1.) As the Product Officer gets products, he stacks up more resources in terms of money - but he may not have ANY resources in terms of TRAINED PERSONEL.

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

2.) The SO is expanding since 67, 68 - Now have 3 AOs, 3 SHs, more orgs, more franchises. The stats have become more "compartmented" but over all, added up, Scientology is expanding and is now bigger than even the '68 boom period.

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

3.) The point where the strain shows up is the SO, because it doesn't have enough personell to quite keep up with it.

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

4.) The orgs could be doing better, but franchise is doing well.

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

5.) In Washington DC, early days, they split off their personell to set up feeder orgs, but the feeders became independent so the result was that Washington became weaker in trained personell.

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

6.) The SO is now running 3 AOs. They make the same income as one AO when combinded, but it's 3 Establishments to care for.

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

7.) The "better idea" now to handle this is force ALL of them to be BIG! (Don't contract, or "go back" to a former size or operating basis.)

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

8.) The "ban" in Australia was totally ineffective. We have our books back and orgs are operating again. It's a dead "statute" (or law), because it isn't enforced.

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

9.) If you don't continue to pile up resources in terms of trained staff, space, and money - that is what is going to break your back - because you are EXPANDING and to keep up with it you need RESOURCES.

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

10.) Don't plan on a "level" graph. Keep making resources - trained hatted people, allegiance in the field, etc.

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

11.) Auditors Assn, handling ARCB in the field, reviews done, etc. will keep you expanding when the strain comes - (those people, who hat RESULTS, will HELP.)

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

12.) The Org Officer has to keep track of RESOURCES. Especially TRAINED people. He should be "greedy". He should stack them up - Auditors, Books, Money, etc. The Product Officer keeps making products, but the O/O should keep track of them as RESOURCES for EXPANSION.

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

13.) OVER-hat as much as possible - a person who knows 3 hats is a better resource than a person who only knows ONE hat.

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

14.) Sudden "demands" can now be handled: Ex:

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

New Building? - OK - by the O/O:

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

Million Dollars? - OK.

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

20 Auditors? - OK.

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

15.) The O/O only falls behind when his resources are limited.

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

16.) He gets ahead by increasing and hoarding his resources.

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

17.) You don't wand a "miser" as an O/O who never lets go of the resources. You want a "provident" O/O who has resources for USE in future need.

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

18.) You can't expand unless you have resources. So pile them up and keep ahead of the game.

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

19.) In orgs I used to run, you find a lot of stuff piled up in the garage, never used. Was that a waste? No, it was just "providence" extended a little TOO far.

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

20.) If you looked around, you would ALSO see all the resources I DID use, and if you examined accounts you would see I also had high RESERVES OF MONEY in those periods. The staffs were also WELL AID at those times.

1. INSTANT HATTING

21.) So these are the criteria by which the O/O operates.

2. MINI HATTING

22.) He has to know what resources are: (Space, Furniture, Equipment, the Establishment Factors of the Org, any of these can be resources if not being utilized in current production.)

3. FULL HATTING

23.) But what happens to the Final Valuable Products of the Org? The Product Officer makes them, and THEN the O/O steps in and makes sure they become resources. That's how he gets AHEAD of the P/O

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

24.) If you open an O/Os desk and he has no list of potential auditors and sups & staff, then he is in poverty.

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

25.) The O/O tries to keep it all organized and org-boarded, until the Org Board gets in his road, then he handles as needed and gets an org board change approved after the fact. Otherwise he won't be able to handle weak points which show up during expansion.

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

26.) You need an Org Board that won't blow up at the joints when expansion occurs.

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

27.) The 1967 Org Board works well on expansion. If can work from 1, 2 or 3 people on it up to about 100.000 staff.

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

28.) So you don't have to vary the pattern of the org board much - that's the reason it was planned - for EXPANSION.

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

29.) The O/O must be travelling AHEAD of the Product Officer.

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

30.) At peak periods, they work as a team - together. At these heavy traffic periods they must not be distant from one another.

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

31.) The O/O should be so familar with the personnel of an org that he would know at any time what they are all doing.

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

32.) The 2. Aug. 65 PL on 7 div org board gives the pattern, or "Form of the Org". It says what the HES does and what the OES does. That was the first "borning" of the Prod-Org System. When Orgs violated that, they became harder to manage. Really the HES was an O/O and the OES was a Product Officer.

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

OES (P/O) - money, auditors, pcs, field products. - Divs 3, 4, 5, 6.

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

HES (O/O) - hatting, personnel, form of org, files, names and ESTATES in Div 7 (Establishment). - Divs 7, 1, 2.

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

J. It (2 Aug. 65) contains the elements of the system we are now working with. It was based on an older system. But the '67 org board is a PRESERVATION of the system also. So it is evolving.

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

33.) The '67 org board worked very well at St. Hill during his peak periods. MSH copied it down with all its functions & corrections.

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

34.) I found that if a section is on the wrong part of an org board you get into trouble at once.

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

35.) We adjusted these points, so the 1967 Org Board is a fully tested Org Board.

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

36.) We lost the manuscript of the Div 3 from that time but have gotten it more or less correct.

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

37.) Distribution now goes a bit funny because new tech has gone in there (PR Tech) and its PRODUCT was not fully anticipated at that time (67).

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

38.) The product of Div 6 is now SCIENTOLOGISTS.

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

39.) Then the Scientologists have products of sold books, contracted people, interested people sent in, etc.

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

40.) You can use the the new 3 Public Div Org Board but I will tell you right now the PE and pub. div. training has to be back in DIV 4 because they have the Supervisors, Tech Services, etc. in Tech Div.

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

41.) You will also have a Staff College or Hatting College in Tech Div. for the same reason.

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

42.) Just kick the Public or other curses right over into Training Dept. as they will e better cared for.

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

43.) The public get into the Training Dept. and the students there on upper courses then have status and tend to interest public in further training. (It gives a Reach-Withdraw for the Public all IN the org.)

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

44.) The Org pattern and OEC are all of a piece. Maybe a Div-Dept. designation has changed here and there, but the functions are usually the same.

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

45.) The O/O is RICH in Organizational Tech & Material - the OEC, Management Series, etc. And rich in information on the Org Product system.

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

46.) An org is liable to try to Organize forever without Producing - or tries to Produce forever without Organizing. Both are hideous CRIMES.

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

47.) Because both will crash. You can't continue to Organize without Producing and you can't continue to Produce without organizing it.

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

48.) The general conduct of the O/O is met to the degree he is familiar with: OEC, Hats, duties, resources, Establishment.

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

49.) The Product Officer has to know all that BETTER than the O/O.

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

50.) If you as P/O or O/O go adrift, you have a lot of Policy there to Review to find out how to proceed.

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

51.) 1970 was a stellar year in Org Technology (Policy). You might suspect it "threw away" all the rest. NO. There is a CONSISTENCY in all of this. It just pointed up the IMPORTANCES of certain things and how an EVOLUTION can take place (of the 3rd Dynamic Tech).

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

52.) There is another system called the TRIANGULAR system. But it's for big orgs. You wouldn't wand this until you are producing around 20.000 to 30.000 Dollars a week of delivery. Because it's a bit cumbersome.

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

53.) The triangular system is one by which the Org Officer and Product Officer are HANDLED and SUPERVISED or COORDINATED by an Executive Director or Commanding Officer.

53.) This works toward the Ideal Scene.

54.) In the lineal (line) system, the P/O is the Planning Officer.

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

55.) The C/O or E/D of an Org is the PLANNING and COORDINATING Officer. (On Flag Management, we use half-and-half. We have a P/O & O/O, but when a fast handling is needed for a Continent, I step in as C/O and give a plan and coordinate actions for the handling.)

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

56.) In any smaller org, the P/O is always the C/O or E/D as well.

57.) But when you put in the triangular system, you also put in the frills: A Staff PR Officer, messengers, and a Secretary for the C/O.

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

58.) The reason it's messengers, is because when things are moving fast, if you send one off, you don't have one until he gets back, so you wand more than one, so the flow can keep going rapidly.

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

59.) I'm doing the Roman Chariot trick of running 3 chariots from the center horse. I am the C/O of 3 Orgs on board (FAO, FB, & Ship) and have messengers and excellent secretarial-counselor service. At this point, the ship Org needs more HCO and Organizing.

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

60.) An area that isn't organized well, will cave in. You can predict that. It expands, weak points show up, somebody goofs - and crash!

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

61.) The longer you let it go, the bigger the "boom-crash"! So you have to get it organized better, use the PR Officer to find the buttons & tone for a handling, Comm EV The HCO AS for not establishing or recruiting, and handle.

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

62.) "The longer you neglect it, the more frantically you have to work to salvage it."

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

"The longer you let go, the bigger the crash."

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

These are two operating principles.

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

63.) Foresight pays off. The O/O has to be ahead of the P/O to prevent crashes and arrest declines.

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

64.) He thinks in terms of resources for expansion. More hatting, on several posts, to provide a quick replacement for a Div Head or Exec, etc.

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

65.) In poverty, it is always very easy to starve to death very quickly.

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

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

66.) There is an "Make-Break" point of an org. When it drops below a certain income, volume, & personel level it will "break" AND break the people in it.

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

67.) When you get people trying to "blow" because of overload and they can't cope with it - you are definitely in the "Break" area.

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

68.) Trouble, strain, stress are indicators of a "break" situation. The real trouble may not be RIGHT THERE, It may be on an extensional line - (like a bank cutting off the funds, or a cross-order from a network, etc.) A Bureau is suceptible to this - the stresses are not "in" the org, they are on its TRAFFIC LINES - because of its responsibility for external areas, Their stress can show up inside the org - it's NOT the personel of the bureau, they are OK. It's coming in on the LINES.

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

69.) That is the time to organize like mad, promote like hell, and push up your accumulation of resources at great speed.

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

70.) Every Scientology Org in the world in the moment I speak (Jan 71) is running below its "make" point.

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

71.) The "make" point of a Scientology Org is probably around a 20,000 Dollar/week GI with balanced delivery & other stats.

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

72.) If you are not doing that, there will be strain, and it will dwindle, unless you actively take efforts to push it up to the "make" point.

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

73.) You have to take the decision to EXPAND and push it up to the zone of "make".

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

74.) It's the money made by the individual staff member which determines the "make-break" point. It's the old Qual Stat - "GI divided by Staff".

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

75.) If it's too HIGH or too LOW, it's an indication of a "break" point. If too high - say 5000 per staff member, it means you haven't put enough organization there to make that much money and it will "crack". If too low, the staff is unproductive and Dev-T abounds so no products get produced, it's organized badly.

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

76.) In 1969, it was 16-18 Pounds per week International. (About 100 DM per week) That's not enough even for a staff member to support HIMSELF with - much less the organization.

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

77.) In that period there must not have been any product production, or it was done by only a few and the rest were UNORGANIZED HANGER-ONS. (An-hangers)

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

78.) I got alerted to this low stat (GI divided by staff) over one year ago, got out the LRH # 1 programs to hold the fort until we could get a better form of organization. (With this FEBC Tech)

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

79.) The "why" was lack of products. Insufficient volume & quality - and insufficient viability as a result.

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

80.) Whatever products that were produced, COST TOO MUCH of the org's time and resources.

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

81.) The highest income in the Sea Org ever made was 5500 Dollars (11,000 DM) per staff member per week. (AOLA - 1968 under Capt.W.B.Robertson) They were pretty much under strain but they were doing it.

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

82.) Recently, the Sea Org members divided into the Sea Org income gave ca. 520 Dollars (1040 DM) per week. Now that's ALL SO members, not just org staff at AO's. That is 10 x what the SCIENTOLOGY Orgs internationally did in 1969!

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

83.) One reason may be that Scientology Orgs do not sell "PACKAGES" or RESULTS. They sell "hours" of auditing. That might not be wise.

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

84.) Or they could rescue themselves by selling TRAINING which isn't "cut-rate" training.

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

85.) LA Org was selling courses for a little as 35 Dollars! All "cutatives" and just a failure to collect the money.

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

86.) Even though you sell a package of service, there may be internal difficulty so that the Final Valuable Product does not occur.

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

87.) So the reason you have now a sophisticated management technology is because of these factors and because of the difficulty of managing over a long distance line.

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

88.) 1970 was the year of this research and developement.

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

89.) YOUR "MAKE-BREAK" POINT OF THE ORGANIZATION IS IMPROVED TO THE DEGREE THAT SCIENTOLOGY TECHNOLOGY AND POLICY IS KNOWN AND EMPLOYED (APPLIED) IN THE ORGANIZATION'S OPERATION. THIS IS THE FIRST FACTOR YOU HAVE TO LEARN.

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

90.) I just found an other-originated policy that caved in a corner of our finance operations. Now I have to find out who, why and cancel it.

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

91.) Now occasionally you will get an order, ED, policy, or bulletin that runs counter to your PRODUCTION and makes it difficult. You must alert management to this at once. There is even a policy by which a Destructive Order can be halted. ("Orders, Query Of" - HCOPL)

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

92.) When I released the Dianetics Course, it says in the Pack: "Do not drop any Scientology actions you have in progress." In Southwestern US someone put out a "policy" that it was a "high crime" to audit Scientology Grades on people who hadn't done the Dianetics Auditing! Now WHO did that crazy thing, I don't know - but I WILL find out.

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

93.) You should be alert to those on your lines who try to destroy foreward progress.

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

94.) THE RIDING OF THE CURRENT "FASHION" or the CURRENT "FAD" DOES MORE TO DESTROY YOUR STATS THAN ANYTHING ELSE YOU COULD DO.

96.) Resources of an Org are:

95.) MAN, IN HIS CONTINUAL, IMMEDIATE CONCERN WITH PRESENT TIME, IS CONTINOUSLY THROWING AWAY WHAT HE HAS IN RETURN FOR WHAT HE "HOPES TO HAVE".

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

96.) Your BASIC resources are POLICIES and HCOBs. Don't throw them away!

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

97.) We have just put the "State of Man" Congress from 1950 on very high level, upper level, course. It was a RESOURCE.

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

98.) If you don't know what your resources ARE, then they won't be utilized.

99.) Just because Auditors flub on Dianetics, you shouldn't look for a "new method". If they really understood the Dianetics book the cases would ALL resolve.

100.) The highest breakthrough we have at this time is covered in full in the early 60's. The only thing we have done is used it to its TOTALITY, and audited it with some new methods of handling a session which make it come off smoothly, only one new principle has been developed. But there are two new methods of auditing to make it smoother. But the theory of it is back there in the early "60's". (XDN" L's?)

101.) Basically you are in the business of KNOWLEDGE. It's the one thing you are putting out - KNOWLEDGE OF SELF. That IS a Final Valuable Product, no matter what other ones you have.

102.) A person who was a Class 10 asked me the other day and I referred him to "Dianetics the Original Thesis". (It was in regard to a Low TA case and not understanding why it audited a certain way.)

103.) I've hat C/Ses who couldn't audit or C/S because they did not know the basic books.

104.) Your are basically PURVEYING KNOWLEDGE. So how can you do this without your MIMEO FILES, YOUR BOOKS, TAPES, etc. crammed into the bookstore and shelves in the org?

105.) We analyzed a franchise who had the best stats - asked him for his successful actions - he read a POLICY LETTER at the beginning of each PE lecture! He had a howling success on sign ups for auditing and courses.

106.) Compare this to empty MIMEO files, packs with "holes" in them, etc. and you see what causes your "MAKE-BREAK" point.

107.) You are not spending your primary asset - which is KNOWLEDGE.

108.) We are not dealing with the kind of knowledge that "was" true last year and is "not" true this year. It's TRUE FOREVER and always has been TRUE.

109.) So an O/O must realize his primary asset is "all that space taken up by MIMEO FILES, PACKS, BOOKS and TAPES.

110.) There are TAPES beyond belief!

111.) Those are his RESOURCES, and that's where they begin. They don't begin with people.

112.) There are people all over the place - but they are worth nothing to anybody unless the KNOWLEDGE is put out, duplicated, and applied.

113.) THAT IS THE BASIC BUSINESS YOU ARE IN.

(Note: Making PLAYERS! BR)

114.) You choose people for posts usually because they KNOW MORE. What you are saying is they have a VFP of KNOWLEDGE.

115.) So the O/O is trying to get resources of KNOWLEDGABLE people - and thus his basic RESOURCE IS KNOWLEDGE.

117.) He then takes off from these, applies the ASSET of KNOWLEDGE to people, gets HATTED, TRAINED staff members - and soon he will see the 32 story building with "Scientology" across the front in Gold Letters.

118.) The BOOK ORDERED for the bookstore is the O/O's job.

The BOOK SOLD is the P/O's job.

119.) New York Org is failing now because of a lack of basic books for sale. I have a PUBS AIDE on it. Guess what? The world has decided to become exclusive with literature. US Books can't go to Europe. European books can't go to US. You have to get them reprinted IN the area you sell them.

120.) You CAN get them in on INDIVIDUAL ORDERS, but not in Quantity. Copyrights go to pieces, etc. They did the same thing with currencies (money).

121.) An individual off the street is not a resource until he's been checked out, genned in, hatted administratively.

122.) Therefore, KNOWLEDGE is a dominant factor in the success of an Org Officer.

123.) When it isn't there - he WILL FAIL.

124.) The P/O won't get anywhere unless he has ah LRH Tape Play EVERY NIGHT, on and on and on at the org at PE or Intro Lecture time.

125.) One Org. is playing Ron's Journal '67 every night. A bit of a scarcity. There are 1000's of tapes. But we find orgs don't have them! Or just a few - like the cherries on the top of the ice cream.

126.) So an O/O without resources of knowledge is beaten before he starts.

127.) Scientology Orgs at this time are doing badly because the resources of KNOWLEDGE in administration and tech are LOW, and the PRACTICE thereby suffers. (They cannot DEMONSTRATE THEIR COMPETENCE because COMPETENCE requires a professional APPLICATION of KNOWLEDGE.) You as FEBC's, are here to remedy that.

128.) Thank you very much.