Ref:

• HCO PL 23 Aug 7 Issue I9 DEBUG TECH

(This checklist is clarified by HCO PL 23 August 79, Issue I, DEBUG TECH, and is used in conjunction with that PL.)

Ref:

Production is the basis of morale. People who don’t get products have low morale.

• LRH ED 302 INT DEBUG TECH BREAKTHROUGH

Executives and responsible people have the task of getting out products. When they don’t get them out, the unit or organization fails.

It is extremely upsetting and puzzling to a staff member and to his seniors when he can’t get out the products expected of him. I have seen an executive going around in circles for weeks trying to guess why such and such a staff member couldn’t get out the products of his post area. I have seen staff members actually in tears because they were unable to achieve the products of their post. I have also seen people busy, busy, busy and totally unaware of the fact that they were producing absolutely nothing.

LRH ED 302 was a breakthrough. It has now been written into HCO PL 23 Aug 79, DEBUG TECH and contains a considerably expanded tech on how to debug products. People have had very great success in applying it.

To give them even greater successes, I have rewritten LRH ED 302-1 into this PL. The whole object of this checklist is to debug a lack of products and accomplishments of an org or post.

This Debug Checklist is used in conjunction with HCO PL DEBUG TECH. It gives the person doing the debug a list of things that could be standing in the way of production. The sequence of handling is as laid out in the Debug Tech PL. The first action is an inspection of the area. Then come the personal handling steps.

This sequence must be followed in any debug action. For instance, if you haven’t done the inspection then how would you know what it is you are trying to debug?

This checklist can be assessed on a meter or be administratively used (off the meter) by mission operators, program operators, project operators, evaluators, executives and anyone else needing to debug a cycle of action or lack of products, including any staff member or student himself.

When I wrote LRH ED 302 DEBUG TECH BREAKTHROUGH in February of this year I promised that there would be a policy letter issued covering the tech more fully. Well, there have been further breakthroughs in the area of debugging production. The tech given in that LRH ED has been acclaimed by hundreds to be miraculous. This policy reissues that tech and brings it up-to-date with the new discoveries.

When assessed on a meter, each reading line would be taken to F/N by doing the handling given for that line.

When doing this checklist the individual should have the issues and references he may need to carry out the handlings along with him.

Recently I noticed quite a few programs were not progressing rapidly. I found many targets bugged. Project operators did not seem to know what to do and were getting losses and becoming frustrated. Their targets were “bugged.”

“Bugged” is slang for snarled up or halted.

Debug actions are never carried on past the point where the target or area or individual or org has been debugged.

“Debug” means to get the snarls or stops out of something.

Once production has been debugged and desirable products are now being gotten for real in adequate quantity, the debug has been accomplished.

I had always been given to believe somebody had developed and written up debug tech. People would often tell me they had debugged this or that, so of course I assumed that the tech existed and that issues and checksheets existed and were in use. Yet here were people operating projects who couldn’t get the targets done by themselves or others.

This could occur at any one of the steps. And when it does you let the area get on with producing the products they are now able to produce.

I didn’t recall ever having written any policy letter containing the tech of debugging programs or targets.

So I called for the various “debug checksheets” and “debug issues” they were using and found something very astonishing. None had any real tech on them to debug something. They just had various quotes that did not necessarily apply.

In case of a bog or trouble on the following checklist use HCOB 23 Aug 79, Issue II, Product Debug Series 10, PRODUCT DEBUG REPAIR LIST to repair the person so he can continue with the debug actions.

I did a study of the subject based on what people trying to debug should be doing and what they were not doing and developed a fast, relatively simple system. Some project operators were located in very bugged areas which had brought them to apathy and even tears of frustration. The new debug tech was put into their hands and they came streaming back in wild excitement. It worked! Their areas were rolling!

I am releasing this tech to you as it is vital that programs are quickly executed and that production occurs.

00. The first action in debugging an area is an inspection to see what is going on in terms of production. In inspecting the area you do the following:

This debug tech is tested, fully valid and for immediate use.

• 1. You look for what products have been gotten out in the past.

Debug tech is a vital executive tool. Anyone who is responsible for getting targets and programs executed, getting production out, turning insolvency into solvency and generally making a better world frankly can’t live without it.

Debug tech is used to debug program targets, programs, a lack of completion of the cycles of action which lead to production and in short, whenever there is any insufficiency of viable products coming from an area, org or individual.

The first action in debugging an area is an inspection to see what is going on in terms of production. In inspecting the area you do the following:

Full data on how to do this inspection is given in HCO PL 23 Aug 79, Issue I, DEBUG TECH.

• 1. You look for what products have been gotten out in the past.

0. Find a product that can be gotten out, any product, and insist that it and products like it or similar cycles be gotten out flat out by the existing personnel.

Al. NO ORDERS?

(Find out if (a) he’s needing orders due to not knowing his hat or if (b) he’s not getting any direction or guidance from his senior. Handle (a) by getting him hatted, or (b) by doing this checklist on his senior.)

The full volume of data on how to do an investigation is given in the Investigations Checksheet on page 175 of The Volunteer Ministers Handbook.

A2. NEVER RECEIVED THE ORDERS?

When you first inspect an area for products you just look. Policies on “Look Don’t Listen” apply (HCO PL 16 Mar 72, Esto Series 8, LOOK DON’T LISTEN). Don’t listen to how they are going to get 150 products, just look and walk around with a clipboard.

(Have him get the orders and handle any cut line that isn’t relaying the orders.)

If you don’t see 150 products waiting to be shipped or invoices showing they have been, they don’t exist. If you don’t see receipts for 150 shipped products, they don’t exist and never have. The product is either there or there is ample shipping or departure or finance evidence that they have just left or been shipped. Products that are only in people’s heads don’t exist.

A3. CROSS ORDERS?

Dreams are nice — in fact they are essential in life but they have to be materialized into the physical universe before they exist as products.

(Find out what and handle per HCO PL 13 Jan AD29, ORDERS, ILLEGAL AND CROSS.)

The most wide trap the debugger can fall into is, “But next week . . . ,” since experience will tell you that next week’s production may never arrive. The definition of product is something that can be exchanged for a valuable product or currency. They

A4. ILLEGAL ORDERS?

have subproducts. These are necessary. A subproduct can also be an overt product and block final products.

(Find out what and handle per HCO PL 13 Jan AD29, ORDERS, ILLEGAL AND CROSS.)

When you have done your product inspection, you then look over the period of time from a viewpoint of time and motion. This is to answer the question, “Are things arranged so that there is no time wasted in useless motions which are unnecessary?” This includes poor placement of materiel on a flow line or tool sheds five miles from the site of work so that one has to go there every time one wants a hammer, out-ofsequence flows or waits.

A5. VERBAL TECH?

One counts up the amount of wasted time simply because of the disorganization of a place. It isn’t enough to say a place is disorganized. How is this disorganization consuming time and motion which is not resulting in a higher quantity of production? Examples of this are quite gross.

(Find out what and handle per the “How to Defeat Verbal Tech Checklist” and HCO PL 7 Aug 79, FALSE DATA STRIPPING.)

When you have done this study, during which of course you have made notes, you will have the raw materials necessary to make an estimation of the area.

If there is not an adequate and even spectacular record of products getting out and if products have to be redone or if no products are coming out, you proceed as follows:

Bl. HASN’T READ THE ORDERS?

(Have him read, word clear and starrate the orders.)

Find a product that can be gotten out, any product, and insist that it and products like it or similar cycles be gotten out flat out by the existing personnel.

B2. AVOIDANCE OR NEGATION OF POLICY?

Do not let this debug act as an excuse for them not to produce. The first step of this handling is to demand production.

(Pull the O/Ws per W/H system. Then clear up his MUs on the relevant policy.)

When you have gotten them on that, you enter in upon a second stage of debug. This consists essentially of finding if the place is knowledgeable enough and able enough to produce what is actually required and what is actually valuable or being needed from it.

B3. POLICY UNKOWN?

This is accomplished as follows:

(Determine what applicable policy is unknown to him and have him read, word clear and starrate it.)

(Note: You should not attempt to find Crashing MUs, etc., until the above inspection and the Steps A to H below have been done.)

B4. NO POLICY?

A. Where are the orders relating to this target (or project or production area)? (Can include policies, directives, orders, bulletins, issues, despatches, tapes, valid texts and previous debugs and any and all files.)

(Have him work out what the policy should be and submit it for approval.)

Handling: Collect up all of the orders relating to this target (or project or production area). This includes the orders and policies the person is operating off of as well as all those he should be operating off of. At this point you may need to employ the “How to Defeat Verbal Tech Checklist”:

B5. LACK OF TECH?

• 1. If it isn’t written it isn’t true.

(Have him get familiar with the exact problem he’s encountering and make him work out a solution that will handle it.)

Cl. MISUNDERSTOODS?

(Find and clear the MUs.)

C2. MISUNDERSTOODS ON THE ORDERS?

(Find and clear the MUs.)

C3. DOESN’T UNDERSTAND THE ORDERS?

(Handle with Word Clearing and False Data Stripping.)

C4. FALSE DATA ON THE ORDERS?

IF IT CANT BE RUN THROUGH AS ABOVE IT’S FALSE! CANCEL IT! And use HCOB 7 Aug 79 FALSE DATA STRIPPING as needed.

(Handle with HCO PL 7 Aug 79, FALSE DATA STRIPPING.)

B. Have you read the orders?

C5. OUT OF AGREEMENT WITH THE ORDERS?

Handling: If he has not read them then have him read, word clear and starrate them.

(Handle any out-ruds. Then handle with Word Clearing and False Data Stripping.)

Ca. Do you have MUs on these orders?

C6. LACK OF INTEREST?

Handling: Get the orders word cleared using M4, M9 or M2 Word Clearing — whatever Word Clearing is needed to fully clear any MUs he has.

(Find out if it’s out-ruds or MUs or past failures and handle accordingly.)

Cb. Do you have false data on these orders?

C7. NO INTEREST?

Handling: Strip off the false data per HCOB/PL 7 Aug 79 FALSE DATA STRIPPING.

(Find out if it’s out-ruds or MUs or past failures and handle accordingly.)

Handle this step (Ca and Cb) until the person has duplicated the orders and issues relating to this production area.

C8. LACK OF VALUE OF THE CYCLE OF ACTION ITSELF?

D. Are there financial or logistics problems on them?

(Find his MUs and handle. Have him demo out the cycle of action.)

Handling: Debug using HCO PL 14 Mar 72, Issue II, Esto Series 7, FOLLOW POLICY AND LINES and Flag Divisional Directive of 25 Aug 76 FINANCIAL PLANNING MEMBER HAT CHECKSHEET. Debugging this may require getting the whole FP Committee through the FP pack.

E. Are there personnel problems?

Dl. FINANCE BUGS?

Handling: Debug this using HCO PL 16 Mar 71, Org Series 25, Personnel Series 19, LINES AND HATS and the Personnel Series, as given in The Management Series.

(Find out what and get it debugged and also if it amounts to that, get the whole FP Committee through the FP pack.)

It may be necessary to do this debug on the HAS or any person responsible for getting the products of staff members who produce.

D2. LOGISTICS PROBLEMS?

F. Are there hatting problems?

(Find out what it is and handle with HCO PL 14 Mar 72, Issue II, Esto Series 7, FOLLOW POLICY AND LINES, and any other debug tech needed.)

Handling: Handle this using full Word Clearing and False Data Stripping and get the scene debugged using HCO PL 29 Jul 71, Personnel Series 21, Org Series 28, WHY HATTING? and HCO PL 22 Sep 70, Personnel Series 9, Org Series 4, HATS and HCO PL 27 Dec 70, Personnel Series 16, HATS PROGRAM PITFALLS.

D3. NO EQUIPMENT?

Hatting problems may include the total and utter lack of a hatting course for the staff or a hatting course where WHAT IS A COURSE? PL is flagrantly not in and if you find this you have gotten to the root of why you are working hard debugging all over the place and it had better be handled quick.

(Find out what is needed, if it is really needed, and if so debug it per D1 and D2 above so it is gotten. Remember that there are enormous percentages of people who absolutely have to have before they can possibly do and use that usually as an excuse not to produce.)

It may also be that the area senior doesn’t make sure his staff puts in study time off production hours and in this you may find the senior is a failed student himself and this you would also have to handle.

Note: A person who cannot be hatted at all has false data. The handling would be to strip off the false data.

El. SCARCITY OF PERSONNEL?

G. Is there exterior influence stopping the production which cannot be handled in the production area?

(Indicate it and then investigate and handle HCO which is usually up to its ears in personnel requests and busy on them instead of putting an HCO there that properly recruits, hats and utilizes personnel. This may mean doing this Debug Checklist on the HAS or any person responsible for that division or activity because they aren’t getting the products of staff members who produce.)

Handling: Handle using HCO PL 31 Jan 72, Data Series 22, THE WHY IS GOD and HCO PL 25 May 73, Data Series 27, SUPPLEMENTARY EVALUATIONS and HCO PL 30 Dec 70, Org Series 20, ENVIRONMENTAL CONTROL.

E2. SOME OTHER PROBLEM WITH PERSONNEL?

When told that these exterior influences exist the wise debugger immediately verifies. The simplest way to verify is to ask the person who is supposed to be putting stops on the line if he has issued such orders. You commonly find out he hasn’t. But if he has, then you have started to locate your area to handle.

(Debug this using HCO PL 16 Mar 71, Org Series 25, Personnel Series 19, LINES AND HATS and the Personnel Series as given in The Management Series.)

You commonly run into verbal tech at which moment you use the “How to Defeat Verbal Tech Checklist.”

H. What other excuses exist?

FI. ABSENCE OF HATTING?

Handling: As per HCO PL THE WHY IS GOD, HCO PL 19 May 70, Data Series 8, SANITY, HCO PL 30 Sep 73, Data Series 30, SITUATION HANDLING and HCOB 19 Aug 67, THE SUPREME TEST.

(Find out if it’s (a) lack of a hatting course for the staff, (b) a hatting course where WHAT IS A COURSE? PL is flagrantly not in, (c) the area senior doesn’t make sure his staff put in study time off production hours or (d) some other reason why he does not go to study. Handle according to what comes up and HCO PL 23 Aug 79, Issue I, DEBUG TECH.)

And once any obvious ones in the above have been handled, and production still isn’t rolling, you have

F2. DOESN’T ATTEND STUDY?

I. Routine finding of MUs per Word Clearing Series.

(Find out if it’s (a) lack of a hatting course for the staff, (b) a hatting course where WHAT IS A COURSE? PL is flagrantly not in, (c) the area senior doesn’t make sure his staff put in study time off production hours or (d) some other reaon why he does not go to study. Handle according to what comes up and HCO PL 23 Aug 79, Issue I, DEBUG TECH.)

J. Crashing MU tech per HCOB 17 Jun 79 CRASHING MIS-Us: THE KEY TO COMPLETED CYCLES OF ACTION AND PRODUCTS. Crashing MU Finding is done exactly per this HCOB. Crashing MUs can be buried or suppressed as covered in HCOB 23 Aug 79, CRASHING MUs, BLOCKS TO FINDING THEM. The factors as listed in that HCOB which can cause a Crashing MU to remain hidden and unknown may have to be handled before the Crashing MU appears.

F3. ABSENCE OF DRILLING?

K. Do they have any idea at all that they should be getting out any products? Or do they pretend to but don’t?

(Get any needed drilling on equipment and actions done.)

Handling: Simply two-way comm of why the guy was there. It might come as a startling realization that he is supposed to get out products. This can be backed up with Exchange by Dynamics, HCO PL 4 Apr 72, Esto Series 14, ETHICS and Short Form Product Clearing, HCO PL 13 Mar 72, Esto Series 5, PRODUCTION AND ESTABLISHMENT — ORDERS AND PRODUCTS or HCO PL 23 Mar 72, Esto Series 11, FULL PRODUCT CLEARING LONG FORM.

F4. ABSENCE OF CRAMMING?

There is also such a thing as a person who will not complete a cycle of action. This is normally true of what we call a “suppressive person” or even an insane person.

(Get the subject cramming is needed on and send him to Cramming.)

Handling: Get the person’s case looked into by a competent C/S and also by the Ethics Officer for background.

F5. FALSE CRAMMING?

But as PTS people are in suppressive persons’ valences he may only be PTS. Handling: See Section P below for de-PTSing.

(Handle per HCO PL 7 Aug 79, FALSE DATA STRIPPING. Assess and handle a Cramming Repair List if necessary.)

L. Wrong stat. The person has been given a stat that has nothing to do with what he is supposed to produce.

F6. A DISASSOCIATION BETWEEN THE DEFINITION AND THE PHYSICAL UNIVERSE?

Handling: Get the right stat figured out so that it agrees with what he is supposed to produce and actually measures his actual production.

(Have him demonstrate — in clay if necessary — and give real examples of the definition. Program him for M8 and M9 program and the Disassociation Rundown.)

M. Wrong VFP or wrong product? Do they have the idea of VFP right? (or does the org think it’s the award rather than the product, i.e. GI rather than an audited paying pc or a trained paying student?).

F7. FALSE DATA ON THE HATTING MATERIALS?

It of course can occur, amazingly, that the person or department, etc., is trying to turn out a product that has no exchange value. This can occur because what they do produce is so flubby as to be called “an overt product” which nobody can use further on up the line or even at the end of the line. You handle this by coming down on their sense of fitness of things. Overt products waste resources and time and personnel and are actually more destructive than on first glance. They cannot be exchanged but they also waste resources as well as lose any expected return. You can remedy this sort of thing by improving their tech so they do turn out something decent and useful.

(Handle with False Data Stripping.)

They can also be turning out a type of product nobody wants — such as 1819 buggy whips in a Space Age. They may be great buggy whips but they won’t exchange because nobody wants them.

F8. LACK OF TECHNICAL KNOW-HOW?

They may also be getting out products of excellent quality but never tell anybody they have or do them. This can apply as narrowly as one worker who doesn’t tell anybody he is having or doing them or a whole organization which, with complete asininity, never markets or advertises their products.

(Locate the area of technical know-how he is lacking in and get him studying and drilling the tech on it.)

It is also possible that a combination of all three things above may be found.

F9. UNABLE TO BE HATTED?

It also may be they have all sorts of products they could get out but they never dreamed of getting them out yet their life blood may depend upon it.

(Strip off the false data in the area with False Data Stripping.)

Handling: HCO PL 24 Jul 78, SUBPRODUCTS, which tells how to compile a subproducts list and attain VFPs. Exchange by Dynamics per HCO PL 4 Apr 72, Esto Series 14, ETHICS and Full Product Clearing Long Form on the correct and actual VFP (as well as any other products the person or area may have), as well as marketing and PR tech.

N. Never figured out what they would have to do to get a product?

Gl. EXTERIOR INFLUENCE STOPPING THE PRODUCTION WHICH CANNOT BE HANDLED IN THE PRODUCTION AREA?

Handling: Handle this using HCO PL 7 Aug 76, Issue I, II and III, Admin Know-How Series 33, NAME YOUR PRODUCT, Admin Know-How Series 34, WANT YOUR PRODUCT, Admin Know-How Series 35, TO GET YOU HAVE TO KNOW HOW TO ORGANIZE, HCO PL 24 Jul 78, SUBPRODUCTS and HCO PL 14 Jan 69, OT ORGS.

(Handle per Section G of HCO PL 23 Aug 79. Issue I, DEBUG TECH.)

O. Out-ethics?

Handling: Determine the situation and handle with O/W write-ups or auditing and ethics conditions or correction of past conditions and the ethics policies that apply.

HI. OTHER EVENTS?

P. Is the area or individual creating problems and demanding solutions to them?

(Find out what and handle per HCO PL 23 Aug 79, Issue I, DEBUG TECH.)

Handling: Give the person PTS handling as per ethics policies. If and when available, get the personnel de-PTSed using Clay Table De-PTSing as per HCOB CLAY TABLE DE-PTSing — THEORY AND ADMINISTRATION. (Note: Clay Table De-PTSing can only be done on someone by a person who has had the step himself.)

H2. OTHER REASONS?

Q. Total organize? (Is the area organizing only?)

(Find out what and handle per HCO PL 23 Aug 79, Issue I, DEBUG TECH.)

Handling: This is an indicator of many misunderstoods in the area, especially on the part of its senior. The senior and the personnel in the area need full Word Clearing on the materials to do with the production area, including Crashing MU Finding as in J (ref: HCO PL 26 Mar 79RA MISUNDERSTOOD WORDS AND

H3. HUGE PRODUCTION BUG?

CYCLES OF ACTION — MU WORDS AND NO PRODUCTS) off production hours and meanwhile make them produce what they can.

(Find out what and use full debug tech to handle.)

R. Organization adequate to get the product?

H4. TIME?

Inadequate organization:

(Find out if there’s just NOT ENOUGH time to do what he has to do or if he’s wasting time by not being organized or is being dev-ted and handle.)

Handling: Debug the organization per HCO PL 13 Sep 70, Org Series 1, BASIC ORGANIZATION, HCO PL 14 Sep 70, Org Series 2, COPE AND ORGANIZE, HCO PL 14 Sep 70, Org Series 3, HOW TO ORGANIZE AN ORG, HCO PL 8 Oct 70, Org Series 8, ORGANIZING AND PRODUCT, HCO PL 29 Oct 70, Org Series 10, THE ANALYSIS OF ORGANIZATION BY PRODUCT.

H5. LACK OF PROXIMITY TO THE SCENE?

No organization:

(Have him get on the correct comm lines and get in ARC with the scene. Handle ruds if necessary.)

Handling: This is the situation where someone does not organize any corner of his area or work or organizations or lines. This manifests itself by irrational demands to only produce and to prevent any organization so that production can occur. The handling is to clear the misunderstoods (including Crashing MUs) in the area, particularly on the purpose of the production and why one is producing.

H6. NO COMM LINES?

Lacking a sense of organization?

(Determine whether this is from W/Hs or MUs and handle accordingly.)

Handling: Lack of a sense of organization lies below the level of MUs, overts and withholds and PTSness — and you have to go north through PTSness and overts and withholds to even get to the MUs.

H7. INABILITY TO COMMUNICATE?

The handling would be de-PTSing as in Step P. Then handle any overts and withholds and then clear the MUs in the area being addressed (including Crashing MUs).

(Pull his W/Hs. Make him do Reach and Withdraw on the people and objects of his area. Program him for the M8 and M9 program course.)

Debug tech is laid out as a checklist in HCO PL 23 Aug 79, Issue II, DEBUG TECH CHECKLIST. It is a very useful checklist as the points of debug can be assessed on a meter by an auditor (or any person trained to use an E-Meter) or be administratively used by anyone wishing to debug an area.

H8. ABSENCE OF ALTITUDE?

HCOB 23 Aug 79, Issue II, PRODUCT DEBUG REPAIR LIST is for use by an auditor to repair someone who has been messed up by somebody trying to debug his area. As faulty debugging can mess a person up, this repair list has been written to remedy that, should it occur.Normally, in an area that is very bogged and not producing, the first question or two will deliver the reasons right into your hands. They are trying to produce blue ruddy rods but the order they finally dig up after a fifteen minute search says specifically and directly that green finglebums are what are wanted here and that blue ruddy rods are forbidden. It is usually outrageous and large. As you go down the list you will find out that you are running into things which open the door to justification. So you take very good care to notice the justifications which are being used. The handling of justifications is indicated in HCOB 23 Aug 79, Issue I, CRASHING MUs, BLOCKS TO FINDING THEM and the HCOB of JUSTIFICATIONS, 21 Jan AD10.

(Have him read HCO PL 4 Oct 68, ETHICS PRESENCE and Exec Series 1 and 2 and have him demo how he can use them.)

H9. BAD HEALTH?

Handling of course is indicated by what you find and the above references. But handling must always be in the direction of at least 50% production. Even while debugging do not go for an all-organize handling. Also do not go for an all-production handling.

(Send him to the MO on an MO routing form and get it handled. Get any needed PTS handling done.)

A person, once trained on the data as contained in this PL, Crashing MU tech, False Data Stripping and Product Clearing, will be able to get almost any area

H10. LUCK?

debugged and producing. It is important to remember that debug tech applies from the very small expected action to the huge expected project.

(2WC his considerations on it and bring his cause level up by getting him to look at what he can do about it.)

The above debug actions are never carried on past the point where the target or area or individual or org has been debugged.

II. MISUNDERSTOODS IN THE PRODUCTION AREA?

Once production has been debugged and desirable products are now being gotten for real in adequate quantity, the debug has been accomplished.

(Routine Word Clearing per the Word Clearing Series.)

This could occur at any one of the above steps. And when it does you let the area get on with producing the products they are now able to produce.

12. MISUNDERSTOODS ON WHAT IS SUPPOSED TO BE DONE? (Routine Word Clearing per the Word Clearing Series.)

13. CONFUSIONS IN THE AREA?

There is a whole different technology called evaluation. The full tech on how to execute and program is contained in the Data Series and the Data Series Evaluator’s Course and BPL 4 Jul 78 ELEMENTARY EVALUATOR’S COURSE and the Target Series HCO PLs: 14 Jan 69 OT ORGS, 16 Jan 69 TARGETS, TYPES OF, 18 Jan 69, Issue II, PLANNING AND TARGETS, 24 Jan 69, TARGET TYPES, 24 Jan 69, Issue II, PURPOSE AND TARGETS and HCO PL 4 Dec 73, Data Series 32, TARGET TROUBLES. One is expected to know how to evaluate. But even after you have evaluated, evaluations contain targets. And targets get bugged. So you will need debug tech even when you are an accomplished evaluator.With the debug tech and the added steps of Crashing MU Finding, overts and withholds, False Data Stripping, Product Clearing, etc., you will be able to crack the back of the most resistive nonproducing areas and get them into roaring, high-morale production.

(Routine Word Clearing per the Word Clearing Series.)

Between February 79 and 23 August 79, I have spent a great deal of development time on the technology needed to completely debug people, projects, targets and production. A very large number of missions, researches and pilots were undertaken to discover and polish up this tech. It can now be considered a completed development cycle.

The above IS the tech.

Jl. CRASHING MISUNDERSTOOD?

USE IT!

(Crashing MU Finding per HCOB 17 June 79, CRASHING MIS- Us: THE KEY TO COMPLETED CYCLES OF ACTION AND PRODUCTS.)

J2. TROUBLE COMPLETING CYCLES OF ACTION IN THE PRODUCTION AREA?

(Crashing MU Finding per HCOB 17 June 79, CRASHING MIS- Us: THE KEY TO COMPLETED CYCLES OF ACTION AND PRODUCTS.)

Kl. NO IDEA AT ALL THAT PRODUCTS SHOULD BE GOTTEN OUT?

(Simply two-way comm of why the guy is there. It might come as a startling realization that he is supposed to get out any products. This can be backed up by Exchange by Dynamics — HCO PL 4 Apr 72, Esto Series 14, ETHICS, and Short Form Product Clearing per HCO PL 13 Mar 72, Esto Series 5, PRODUCTION AND ESTABLISHMENT — ORDERS AND PRODUCTS or HCO PL 23 Mar 72, Esto Series 11, FULL PRODUCT CLEARING LONG FORM.)

K2. PRETENDING TO KNOW THAT PRODUCTS SHOULD BE GOTTEN OUT BUT DON’T?

(Simply two-way comm of why the guy is there. It might come as a startling realization that he is supposed to get out any products. This can be backed up by Exchange by Dynamics — HCO PL 4 Apr 72, Esto Series 14, ETHICS and Short Form Product Clearing per HCO PL 13 Mar 72, Esto Series 5, PRODUCTION AND ESTABLISHMENT — ORDERS AND PRODUCTS or HCO PL 23 Mar 72, Esto Series 11, FULL PRODUCT CLEARING LONG FORM.)

K3. WON’T COMPLETE A CYCLE OF ACTION?

(Get the person’s case looked into by a competent C/S and an Ethics Officer for background. If you are dealing with a suppressive or insane person, handle per ethics policies. If it is PTSness, get the person de-PTSed.)

LI. WRONG STAT?

(Get the right stat figured out so that it agrees with what he is supposed to produce and actually measures his actual production.)

L2. DOES THE STAT HAVE NOTHING TO DO WITH WHAT IS SUPPOSED TO BE BEING PRODUCED?

(Get the right stat figured out so that it agrees with what he is supposed to produce and actually measures his actual production.)

Ml. WRONG VFP?

(Use HCO PL 24 July 78, SUBPRODUCTS and Exchange by Dynamics and Full Product Clearing Long Form on the correct and actual VFP — as well as any other products the person or area might have.)

M2. WRONG PRODUCT?

(Use HCO PL 24 July 78, SUBPRODUCTS and Exchange by Dynamics and Full Product Clearing Long Form on the correct and actual VFP — as well as any other products the person or area might have.)

M3. NO IDEA OF THE PRODUCT?

(Get a complete and accurate statement of the correct product and Product Clear him on it. See also HCO PL 7 Aug 76, Issue I, Esto Series 31, PRODUCT/ORG OFFICER SYSTEM, NAME YOUR PRODUCT.)

M4. UNSURE OF WHAT THE PRODUCT IS?

(Get a complete and accurate statement of the correct product and Product Clear him on it. See also HCO PL 7 Aug 76, Issue I, Esto Series 31, PRODUCT/ORG OFFICER SYSTEM, NAME YOUR PRODUCT.)

M5. THINKING IT’S THE AWARD RATHER THAN THE PRODUCT? (Use HCO PL 24 July 78, SUBPRODUCTS and Exchange by Dynamics and Full Product Clearing Long Form on the correct and actual VFP — as well as any other products the person or area might have.)

M6. DOES THE PRODUCT HAVE NO EXCHANGE VALUE?

(Use HCO PL 24 July 78, SUBPRODUCTS and Exchange by Dynamics and Full Product Clearing Long Form on the correct actual VFP — as well as any other products the person or area might have, and per HCO PL 23 Aug 79, Issue I, DEBUG TECH, Section M.)

M7. OVERT PRODUCTS?

(Handle any W/Hs connected with this. Then handle per HCO PL DEBUG TECH, Section M.)

M8. IS THE PRODUCT A PRODUCT THAT NOBODY WANTS? (Handle any W/Hs connected with this. Then handle per HCO PL DEBUG TECH, Section M.)

M9. NO MARKETING OR ADVERTISING OF THE PRODUCT? (Handle any W/Hs connected with this. Then handle per HCO PL DEBUG TECH, Section M.)

Nl. NEVER FIGURED OUT WHAT WOULD HAVE TO BE DONE TO GET A PRODUCT?

(Handle per HCO PL DEBUG TECH, Section N.)

0l. OUT-ETHICS?

(Determine the situation and handle with O/W write-ups or auditing and ethics conditions or correction of past ethics conditions and the ethics policies that apply.)

02. ACTIVE COUNTER-INTENTION?

(Pull the O/Ws and then locate the MUs. Then watch him and remove him if he remains Cl.)

03. ACTIVE COUNTER-INTENTION ON THE PART OF OTHERS? (Find out who. Handle any agreement he has with their Cl as a W/H. Get the person or persons who have Cl handled on their O/Ws and get their MUs found. Remove if the person or persons remain Cl.)

04. OTHER-INTENTIONEDNESS?

(Pull the O/Ws and then locate the MUs. Then watch him and remove him if he remains other-intentioned.)

05. OTHER-INTENTIONEDNESS ON THE PART OF OTHERS? (Find out who. Handle any agreement he has with their other- intention as a W/H. Get the person or persons who have other- intention handled on their O/Ws and get their MUs found. Remove if the person or persons remain other-intentioned.)

PI. CREATING PROBLEMS AND DEMANDING SOLUTIONS TO THEM?

(Give the person PTS handling as per ethics policies. If and when available get the personnel de-PTSed with clay table de-PTSing, as covered in HCOB 28 Aug 79, CLAY TABLE DE-PTSING — THEORY AND ADMINISTRATION.)

P2. LOTS OF UNSOLVABLE PROBLEMS IN THE AREA?

(Give the person PTS handling as per ethics policies. If and when available get the personnel de-PTSed with clay table de-PTSing, as covered in HCOB 28 Aug 79, CLAY TABLE DE-PTSING — THEORY AND ADMINISTRATION.)

P3. CONNECTED TO SOMEONE OR SOMETHING ANTAGONISTIC?

(Give the person PTS handling as per ethics policies. If and when available get the personnel de-PTSed with clay table de-PTSing, as covered in HCOB 28 Aug 79, CLAY TABLE DE-PTSING — THEORY AND ADMINISTRATION.)

P4. PTS?

(Give the person PTS handling as per ethics policies. If and when available get the personnel de-PTSed with clay table de-PTSing, as covered in HCOB 28 Aug 79, CLAY TABLE DE-PTSING — THEORY AND ADMINISTRATION.)

P5. ACCIDENTS?

(Give the person PTS handling as per ethics policies. If and when available get the personnel de-PTSed with clay table de-PTSing, as covered in HCOB 28 Aug 79, CLAY TABLE DE-PTSING — THEORY AND ADMINISTRATION.)

Ql. ORGANIZING ONLY?

(Handle his MUs in the area including any Crashing MUs.)

Q2. TOTAL ORGANIZATION?

(Handle his MUs in the area including any Crashing MUs.)

R1. ORGANIZATION INADEQUATE TO GET THE PRODUCT? (Handle per Section R of HCO PL 23 Aug 79, DEBUG TECH.)

R2. LACK OF ORGANIZATION?

(Handle per Section R of HCO PL 23 Aug 79, DEBUG TECH.)

R3. NO ORGANIZING?

(Clear the misunderstoods, including Crashing MUs, in the production area, particularly on the purpose of the production and why one is producing.)

R4. LACK OF A SENSE OF ORGANIZATION?

(De-PTSing as covered in Section P. Then handle any overts and withholds and then clear the MUs in the area, including Crashing MUs.)

R5. NO GRASP OF THE CONCEPT OF ORGANIZATION?

(De-PTSing as covered in Section P. Then handle any overts and withholds and then clear the MUs in the area, including Crashing MUs.)