The particular areas of expertise a Cramming Officer has to have, in addition to being a proven Auditor and Supervisor to the level of the Org are:

1. TRs 0-9 & Rapid TR 2

There are two areas of Cramming:

2. Metering

1. Tech Cramming.

3. Axioms & Codes

2. Admin Cramming.

4. Coaching

There are two basic types of Cramming:

5. Mechanics of the Mind

A. To rapidly prepare a person for post or technical action, through intensive study, Word Clearing and drilling on key materials.

6. Problems of Work

B. To rapidly correct a person after the fact of an error or flub, by finding the Why, and handling that Why with study and Word Clearing of the particular data involved and drilling the actions to a point of confidence and competence. This covers Cramming Orders sent to Qual or originated by the Cramming Off or Qual Sec on Outpoints in the Org.

7. Word Clearing – M2, 3, 4, 6, 7 & 9

The administrative and executive staff of an Org require Cramming as much as technical personnel. The handlings are analogous.

8. The Tech Materials to the level of the Org

The cycle goes like this:

9. 10 points of Keeping Scientology Working.

1. Hat checksheet completed in staff training.

2. Cramming ordered when a staff member flubs.

The general procedure in use in handling Auditors sent to Cramming is as follows:

3. Cramming to find and handle the basic reason for the continued flubs, if present.

A. Interview the Auditor with the folder and Cramming Order.

4. Ethics, if proven necessary, to no change or improvement or refusal to be corrected, overtly or covertly.

B. Go over the folder locating all errors in sequence, earliest to latest.

Post duties break down into various skills just as they do for Auditors or C/Ses or Course Supervisors.

C. Find the Why for the goof on a meter.

Sources for Admin staff correction break down into:

D. Ensure the Cramming Order handles the Why, is short and written in sequence of gradient handling, including basics.

A. Basics of Scientology as applied in life – ARC, cycles of action, eight Dynamics, etc.

E. See that the misunderstoods are cleaned up back to the Basics (e.g. errors handling out Ruds traced back through Basic Auditing Series to the Auditor’s Code). Always use WC 1, 2, 4, 6, 7 and 9 in addition to starrates and clay.

B. Staff Member Basics – Staff Status 0, 1, 2, OEC Volume 0, Org Bd.

F. Have the Auditor drill the procedure flubbed until flawless.

C. Post Hat – Mini Hat, Full Hat.

G. Have the Auditor do TRs 0-4 (6-9 if necessary), debugging individual TRs on a gradient of perfection.

D. OEC Volumes by Division. All Policy.

H. If a chronic error, metering error or low hours, check over his meter position, eyes and his handling of the meter, and OT TR 0 and TR 0 particularly.

The Admin Cramming Off has a vested interest in seeing that Staff Training exists and produces hatted staff members who can do their post duties competently. Where staff training is lacking, he must work with the Qual Sec and STO to get it into operation.

I. Now, with the error corrected and basics in, interview the Auditor and verify that the Why is handled and send to the Pc Examiner as a VGIs F/Ning student.

The steps of handling an Admin Cramming cycle are:

J. If no F/N, check him over on the meter for by-passed why or misunderstoods, isolate the area and get it corrected and Word Cleared M2 & 9 and starrated and drilled.

1. Find out what happened or is happening.

K. Write up the “Why” and key actions of the handling for the C/S, attach the F/N Exam form and route to the C/S logged as complete.

2. Establish the situation (biggest departure from what should have happened or should be happening).

Steps A & B have several parts:

3. Find the why for that situation on a meter.

a. Show me.

4. Write up the handling to eradicate the why and get a return towards the Ideal Scene by Cramming on the key issues for the area and removing any blocks to their implementation.

b. Tell me.

c. Obnosis.

In doing Org outpoint corrections per HCO PL 30 Aug 74, “Qual Stat Change”, look at the GDSes first. Take up any and all GDSes with down stats or trend, and cram all personnel directly involved with making the GDS on visible outpoints until the stat starts going up. That means keep on correcting outpoints, by pushing in Policy and Tech until you get a stat recovery occurring. Then take up the Dept stats and get them going up. Then take up the Section stats and get them going up. Checking on stats before doing Org outpoint correct actions narrows the target to the areas needing correction.

d. What happened just before that?

There are sometimes more areas which can cause trouble than a Cramming Officer may realize. These separate out into:

1. Staff member’s actions, flubs and misunderstoods.

In many instances, if a person is asked what was done, he will not report exactly what was done, so a Cramming Off should get a person to show him what he did.

2. Senior’s actions and reports. (Supplementary Situation per Data Series 27, HCO PL 25 May 73, “Supplementary Evaluations”.)

A Cramming Off has to hand a Cramming Order. His first action is to get the person to demonstrate by going through the motions. In many cases, he won’t have to go any further because the demonstration will immediately show what was wrong and requiring correction.

3. Other staff influences. (Supplementary Situation per Data Series 27, HCO PL 25 May 73, “Supplementary Evaluations”.)

For example, an Interne is having trouble with assessment, but a simple demonstration shows that he does not know how to set up for a session. He has his Meter way over to the left, the worksheets in the center and the assessment sheet way over to his right, and thus cannot see the list, the Meter and the Pc all in one field of vision. Such a demo can take one minute and save a Cramming Off 20 minutes of digging.

4. Out Basics in Scn, staff or post hat duties.

In Admin Cramming, Show Me can take the Cramming Off into the Staff Member’s area.

5. Out Personal Ethics.

6. Environmental influence. (Supplementary Situation per Data Series 27, HCO PL 25 May 73, “Supplementary Evaluations”.)

When Show Me is not possible, have the person tell what happened. “Exactly what did you do?” is a stable datum. Get the exact sequence of events not a lot of ramble. If very confused have the person use a Demo Kit. Don’t get caught up in reasons or explanations.

7. Out Post programming.

8. Out Personal or Post Org Board.

The Cramming Officer must be able to pick out the outnesses in what is being said or shown. One doesn’t have to be an expert to recognize and follow down something that doesn’t make sense.

9. Wrong purpose or products or products unknown.

The Cramming Officer does not do all the handling on staff but gets the person to work with other staff in Cramming or bring in fellow staff to work with and the Cramming Off sees that each step is done correctly.

In some cases, particularly in the Tech Cramming area, the Cramming Off will have to find out what happened just before the goof.

The only test of successful Admin Cramming is that those staff crammed are now doing better and their stats are up.

When checking for what happened just before a goof, the Cramming Off will find A. something he didn’t understand, and/or B. something he couldn’t control.

Ideally, an Admin Cramming Officer should be an HPCSC/OEC Graduate. If this is not so, then the Admin Cramming Officer must rapidly complete his/her hat checksheet and embark on a study program of all OEC Volumes in order to be able to fully function on post. For Why Finding he must know the Data Series PLs and how to handle an E-Meter and have an OK to L&N.

A new Interne flubs the commands of R3R. Now, if the Cramming Off doesn’t ask what happened just before that, he may miss out on his Why. He will probably find out that the Interne realized he was running out of paper, or some such common incidence, which caused him to become flustered, TRs to go out, and he flubbed the commands. In this case, through his own lack of planning and set-up actions, the Interne lost control of the session. So the Cramming Off will cram the Interne on session set-up actions and strengthen his TR 0 through the use of TRs booklets and tapes and see that he continues daily TRs Training on the Interneship.

When a look into a situation does not readily show up a Why, go earlier and find out what happened.

The only hidden barrier to real success in Cramming is non-participation, the indicator of Out Ethics. A Cramming Off must recognize Out Ethics and get it handled. He may be able to get the Staff Member to handle it on the spot, or he may have to send the person to Ethics or even to Integrity Processing. The point is to recognize the barrier to progress and get it removed.

Unless Qual is also correcting Training where needful, Cramming will be overloaded with flubbed products who didn’t get the data in the first place and are now goofing on their Tech or Admin post.

The Qual Sec should inspect Course rooms daily. Does the Super have his E-Meter set up on his desk ready for an M2 or M4? Is the Super moving around the class constantly, handling students, keeping them moving and F/Ning? Actual Super two way comm with students should be listened to and TRs and Supervisor or study tech correction written up.

• Does the Super have a Qual OK to do Word, Clearing M2 and 4 on his students?

Any Supervisor with down stats, drop-outs, blows or slow students must become bait for a continuing correction program until the standard is way up and into an acceptable level.

The value of a good Academy or HSDC Supervisor, who runs snap and pop courses, gets his students through rapidly and thoroughly is extremely high. In this case, he is personally worth about two times that of a top HGC Auditor in terms of beans into the Org. HAS and HQS Course Supers prove their worth in future beans and re-sign-ups in the Org. They help to create future business in the Academy and the HGC. Therefore, proven top Supervisors should not be ignored as areas of facility differential.

A Supervisor is handled in Cramming like any other person in for correction. The Situation is located, the Why found and the handling for that Why executed. There are many such Situations and Whys to be found on most to get them to a point of being flubless Supervisors. It is a no more lengthy cycle than getting an Interne through his Interneship.

A good Supervisor produces the Org’s future Auditors.