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ENGLISH DOCS FOR THIS DATE- Danger Condition - Responsibilities of Declaring (0.CONDITIONS) - P660119-3 | Сравнить
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CONTENTS DANGER CONDITION
RESPONSIBILITIES OF DECLARING
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HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 19 JANUARY 1966
Issue III
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 19 JANUARY 1966
RemimeoRemimeo
Executive HatsStaff Hat

DANGER CONDITION
RESPONSIBILITIES OF DECLARING

DANGER CONDITION, WARNING
THE JUNIOR WHO ACCEPTS ORDERS
FROM EVERYONE

BY-PASS = Jumping the proper terminal in a chain of command.

It has been found in the hearings on personnel after a Danger Condition was assigned that:

If you declare a Danger Condition, you of course must do the work necessary to handle the situation that is dangerous.

A PERSONNEL UNDER YOU WHO ACCEPTS ORDERS FROM ANYONE WHO COMES ALONG WHO HAS ANY RANK WILL PUT YOUR SECTION, DEPARTMENT OR DIVISION AND YOU INTO A DANGER CONDITION AUTOMATICALLY.

This is also true backwards. If you start doing the work of a post on a by-pass you will of course unwittingly bring about a Danger Condition. Why? Because you unmock the people who should be doing the work.

This operates as a permanent by-pass.

Further, if you habitually do the work of others on a by-pass you will of course inherit all the work. This is the answer to the overworked executive. He or she by-passes. It's as simple as that. If an executive habitually by-passes he or she will then become overworked.

If you allow it or don't catch it in time, your statistics will fall like a shot duck.

Also the Condition of Non-Existence will occur.

Therefore if you find a junior going off lines for his orders and not refusing all orders from others you must put him in a Danger Condition. For if you don't you will soon be in one yourself.

So the more an executive by-passes, the harder he works. The harder he works on a by-pass, the more the section he is working on will disappear.

Danger Condition is a very funny thing. It actually exists as a natural phenomenon in organizations, hitherto undetected.

So purposely or unwittingly working on a by-pass, the result is always the same — Danger Condition.

If by-pass of command channels occurs, the exact formula will begin to operate whether anyone says so or not. And the only cure for this plague is to follow the formula itself. That works. Nothing else does.

If you have to do the work on a by-pass you must get the Condition Declared and follow the formula.

Be careful of that junior who accepts anyone's orders. He or she is like a charge of dynamite under an executive. Someday it will all blow up.

If you Declare the Condition, you must also do the work.

Juniors must follow the orders of their own seniors or Danger Condition results.

You must get the work being competently done, by new appointment or transfer or training or case review. And the condition is not over when the hearings are over. It is over when that portion of the org has visibly statistically recovered.

L. RON HUBBARD

So there are great responsibilities in declaring a Danger Condition. These are outweighed in burdensomeness by the fact that if you DON'T declare one on functions handled by those under you which go bad, it will very soon catch up with you yourself, willy-nilly and declared or not you will go into a Danger Condition personally.

LRH:ml.rd

There's the frying pan — there's the fire. The cheerful note about it is that if the formula is applied you have a good chance of not only rising again but also of being bigger and better than ever.

And that's the first time that ever happened to an executive who started down the long slide. There's hope!

___________________

There is one further footnote on a Danger Condition. I have carefully studied whether or not HCOBs and Policy Letters and actions by me were by-passes. And a search of statistics refutes it as when I give the most attention to all echelons of an org wherever the org is, its statistics rise and when I don't they fall. Therefore we must assume that advice is not a by-pass, nor is a general order by me.

Where there is disagreement on a command channel I am trying to forward then a by-pass occurs.

So we can assume correctly on experience and statistics that danger conditions occur only when there are fundamental disagreements on a command channel.

If you yourself then ferret out the disagreement ones of those under your orders you will clear your command lines.

Review can always find disagreements when they exist with a meter.

Where Danger Conditions are declared, the declaring executive should make an effort to find the disagreement with himself, policy, the org or Scientology as a basic Review action on persons found responsible for a Danger Condition. The only errors are not to look for them and not to find all the disagreements the person has on the subject of his superiors and post, policy, technology or orders.”

This is why a low leadership survey grade person can be counted on to put wherever he is in danger. His disagreements are too many and he doesn't execute and thereby secretly puts his superior into by-passing and a danger condition inevitably occurs.

It needn't occur.

We have the data, now.

L. RON HUBBARD
LRH:ml.rd