As our org board and org pattern we have not only an org board but a “philosophical system,” which gives us the levels of able and extra able beings and an analysis of one’s own life as well.

If you look at the levels written above the departments you find the spans of the Bridge which are followed to Release, Clear and OT. You can easily see which ones are missing in one’s own life and the lives of others. These are the upper end of the awareness scale.

When you look at the department names you can see what is missing in your own life.

Executives must have and use an "Order Board".

You can also see where your post or your job breaks down, for every job has all these “department names.”

In Scientology if it is not written it is not true. That's a major policy.

When you look at the division names you see what the Cycle of Production must be in this universe to be successful. By studying this you can see why other businesses fail. They lack one or another of these divisions.

It applies to all.

Although the organization seems to have a great many departments, and would fit only a large group, it fits any org of any size.

Every order an Executive issues must be in writing.

The problem presented me in deriving this board was how to overcome continual org changes because of expansion and applying it to organizations of different sizes. This board goes from one person to thousands without change. Just fewer or more posts are occupied. That is the only change.

He does this on a Clip Board. There is a sheaf of paper on it of his Division's colour. It has a sheet of pencil carbon and a ball-point slipped through the top of the clip. It can have a hook on the back to slip on a belt for persons walking about. This is the Order Board.

The staff ratio here is one administration person in the five nontechnical divisions to one technical person in the Technical and Qualifications Divisions (excepting only Staff Staff Auditors and field staff members who count as admin personnel). Staff is added in rotation amongst the nontechnical divisions every time a technical person is put in the Technical or Qualifications Divisions.

Even when one gives a verbal order it is also written down.

The board is entered from the left and proceeds to the right. It is actually a spiral with 7 higher than and adjacent to 1.

The executive keeps no copies of his orders. This is done by the Department of Inspection and Reports.

The organization corrects itself through the Qualifications Division, under the authority of the 7th Division.

The original is handed to the person being ordered. The other is sent to the Inspection section of the Department of Inspection and Reports. If one is away from his Comm station, the carbons are left on the Order Board until one returns, when the copies are all sent to Inspection.

Organizations go in phases. The phases agree with the Cycle of Production.

There are two tendencies man has that this board resolves.

The carbon of an order is sent to Inspection because it is obviously a carbon copy and an order. It is not otherwise designated.

Man’s systems are based on groups and masses of people.

An original sent through the Comm Lines is obviously an original order as it is not a carbon. It is simply delivered to the addressee's basket.

Every person on this org board is “statisticized.” That means the job he does is a statistic that can be verified. He is not lost in a group.

The tendency of filling up every box indicated on an organization chart (which man usually does) is checked by the formula that there must be only one admin staff member for every tech as above. Thus Divisions 4 and 5 are heavy with personnel containing five times as many as all the other divisions.

The person receiving the order does it, says he has (or couldn't) on the original order he received and sends it TO INSPECTION. However, even if he sends it to his issuing superior the Communicator sends it to Inspection only.

In expanding, each department acquires seven sections, every section then acquires seven subsections, every subsection acquires seven units.

At this time of issue we find Scientology itself just at the end of its Dissemination Cycle (Division 2) and just entering upon the Organization Cycle (Division 3). There will be a full and long Organization Cycle. This will eventually be followed by a Qualifications Cycle in which we adjust civilization. After that will come a Distribution Cycle in which we use Scientology elsewhere in the universe and then will come the Source Cycle again, finding us all on a higher plane.

Inspection has a Time Machine. This is a series of baskets advanced one basket every morning.

This pattern will probably be in use for a very long time.

A carbon of an order is placed in today's basket.

This board is one of the very few things in Scientology which is not completely new. It is taken from an ancient organization and which I have refined through considerable experience by adding Scientology and our levels to it. It is based on an extremely successful pattern.

When the original comes in, the carbon is dug out of the basket (by date and colour flash) and original and carbon are clipped together and routed to the issuing executive.

This org pattern is designed not to make money or Scientologists as one might think. Its whole purpose is to make the “Ability to Better Conditions,” which is the mission of Scientology.

Orders not complied with in one week of course fall off the Time Machine by appearing in the basket being emptied today. (It was filled one week ago and advanced once each day.)

A copy is made of the order and it is sent to Ethics for filing in the staff member's Ethics folder and counts as a report against the staff member.

Your main interest in this board is of course its levels.

The carbon is returned to issuing Executive to show his order has not been complied with, so that he can handle the situation. No report from the executive is required in this instance as a copy is already in Ethics.

There are over thirty-two levels to the left of the board, covering the average human states.

The executive should investigate or ask Ethics to do so if the matter is of considerable importance.

Our board shows how we move up onto the Bridge at Communications (Level 0), and then progress division by division to Level VII. One division equals one level left to right.

If an original is returned to Inspection which has no carbon, it is copied and held and the copy is sent to the Executive with a "Sir, there is a lost carbon of your order. Did you fail to turn one in?" This disciplines a forgetful executive. When Inspection receives the answer it attaches the original to it and sends it back to the executive.

The abilities recovered in these levels are marked above the department names (Communication, Perception, Orientation, Understanding, etc.) and take us all the way to a new state at VII.

As he progresses along this line left to right, a level is given the person each time a division is passed.

A junior may report a verbal order to Ethics as it places his statistics and job in danger by leaving it open to have it said the order was otherwise.

At Level V we find we can move people from the lowest human states onto the Bridge before we ourselves exit at the top.

Thus we leave behind us a Bridge.

If something requires more than two weeks to do it is a project and cannot be ordered without clearance from the Office of LRH Design and Planning Authority section. If a project has been okayed it has a number and its number must be put on the order as Project Number –.

In 1950 when I said, “For God’s Sake Build a Better Bridge,” I had to do it on my own.

Inspections file projects in their own files. This is also Time Machined by one month's emptying of a file drawer or one year's emptying of a file drawer. Projects run only for one month or one year and must be routinely inspected by Inspections which then reports to the Office of LRH with any progress or lack of it.

But here it is, not only a bridge but also an organization to carry the weight of the spanning, a very needful thing.

Orders marked Urgent by an Executive are entered into a one day time machine and handled in one day as described above for one week.

[Editor’s Note: See seven-division handwritten org board in the Appendix.]