A Product Officer and ESPECIALLY an Org Officer has to know how to GET a product.

All science and technology is built around this single point in the key phrase “Name, want and get your product.” Managers and scientists specialize in the HOW TO GET part of it and very often neglect the rest.

A Product Officer has to name, WANT and get his product.

There are many Product Officers who do NOT know enough about organization to organize things so they actually GET their product. These, all too often, cover up their ignorance on how to organize or their inability to do so by saying to one and all “Don’t organize, just produce!” When you hear this you can suspect that the person saying it actually does not know the tech or know-how of organizing or how to put an organization together. He may not even know enough about organizing to shove aside other paper on his desk when he is trying to spread out and read a large chart — yet that is simple organization.

Where no real or valuable production is occurring, one has to ask the question, does the Product Officer really WANT the product he is demanding? And does the staff member or members he is dealing with WANT the product?

A bricklayer would look awfully silly trying to lay no-bricks. He hasn’t got any bricks. Yet there he is going through the motions of laying bricks. It takes a certain economic and purchasing and transport tech to get the bricks delivered — only then can you lay bricks.

The reason that a psychotic or otherwise evilly intentioned person cannot achieve anything as a Product Officer or staff member is that he does NOT want the product to occur. The intentions of psychos are aimed at destruction and not at creation.

A manager looks pretty silly trying to order a brick wall built when he doesn’t have any bricks or bricklayer and provides no means at all of obtaining either one.

Such persons may SAY they want the product but this is just “PR” and a cover for their real activities.

A Product Officer may be great at single-handing the show. How come? He doesn’t realize that building a show comes before one runs it. And even though economics demand at least a small show before one builds a large show, a very bad Product Officer who can’t really organize either, will, instead of making the small show bigger, make the small show smaller by trying to run a no-show.

People who are PTS (potential trouble sources by reason of connections with people antagonistic to what they are doing in life) are all too likely to slide into the valence of the antagonistic person who definitely would NOT want the product.

There is a HOW of organization. It is covered pretty well in the Org Series and elsewhere. Like you can’t put in comm lines unless you put in terminals for them to connect with. Like you can’t get particles flowing in a profitable way unless they have something for them to run on. That’s simply the way things go in the universe in which you are operating. Now of course you could build a new universe with different laws but the fact is, that would require a knowledge of organization as well, wouldn’t it?

Thus, in an org run by or overloaded with destructive persons or PTS persons, you see a very low level of production if you see any at all. And the production is likely to be what is called “an overt product,” meaning a bad one that will not be accepted or cannot be traded or exchanged and has more waste and liability connected with it than it has value.

The tech of how to produce something can be pretty vast. One doesn’t have to be a total expert on it to be able to manage the people doing it, but one has to have a pretty good idea of how it goes and know enough NOT to stop the guys who do know how to make bricks when one wants bricks.

One has to actually WANT the product he is asking for or is trying to produce. There may be many reasons he does not, none of which are necessarily connected with being psycho. But if it is a creative and valuable product and assists his and the survival of others and he still does not want it, then one should look for PTSness or maybe even a bit of psychosis. And at the least, some withholds.

If the product is to get somebody to come in to see you, then you have to have some means of communication and some tech of persuasion to make him want to come in to see you. Brute force may seem okay to cops but in organization it seldom works. There is more tech to it than that.

One does not have to be in a passionate mystic daze about wanting the product. But one shouldn’t be moving mountains in the road of a guy trying to carry some lumber to the house site either.

If a Product Officer does not know there is tech involved in GETTING the product, then he will never make his staff study it or teach anybody to do it. And he will wind up with no product. So beware the Product Officer who won’t give time off for hatting! He doesn’t know one has to know the tech of getting his product. What do you think the OEC (Org Exec Course) Volumes and the technical bulletins are all about?

The question of WANT the product has to be included in any examination of reasons why a person or an org isn’t producing.

One has to spend some time organizing in many different ways — the organization itself, the hatting, the technical skill staff members would have to have, to get anywhere in GETTING a product.

Sure, if you only organize and never produce you never get a product either. But if you only produce and never organize, the only brick wall you’ll ever see is the one you run into.

[Note: There is no Esto Series 34.]