Officer has to keep himself informed so that Estos can be informed, and it isn't gossipy stuff that you're interested in, it's operational. And if you don't know something about the operational picture, you've had it.

We see then that you have a considerable tool when you look at the fact the blindness of a person can stem from two sources. One of those is fixidity, he just never spans his attention; and the other one is overts.

Now, you have to know something about what plans we are operating on. Immediate. You can also have long range plans but the immediate plan. Right now, for instance, there is a plan on foot and a program that is out to remain in this port past the sailing date, but does the crew know it yet? And yet there's been a considerable amount of correspondence on it. And the program on the subject was OK'd yesterday. That would take everybody by surprise, wouldn't it? So in such an atmosphere, you can breed a considerable amount of rumor. So a staff has to be informed in order to give them a continuing idea of intention, what is the intention around here, and they can read intention out of the plans as well as coordinate their own work. Now, one of the things that's interesting is is you sometimes will find executives who have the most marvelous plans, but they never tell the people who are going to have to do them, so they never get done. It isn't that the people are unwilling to do them, it's just they never tell the people about these plans.

An individual who has committed overts long enough and often enough on a certain area, will not be able to perceive it anymore. What I'm trying to bring home to you is is you are not dealing with willful refusals, you are dealing with "not able to." The punishment approach has been going on too long in the universe, and didn't probably work very well to begin with, and certainly doesn't work very well now. And it's all based on the idea that all actions are from malice and that a person must be restrained from his malicious, sinful actions. Most actions, some of course can be from malice, but most actions are from blindness. He just doesn't see, and now by that we mean ocular. And a person who commits overts often enough on another person, will have that person disappear right in the physical universe before them.

Another thing, another trick that muddies up intention like mad is to release program A and then when everybody gets working on that and they're about half way through that, do program B and when everybody's working about half way through B, release C and don't let anybody complete a cycle of action. And incomplete cycles of action will pile up, pile up, pile up and the whole place'll go to pieces because no work is productive. You sometimes find a boatswain every time he finds this guy chipping bulkhead A, sets him to chipping bulkhead B, when he's halfway through chipping bulkhead B then he has him call up rope someplace else, and when you find that sort of thing you know your staff will sooner or later go around the bend because it's not permitted to complete a cycle of action, and they will ARC break.

Now, that is so extreme I don't think you will ever experience it. You would think offhand that if Joe murdered Pete and then Pete walked back and met him, that he would say, "Oh my god, you know. Oh, oh!" and have a stroke or something. The probability isn't, he probably wouldn't see him walk in the door because he's gone, and he's committed a tremendous overt. It'd only be in the novels that he'd act in some peculiar fashion. They can commit overts on things to a point where the thing rematerializes with them all the time as something else, and that's delusion where they see something all the time. We are now dealing with spin bin types.

Somewhat worse than that, it muddies up intention. What is the intention of their seniors? Well, the intention of their seniors quite obviously in such an instance is to do them in, not let them get anything done, to harass them, to worry them, god knows what. But they will have some very odd ideas of what the intention is although it's never been expressed.

Let me tell you the great oddity, the great oddity. An individual who has bad eyesight; now immediately I can see anybody hearing this suddenly whip out his glasses and put them in his pocket surreptitiously, meaning hiddenly so as not to be observed; will sometime or another I trust, in his auditing career, hit the planet he blew up or whatever it was, and all of a sudden have his eyesight turn on. Now unless there's been physical damage, unless somebody's cut off the eyeballs or somebody's leaned into the optic nerve or something like that, this phenomenon of hysterical blindness can be such that when you hit the right overt and run it out, eyesight turns on. Well, there's a gradient of this, and a person whose eyesight has faults in it but he can't really account for the fact one way or the other; this happens by the way in running L-10 which is mostly consisted of whip sawing overts back and forth; he'll get a sudden perception change that, and sometimes it'll go, and then it'll go off again. Well, he didn't get the basic on the chain. Yeah, he struck the time he murdered the girl but he didn't get the basic time that he murdered all those girls, you know, I mean something like that.

These are the various things that you will run into. I've been giving you a rundown of them, this thing of intention back and forth is a critical one, it's what causes all these labor/management problems. England has been inoperational for a month or two this winter just because they can't handle labor/management relations between the government and the coal unions. And that's got many factors, but it started up the day that they thought they had to have a union to substitute for some leadership that wasn't there, because their leaders were the aristocracy, and of course the aristocracy didn't speak to pigs. So they got into some kind of a group of some kind or another, they had to have some kind of communication or reassurance because they felt rather shattered, and you get unionism. There's nothing really bad about unionism but when unionism turns around and fixes it up so nobody can produce, I think that it's an interesting phenomenon because they do not have the right to smash things that don't have anything to do with them, which they then proceeded to do in England recently.

But nevertheless, take it just from this, having nothing to do with personal personalities, that this visual perception phenomena is most closely associated with overts. And things people have overts on, vanish in their vicinity. They don't see them. So we have two things here, you say, "Why the hell don't you, when you come in, why don't you pick up the broom that is lying across the floor?" They didn't maliciously leave the broom there, it isn't really that it didn't have anything to do with him. They didn't see it. And you call it to their attention, they look sort of confused and ashamed and hedge, and then they get defensive and say, "Well, that really isn't my hat," or something of this sort. And they're going through some kind of a shame, blame, regret cycle that you should understand what the beginning of it is. They didn't see it. If their eyeballs landed on it, it did not register through the optic nerves and on the brain.

So the upshot of it all is... The Tall Pebble Martyrs, by the way, is also an interesting book, and you think that's non-sequitur, but that was the first union formed in England and it was not right to smash those guys and it was not right to take those birds and transport them to the colonies, grab them by the arm and walk them off to trial and torture them and sentence them up, because all they did is they got together as a little sort of an agricultural collective, six of them, and they're called the Tall Pebble Martyrs, it's somewhere towards the earlier part of the nineteenth century. And there's been a book on it released recently and boy, did the aristocracy and commercial strata fix them, except they fixed them too good, they made them martyrs.

Now, I'm telling you something that's very revolutionary and is very, seems to be very wide and very ambitious, but what you actually will find, which you will find has some application. It is they don't see it and their attention is put on it but they still kind of don't see it because when you put their attention on it, then they sort of resent having their attention called to it because there still is an effort for them to see it. So I call to your attention that the last thing in the world you want to go around saying is, "Did you see this?" or, "Do you see these?" or, "It was right in front of your face," or, "I don't see how these people can leave all those things in the room," or, "How is it that the desks have remained piled up in the rain all day?" and go into this cycle of get ahold of somebody and say, "Why did you leave these desks out here?" you see, and so why the mystery? He didn't see them.

So that is the wrong way to go about it and it's also the wrong way to go about it to leave it in a state where there is a complete chasm grows up between labor and management. In the first place there is no labor in management, who the hell's talking, the guys who are in management are laborers, too, and they probably work twice as hard. Anyhow, the final analysis of the thing is if you don't want to get a games condition going, you will handle that factor. Alright.

Now, you now know something, you now know something either because of a stuck dynamic or because the overts on the environment, this guy has a perception difficulty. The way to improve this perception difficulty whether it's stuck on the dynamics, stuck on fixated ideas or has overts on the environment, is confront. Just the simple little garden variety action of confrontation will cause more of these things to flip flop through than you've ever seen. Clarification of post purpose has a great deal more tech behind it than has been released because before to get a guy on a post, you have to get him off innumerable posts. But it is such an extensive action reaching back in and requires listing and so forth, that one really doesn't care to put it into the hands of department thirteen because it's a major case action. "What posts are you still holding? What dynamics are you still stuck on? What overts have you committed?" You get the idea.

Now, there's one more, a thing that you should know in this category. You can talk all you want how bad it is, you can talk all you want to about how you have to mend the guy up, you can talk all you want to about the smartness you have to have to overcome certain ills. There is a subject called a positive postulate. Now, this has so much technology back of it, behind it and so forth, that it belongs to levels that I wouldn't like to discuss with you at this particular time, because it would take too long and it's not in this, you're not at that grade anyway. I'm not making anything, it's not germane. This is the tiniest entering edge of a very wide technology, but it is very well worth knowing, and to this degree it is very useful to you. The rest of it really isn't of all that use to you. The positive postulate.

Now, this would all be hopeless... The fixation of the individual is not desirable because it leaves him blind. To free up his attention gives you your best chance. Now, how do you do this? Yes, I say I can give you a whole bag of tricks, of little tricks and so forth and so on, a basic standard action is just sit here and confront your area for two hours. I can give you things like talking to somebody about things and see that he's always talking about this and to lead him gradually over into talking about something else, and you will have done this. You can give him the dynamics to study, that'll, that'd work. You can make him take a walk around the block. I wouldn't be a bit surprised to see you to do this one day and so on. Somebody's sitting at their desk, they're in tears, they're all busted down, they've been jumped all over by somebody or other, and you tell them, "Take a walk around the block, or take a walk up and down the dock," or something of that sort. What'd it do? It just spans their attention.

Now, you can take away negatives, negatives, negatives, negative things, you can de-negativize. In other words, this girl is all fixated on the second dynamic and this guy is, goes around all the time listening to the voice of god. And you can take that voice of god away and you can take this girl and straighten her out so that she can have something on the second dynamic, instead of talk about it all the time, you can do this kind of thing. Don't you see? That's negative. You can erase engrams, you can do all these things, that's taking away. You get actually negative gain by the removal of the harmful thing, you can get a positive advance. It's called negative gain.

I gave somebody the other day, he was going, he was having a rough time, he was having a rough time. And his evaluations were getting, had more and more omissions in them, more and more omissions. So I put him on five hours a day with the Deck Project Force and I told him why. I said, "You just get out there and work with those guys for five hours a day out in the open and extrovert, and get your attention off yourself and onto the world around you." And he, I saw him a couple of times, he was filthy dirty and he wrote me the other day, a day or two ago, and he wanted an OK now to go back on post. He felt great, it had really worked.

Once in a while you will have erased some old lady's engrams and totally cured her arthritis and have her come in and say, "Yes, but how about my hearing." She just got up out of the wheelchair that she's spent the last twenty years in. Negative gain, see, it's gone so she isn't aware of it. It's called negative gain. You can take it away and take it away and take it away and take it away, and there's lots to take away, and it is successful, and sure enough there's many cases you have to take a great deal away before any positive gain in this and that. But from the viewpoint of positive postulates, there is no negative aspect. You just skip the whole category of negativism.

What in actual fact had happened? He was stuck on some dynamic or another and I at least shifted him over to the third, the group he was working with, that's why a Deck Project Force must always work as a group, and the sixth. At least that shifted over to the third and sixth, and he felt fine, he said he'd had a big win. I don't know, maybe he even went to the examiner, but I was very glad of it. I was very glad of it because the fellow is very bright, very bright normally, but he was just going down dimmer and dimmer and dimmer. Well, he was just dug in more and more and more, so he was stuck on something. He probably was not stuck on what he was working on, he was probably working on something which was not what he was stuck on, so he was getting more and more blind to what he was working on because somewhere over here he was getting harder and harder stuck into something else. Do you follow?

And when all else fails you have that, and also you have that when nothing has failed. You could come under the heading of the granting of beingness, this has something to do with the granting of beingness. It has a lot of things to do with a lot of things. You know, granting of beingness, the ability to grant beingness, the willingness to have somebody else be something. That would be perhaps what it would take to make this effective, but that even assumes that somebody might be unwilling to grant beingness. If you can conceive of a postulate that doesn't also conceive any negative, then you know what I'm talking about when I talk about a positive postulate. It's not only that there is no negative given attention to, but it does not assume that any negative is possible. It doesn't pay any attention to negatives. It isn't in the positive/negative to the degree that there's a dichotomy. It just is itself. And your determination or intention that somebody be a good, effective staff member is of course a positive postulate, and it will be ineffective to the degree that you doubt it.

Walk around the block, same thing. Walk around the block, by the way, has enormous, has enormous variations, there's dozens of ways you can walk around the block. I'll give you an, one of the more effective ones is, "As you walk around the block, reach ahead of you and grab the buildings and pull yourself forward with them." There are lots of ways to walk around the block. You think that, that's a wild one, by the way. You'll all of a sudden find yourself almost knocking yourself flat on your face. At first you think you're kidding, you know, put a beam out there and pull the buildings toward you, pull the body along. Next thing you know, you really are pulling the body along. The funny part of it is, "You drive the car, let's you drive the car, you drive the car, don't have the car driving you, now you drive the car; now you turn those corners, you make the car turn those corners."

"Well, I don't know what I'm going to do, boy, this is a pretty sad case and I don't know what I'm going to do about him at all, oh boy. You know where I found him, I found him back of the well deck and so on, he was supposed to be at work and oh, my god." Well alright, you say that sort of thing. But if you carry that on too long, it isn't any magical thing, you won't make it. Be as critical as you like, nobody's asking you to restrain criticism, but remember there is this thing which is just a clear cut positive postulate and you yourself can create an operating environment totally independent of any management environment, totally independent of any fixidity or stuckedness, totally independent of any frailty, and even of a considerable lack of ability. It isn't something you have to think, but you could actually create an operating environment that is simply positive. In your actions and in your motions, you don't express doubt.

This is applicable on a guy running a drill press, see, "You run the drill press," not the drill press run you, see, "Alright, now you run that drill press, now you run that thing going down that, that incline screw, now you run it down there, that's right now, you get that chain of buckets going in there, now you do it." Next thing you know, the guy won't know which lever is what, he won't know where the steering wheel is or where the gearshift is, and he'll practically run the car around into a tree, he will get those buckets going backwards and upside down and he'll have to shut off the machine hurriedly because god knows what's going to happen. He's just shifted from being an effect to being cause and the room is just, and so forth, will start blowing, just thrown him into a terrific confusion. Well the thing to do at that point is make him turn it on again. Make him drive the car around the corner, make him move the thing, go down the environment, the chain buckets go into the furnace. All of a sudden this guy who has been a nervous wreck will turn around to you and say, "Cool, man." There's lots of ways to walk around the block, lots of ways to run machinery. "You walk around the block." "Me?"

This by the way goes off into many fields. There is one fellow who had the most remarkable ability to treat tuberculosis that anybody had ever heard of, and he was down there on the outskirts of Pasadena and he ran a hospital down there for many years. And he used to be harried and harassed by the medical profession to end all harassments, because he didn't bother with X-rays and things like that. By laying his hands on a fellow's chest, he could tell whether or not he had TB, and the American Medical Association had him up for charges for curing somebody or making somebody well and hurting their business, and so they brought something on the order of about a hundred and fifty TB, non-TB mixed onto a stage and just had him walk past this man, impossible clinical conditions you see, and just had him lay his hands on their chests and say whether they did or didn't. And he called every one of them.

One of the variations of you do it, putting a person at cause, is actually, they're not quite associated subjects. The most basic one is somebody's all upset and they don't know whether they're coming or going, "Flap your hands, flap your hands, flap your hands, that's right, flap your hands, flap your hands now, flap your hands, that's right, flap your hands. Who's doing that?" And the guy looks, "I am." And he'll snap right out of something, so there's the span of attention goes over into causation and the restoration of causation.

Nevertheless, he remained unpopular, but only with the medicos. People got well with, to treatment. Oh, he'd feed them things and he'd shoot air in their lungs and collapse their lungs and do things like this, he'd go through all the motions, but people got well because he expected them to. They simply got well for him, because he expected them to. Now, that is an interesting actual, real life example of what I'm talking about of just one little ramification of this thing I'm talking about on positive postulates. It's, his expectancies were positive. "There you are, yes, you came to see, yeah, you're well, that's it." A most remarkable state of affairs. It upset all of the treatments and serieses and so forth of how you treat tuberculosis in all directions. But the funny part of it is, it didn't work for everybody because I don't think anybody understood the fact that somebody would do something simply because somebody expected him to.

The trouble with the capitalist is or the capitalist society and so on, it thought people had to be an effect. Actually militaries are always telling you that the soldier has to be further indoctrinated and they always want the person to be at effect, be at effect, be at effect. That's what's wrong with the guy. And the funny part of it is, it doesn't win. He just goes into propitiation, he goes down and becomes witless. What you want him to do is to come to cause. It'd be very funny, teaching somebody to do a manual of arms as total effect or a manual of arms at total cause.

Well, regardless of that, that's just one shade of this. If you expect this guy to win, you expect him to succeed, you expect him to be able to do the job, you expect that what you do will be effective in making him do the job, and you go right along the line, you won't even be caught in the dichotomy of it because you're not working with the negative side of it. Just neglect it, ignore it. "Well, I won't be able to do it now, I've never been educated, and I just never got up above about thirty-five words in typing and so on, and that was when I was at my peak, and I don't know whether I can do this," and so on and so on so on." Oh boy, you, it'll be challenged. It'll be challenged, but don't take it as a challenge, just expect that they will be able to, and it will reflect in your speech and your attitude, and it itself will give you an aura of confidence which in itself is formidable, horrible, because more than one person will simply throw you a bunch of curves to watch you cave in, because they don't like being chittied up like this. They've got something or other, something or other, something or other, see, something.

You say, "How would you do that?" I just gave you the answer. "Now, you take the rifle, and you put it in your hands like that. Now, let's do that again to make sure that you're doing it." Oomp-pow, oomp-pow. "Naaa." "Come on, do it again, do it again." Oomp... "Hey." He didn't tell you that it got solid that moment. Then oomp-pow. "Hey." Next thing you know, the clumsy dumbunny, you can teach him to do a prince's pat manual. Did you ever see a prince's pat manual? It's a twirling rifle, you twirl a rifle probably more intricately than any band master ever twirls, twirls a baton. You throw it up from order arms, you catch it in the palm of the hand somewhere up near the muzzle, and the whole rifle goes whi-ewww and describes a huge circle and comes to port arms. That rifle's quite heavy. And there's other ways you do it, you can do it from the left side to, you can slide the rifle off of your shoulder in such a way that it opens its own bolt, bring it around your elbow and bring it to inspection arms. See? That kind of thing. Oh, you can really do weird things with a rifle.

Interpersonal relations enter into it. The guy's absolutely sure that you were fooling around with his girlfriend or something. Interpersonal relationships. Or you're about to steal something or other, you have other motives in view, or something like this. And they say, "Nya, nya, nya," or they have withholds, they didn't do the filing and oh, they're there under false pretenses or something, here's lots of reasons, see?

I totally disgraced a captain once, he saw me doing something like this with a rifle, I was showing some men, and he walked over and said, "What are you doing Hubbard?" I shouldn't have been doing it anyhow, and so on, he said, "How do you do that?" and he reached for the rifle. In the Marines by the way, it costs a month's pay I think or something, a deck court martial, to drop a rifle. So he tried this and the rifle went skidding along the ground horizontal about thirty feet, kicking up dust all the way, and he turned around very hurriedly and walked off, he said not another word. He hadn't been at cause over rifles.

So there's innumerable opportunities for the person to sort of snide at you and flash back at you and to prove you are wrong, service fac in full bloom, prove you are wrong by showing that they can't do it. To hell with it is the attitude, it's just to hell with it. Well, we can get the guy audited. When you run reach and withdraw on that typewriter and so forth, that has effectiveness, do the effective thing. Also expect that it works. Also expect that this guy will then be able to do it. And what do you know, it gives it a booster. And if you add a negative quantity to it, it might not work at all. So there is a piece of magic the Establishment Officer can engage in, and it's called the positive postulate. Now, that doesn't go just to holding it in your head and your attitude and the way you hold your hands, you can say so, you can say so. Very funny, you can tell this person he is a typist, and if your TRs are good enough, he will be one. Now you're into the real stuff. And that's why you should only speak to people in post titles. Never say Joe, always say his post title. It's part of the positive postulate line. You are talking to a beingness known as a file clerk, you are talking to a beingness known as a mimeo typist. Now, rather than get it artificial and rather than make it sound odd, why, you can shorten the title, you can do this, do that, but don't talk to Mary. Talk to the machine operator, and of course you can call him operator, but don't call him Joe. Don't think you're getting in with ARC by the personal touch and the Dale Carnegie, because you won't make it. What you will get is Joe, you will not get a mimeo operator, and you'll breed dev-t, boy. Positive postulate.

But what a person can do is whether or not he's at cause over it. Now, we've got the second stage of this. First, he's got to be able to perceive, he can't be blind and stuck on something, and then he has to be cause over this thing. Now, all of your circus acrobats must be fantastic in the way they can be at cause over their bodies. And they do the damndest things with bodies, they're not possible. But a thetan can do the damndest things with bodies, but he has to believe that he can, and he has to work until he does.

Now possibly in some organization which had never been processed, this might not work. But in a Scientology operation, you are Scientologists, you've been processed. Let me tell you something funny about people who have been processed. Well, the machine, I'm very sorry that the machine was not operational when it got to England and I've been meaning to have the thing rebuilt. It's called a beep meter. And wherever a person has a painful spot on his body, if you put the electrode on it the machine goes beeeep. But right along side of it, it doesn't beep. It's a beep meter, was developed for chiropractors and so on by ol' Volney Matheison from a model furnished him by a chiropractor. And I have one of those models, which is out of repair, in England. But it's very funny. If you have somebody hold this meter against his cheek; ten, fifteen, twenty feet away; a Scientologist can make it connect. He can make it connect and he can make it go beep, but he hasn't got any wires and he's nowhere near the machine and there he is and the guy holds the electrode. And one of the tricks is, it makes a sort of a little black ridge and you just turn the ridge white, but you just make it beep, twenty feet away.

You sometimes run a guy down the track and he doesn't tell you why he is puzzled and why he can't quite go through certain, a certain incident easily and why he's a little bit puzzled and he doesn't let on, and eventually rationalizes it or it erases and he sort of explains it away. He possibly found someplace where he did a total control, and he doesn't quite believe it. Anybody can run what you might call an incredible chain. It's the things that have happened on his track which are to him incredible, and because they're so incredible he doesn't believe them, and neither does anybody else. But it's mostly because nobody else believed them, and he doesn't believe them himself, so the chain itself remains hidden because it's incredible. The incredible chain. And he tends to block himself out from his highest level of capabilities, because he doesn't really believe he can do it. To do this to him is incredible. So, as long as he thinks this is incredible, he won't do it.

I've had newspaper reporters in and other people and they go uuuh and ehhh and nothing happens, nothing happens at all. And you take somebody, he's merely had maybe ARC Straightwire, something like that, and he looks at it and it goes beep. And then the first thing he says, "I don't think I'm doing that." Beep, beep, beep-beep. "Hey, hey I...," he begins to realize what he is and he's an electric eel. In other words, in other words a Scientologist can have a considerable effect. Nothing theetie-weetie about it, it's factual. I really, really have to get that beep meter fixed up so that I can have Establishment Officers fool with it. At first you don't believe it, that you can have an effect on something like that at a distance, across thin air.

Now, the way to ruin a circus acrobat or anybody else is to walk up to him every time he does a performance and ask him, "How do you do that? It's absolutely incredible. You are so wonderful, you do the most incredible things." Bullets are kinder, unless the guy is such a high level of cause it's not affecting him. You'll run into an automobile accident or something like that that you were in and you didn't get hurt or something like that, and one moment the body was in the car and the next moment it was lying out on the grass. You somehow don't ever run this clean. Something like that, maybe. You picked the body out of the car and you put it over on the grass. Go on the back track, "What was this picture all about?" or something, "I don't really see it." Anyhow, you get so you can run into this sort of thing and it gets discarded. It'll run out and so forth, maybe.

But you can have, if you're TRs are good and if your Tone 40 on an ashtray is good, you can practically blast somebody into being exactly what he is supposed to be, know, so that he doesn't even question it. Now of course, Tone 40 isn't yelling. It is simply the degree of intention you can put into some of it. It's the amount of intention. Now, you radiate that intention if you are expecting, if your expectancy is good. If your expectancy is bad, your expectancy is critical, if you get a lot of overts on somebody, something like that and so forth, he has some recognition of this, he senses this. But he might not sense it consciously, but he just knows that it doesn't quite communicate. Now your expectancy, you don't necessarily have to be a super saccharine ARC, theetie, you know, sweet and all this sort of thing. You don't have to be loud or haughty or anything of the sort, it's just your, the normal action, but your expectancy and what you say and so on can have a fantastic effect. Because it is incredible, you might not want to believe it.

But you fell off a cliff and then didn't fall off the cliff, fell back up on top of the edge of the cliff. "Oh well, that's just resistance to falling. Now we will practice falling here until we can run this falling and eventually run a falling," but the truth of the matter was the guy never did fall. He fell halfway off the cliff, got his body in free space, he grabbed ahold of the body and put it back up on top of the cliff. Only he didn't believe he could. One of the reasons some people are ill is they don't believe they're that tough as thetans. They don't think they've got that big a grip on their stomach. One of the reasons, one of the reasons for this is they like to be normal, whatever normal is.

There's somebody right now who is just being processed, I was reading their worksheet, not amongst you here, somebody who thinks I'm very angry with her, and it's rather pathetic and so forth that this is so reversed. It isn't even there at all, do you see, it isn't true, but she thinks it's true and that's enough to make it true as far as she is concerned. What she neglects to notice is that she committed an overt in the line which is pulling it in. So people can get funny ideas about what you're doing, but that is the negative side of it.

So causation, causation, causation. Unfixate and bring to cause and you have able people when you do this. Now, you can go at it totally wrong and upside down and backwards and have an awful time if you try to put the person at effect and concentrate and fixate his attention. And that is the wrong direction to go to make an able staff member. And that is the wrong way to go to make a group. Span their attention, bring them to cause. Don't keep telling them, "I am the boss around here." Keep telling them, "You've got something to do with this place, too." That would be the mildest version of it. And the other is span their attention. Those are just two.

You, by running a positive line on it can overcome that whole thing. So when all else seems to be against it, you can still get through, you can still get through. You get through the least effectively when you yourself are sufficiently doubtful of the outcome to have to drop your tone, because there's nobody quite as an antagonistic person, he's very doubtful, unless it's an angry person. And the only person more doubtful than an angry person is a person who is afraid. They're full of doubt, they doubt the whole environment. "What is going to happen to me now?" And you actually can cut through all those emotional tones just by your own beingness.

Now I will give you another one. You got the two, breadth of attention, bring them to cause. Alright, here's another one, a very, very important one and one that hardly anybody realizes and that mothers do wrong from infancy. "You are a bad boy. You are a naughty girl." So that's what they get, a bad boy and a naughty girl. Why? I can hear it now, the guy is all high on pot and somebody walks in and, "You are a hophead, you're just a lousy addict." Well, we know all about laying in phrases of this particular character in the engramic context, but I'm not speaking in that context now, I'm not talking about phrases in engrams. I'm talking about a thing called intention, and it carries through as intention. Oh yes the words carry through, oh yes they go into the engrams, oh yes the guy is high on hop and very susceptible and suggestible at that particular moment, he is susceptible to receiving a suggestion and hypnotic, and you can go into all of these ramifications. I'm not talking about any of those, those are the more extreme states. I needn't discuss them, you as a Scientologist know these things. No, I'm talking about something else.

If Christ ever drove any herd of swine over a cliff, and I'm surprised at him having overts on a herd of swine, if he ever did, if he ever existed, which is, has some doubt with it. So many people were crucified in Roman times and for other reasons on the track, is they very easily think they must have been Christ. If you run it out they find out that they were crucified two hundred years afterwards and a hundred years before, and so on, and it looked pretty good. And a lot of people have been crucified on the track for having espoused reasons which were not quite those of the established authority. So, he might or might not have existed, but if he did, but if he did, that would be the technique he was using, that'd be the mysterious technique. One wouldn't quite believe it. Perhaps at some time or another somebody's going along the line on crutches and instead of saying, "You poor fellow, how I sympathize with you," if you suddenly said, "Walk," and he did, you'd probably drop your false teeth. But it can happen.

This guy gets the idea that those around him have the intention, this is not theetie-weetie, he has the intention that he be a bad girl, a bad boy, a hophead, any of these things. Now, I have actually taken a person who was slightly homo and found out it was their mother bawling out their sister before the fellow was born. You know, "You are a naughty girl," made it an engramic phrase. But it probably wouldn't have ever registered and continued registered unless he had conceived that people had this intention about him in his environment. Now, we're talking now about intention. What is the intention toward this staff member?

And to the degree that there's a little doubt mixed up in it, and to the degree that you realize that it is easy, that is the total trick. If you could cut down the amount of effort you were expending sufficiently, you could mock-up a planet. It's the smallness of the effort implied and the largeness of the postulate, not the largeness of the effort and the smallness of the postulate, or the loudness of the postulate, or making the postulate with your neck cords all swollen up. Now we are really talking into the, into the airy-fairy land when we're talking about this sort of thing. It has lots of ramifications, it would just be healing on sight, that sort of thing.

Why do they go to pieces in military organizations? Why do military organizations get such a bad name? They're healthy, they're fed, they're exercised, they're taught, they're this, they're that, the other thing. Well actually they're being taught to commit overts, that's the wrong way, so they'll go blind, and that's what makes it so difficult to teach them.

Now, whether it would do that fellow any good to all of a sudden have his body all of a sudden, or whether or not it would throw him into a mental shock and suddenly find out that he was walking and that something had hit him, or something had happened to him at that particular time, that's beside the point. It could happen. Now, this is not necessarily contrary to the person being causative, although you have made him a considerable effect, haven't you, but you have not made him a bad effect. So therefore is to that degree acceptable to him, so he can operate with that cause. Remember that it is you really who told the fellow to flap his hands and then ask him who was doing it. And then he eventually said, "I am," and he was when he said I am, but what started him?

And the other one is the one I'm talking about right now, is that there is an intention toward them, which is not good. They say it takes twenty-eight thousand casualties, I told you, to make a Major General. Seems to me a bit of a high price, seems to me they could have used demo kits. But all of the edge went off of my concern about the Vietnamese War when I recognized something that was very, very plain and had been plain on the whole track, but I myself had never been willing to believe. The intention of the political and general heads in that war were to get men killed. It didn't matter which side as long as men were killed. And that's why the brilliant young officers suddenly started leaving the army and various other things started to occur there, and in the Korean War.

It works just that way with the positive postulate if it's very successful. It's a matter of, "You are a staff member," not "What a lousy staff member you are." Well now, that has it's own thought, but you can just eradicate the second thought entirely and boost the R "you are a staff member" up, and you all of a sudden will build some very startling results which will occasionally amaze even you, because you still care to believe that your better tricks are incredible. So you can do those tricks without believing they are incredible at all, if you just do the tricks and not worry about them being incredible.

The Korean War was not something to be won. The whole career of the only, one of the top flight generals of the United States was blasted, Douglas MacArthur, because he dared propose to the President that they win that war. Oh yes, they could say, "Well, they have other political goals and it has to be limited political objectives," but no, these things don't make sense. This is just the ravings of a psychotic. You never fight a war on the territory of an ally, never. And you just never, never, never fight it on your own territory. You always fight a war on the territory of the enemy. It says right here, in the Space Opera textbook where they really teach them. Wars are fought on the territory of the enemy. Undertake with greatest reluctance any war on the territory of an ally, and never, never, never fight it on your own territory. Space academy, way back, rule books, so forth, any sensible area that was ever making it has such a textbook, but not this civilization. They say, "Fight the war on the territory of an ally," by preference. So that's too bonkers.

Now, once in a while you say woo, and nothing happened. So, nothing happened. So, nothing happened. Alright, great. That shouldn't stop you from saying woo. Now, a person who is failing, failing, failing, failing, failing, usually sets himself up to fail. He tries the impossible. "Let's see if I can postulate. Well here I am looking at the Empire State Building. Fall over. Didn't fall. Can't postulate. Proved it." So what you set yourself up to do is to succeed in this like, but there isn't any worry about it. You see, if you were worrying about whether you were going to succeed or going to fail, there would already be doubt in the postulate and it wouldn't work anyway, so just don't bother to worry about it one way or the other, don't worry about success or failure. But it's a terrific, terrifically strong weapon. It's big, it's much bigger than you think.

So I began to be interested in this subject and I began to read the textbooks that they're taught from and the articles and so forth that are written currently for general staff officers, and they continuously use the term "acceptable casualties." They use it in the term that the casualty rate would be too high to be acceptable, but get the interesting combination of words; acceptable casualties, acceptable casualties. Now, I'm not condemning these fellows out of hand and saying they're a bunch of raw murderers, a lot of them are just stupid boobs. But when you've been a good general you just hate, it hurts. Like a mechanic if he were watching a monkey tear the guts out of a Rolls, a new Rolls Royce engine, he just stands there and it just hurts because he's doing it all wrong and he's going to wreck the engine. Acceptable casualties.

You are in the business of handling people, you have to get their cooperation, the only thing which justifies the fact that you should get their cooperation and so forth is they really would be better for it. Nobody's trying to do them in, their morale depends exclusively on whether or not they respect themselves in their own eyes, and that depends exclusively on whether or not they can produce. And the cycles of action which they engage in and complete and finish without a bad conscience, determines their morale and their usefulness. There is nothing quite as pathetic in this universe as a useless man. Not all the soda fountains or luxuries or swimming pools or anything else will ever handle morale to the degree of just good, honest production. And don't think that discipline will injure morale, as long as it does not contain injustice it builds it.

So how many guys are we going to kill in this battle and how many guys are we going to kill in that battle? And that's the think. "Now, let's see. Fourteen percent casualties not acceptable." Because it says in the Space Opera textbook that the proper way to conduct an army is maximum damage to the enemy with minimum damage to self, preferably none. Acceptable rate of casualties, zero for self, maximum for enemy. Always. He's a bad officer, he loses men. Different think. So there's an intention around these guys that they can be an acceptable casualty. So they must feel very, very strange and the European soldier long since quit, he long since quit. He even quit before World War I. They had mutinies in those armies left and right, they had to drive those people into ranks with whips. It went clear back to the Napoleonic Wars. Because the intention was different, the intention was not to make this guy a good soldier who would go out and defeat the enemy. That was not a clear cut intention.

While you are working then, you have certain tools for handling the individual, work for the group then handle the individual, you build up the group by handling the individual, and the primary index that tells you whether or not you have succeeded as an Establishment Officer is the increase in quality and quantity of production and the absence of dev-t. It goes without saying that if you achieve this, it will only be because you have very cheerful, happy, high-toned staff members because they will only be cheerful and happy if they have achieved an increase in quality of production and quantity, and if they have reduced their own dev-t. So it is one of these things that pursues itself around in a circle.

Now, even with all of the other murder involved, if that had been a clear cut intention, they could have made it. Do you see? But telling some guy to go up and charge when you know he hasn't got a prayer, but such an order can exist. Telling a pilot to go over and bomb so-and-so in spite of the new surface to air missiles and so forth, nuts. So they live in a world of protest, they protest the intention. The basis of engrams is protest. So they just get keyed in like mad because they protest the intention with which they are surrounded. What is the intention?

And maybe other people may think that the best way to live is to go down in the Wallabee Isles and lie in the sun, chewing upon lotus leaves, but I've known a few people in the Wallabee Isles who have chewed upon lotus leaves, and they are the most decadent, caved in bums I have ever seen in my life. So maybe what they aspire to do is not necessarily what they would really like to do. Their retreat to the Gullaby Isles, or the Wallabee Isles, is simply some thought that they really wouldn't be able to make it in any kind of a competitive group, because they don't think they could produce.

Now, when we talk in terms of command intention, well, what is the intention? That actually must become clear to people. What is the intention? It is not a PR, it is a fact. If that is totally misunderstood and if what you are doing is totally misunderstood, you will surround your staff with some kind of a bad intention. And that is one of the reasons a dissident or quarrelsome with what you're trying to do staff member, who is trying to tell other people that, "Well, yap yap yap, natter natter natter natter," why this character is so out of line. Now, this is accepted in the United States Navy for instance, as a necessary condition of a crew. They say, "When they stop grumbling, watch out." That is what the officers say. I think you've probably heard something of that. "Men growl, men grumble, men protest." I'm sure that people have all heard this.

Now, I'm not telling you all of these things just from the point of view of having tricks. They aren't tricks, they're basic fundamentals because we are in actual fact very sincere about it. We are depending on you to a degree you wouldn't believe. We're depending on you very, very heavily for the excellent reason that if we ever get the show on the road, planet around, it will only be because we have succeeded with organizational tech and have managed to get it in and get it functioning, and get cooperative staff work. That's why you exist, that's why I'm talking to you.

Now what this, what this grumbler is doing, he is coloring and putting around an incorrect attention, he's, attention, his intention is an alter-is of the intention that should be there. Now, if at any time you then go into a PR and try to bolster up people's idea of what the intention is or make it different than it is, you're liable to collide with some difficulty because you probably already have some dissident, "Natter natter natter, what they want, them upstairs, you know, those guys, you know, and what I really want," and so on.

Thank you.

For instance, I objected one day to a phrase that appeared in a policy letter somebody wrote and it said, "Well of course you realize that all Ron is interested in is production." That is not true. It's just not true. I'm interested in so many more things than production that you could, count them. Production is a means to an end and one of the reasons I got very, very interested in production, I found out that man was miserable if he didn't produce something. It's actually the why below morale. Production. Men who are not producing something, poof, forget them, they go to pieces. A means to an end. The production that is produced in this particular character, well, you could say it's a cleared planet. But it wouldn't be true to say, "Well, Ron is only interested in a cleared planet."

I am interested in these staff members, I've raised hell on certain lines. You should have heard the lightning going around up here when I found out that they were taking so much money from certain staffs that they couldn't be paid. And it's just happened again and more lightning is about to go, in fact it's going to go in two directions. One, "Why the hell aren't you putting out enough so that you can make enough to be paid," and the other one is, "When they make it, why let them have their pay." My intention possibly is the greatest good for the greatest number of dynamics, it usually equates in that fashion and so on, and that's a very broad statement of intention, but it's quite true.

But I am not at all loathe to select out somebody like a psychiatrist because they're not for the greatest good of the greatest number of dynamics. Do you see? You could excuse it along that lines and you could excuse it along most any lines, but I don't want to see the psychiatrist dead, I just want to see him absolutely invisible, I want to see him gone, with my overts all run out on them, because they are very bad for people. Just because they don't understand the mind is no reason they have any right to butcher and kill people. There is the most flagrant example of no understanding and no technology resulting in murder. That's the most barbarous bunch of capers that anybody ever indulged in. These birds, they don't know what it's all about, they don't understand the patient, they don't know why he's acting this way, and their answer to it is violence. Electric shock, prefrontal lobotomy, or knock him out with tranquilizers so he can't move, you know, can't think. So that's bad for people so I'm liable to be agin' it. And on the other hand, why I'm liable to become disinterested in such a group as that. Right now, I'm getting less and less interested in them, the less and less influence they have on the society.

Thank you very much.