Note: No auditor at this date is qualified to run actual GPMs regardless of any former training. The successful technology has not been fully released. There are no Class VI Auditors. If you were trained, run only Implant GPMs, the technology for which has been fully released.

Note: No auditor at this date is qualified to run actual GPMs regardless of any former training. The successful technology has not been fully released. There are no Class VI Auditors. If you were trained, run only Implant GPMs, the technology for which has been fully released.

An INDICATOR is a condition or circumstance arising in an R6 auditing session which indicates whether the session is running well or badly, and if badly what action the auditor should at once take.

An INDICATOR is a condition or circumstance arising in an R6 auditing session which indicates whether the session is running well or badly, and if badly what action the auditor should at once take.

There are good indicators and bad indicators, but all of them are indicators.

There are good indicators and bad indicators, but all of them are indicators.

The good indicators mean that the session is progressing properly and that the next routine action should be undertaken. Good indicators abound in a properly run session.

The good indicators mean that the session is progressing properly and that the next routine action should be undertaken. Good indicators abound in a properly run session.

Here are some GOOD INDICATORS:

Here are some GOOD INDICATORS:

• PC cheerful.

• PC cheerful.

The good indicator tells you things look the way they ought to look and are going the way they have to go to make an OT.

The good indicator tells you things look the way they ought to look and are going the way they have to go to make an OT.

When these good indicators are absent, then is the time to start doing searches, repairs etc.

When these good indicators are absent, then is the time to start doing searches, repairs etc.

In actual practice you get so used to good indicators that you don’t really think of them as indicators at all. Therefore you keep your attention alert for bad indicators and when these show up you have to act and promptly.

In actual practice you get so used to good indicators that you don’t really think of them as indicators at all. Therefore you keep your attention alert for bad indicators and when these show up you have to act and promptly.

Like many other things in this universe, you don’t concentrate on the smooth, you stay alert for the rough.

Like many other things in this universe, you don’t concentrate on the smooth, you stay alert for the rough.

But it is a great mistake for an auditor to be so nervous about bad indicators that the pc is thrown into a whatsit when nothing is wrong. Things will go wrong then for sure.

But it is a great mistake for an auditor to be so nervous about bad indicators that the pc is thrown into a whatsit when nothing is wrong. Things will go wrong then for sure.

The rule is: Expect good indicators and go on with routine actions as long as they are present. Observe quickly and knowingly bad indicators and rapidly act with the correct response.

The rule is: Expect good indicators and go on with routine actions as long as they are present. Observe quickly and knowingly bad indicators and rapidly act with the correct response.

Every bad indicator is precise, easily observed and has an exact counter-action.

Every bad indicator is precise, easily observed and has an exact counter-action.

The speed with which a bad indicator is observed and the certainty with which it is corrected prevents the session from producing more bad indicators.

The speed with which a bad indicator is observed and the certainty with which it is corrected prevents the session from producing more bad indicators.

Observe the trouble sign instantly. Know what to do for that exact sign instinctively.

Observe the trouble sign instantly. Know what to do for that exact sign instinctively.

Repair swiftly. And in these points we have the whole secret of fast progress.

Repair swiftly. And in these points we have the whole secret of fast progress.

It is not the pc who slows the session. It is the auditor’s lack of knowledge of bad indicators and their remedies. The longer a bad indicator goes unobserved and unrepaired the longer it will take to repair it. In R6 errors consume time far, far out of proportion to successes. One overlooked bad indicator can consume a month of auditing time. In that month three whole banks could have been run. But no. The month is consumed with unproductive wanderings, the pc and auditor torn to bits with stress and ARC breaks.

It is not the pc who slows the session. It is the auditor’s lack of knowledge of bad indicators and their remedies. The longer a bad indicator goes unobserved and unrepaired the longer it will take to repair it. In R6 errors consume time far, far out of proportion to successes. One overlooked bad indicator can consume a month of auditing time. In that month three whole banks could have been run. But no. The month is consumed with unproductive wanderings, the pc and auditor torn to bits with stress and ARC breaks.

It’s all a matter of indicators and knowing what to do. If that knowledge is poor, then — well, no OT, that’s all. The road is traveled with total correctness only. It is never traveled at all when unremedied bad indicators are present. The auditor is either totally competent or totally incompetent. There are no shades of gray. One error unremedied puts the whole project on the dump heap.

It’s all a matter of indicators and knowing what to do. If that knowledge is poor, then — well, no OT, that’s all. The road is traveled with total correctness only. It is never traveled at all when unremedied bad indicators are present. The auditor is either totally competent or totally incompetent. There are no shades of gray. One error unremedied puts the whole project on the dump heap.

So the auditor has to know his business. And so does the pc. And errors can’t be let go by. This is the routine of perfection. Sloppy, hope-it-will-get-by, well-it-doesn’t- matter attitudes will not make OTs.

So the auditor has to know his business. And so does the pc. And errors can’t be let go by. This is the routine of perfection. Sloppy, hope-it-will-get-by, well-it-doesn’t- matter attitudes will not make OTs.

Any error passed up and neglected will within minutes or sessions wreck the lot. Miss a GPM or half a dozen items and within two banks the pc will bog completely and hopelessly and never progress further until the earlier error is remedied.

Any error passed up and neglected will within minutes or sessions wreck the lot. Miss a GPM or half a dozen items and within two banks the pc will bog completely and hopelessly and never progress further until the earlier error is remedied.

It’s like having a pc on rubber bands. The pc will go down the track from an error just so far and then, as though the bands tighten to drag him back, will run slower and slower and then suddenly one is faced with a pc who can’t run at all!

It’s like having a pc on rubber bands. The pc will go down the track from an error just so far and then, as though the bands tighten to drag him back, will run slower and slower and then suddenly one is faced with a pc who can’t run at all!

But these errors are not undetectable. The instant they occur a bad indicator shows up. The speed errors are remedied determines the speed of advance of the case.

But these errors are not undetectable. The instant they occur a bad indicator shows up. The speed errors are remedied determines the speed of advance of the case.

The don’t-care, hope-it-will-get-by, why-repair auditor just can’t audit R6 and will only seriously mess up pcs. This is the condition of the final road out. I wish it were different but it isn’t. It’s that way.

The don’t-care, hope-it-will-get-by, why-repair auditor just can’t audit R6 and will only seriously mess up pcs. This is the condition of the final road out. I wish it were different but it isn’t. It’s that way.

An auditor can know his business.

An auditor can know his business.

There is a finite, specific answer for every bad indicator that shows up. Therefore, an auditor, to succeed in R6, must:

There is a finite, specific answer for every bad indicator that shows up. Therefore, an auditor, to succeed in R6, must:

1. Know basic auditing and meters and itsa like an old smoothie;

1. Know basic auditing and meters and itsa like an old smoothie;

Given those six things, an auditor can make an OT in under a thousand hours. A weakness on any one of them will not only not make an OT but will fiendishly mess up a case. For even if you know R6 cold you will make enough mistakes to keep you very busy.

Given those six things, an auditor can make an OT in under a thousand hours. A weakness on any one of them will not only not make an OT but will fiendishly mess up a case. For even if you know R6 cold you will make enough mistakes to keep you very busy.

The pity of it is that one must become an expert before he or she performs on an actual case. But that must be overcome. I learned it from scratch. So can you with all the data now neat before us.

The pity of it is that one must become an expert before he or she performs on an actual case. But that must be overcome. I learned it from scratch. So can you with all the data now neat before us.