Hello. (Hello.) In view of the fact that the lectures the other day were popular, we decided we would repeat the performance just for your special benefit. It's the twenty-third of January AD 21, FEBC Flag.

Now the org officer, in a highly idealized org, would have an organizing officer in each division of that org, as the deputy secretary. And would call these cats together, and would say, "This is the way it jumps. Let's have the product here of projects. And what are each one of you guys going to do in order to do this?"

Now the reason why I want to talk to you however is not just to see your pleasant, smiling faces, which I am always happy to see, but because having cleared up this thing called a product officer, we are, as you would suppose, up against the next barricade.

Now the product officer at this particular stage of the game would simply be going on getting more product. Now I do this unreasonable thing whenever I'm in an org, and one of the reasons it's very, very workable in an org; you will see an org go zoom around it. And the reason why is I never take any pity on the organization. I am the most pitiless production officer you have ever heard of. Absolutely pitiless. And if not followed up by an organization action, and compliance with orders to organize, why then I have to start operating to correct the product and correct the establishment, but I do it.

Now the product officer's first product is an org officer. The org officer's first product is an HCO AS. The HCO area secretary's first product is an HCO, and the first product of the HCO is the establishment. Imagine my horror during the last seventy-two hours to find I was dealing with people who didn't know what an establishment was. Horror. And I think it's because people get their attention stuck on bodies.

For instance, every now and then you hear of a director of processing or a CS, or the head of, the tech sec saying, "We can't take more than six pcs because we don't have any more auditors than that." And at that moment you will find me issuing an order to promotion, "At once, promote, to get in all the pcs you possibly can get in from everywhere. To the registrar, sign everyone up. And to the tech sec, you've had it. Where is that part of your hat that says you are to employ auditors? How many auditors do you know? Where do you know them? Get them in here. I think probably your peak load will probably come in another fourteen days, so you have lots of time to put on twelve additional auditors. Get them totally trained and grooved in, and your estate bureau, who ever is handling buildings and so forth, rent two more houses."

Now many years ago we used to have some drills which were extremely interesting, which was pat your body, and feel your body, and look at your body, and look around the room and look at your body. You know that sort of thing? I think you'll have to run it, because all I find out an establishment consists of is some bodies. That of course would make a mortuary the ideal establishment.

Now, what do you have to do if you do all this? Now we went back over the analysis of successful actions. Successful actions. And the analysis of successful actions in this particular field is a complete pitiless product officer. He never thinks of the organization, he never thinks of its capacity, except to utilize it to its totality. If he's got an idle piece of machinery that ought to be turning out bunjucks, then by god, had better start turning out bunjucks, even though he has to grab the office boy and tell him to start winding that crank, and send out the janitor to steal raw material to put through it. Now that takes a hell of a disorganization, doesn't it? So where's your org officer that makes that correction real and that can push it back up, after you've done all that?

Now this is so gross that I think actually it's one of those points that has to be cleared on an org officer, because until some of these points were cleared, we did not find operation by the org officer effective at all. And when these; we already have a little case history on that; when this point was cleared, and why then it started to work out very well. So we've had a positive and a negative run on this, and the positive run in the Flag bureau was good, and the run actually that has occurred in the tech division FAO just now, was not good, by a long way. But, what happened was, we were letting the Flag bureau clarification of these points go along to see if they worked out, and since that time, why they have worked out. And, it has not been cleared up in the FAO, or the, that's the Flag admin org, or the FAO division four, that's the tech division, has not been cleared up in that sector, and it is running, you wouldn't believe it. So therefore, what I'm talking to you about is of very great importance. It is not slight. And the reason I called this lecture so suddenly was as I say, not to look at your bright and smiling faces, but to give you some information which you cannot live without.

Well, the org officer actions which I have done in an org apparently are not repeated by other people in orgs. I have a report from LRH comms that they continually say, "The greatest trouble they have with an executive of an org is to get them to walk through their portion of the org." Now that is a direct report line, and so forth. Just awful, that's just awful. That's treason. Well, what the hell are they doing sitting there? What are they doing sitting at that desk? The executives of an organization...

If you try to use this product/org officer system without this data, you're going to come a cropper as an executive director, a CO or a product officer, or an org officer, or an HCO sec, or an HCO, and not know why it all isn't working somehow. But it is something on the order of the auditor has forgotten to turn on his E-Meter. I mean, it's a grossness, but it apparently is something that needs pointing out, it is something that needs clearing, and it is something that needs drilling.

I'm only justified in sitting at a desk because I have a twenty-four hour messenger watch, and they run like hell. That's right. And I'm not justified sitting too long at that desk, only I have lines of information which come in from all over the place. I make sure that those lines stay in. But who are these line to? These lines are not necessarily; I'm the fellow who violates the external/internal. I don't know, I can do it and I don't find other people can. I don't know why that is, so I've not solved it particularly. But I do know that I resent having to handle too much product three while I am also having to wear some of my own hats. I know that there's some resentment will come up in that line sooner or later, mostly because there are only twenty-four hours in this cockeyed planet's day. There's only so much you can do. Of course that's a bad postulate too, because as I told you before, god couldn't hold this post. Not possible. You will also be saying that yourself, god can't hold this post, unless you listen very carefully to what I am telling you children, the Jabberwocky.

Now the product officer can get confused enough in trying to differentiate between his job and his org officer's job, because of course he has a legion of problems and so on, which are bouncing up along his lines. He will find himself however running on a short term cope per products, and his products will get worse, and he will have more and more trouble, and he'll get very exhausted, and he'll eventually say, "This system doesn't work somehow, and it's too exhausting and it's too horrible." And he won't be able to sleep at night, and will be found prowling the streets or sitting in parks with his head in his hands, with over loads and ARC breaks, which can't be audited because he's too exhausted.

The whole point in the thing is there's ways to live with this. That there are certain ways to do this, and they are very standard. Now I can't imagine, it assaults my R, that somebody in charge of an organization would not be, have all kinds of mechanisms, being familiar with the organization, or that an executive would depend in any way, shape or form on his dispatches. Dispatches are usually to forward information, schedules, things that are written down, need OKs and that sort of thing. Dispatches aren't there to handle things. It would just be impossible, if you weren't in total communication with your organization, to handle it at all. It just assaults my R, it's not possible. And I have a very willing group, and they write me anything that they think I ought to know about. That has the liability that you mustn't act on such reports when they contain too much entheta, and so on. You never act on such reports, without getting a recoil. Once in a while I do, I'm always sorry that I do, but it keeps information up.

The product officer Flag bureau and I had a talk about this when we saw, in the wee, small hours of the morning, when we saw that there was something wrong with this line up. And we discussed it, and kicked it back and forth, and used the practical experiences and applications which we had already had with regard to it. And we finally isolated it, and this is apparently it. And you see, we found the why, and now when we applied the why did it all work out? And the answer is yes. So I'm giving you a valid, tested result.

I also have the ability to look around without going around too much. And the net result of that is a fairly close finger on the pulse. We go back over successful actions, when I'm running an org as an executive director, at least once a day I walk through that entire organization, and speak to every person in that organization. And as I'm normally operating from a product point of view, I nevertheless, because we had no product/org officer system at that time, take the organization step as well. I'm interested in what their product is, I'm interesting in what they're doing personally. I'm interested in what they need on their post, in order to get their product out. There are some people here who've seen me do this."'? Now I sometimes miss a day, and so forth, but I know when I've missed a day, and I know when I should get some more information. And the result of that is, that the org officer's function is performed, completely in addition to the product officer's function, the org officer function.

Now this why can't be just brushed off as an org officer's ignorance of organization, or something of this sort. This is no shame, blame, regret on the org officer's side of it. It is just what does the org officer have to know? And what does he have to do? Because you see, he could know a hundred million details, and he actually doesn't have to.

Now, an org officer should make a daily inspection around the org, finding out how the staff members are doing. And noting when they're not hatted or slightly unhatted, and rapidly put their hats on, if there's any trouble with that. You'll find hat is the main thing that goes out. There's evidently a scale of hats, which we've suddenly evolved here. I haven't named any of these things. They've been a spontaneous evolution from some quarter or another inside the ship here. And there's instant hatting, there's mini hatting, and then there's full hatting. New nomenclature.

The way we were clarifying this originally is, the org officer was the cheerleader. Oh that shifted your gears in a hell of a hurry, didn't it? Yeah well, the org consists of bodies and hats. Yeah. Let's take a look at this, he's a cheerleader.

Instant hatting is a sort of an action you do when you slam somebody onto a post and he's got to take the load of it and so forth, and you tell him what you want him to do. That's just instant hatting. You tell him what his post title is and what he's supposed to be doing on that post. Instant hatting, brrr. Don't get on with it. And then of course, HCO can come along, if he's going to be posted there actually. HCO can come along and the first thing they would do, would give him a mini hat. And if it takes more than about thirty minutes to get on a mini hat, then there's probably something wrong with either HCO or the staff member. And then they schedule him up to be fully hatted. That's the sequence of events. If they're fully hatted they get a certificate for it, so that's always been missing. Who is certified for what as having passed what hat? Actually it should be something that happens and is accounted for in a certs and awards area.

Now in our orgs particularly, we are taking care of the problems of the world. Well who takes care of our people? The org officer. When they're over loaded and sick and caved in and need somebody to hold their hands, who is it? It's the org officer, naturally. When they're under paid and over worked, who handles it? It's the org officer, naturally. But to do this kind of thing, the org officer has to have; it isn't that he's just a chaplain, far from it. But that is one of the things he'd have to do. And that was the original little see-through. We all of a sudden saw through in discussing it, this point, of where the org officer might fail.

So the org officer, however, is not just unhumanly interested in the organization, the org officer is interested in the individual as an individual, how he doing, how he is getting on, whether he is able to do his job, if his health is maintaining, if that post is over loaded, if it needs help, or if the post is empty and isn't getting any product.

The org officer, in communication continuously with the product officer can, he would go right ahead and pick up the speed of trying to get it organized in order to keep up with the product officer. That is for sure. And he actually should sort of run along ahead. We're going to increase the load on this division, production is going up, well the org officer should be in ahead of that. It's like your heavy traffic warning. The first one to pick that up would be the org officer. Not the product officer, that would be after the fact.

How is this fellow doing? Is he so, has he got nothing to do on post so that he is bored stiff? Has he got too much to do on post and is going down hill? Now let's add this up to detection of a decline, product three. And with a daily swing around an organization, and seeing everybody in the organization, an org officer would of course be in a position; he doesn't take up their time, he doesn't talk to them very long; he would be in a position then to know what was cooking in the place. He would have to know everybody in the place, he would have to know what every one in the place did, so that he could immediately detect any departure from the ideal scene. But he would also be interested in whether the person was getting his pay, whether the person was having troubles.

So if the org officer does not pick this up in the first place, ahead of the product officer, you will get a sequence of booms and depressions, which will consist of this: Over load, lines break, somehow or other put it together, somehow. And over load, lines break, put it together, and so on, because there's no rule that every time loads increase why, those points of your organization which are weak blow up. And we've been observing that here for a long time.

Now it isn't that this would affect efficiency, it's he's interested in them as human being. And that would be an essential action of the org officer.

So the org officer is there to do product three, which is the correction of the establishment. Preferably before the fact, and certainly swiftly after the fact. And the org's org officer is there for that purpose. And the org officer of the division is there for that purpose, and he's a product three man. You say, "Yeah, well what do you mean product three?"

Now it's alright to have a chaplain doing this sort of thing, but the trouble with having a chaplain doing this sort of thing is the org officer wouldn't have the information, would he? So therefore he couldn't repair a decline or anticipate a decline. So he couldn't do his product three.

There are four products. One, product one, establishment. Establishing the establishment. Product two is the product of the establishment. It's what does the establishment produce. Product three is the correction of the establishment itself. And product four is the correction of the product. Now these are just arbitrary figures and you could figure it all out backwards, and actually should do your org board backwards, you could rename all of these things, but these are numbers and so on. But just recognize what they are, they are simply the sequential numbers, more or less in order of writing the bulletin. I mean, there isn't any particular reason for those numbers. See? You could say, "Well they're one and two and three and four, and so on."

Now as he walks around on that sort of thing, he would also get a look at the rest of the establishment. What's it look like? Now he could determine out of that they didn't have enough cleaners, or people weren't interested in cleaning, or the cleaning establishment was organized all backwards. Cleaning establishment might have posted themselves as cleaner in charge, and have no product of any kind whatsoever, like clean quarters, or anything of this sort. Maybe all the locks are falling off the doors. Well that obviously means that somebody is, some maintenance hat is totally neglected around here. So here is a needed organizational piece. Well he fills that in. He doesn't go in and look at the org board and say, "Where are some holes in this org board?" As a matter of fact, he might do quite the reverse. In wandering around and talking to the people, and checking them off on his list and so forth on his rounds, he might find out that about thirty percent of that org board is mis-posted. Now he certainly should do something about it. He can leave the org board hanging there, with all those posts held from above that are inactive, or he's got to determine whether or not those posts have any functions and should be filled. He's got to make a judgement. Three. The decline. Arresting the decline.

So, there is no point actually in discussing the chicken and the egg problem. What comes first? The establishment or the product. What comes first? Well, what came first, the chicken or the egg? It's pretty obvious, pretty obvious that the egg came first, didn't it? Well the egg would have to come first, because otherwise there would have been a missing sequence that arrived at the chicken. So we have solved that old, ancient problem. Just look over your data series, perfectly true. There would have been omitted, omitted points of sequence, and an altered sequence of events if the chicken came first. So it's quite obvious.

Alright, from the arresting of the decline he can pass information through so that those responsible for putting the establishment there, who are under his orders, those responsible for it can get together and push it back to its ideal scene, or even raise the ideal scene's height, so that is can handle the traffic. Now do you see how the lines would go there?

So actually probably, the product however does come first. A fellow goes out and he gets some leather, and he brings the leather in and gets an old kitchen knife and so on. He cuts himself a pair of sandals, and somebody else wants some sandals, so he scrounges some more leather and he cuts that up. And eventually why, making money from making sandals, he is able to purchase a better knife, and he can lay in more raw materials. But that better knife is when he starts into establishment. And then he gets an awl, and he's got more establishment, hasn't he? And he himself is gaining more expertise in how to do this, so of course that is more establishment. And gradually, out of the product arrives the establishment. And the funny part of it is, this is perfectly true. You could probably take a hundred thousand dollars, establish an org in New York City, and it'd promptly fail. We've done it. You wonder why we always insist that an org make its own way? And every once in a while we get; we've only had a couple of these in recent years. Somebody puts in a proposal that Flag pay three thousand dollars a week to support this org while it got on its feet; and we've had a couple like this. And believe me, if you want to run something backwards, do that. That's all great.

Now the production officer and so on is worrying about product all this time, and he will find holes. And he will find what he is doing, so he keeps notes of these thing. And he, while getting his product, passes this information back to the org officer. The org officer, if he's made his tours and he knows what it's all about and so forth, probably knows at that point who's idle, who isn't idle, what he can do to instantly shift this thing. Go over and get somebody by the nap of the neck and shove them over onto that post, and that sort of thing. He knows exactly where his personnel resources are. He knows exactly where his supplies are. As he goes on his tour he also knows where all the spare typewriters that aren't being used are and what state they are in, and the mimeograph machine, and whether the photo offset machine has got any supplies for it, and he's got this and he's got that and he's got the other thing. And he's got his finger on all these points, so that he can detect an incipient or existing decline, get the Now of course one of the things he has to do, and the biggest hole we've got in an organization is hat. And that is the first thing that an org officer detects is wrong, the person's hat. Just like that. "We're having trouble with the, we're having trouble over here with the success stories, and so forth." He doesn't wonder, the org officer doesn't wonder whether or not, he can almost in advance know that whoever is, there is either nobody on the line, or that people on that line haven't got their hat. He can just, just like that. "Well, unhatted, good."

Now of course big factories do this all the time, and they don't own themselves anymore. They're all owned by the bank. I wonder how they lost the whole lousy lot? Well they just did it backwards, that's all. And Mr. Henry Ford starts with the, a bicycle factory and winds up with the Ford Motor Company, which winds up with a lot of subsidiaries, so that the Ford Motor Company at any time might establish a subsidiary with the cash it has at hand, and it goes on and manufactures things. And I notice though, as time goes on, the more the reserves are taken out of the Ford Motor Company to establish a subsidiary to do this, that or the other thing, why the less the stockholders get, and the less belong to Mr. Ford. He isn't even there anymore.

You'll find out that this work work out ninety-nine and forty-four one hundredths percent of the time. Something wrong with the hats and so forth, so he just does an instant hatting, right away quick. "Look, you're supposed to sit here at the desk, and when the people come along and they give you these successes and so forth, why you're supposed to have some paper here, and they write down the successes. And you're supposed not to snarl at them, or frown at them, you're supposed to be pleasant to them. And they write down their successes, and you take those over and you put them in this folder and so forth, so that that can be staticized, and so that those are available for promotion, so they can be counted. You got that now?" And the guy says, "Well, actually, so on, I haven't seen any case gains go through this org. You see, I don't have any case gain myself. I mean, you know, and I've just been wondering whether or not Scientology works, you see?" And the org officer at that moment knows exactly what to do.

The point I'm making is, is there is no point at which the flow can be reversed. So therefore, you could say that product one is really the product. You see, there would be good reason for reversing this numbering. The product, the establishment, and so on. However, it is as it is. Number one is the establishment as a product, number two is the product of the establishment. If you want to work all this out, why just look at a generator, or something like that for a while, and it'll all evolve. And then of course you have to correct the establishment, and then you have to correct the product. It's easier to take it odd numbers, org officer, and even numbers, product officer.

He knows exactly what to do at that particular split instant. He knows exactly where there is a personnel who isn't totally utilized. Within three and a half minutes flat there is another personnel sitting there, and he tells this other personnel, "Now, when the people come through along this line, you have this piece of paper and so on. And there's your ball points and here's a pad over here, and when they write up that thing and so on, why you put in in the folder so it can be counted up. You got that all straight now? Good. Now when people don't come through this line, let's get your hat a little bit expanded now. When people don't come through that line, you go in and you tell the examiner to send them to you, and you put a sign on the examiner's desk. And if that doesn't work we'll move your desk over alongside the examiner's desk. How's that?" The guy says, "What am I supposed to be doing?" And you say, "You're the success officer. You're the guy who is supposed to monitor the successes people have, and so forth. And you have this piece of paper, and don't snarl at them and don't bla-bla, and so on."

So what comes first, the chicken or the egg? The egg came first, and always will come first. And it's economically unsound not to have it first, the egg as first. In other words, two is always primary and senior. But it's properly numbered after all, because to get anything you have to work backwards. You actually do, you have to figure it all out backwards. So, that numbering system presses this point home. If you want to work out an organization, take its product and then work backwards, and you will wind up with the org board. And if you take the org board and write it up, if you haven't got any product, and you aren't going to have any product, and you didn't have any product, and you aren't going to have any product, and that is all. You got an org board, you got a bad, heavy payroll, you got a this and that.

What do you do with this other guy? Route him to qual. HGO says, "What's the state of the personnel in this org today?" "Transferred all the left side over to the right side, and the right side over to the left side." No, you've got to inform HCO, and get an authorization for the transfer, and the reason why and so on, and etcetera, and it's all done after the fact. Everything after the fact. Org officer always operates, he always tells people to authorize things after they have been done. He runs totally backwards.

Org after org after org is sitting out there, and because we have delivered an org board, they've put up this org board, but if they had to really work it out they would figure out what their product was and work backwards to their org board. We can give them the org board that they should wind up with, but it is posted backwards. An org board is always posted backwards. It is not posted in such a way as, we put a name on a post. There's a post, so we put somebody on it. There's a post, so we put somebody on it. So there's a post, so we put somebody on it. That is not how, and is actually pointed out in your OEC as an absolutely fatal way to go about it. And you'd wind up probably with a government that governed nobody and nothing.

An org officer who sits around and waits for approvals of course is very safe, until you see his stats, because his stats will be nowhere. You get the, the run of the thing?

So, what do you, what do you actually do to put together an org board, even when you have one handed you? You post the personnel who get the product. And if you're organizing an org you would put on these posts. Alright, why? See?

So what does he do about this person? He routes this person to qual. What does he do? He can now put it on a dispatch line, he can even give the person the dispatch, "Take this to qual." Maybe the person doesn't wind up in qual, but he's got to get another dispatch to HCO and say, "So and so has been routed to qual." Well what's qual going to do with him? That's qual's problem. Qual ought to be well enough organized to take care of that. Person says, "What do I do?" And qual says, "What's it all about?" They can find out. They also would then get some kind of, if the qual sec was part of the product/org scene, or if there was a deputy qual sec as there would be in ideally organized org, he would have the full gen on this, within the next day or so.

Now let me give you the valuable products. The basic valuable products of an org are auditors, preclears and money. And they're the final valuable products that are the obvious ones. There are some additional ones, but these certainly are the obvious ones. So therefore, you work it backwards. You don't post an HCO OES, OES, PES in a three man org, who don't also work. Somebody could hold these posts, but it'd have to be posted backwards. You'd have to put on an auditor or auditors, to make the preclears, you'd have to put on the course supervisors, to make the auditors, and then you'd have to put on somebody to get the people to collect the money.

Now the failure to publish what goes on is the fault. The failure to publish, and that is what your orders of the day are for. They are really not for those people who have cleaning stations and so forth, and Bessie Ann Glutz was married yesterday and we're happy about her, and so on. That has nothing to do with this. The org officer says so and so, and the product officer says so and so. And they don't have to be gloomy about it all, but they certainly have the dominant point. They have to keep the org informed as to their actions.

Now if we went at this very straightforwardly we'd find in what I've just told you there's a slight altered sequence of events. So, I'll just show you how neat this is. You would of course put on a course supervisor. And you'd put on somebody, even if it was the course supervisor, to get some students to pay to be trained. That gives you the money. And then you'd put on some auditors who had been so trained, in order to process pcs who are procured, and that gives you some money. And then you train more auditors, and you get some money. And you've now got auditors who can process more pcs, which gives you some money. And so, you can buy broader promotion in order to more broadly bring people in to be trained, so you about this time you've got to have somebody hot on the promotion line. You get how we're posting this thing now? And one of the little secrets of org failures is, is they don't post the course supervisor first. He's posted as an afterthought. And they don't bother to deliver the course because it isn't a primary posted action. And so of course they don't get any auditors who can audit, so there, when they bring in pcs they don't get audited, and then people don't pay money for no service on a course and no service from the auditor, so of course you run out of money, and it goes backwards, because it wasn't posted backwards. Posted backwards.

Now there's such a thing as keeping an org informed of just what is going on. But certainly, what affects the org would be the product officer and org officer, so that if they don't inform the org of what's going on, why all hell breaks loose, because nobody knows. And they become very unstabilized. And they go in, and they see an examiner one day, and they see another examiner the next day. And then they go around, and they think they're talking to the examiner, but he's now cleaning out mud boxes or something, and they think he sure looks funny as an examiner all covered with mud. And so forth, well they don't know. They don't know. Sews the place with little mysteries unless it's published what you did.

Now when we say somebody to train a course, we want a course supervisor, not somebody that once heard of something. When we audit people, we want an auditor. What is an auditor? An auditor is somebody who attains flubless results. Right now about fifty percent of the field auditors, maybe not that great a percentage. We haven't done a survey, but it seems like that, with cases coming back. Why the walls down there in Flag Qual would be charred. Absolutely charred. We're going at a level of certainty which does not say, "Well of course the reason why the session, or the pc, bla-bla, reasonable, you know, it explains easily. I mean, married a long time ago and probably is still PTS to somebody in Nero's time. You know? Ha, ha, ha. So of course, you say there's nothing you can do about it, and so on. And the reason that the chain didn't F/N at the examiner is it didn't F/N at the auditor's end, because it, narrative or something. But that doesn't have anything to do with it, because nobody knows what a narrative somatic is. And..."

Now that in itself is quite an action. So, the action which I rehearsed on this thing and so on, because I actually moved in as a product officer, and I've been an org officer and so on, so I'm speaking from first hand information, not from a theoretical workout. Is, I found out that after I had undertaken a product and had begun to get the product, at that moment I had to write up whatever I had to do, in order to get that product, and make it known. Now the ball could only be picked up by other people if that were done. So you're operating on two systems. One is the lineal system and the other's the triangular system. The lineal system would be where the product officer is more or less operating autonomously, and he is writing up his products as he, he got the product, he got it going, and then he made notes while he was doing this. And then he wrote it up in some fashion or another, and then he says what he thinks ought to have happened over in that org area. And it may not be what happens over in the org area, but what he has stated that he ran into will be cared for, because you see, he didn't conduct a thorough investigation. It might be somewhat different by the time it's investigated, but he just indicates what he ran into, and then he passes all of that sideways over onto the org officer's lines. So you keep a running fire of what is happening.

So now, let us go over this again. If you want an org you would post it backwards. You would post a course supervisor, not somebody to not be there. Now he would have to have the materials, wouldn't he? And then, when we gild the lily here, we'd have to have somebody counting the noses of students as they walked in and out of the door, and have folders for them and so forth, so we'd have to have some administrative check on all of this to find out of they were coming to class at all. So we would build it up from product to org officer.

Now he also has notes, and he should mark in these notes consistently and continuously what outnesses he finds. Now he will find a certain number of flubs, and he certainly carries a notation of these flubs. Now the org officer's stats or reputation depends on the reduction of these flubs. If the product officer's notes as of the first week in January are the same as the product officer's notes, carrying the same flubs and names in the third week in January, then the org officer's definitely not doing his job. In other words, the organization is not advancing back toward the ideal scene, because these flub points have not been handled.

Now, the product comes first, but to get the product you have to have organization. So we're back the other way around again. Chicken came first. If you were to crash in a space ship on a god awful desolate planet, and you were faced with having to build the entire civilization, you would probably have to start with a sharp rock, right? And from that, over a considerable period of time, why you would eventually get the metal that bubbles out of the stones that are parked around the fire, and have copper. Now those are the long spans. But even though you might look at this prospect and sigh, and even though you might have done this, there is no reason why it cannot be done, providing you start with a sharp rock. In other words, there is some place to start.

Now to some degree you will find that there are always some flub points that don't get handled. It's impossible, just that, absolutes are unobtainable, and nowhere are they unobtainable so much as in an org officer's area, because he has various human elements. He has to produce personnel from nowhere, he has to actually cope with the fact that finance is busy telling him that "There is no possible FP. If you hire two more people you will decrease our pay and we won't be able to something or other, and of course," if you don't hire. Then he can say, "Well if you don't hire two more people you won't have any pay at all." And it goes back and forth, but he has other conflicts and lines which he is trying to cope with in this, so he doesn't always bring it off the way the product officer thinks it ought to have been brought off, because other factors may have been present. Do you follow?

Now when you get to a product org officer line, you get this on your bing, bing. Now somebody's got to get some potential students who want to be trained, who will pay for the training, but the moment that that action starts, the org officer, anticipating a traffic flow, has ought to have procured at that moment a course supervisor, and the materials that the students will be taught, and the tape recorders, and the tapes, and the folder supplies, and the room, with a roof over it so the students don't get rained on, and the chairs, and the tables, and the clock, and the schedule. "Hey," you say, "what's this product officer doing all this time?" Well, if the org officer's that over burdened, he's putting in a product one, isn't he? He's putting in a product one all that time. So he'd better unload product one because he'll find it very rapidly in over burden. So he forms his first embryonic action of an HCO, even if he just does it by dividing his hat. Product one belongs to HCO, it belongs to the org officer's product. HCO AS.

So these things that the product officer writes up are not necessarily orders in themselves. But they are indicators and what he would like to have happen, and what he thinks is wrong. And that gives you a working basis on which to operate. So a product officer, busy getting his product, why it's fine. He at least has to express what he's running into. An org officer, because we're talking mainly about org officers at this time, would be absolutely up the spout if he didn't know what the product officer was up to, and what the product officer had run into in trying to get this and that. He would not actually be able to do his job very long or very well. I've found that that was definitely the case while I was operating as a product officer, and I could imagine what would happen if a person operating as an org officer was not informed of these sudden shifts, changes, actions, orders, and so on, which had occurred, because it would look to the org officer now; let's take the org officer's point of view; it'd look to the org officer like all the product officer was doing was tearing up the organization as fast as it could be put back together again. That would be the complete conviction an org officer would eventually get into, if the product officer didn't scribble down some notes, and make these things available, and so forth, to the org officer of what he was trying to do.

So what's the org officer do? Well he got rid of it, see? He got rid of it. And somebody's putting the establishment there. "Well yeah but," you'd say, "treasury actually buys this stuff and other things, and the bookstore orders this stuff. And it's all ordered up and down the org, and you haven't got any org." No, no, no, no. Product one, the establishment of the establishment belongs to HCO. "Yeah, but the org officer got rid of that, didn't he? He got somebody there to put in the establishment and so on." So what's he do? He's even got to get a registrar and somebody there to pull the students in, and put this thing together and so forth. But that's, you know, that's HCO, isn't it? So that's immediately at HCO, so it's..."

So therefore, in order to do his job at all, he would have to have a daily cruise around the place, he would have to in that daily cruise note such things as supplies. And you'd have to note such things as the condition of equipment and machinery and whether it was being kept up or not. And you'd certainly have to notice the condition and morale, and the business or lack of business of the personnel involved. And you'd have to notice the condition of the communication lines. And then, the next action that would have to be done there by the org officer, he'd have to ensure, daily, that the org's training program was being followed, and that hatting, on a long range basis, is never slacked off. In other words, is HCO continuing to do a job? Is there a schedule in this place so that we eventually have fully hatted people? Or are we going to go through life with instant hatted people or people on post in total mystery?

So what's this org officer do? Well, product one. Product one is his responsibility. But having taken that responsibility he passes it over to somebody. So what's that leave him with? It leaves him with product three, the correction of the establishment. It leaves him with, when the chairs don't arrive, he gets some there. He calls the local funeral parlor and has them, rents some right away. Brezzo, zoom, boom.

A fellow is looking at this stack of folders blankly. And every once in a while he looks over and he sees all that stack of folders, and he's getting kind of allergic to that stack of folders. He doesn't know his post title, and he doesn't know why those folders keep stacking up on his desk. That would be the reductio ad absurdum of the whole show. So he's got to make sure that there is some continuous training action going on, and that hatting is occurring.

Meanwhile, telling his establishment officer HCO ES, "You get some chairs. Buy some chairs." So he doesn't have anybody to operate as a course administrator because if nobody wandered in and it wasn't established, and so forth. That's a three then, isn't it? So he has a friend of his, or somebody that's standing around with his mouth open and so forth, suddenly finds himself kidnapped and on that post, and there's a dreadful row about this because the person's actually the director of disbursement. If he's director of disbursement, what the hell was he doing standing there? Good question. And that's the org officer's rebuttal.

He also has the idea of major courses, because as I told you, you begin with a course supervisor, who makes auditors. And then the auditors, you take on some of those auditors and you audit pcs with those auditors, do you see? And he therefore has got to make sure that some of the staff members he has are on some kind of a training schedule, quite in addition to the number of public students who are coming in.

The assignment of the course administrator, the hiring of somebody, the putting of somebody there, under of course the pressure of the org's org officer, is of course the HCO job.

Now in a Sea Org org this becomes vital, because Sea Org members have to be pushed on up the line, and you all of a sudden find yourself organizationally, "Yipes! We got no... We got eight hundred and sixty-five pcs, oh my god. What the hell are we going to do here, because there's no, whoops, no auditors." And then they start hiring auditors, and then the next thing you know why, the Sea Org org is all scrambled up in some fashion or another, and you can't have any Sea Org members in charge of anything because they don't have the technical; that's peculiarly a Sea Org problem. Very peculiarly. You all of a sudden look around, you wind up and you've got a bunch of HDCs, at the most you see, and what you need at that particular moment is class six. And then you can't, you've only got HDCs, so nobody has actually been pushed up the line to become a qual sec. And suddenly you'll find that you're terribly, terribly thin at the top, just because nobody has anticipated a long range training schedule.

How do we actually get here? There are some other areas that have something to do with this establishment. There is the estate bureau. "Ah well hell, we don't have any estate bureau yet, we haven't even glued up an org board." So it must be, belong to what we call HCO. HCO generates the number one, establishment.

At this moment we could use aboard Flag, at an absolute minimum, right aboard Flag at this instant, we could use three FEBCs. Just at this instant, just to fill in the screaming gaps. And then you'd need some more, and we should have a spare CLO team, all of whom should be FEBCs.

What's it consist of? It consists of the establishment. But what is an establishment? And right away we start to get into the basis of our deepest misunderstood. You ask almost anybody what an org consists of he'll say, "Well it consists of some people and it consists of some hats." And boy, that is about the faintest statement that anybody ever made under god's green Earth. You've got to beat this out and recognize it for real. What does an org consist of? What does an organization consist of? What is this thing called an establishment? We can go on and on and on and on and on. But it has very specific things. If you don't have a place to do this action, you will be training people in the rain, or the snow or something. So if an org just consists of some people, why they're going to awfully wet people. If it consists of some packs, they're certainly not going to be protected from the weather. There's got to be some safeguarded or protected space there. It's got to have a roof over it, it's got to have doors and windows and floors. And that contains what?

Well, we have to work on a new basis. And we; I mean not a new basis but an old basis. What we do organizationally on long range training and so on, is we always send out people who are better trained than the last team. And we just work on that as the way we work toward the ideal scene. It's always just that, better trained.

Now I could go on and rattle off a list here of what, but I can give you certainly the basics it consists of. The tables, the chairs, the desks, supplies, the paper clips, the staplers, the comm baskets, the labels, the machinery, the typewriters, the address machines, the CF file cabinets, the CF folders, the content of the CF folders filed in them. It would consist of hats, and it would consist of packs and tape recorders, and it would consist of its various commercial contacts that set it up, and it would consist of; you get the idea. You start looking around, all of a sudden your eyes will open, the attention of anybody you're trying to break in as an org officer will come off of this thing called a body. That's the establishment.

The art formula applies here, perfection. You can work for perfection to a point of where you get nothing done, and an organizing officer can do this, oh my god. He can go for perfection before he lets anything go, and so on. Well that is how we do it with; this time it is better than the last one. And it's true. It's worked out over the last couple of years. We're always sending out a better team than the last one we sent.

Now you say, "Here, well yeah. Of course this is a, this is a ship, naturally. And of course that's under the ship org." Oh yeah? It's under what of the ship org? There must be somebody over there establishing a ship. So this is all very interesting.

But to do that, to do that you have to make sure that there's not only full hatting training, but there is also some people who are being full time trained along administrative lines. Or, if you can't do that, certainly part time trained along administrative lines, so that you would get another program would follow in through the back of the hat program. The person would finish up his hatting program, and then we're continuing him on to finish off his administrative courses, like his OEC, his FEBC. And we do that at part time. And then if we had very, very alert organizing officers in the tech division who were thinking of the organization at large, they would scream like banshees at the idea of there being a very few people on major courses. And sure enough, not too long ago, were screaming, and said, "There's nobody down here at all on a major technical course. And there hasn't been a full time technical course student for some time." Well they were calling the shots, and it was perfectly true. So that's part of the organization scene. Not only the hatting, but also making sure that somewhere up the line you'll have personnel qualified, even though you're doing it on a part time basis. So he's got to have some kind of programming for some future organization. And an organization is composed of trained people, it isn't composed of dead bodies.

Now that's when you get very sophisticated indeed. Up to the time that it's all out it's all up to HCO. Somebody walks into HCO and says, "Where's the packs?" See? Yeah, but you only got one person, see? You say, "Well, you're division two today, too." That finishes that. Then you got two hats. "Where's the packs?" "Yes, well you see, and we wrote a letter..." and at that moment the org officer says, "God damn it to hell." Now, he deletes that because you must be nice. Remember your PR. "A dispatch is not a product, and it never will be, and it never will get us anything, and it is not anything that ever establishes anything. It is not a doingness, it is a gesture." And the first guy that says, "Well I wrote, I sent a dispatch to HCO..."

The Sea Org does a fantastic amount of training. We do a fabulous amount of training. An in compares, definitely with; we used to do a lot of training in earlier Scientology orgs. That training factor of the staff is nowhere near today what it used to be, but I've managed to get it going again in Scientology orgs over the last year. But it's not adequate. Somebody is thinking in terms of, "We haven't got enough money, we don't have enough people world population explosion, we haven't got enough people - bull! I might have believed somebody in 1705. The scarcest thing there is in the world today is a hat. Do you think that for one moment these people on welfare and relief and so forth in the United States or in other areas and so on, are happy to be suddenly relegated to a hatless life? No, boy! Every time you have welfare payments you've got unhappy people, and you've got an incipient revolution. There's people all over the place. But a group has a tendency to exclude, and it shouldn't, particularly a group such as ours.

I'll tell you an exact situation. A personnel, who is facing internally; here you see, we have an internal/external situation, and that applies to CLOs. There's internal/external. Your org officer actually is operating a little more broadly in a CLO to establish the establishment, unless your CLOs HCO is competent to keep it established, because the org officer is operating internally, but the product officer in a CLO or on the Flag bureau is operating externally. It's a slightly different situation than you'll find in an org, because in an org directly, or in the FAO here, both the org and product officer are operating more or less internally. Their attention is internal.

Well, you raise your, you raise your security standards too high and you don't get any people at all, and you put them too low and the next thing you know you've got some wild ones on your hands. Alright, so somewhere in between is the right level. It not only never has been found, but it never will be found. What it takes is an alert HCO. And by the time the guy thinks his post consists of breaking ketchup bottles on the funnel and so forth, why you have to do something about it. But you have this problem, you have this problem in orgs.

Now it's very funny, when you have a personnel whose attention is external to the org, and internal to the org simultaneously, he tends to go bonkers. We've already analyzed this and we've had a lot of experience with this. The guy whose attention is out there and in there. The Guardian's Office for instance at this moment that I speak has heroically acceded to our pleas, so that we could teach an FEBC and hold the fort in, all over the world; and it's much broader than you imagine; has loaded onto itself a great many internal concerns. It's also trying to hold the fort externally. Well they can't do that very long, that's why you are getting pressure here, because the Guardian's Office will probably be holding the org, or the CLO out there will be holding the org, until trained personnel get back to that org. And it's not much mentioned to students, because it would harass them, and put them under a worry, and a stress. So I'm telling you, speed up.

Now what an organizing officer has to do as he goes around, he very easily detects where recruitment has been, or hiring has been at fault. Now if he's too critical of it, I've seen somebody stumble around for a day or two, and fumble and try to find the staircase and so on, and finally actually wind up with repeated instant hattings and so forth, and informings and so forth, finally wind up so that they had enough familiarity to do the job. I've seen this happen. But I've also seen it happen, they just got worse and worse, and that, short of processing, you see your management misunderstoods. See, the organization misunderstoods cycle there is something that we can pay some attention to. But those who are out in orgs at this moment are not able to pay as much attention to it as we are at Flag, because in the first place we're dealing with a very superior, and not to be snide about it, in Flag we're dealing with a very superior level of flubless auditing. We do it by the book, and nobody gets by anything, and so on, so the auditing doesn't foul up. And also we're dealing with a very superior level of tech, which when orgs qualify they can have. You will be in the clover when you have got an org well enough put together so it can afford an department that could run L-10s.

Actually the Guardian's Office at this exact moment all over the world is holding its breath, waiting for the FEBCs to come back, because they're holding internal actions. Now they're an external group. It wasn't the Guardian's Office in this instance, but I'm just telling you the difference between external and internal. Their attention is out into the public. Their tech is with the ARC broken pc out there in the public, not in the org. So, the person I was speaking to had permitted, who is an external personnel, I found was holding several internal hats. And I said, "Would you, what action have you taken to fill the vacant post?" And she said unfortunately, "I have repeatedly written a dispatch to HCO." That's what that charred mark is right there, my reply. We'll get the stewards to polish it out. And my order to her was, "You go down to the personnel files, and you look through these personnel files until you find somebody who is suitable, who is not holding a key post, and you take that person and put that person on that post." And the reason I did this is, I'm talking to a key personnel whose product is too valuable to be monkeyed with. And who was permitting herself to have an internal attention. Actually, probably a great deal of percentage of her time was being occupied internally.

The standard of field auditing at this present moment forbids it utterly, so we've got to export course supervisors, course supervision, we've got to support all the little tricks and expectancies and so forth that are done on Flag, how we get these results. It isn't that nobody else in the world gets any results, but they've got to be uniformly good, and the flub results must not be tolerated. And the guy must make his flub results in areas of auditing where it doesn't mess up anything.

Now in the; that's not the Guardian's Office; but in the Guardian's Office matter and so on, why the, Mary Sue is saying, "Where are the FEBCs? Where are the FEBCs? Where are they?" They're perfectly willing to handle this sort of a situation, but you've got policy knowledge and other actions of one kind or another in the Guardian's Office at this moment, holding posts of temporary executive director. USGO is holding a post, his communicator is holding a post in DC, or was 'til a very short time ago and so on. And they're spread thin. They're controlling all of Africa right now, and actually were telexing for help here within the last week or so. So this is an external/internal strain. So you got to figure out which is your external and which is your internal personnel. So you do have external personnel. Who's your registrar?

So you'll be in clover on your organizational misunderstoods the moment that a Scientology or Sea Org org has achieved a sufficient; well there's various eligibility factors with regard to it, and they probably will always exist, probably be varied one way or the other. Certain volume, certain successes, certain primacies, and so on, because the, at this moment you're in clover. Right now your neck is a little bit out in that you can't probably handle the extreme cases, the suppressives, and so forth, who actually get sideways onto your lines, and cause enturbulation. So you are still on a very heavy alertness along this line, particularly amongst new personnel.

Now your registrar is working for people to come in and take that course, so that they can become auditors. Right? So she's got time to monkey around with how the files are or are not straight? You want to cut your income to pieces? Take an external facing personnel and give them internal distractions.

Now you don't want to hire fifteen or twenty personnel, and then just keep them on forever. The principle we operate on is hire lots of them, and retain those who make it. And it's up to the org officer then in this patrol; there's two places in his patrol. He notes this, he sees what's going on, and he knows he's got somebody who is good, or he hasn't. And he can get too highly critical about the whole thing. There's another point where he can detect this. In hatting the person never can seem to get his hat on, and so the statistics, the study statistics he's getting off the individual, have some meaning. They are not reliable, it isn't the person who apparently studies very fast is not always the best personnel, and the person who studies very slow is not always the best personnel, but the person who can't study at all is quite something else.

Now that goes broader than that. You want to cut your products to pieces? Take an org officer who isn't anticipating or running before the product officer with load lines, because your product officer will have his attention yanked over onto the subject of organization.

Now this will show up in your hatting actions. So the study rate, or the ability to apply the information which is studied is a factor in selecting personnel, which is often overlooked. So the org officer also, in his long range programs, in his daily study, and so on, should also have some kind of point stats and that sort of thing, so that he looks at it and sees who's doing well. I wouldn't go on that all by myself. I would take a personal observation of the post, combined with how the person is doing on his studying and so forth, makes a meaningful picture.

Now just as there's external/internal, there is the organization of things and the production of things. The production of things is of course totally dependent upon the clear cut organization of things. But, the funny part of it is, you can produce without a clear cut organization, and one of the ways of stalling a whole org is to go into one hundred percent organize. You go into a hundred percent organize, you'll choke it down every time. You organize while you produce, is the proper sequence. And you produce while you organize is actually much closer to the truth.

So maybe I'm beating that to death, but the study program has, I'll just point it out again. It has two factors that an organizing officer can get out of it. Not only does he make sure that it's occurring, but also is it being, is anybody getting anything done when he does study? Now it is not necessarily true that a bad personnel never goes to study. Now that is not a true factor either. Very often you find a personnel is too drowned on his post, and too responsible for his post and doing a good job on his post, within limits. And he will put his post ahead of his study. Well this, you can't, you can't be too critical of that. But, you can point out that the things he's having trouble with on his post are usually handled in study. And if he will afford a little bit of time to study he might have a little bit better time on his post. PR action.

Now when you look over this team of the product officer/org officer, you find out that the org officer has to have a fantastically clear idea, and so does an HCO AS have to have a fantastically clear idea of exactly what an establishment consists of. Now this idea that I'm talking about is just like this. What does it consist of? Well it consists of a building, or rooms, or auditing rooms, of desks, of typewriters, of supplies, of personnel, of hats or hatting actions, and so on. The whole thing. The whole bang shoot. And if they don't have a total grip on what is an establishment, the org officer will not be able to back up the product officer, because he will never detect a decline. He won't see it as a departure from the existing scene. It isn't necessarily staticized. You know, the roof falls in. There's no stat for the roof falling in. But it is a departure from the ideal scene, I assure you.

That is very true. I've seen people struggle and have a hell of a time trying to get out, well let's say a project, something like that, when if, for the love of Pete they had ever spent any time whatsoever on studying the target policies or the data series, why it would all come straight. And the hours and hours they're busy wasting on trying to turn out flubby products could very better, much better be invested in some part time study on turning out a non-flubby product. So there's some point of adjustment in this. But you have to watch the progress of the staff member on his course, as well as his action on his job. It isn't too meaningful on the course, but it must occur. You're mainly interested, is it occurring?

So, therefore the first requisite of an org officer is not necessarily a verbatim knowledge of the OEC, but the definition and the extent of, and everything that there is in this thing called an establishment. And not only that, but what is everything in this particular establishment. Just like that. Now comes his knowledge of the OEC, because that tells him how it ought to go together and how it ought to run.

You'll find some sort of silly situations develop. As an organizing officer you'll find all kinds of silly situations like, a person has started eight courses. The way to handle that of course is which one requires the least time to finish. "Go on, finish it. Which is the next one that requires the least time to finish? Finish it." Don't let him start a new course. So you're monitor of that.

Now along with that is apparently you cannot ever have sensible hiring or personnel posting in an organization, unless there is a list of all of the essential hats and duties of those hats, in the organization, which is just a mini list. It's not even a mini list, it's an instant hat list. What do these people on these posts do?

Now, the third point that we're making here is the, handle any and all orders from the product officer within the time you're given. Well that of course would be a heavenly dream if one could, but one can try. One can try, and if one does not have an establishment officer as different than an org officer, it isn't likely that any long range program will ever come off. So an org officer who isn't operating with a good HCOAS and so forth, it's very, very improbable that he will be able to; he'll find himself after a while, a third month on the post he will find that he is following less and less of the orders which he is getting. But if he's backed up by a good HAS who's putting an establishment there behind him, as he goes along he will find out that it's easier and easier to do this. And the dream of it is, is you say, "Look man, that product officer says, 'And so Bob, and we expect a hundred and sixty-two preclears in the next week, and very good!" The org officer says, "You better hire a hundred and sixty-two auditors, and they're going to be so forth over the next year, of which you will have something on the order of thirty of them will have to be on the job this next week." And immediately why personnel simply sends them telegrams and tells the people to report to work, and the next Monday why they're all there report to work, 'cause they've already been hatted and genned in, don't you see?

No one in personnel can function at all in personnel unless he has such a list. And where does one exist right now? There is no such list, not even in the most sophisticated personnel offices anyplace. What is this job? Well very often you'll get some big corporation, and it'll have some personnel thing and so on, but you won't find that list. They'll say, "Get me a shop foreman." So they look around to find somebody who has been a shop foreman.

It could be so easy as you simply tell the chairman of the auditor's association that next Monday you will need seventeen additional Class IVs, and they will all be there. You see? Well we're really dealing with an ideal scene. But you see you could work it up to that. It doesn't always have to be frantic.

Now why do they do that nonsense? It's actually because they couldn't for the life of them define what are the duties of a shop foreman. Now it might only take three sentences to lay out what the duties of a shop foreman are, but you won't find anybody posting personnel at all sensibly, or hiring sensibly, unless they have a pretty good idea of exactly what each post does. Just in the last twenty-four hours I've run into it aboard here, you wouldn't believe it. I just tried to do a posting to fill in suddenly. Somebody had a class ten as a requisite to somebody to file folders, and to hand them out to people when the name was on the list. You won't believe that; I'm not being critical of this because we're just forming up. "What the hell do you want a class ten for?" "Well, you see, the duties of that post, you find the post there, the duties of that post are, and so forth, will host the CS conference with the auditors." "Hosts what conference?" "Well the CS's conference, you see, with the auditors is held by the D of P." "Whose conference?" "The CS's conference, with the auditors, is held by the D of P." He got the point.

So that is a duty he has, and he tries to attain, as the org officer tries to handle the orders from the product officer. But the other thing is, is the org officer who waits for orders from the product officer is already four or five feet behind the product officer, and he ought to be four or five feet ahead of him. So he's got eight or ten feet that he has lost, and in view of the fact, which queen was it? He had to run like everything just to keep up in Alice In Wonderland. The org officer has to run like everything just to stay even with the product officer. What he have to do when he gets behind him? See the burst of speed and the demand would be, would be fabulous, so it's; he isn't then just waiting for orders. If he just sits around and wait for the product officer's orders, why right away, and so on.

Now once upon a time, the D of P had as part of his hat CSing. Well we have a CS, and I would like to see a class ten D of P who was not acquainted with the CS line of the various cases, trying to hold a conference with the auditors auditing those pcs. That would really be a clown performance. It wouldn't matter how much tech this fellow would know, he is not the CS. So the only person who could hold a CS conference, or a CS's conference would of course be the CS. But we weren't trying to post a CS, we had a CS. We were trying to post a D of P who would make up the programming of the auditors and the pc's lists, to hand to tech services. And to interview some of the people who were being audited who very often have questions, and walk around in mystery as to why that's being done. There's nobody a CS right now can say, a little side note, "Contact this guy." You can have the examiner say, "What did the auditor do?" but you can't say, "Contact this guy and clarify what his program is." What his auditing program is. It takes the mystery out of it. Well that's what you have to do on public lines, and because we're not handling actually public lines, why that function had dropped out. But it still leaves a whole bunch of little mysteries.

I always like to be in a saucy position as a subordinate, in a subordinate post. Very saucy, impudent. Actually it takes people aback. It's about the only way you can occupy it. I don't think very many people know how to occupy a subordinate post actually, if the org officer's subordinate to the product officer, it's an art. It's an actual art. And one time I thought I was; I've told you this story before. But one time I thought, "What is this. Every place I go and everything I do, I always wind up in command of it. I'm appointed the command of it. Is there something wrong with me? Can it be..." this was decades ago, you see, and I was saying was there something wrong with me? I mean is there something peculiar, that I have to be in charge of everything, that I have to be the boss? I guess I'd been reading Freudian literature or something. And, "There must be something wrong with me," and so on. And I would think, "Well, I don't know. I don't remember really, I have occasionally made a bid for that sort of thing, but there must be something wrong."

"When am I ever going to get audited?" "What run down am I on?" You see? Guy goes into session with his jaw dropped, where he's audited with the mystery rud out. You get the idea? Well that's just because there's no D of P post. Well there's no trick to it.

And I was very, very happy one time, because I was physically bunged up and wasn't supposed to be around at all, to be put in a subordinate capacity. And I was a third in command. I found it was a breeze. I was never so happy in my life as to discover I was just an excellent subordinate. It was just a piece of cake. I didn't have to be in command of things at all, and so forth. And in that subordinate capacity I was in command of a ship. Didn't want it, didn't want anything to do with it. Actually that was the mock-up.

Now if confidential materials were at question, that would be something else. But the confidential materials were not at question. The person selected was of the class necessary to handle confidential materials. Also was a trained auditor. There were two such people available, idle, with nothing whatsoever to do, in that very department. Not auditing, not anything, either one of them quite capable of performing this duty. But somebody had to have a class ten auditor to perform this duty. I wouldn't know why. Another duty is to hand the list to a tech page, and get the folders together, tech services, see? Hand the list to the tech page so that he can do this list, and get the folders of these pcs together and give them to the other. This post couldn't be filled I think because the person was slow or something, by reputation. That's nonsense.

But inevitably, and so forth, people come around and ask me if they were supposed to do what the captain said, and so on. I said, "No, man. Cool it off. Don't bother me," and so on. I found out the popular valence at that time was a gold brick, and I've had chief petty officers and that sort of thing say to me, "Mr. Hubbard, you are just about the greatest gold brick I have ever seen in the entire navy." Pride, you know? Admiration. And that was because I've, apparently, didn't ever work, and was able to get my job done on the time when somebody else was eating sandwiches, see? It would just be the speed of internal and immediate organization, don't you see? So it didn't appear to be very stressful. And got all kinds of things done left and right. And the way to be a perfectly impudent insouciant, utterly, completely tolerable, but utterly and awfully left alone by seniors subordinate, where they're very nice to you at parties and so forth, but just a little bit, just a little bit on the keeveeve where you were concerned is, "Oh I've done that. Yes, well thank you very much sir. Thank you, thank you. Yes, we handled that, thank you." Only it has to be a fact. Your answers to an order are always past tense.

Now the situation arose by overload. These are actual org product officer situations. The situation arose by overload. The traffic line went way up in volume, the stat was going way up in volume, the predict would be that these lines will break. And they broke. The product officer of that division became ill, the tech services chief of that division, over loaded and with insufficient help went to bed with a temperature of a hundred, leaving the post empty. But my effort to fill the post on a high express action, seventy-two hours after the first order that the post must be bolstered up fast, was being done on dispatch lines during that entire period. Dispatch lines! What the hell. I suppose the world has lost feet, because it's an automotive age. And when the person was put on the post somebody in HCO developed a policy that any pc's mail incoming should be opened and read, in case it might enturbulate the pc. And the person put on the post which was supposed to hand out the folders and the list, was opening and censoring student mail in the tech division, which is totally, completely off hat and illegal. At that moment there were loud explosions all the way along the line. The person put on the other post was doing the tech services job because there wasn't anybody there to do it. In other words, it's scrambled up in a mess.

So you see how this fits into an org officer/product relationship? A product officer storms in and he says, "There's going to be a hundred and sixteen pcs next week, and what are we going to do about it?" "Well yes, we actually got them and they're all lined up. All the auditors are lined up, we've got the auditing rooms and so on. We're going to use the preclear's own rented rooms when they come in, for auditing rooms and so on. They're all straightened up. We've got five new people on tech services, and they're being genned in this week. As a matter of fact they should be hatted now, as a matter of fact. So, thank you." "Thanks for telling me. It's confirmed, is that right? Oh good, thanks for confirming it. There we are."

Now this is the consequence of not predicting a traffic flow in an organization which is just forming. Now when you have an organization just forming, the many outnesses which are presented to you can completely confuse an org officer. And at that time, as at no other time, must the org officer adhere to product three, correction of the establishment, and leave the establishment to someone to get that one. Get product one. And in a fast running organization, the total duty, the total duty of an org officer is arresting a decline. Product three, halting a decline, or a threatened decline.

You would just be amazed at what this starts doing, except you have to be on the ball and you have to do your job the whole way. And when you do your job the whole way as an org officer, you're always in that position. Somebody says, "What the hell are we going to do? We're going to have this, this, we're going to have this new bunch of students. We're going to run this special course. And the literature and so on has been mailed, and what are we going to do for chairs and that sort of thing?" "They're being made now, sir." Only probably in the org officer/product officer relationship you wouldn't even use sir. Too close. But what an enviable position, and what a fearsome presence.

So actually it works this way. When the product officer finds himself correcting the establishment's product, which is four, this passes at once to three, who may have it in hand already. That makes an org officer somebody with a crystal ball, doesn't it? I'll tell you just in a moment how he doesn't have to run it with a crystal ball. But it's almost a crystal ball job. By the time the product officer says, "The students coming off the line all seem to be limping in their left foot. You know? And they, when I talk to them and ask them why they don't go write a success story, why they sort of look down at their feet and limp off. And I think you ought to go in and see what materials they are being taught by whom, because I've got some inkling of this because I saw some textbooks on yogi lying around the classroom." Now if that team is really functioning; now of course I'm giving it to you a ridiculous pitch, as well as exposing some of our shames here. Well believe me, it's being straightened out. And things will get straightened out here much more fast as it straightens out. They can go wronger and get straightened out faster than anything you ever saw in your life.

Now somebody else tries to occupy your boots, he's got a near impossibility. "Bessie Ann is off her post." "I know. I sent her home. George will be there in about five minutes to take care of it." But operate as a product officer, how would you like to have an org officer that was like that? Wouldn't that be, wouldn't that be a piece of cake? Wouldn't that be a piece of cake, huh? "Our GI target next month, our GI target next month is twenty-seven thousand a week." Alright, that's all the org officer'd have to hear. And he'd say, "That will take so much so and so, and so and so, and that's on, now take some on to A, and we'd better do so and so and so." And say, "The people in charge of financial planning, you'd better get your financial planning jacked up along the line and so on, because the promotion level is going to be so and so and so and so. We're going to send out very heavy mailing, and we need a whole bunch of new people here, their categories are so and so and so and so."

But the org officer hat's working on product three, correction of establishment. If he was very good would be able to say to the product officer, "Yes, I spotted that yesterday. We have immediately somebody coming in here from San Francisco that used to be in the org, and so on. He's taking over as course supervisor. And as a matter of fact, the comm-ev has already been convened on the course administrator for crossing practices. And if you walk into class at this moment you will find one of the HGC auditors who is an HDG, at two o'clock took over the class." That'd be a very lucky product officer, wouldn't it? See? Really on the ball.

Now the product officer would actually be in his own rights to do a whole write up of how he was going to get that product. A weekly GI of twenty-seven thousand by next month. See, he'd be of his own right, he could plan it all out and figure it out and so on, but he'd have to decide how he was going to render that much service, and the big idea would be expected from him. "What's the big idea you're going to put out into the public that's going to bring that many men in, Mr. Bones?" See?

A little bit ahead of, a little bit ahead of is what, is what the org officer, that's where the org officer belongs. Anticipating the traffic flows, anticipating their sags, anticipating this sort of thing by reason of the actions of the product officer. So the product officer has to keep the org officer pretty well informed as to what was going on. Therefore, the product officer is always making notes. Anything he runs into, and after he's handled a kerfluffle he always writes it up, no matter how briefly, he makes notes of this kerfluffle, and he passes the thing over, and he usually indicates the organizational action.

You just saw one going out of here on and FBDO, and so on. That's a product officer penchant. What's he going to sell, and so on? One just went out of here. It's a big idea, they're all supposed to come in and get checked out for. So on. We've used it before, terribly successful. Would drive the people down on an org. So the product officer's mainly in the business of driving people in on the org. And the org officer's job is to put an org there that'll handle them. And he does that by preventing the decline of the existing org, and forcing the HCOAS to put enough org there to build it up. And that's the way you do the one, two, three. So the product officer, he's got to go and wham, wham, wham, wham, wham! And he never thinks about how many people he drives in on the org.

Now I don't know if I'm clarifying it for you to any great degree, because you may not believe me. It's just that you may not believe the important point that I'm trying to put across. You may believe you have, if you're operating as an executive director, a product officer, you may have, you may think you have somebody. It's not hard, it's not possible for you to believe completely, probably, because it assaults your common sense, and that's what you want to watch, boy. Common sense to you may appear like complete screaming genius to somebody else. It breaks down on the inability of the org officer to define, locate and establish everything in the establishment, including the duties of every hat in the establishment. And if you're going around in circles as to why you can't operate or why your product officer can't operate, that is the first thought.

And the org officer takes a look at this and says, "Let's see. The GI in January was two thousand a week, and in February it was three thousand a week, and in March was four thousand a week. I wonder why that little drop occurred there in March. Well I know why it dropped, because we'd already doubled our GI. Now, if that's increasing at the rate of two thousand a week it's probably a slight curve. It probably isn't, so we'll just stretch it out the rest of the year and find out what the GI's going to be by next January. Ah, next January at two thousand and so forth, we're going to be dealing with something on the order of about a twenty thousand GI per week, and that takes that many preclears, that many auditors, that many E-Meters, that many book sales, that much promotion money, this, that, the other thing. Well we'd better get on the ball. What actions are we taking at this very moment to train up auditors in this particular area, to go to work for the org?" So that's how he keeps ahead of the product officer.

So you clear it. You can actually clear it in terms of reach and withdraw from typewriters, and reach and withdraw from staff members. Now we're not talking in a theoretical line now, because when we had this conversation that clarified this point and it gave us a win on the thing, this is; I'm not being down on org officers at all. I mean this is, this is the truth of the thing, and this was what was fouling up the line.

He can do an extrapolation. He can figure out what is the load, and what is the load going to be, just by extending the curve. Now you also extend the down curve, and he will find out what the load is going to be. It's going to be zero. So he's not going to have any organization at all if he extends the GI in some of these orgs a little bit further.

Alright, we get in the product officer's duties. The product officer has to be able to recognize his product, pang!, that he's trying to get. He has to recognize that it is a product, a product of the establishment. He has to be able to recognize that and he has to be able to get that thing out. That's what he's working on. He has to want that product. The two monitoring laws is, is he has to recognize and he has to want it. And the action is that he has to get it. Doesn't even say how. Actually he has to know more about the organization than the org officer, really.

Alright, now an org officer picks up any outnesses in the establishment of the organization, and handles and reports to the product officer what was done. So there's a back flow here. And where large actions are required he's got to write up a CSW of what was found, and recommended handling and so forth, to the product officer. Now we're still talking about a lineal line flow. That is where the product officer is more or less doubling in brass with the CO or executive director, see? So he would say, "Look, this is what we're going to have," or, "this is what we can't have. But this is what I can put in, and this is what I can't put in." In other words, he's got to give some kind of a back flow here, to inform, keep the product officer informed as to the facilities. And this comes under the heading actually of what you call capability. And the product officer has to have some idea of his org's capability, and some idea of his personnel's capability. Not necessarily to put a limitation on the thing, but so he can improve it or extend it.

But where you will get a break down will just be on this other thing. That's its other point, this other point. It's just a failure actually to embrace what is this thing called an establishment, because if the establishment itself is not embraced, then no ideal scene could possibly be conceived of, and therefore the org's org officer would not be able to spot a departure from the ideal scene so as to arrest its decline. And he's just in the first business of arresting declines, and passing along back to the person who are responsible for the establishment itself and establishing the establishment, what will be required as an establishment? Now therefore, he can get this thing back up to an ideal scene. But he's working on three.

Now the capability is in the hands of the organizing officer. What is he capable of? Now that takes resources, and we get into the whole subject of resources. They're already mentioned in the, in I think the org series, and so on. There's resources. What are the resources you have? And that's a product officer's, that's a product officers black dog of Karnak. He seldom has the resources to do what he's supposed to do, so actually the org officer should keep him advised of his resources.

Now what is product three? Three is the product which corrects the establishment. Three is the correction of the establishment, and it is itself a product. It's a correction. And org org officer who doesn't work on product three constantly and continuously and so forth, will find that the decline of an organization is not arrested. And an organization will run, and your GDS's will all go up, and your GI will all go up, and everything will go fine, and then all of a sudden the GDS tails off, and all of a sudden another GDS will tail off, and all of a sudden the GI goes boom! And the organization goes all to pieces. And you wonder what the hell happened. And what you hit is an un-anticipated expansion, which sought and found and exploited every weakness in the organization, and it blew up. And that is the reason for booms and depressions of orgs. The booms and depressions of org is, as they expand they expand beyond their tolerance level of handling. The increased volume finds all their weak points, blows them up. Staff members become over loaded, over worked, they can't cope with it anymore. The lines are just too much. Things are too internally vrahh, human emotion has gotten in your road, oh my god. And somebody says, "I think I'll go back to Australia and sit under a Eucalyptus tree, because I'm going mad."

Well what are resources? How many auditors can we hire? How many course supervisors are there? How much auditing room do we have? And that sort of thing, these are our resources. I'll give you an idea right now. I had to solve a very bad problem administratively. A very bad problem. Something came up and so on, some stats were going down. I had to look around at once and do a resources estimation. Now that actually is an organizing officer has to answer up loud and clear, what resources do we have, because the resources I needed was a CO/product officer and an org officer, and an assistant production aid. Now that is an assistant production aid. And I had, what the devil? Where could we get them? And the resources, we were able to utilize the resources we had at that particular moment to save the situation, and then I actually rewrote the program just last night, to gain further resources. We were going to throw a couple away, so we all of a sudden got those, and we're going to utilize those. So this is resources. Do you follow? What are your resources? The ability to return things to the ideal scene, it's in the data series, the discussion of resources. How do you return things to the ideal scene depends on what resources you have.

What happened is there was nobody watching product three, and detecting and remedying the points of decline, and patching them up, and pushing them in to the people responsible for the establishment, so they could hire it up and beef it up, hat it up, quick it up. HCO actually as the org board sits at this moment would seem to be totally incapable of putting an establishment there, because it has several thing that are not its preview. That ought to be remedied. But HCO could remedy it right now, because they can order, they can order the other parts of the organization. They've got a time machine to make sure the order is complied with. "We predict at this rate of expansion that we will have used up all existing space of this building by July, which is five months from now. You find this new building and your guy's promoting and so forth. Fix it up so there's every Sunday meetings teas and so forth after we move. But you find us a building, and so on." That is not the org officer's action. It's the org officer's spot, but it's the org officer's order that something be done about this. We need a bigger establishment. And that's going to shatter everything along the lines, and so forth.

So, the decline of the establishment is arrested by ordering bigger space and more staff members. But then somebody has got to figure out how to put this bigger establishment in there. So the order is simply that to arrest the decline it is necessary for you to expand the space of the establishment, economically, so that it does not eat up everything that you are going to make by the expansion.