Disorganization gives a poor product.

Organization (providing tech exists to make the product) will produce a good product.

If a product is poor or spotty one must

A FLOATING NEEDLE can persist.

(a) Organize

This fact tells you at once why you cannot do three major actions in a row in the same ten minutes.

(b) Make the tech available and known.

This was the bug behind “Quickie Grades” (0 to IV in one session. This also occurred in Power when it was run all in one day). The auditor would attain a bona fide full dial F/N. The pc was still cogniting, still in a big win. The auditor would “clear the next process command”, he would see an F/N. He would “clear the next process command”, and see an F/N.

You can literally have mobs of people working and excellent production tech and get a horrible product.

BUT IT WAS THE SAME F/N!

The missing ingredient is organization.

Result was that processes 2 and 3 WERE NEVER RUN ON THE CASE.

Organization consists of a real and functional org board, hats consisting of checksheets, packs and manuals and training of this material.

This is really what is meant by “Quickie Grades”.

The most used org bd is the “hey you! org bd.” In other words just tag anyone to do anything.

In 1958 we got real Releases. You could not kill the F/N for days, weeks.

This guarantees bad production and a lousy product.

Several processes had this effect. Today’s real Clear also goes this way. You couldn’t kill the F/N with an axe.

One can have an org bd that isn’t real and get a “hey you! org bd.”

By running a lot of Level Zero processes, for instance, you can get a real swinging unkillable F/N.

Or one can have a good org bd that isn’t known and get a “hey you! org bd” in actual practice.

It not only gets to the Examiner, it comes in at the start of the next day’s session!

A whole org can be org bded and hatted and trained and yet shatter when an untrained senior turns it into a “hey you! org bd.” This is easily the commonest cause of org collapse.

Now if in one session you ran all of Level Zero and went on up to Level One, you would just be auditing a persistent F/N. The pc would get no benefit at all from Level One. He’s still going “Wow” on Level Zero.

If you ran Level Zero with one process that got a big wide floating F/N and then “ran” Level I, II, III and IV, you would have just a Level Zero Release. The pc’s bank was nowhere to be found. So next week he has problems (Level I) or a Service Fac (Level IV) and he is only a Grade Zero yet it says right there in Certs and Awards log he’s a Grade IV. So now we have a “Grade IV” who has Level I, II, III and IV troubles!

When an org bd leaves out known vital functions these tend to wrap around the neck of the in-charge as unknown items of irritation.

A session that tries to go beyond a big dial-wide drifting floating F/N only distracts the pc from his win. BIG WIN.

The commonest fault in re-drawing an org bd is throwing the old one away and without looking at or getting a full inspection of the actual functions being done, dreaming up a brand new board. This produces a delusory situation. It is in fact a disassociation of the real work and the org bd delusion.

Any big win (F/N dial-wide, Cog, VGIs) gives you this kind of persistent F/N.

You at least have to let it go until tomorrow and let the pc have his win.

A post tends to dwindle down to the “irreducible minimum function.”

That is what is meant by letting the pc have his win. When you get one of these dial-wide F/Ns, Cog, VGIs WOW you may as well pack it up for the day.

A mail clerk will distribute mail as that is visible to others. Logging it is less visible. Properly sorting it is less visible.

If “receiving, logging, sorting and distributing” are left off the org bd and “mail distribution” is all that is left on it, the other functions tend to vanish and the post slides to “irreducible minimum” of just grabbing and slinging out mail.

In running a Dianetic chain to basic in triple you will sometimes see in one session a half dial on Flow 1, 3/4 of a dial on Flow 2, a full dial on Flow 3.

A galley org bd can be deficient and carry only “food,” or “cook”; you’ll get “food” and that’s all. It will possibly be very lousy food as the org bd is down to an irreducible minimum. Says “food” so they just sling out food any old way of any old kind. Bad product. The answer is to organize it. What are the steps in sequence that it takes to get good food served and the place cleaned up? If they are all on the org bd as functions you have the SEQUENCE of actions expressed as functions which can be posted and delegated as duties.

Or you may have 4 subjects to two-way comm or prepcheck in one session. First action 1/3 dial F/N. Then no F/N, TA up. Second action l/2 dial F/N. Then no F/N.

OUT SEQUENCE and OMITTED HATS are the commonest fault in programs and org boards. (See Data Series.)

Third action 3/4 dial F/N. Fourth action full dial-wide floating swinging idling F/N.

One person may have 35 separate hats.

You will also notice in the same session-long time for 1st action, shorter, shorter, shorter for the next three actions.

If so, he needs 35 hat folders, checksheets and packs and 35 baskets or compartments for the flows.

Now you have an F/N that anything you try to clear and run will just F/N WITHOUT AFFECTING THE CASE AT ALL.

Further, the hats must be in sequence of flow where they relate to one type of particle.

If you audit past that you are wasting your time and processes.

Thirty-five hats is large but many an executive unknowingly wears more. And the ones he doesn’t see are his areas of upset.

You have hit an “unkillable F/N”, properly called a persistent F/N. It’s persistent at least for that day. Do any more and it’s wasted.

The smaller the number of people in an activity, the more hats each has.

If an auditor has never seen this he had better get his TR0 bullbait flat for 2 hours at one unflunked go and his other TRs in and drill out his flubs. For that’s what’s supposed to happen.

One girl holding down seven branches of an office finally got untangled just by having seven baskets, one for each branch, and working a stated time on each one each day. She sorted the inflow into the baskets by branches and then did them in rotation that made an org bd of the baskets. She suddenly got production where she had had just despair and chaos.

F/Ns on pcs audited up to (for that session) a persistent F/N always get to the Examiner.

If you only have a “small F/N” it won’t get to the Examiner. However, on some pcs maybe that’s good enough. May take him several sessions, each one getting a final session F/N a bit wider. Then he gets an F/N that gets to the Examiner. After that, well audited on a continuing basis, the F/N lasts longer and longer.

To improve an existing product, ORGANIZE.

One day the pc comes into session with a dial-wide floating swinging F/N and anything you say or do does nothing whatever to disturb that F/N.

It’s a real Release man. It may last weeks, months, years.

Tell him to come back when he feels he needs some auditing and chalk up the remaining hours (if sold by the hour) as undelivered. Or if sold by result, chalk up the result.

If the F/N is truly persistent he will have no objections. If it isn’t, he will object.

So have him come back tomorrow and carry on whatever you were doing.

The technical bug back of Quickie Grades or Quickie Power was the Persistent F/N.

This is not to be confused with a Stage 4 (sweep, stick, sweep, stick) or an ARC Broke needle (pc Bad Indicators while F/Ning).

This is not to be used to refuse all further auditing to a pc.

It is to be used to determine when to end a series of major actions in a session.