Для оценивания ситуаций, состоящих из нескольких частей, ниже приведён надлежащий формат, чтобы использовать его в заключительном изложении оценки:

ПОЛИТИКА:

"Somebody has evaluators on a 'whole org' kick where the evaluation must handle the whole org. Evidence of this is 'the Why' lately was defined as something that handled all outpoints. The initial step of the stat analysis to find the area and then find its situation and its Why is not being done. Hence individual org situations do not get spotted or evaluated and evaluations take forever."

СИТУАЦИЯ:

(One of the org evaluations submitted to LRH was returned with the following note.) "This evaluation has almost no outpoints in it. Almost every paragraph is a situation requiring evaluation.

СТАТИСТИКА:

"A situation is something that affects stats or survival of the org.

ДАННЫЕ:

"An outpoint is something that contributes to a situation and should not be in the situation area.

КОЛИЧЕСТВО МИНУСОВ:

"A Why is the real basic reason for the situation which, being found, opens the door to handling.

КОЛИЧЕСТВО ПЛЮСОВ: (когда применимо)

"Evaluators who are trying to embrace the whole org of world in one evaluation are missing all the real situations or landing only in Division Seven."

ПОЧЕМУ:

(The following is a despatch written by LRH in May 1976 regarding an earlier evaluation done on an org which LRH was evaluating at the time.)

ЭТИЧЕСКОЕ ПОЧЕМУ: (когда применимо)

"That evaluation, that was to pull in the CO, had one of these 'philosophical Whys,' 'The CO and HCO have prevented execs from being made by omitting actions that would accomplish this (i.e. choosing suitable ones, hatting, training and appren­ticing them) which has led to blows and 19th century solution of transfers and removals and eventually no execs at all.' That's all fine but you can ask of it, 'How come they're doing that? so it couldn't be a bottom level Why. Anytime you can ask a 'How come? you haven't got a Why, you have a situation.

КТО: (когда применимо)

"Just an off-the-cuff Why better than that would be 'Day and Foundation staff are the same, allowing no time to hat and train' or another, 'There is no HCO staff' or another 'Only a handful make the GI and the rest of the org is considered superfluous'-yet none of these are the Why either as you can also again ask 'How come? And the org is delivering.

ИДЕАЛЬНАЯ КАРТИНА:

"So this is what I am working on now. The new type of evaluation would use telex lines and FRs to ask a lot of questions after one had found the real situation. It would go: Find the situation area from stats, find the situation from data files, get some sort of a Why (that will now become the situation) and burn the telex lines or send a mission from the FOLO to find out how come that situation. You would then get the real Why and could do a program. This would make evaluations pretty real!"

УЛАЖИВАНИЕ:

(Для улаживания ситуаций, состоящих из нескольких частей, здесь пишется план, например:

"УЛАЖИВАНИЕ: Найдены и тренируются исполнительные секретари..." и т.д.)

ПОЛИТИКА:

(И так далее, как описано выше)

Вышеописанный формат повторяется для стольких ситуаций, сколько их было оценено.

Затем:

• (Первая цель)

Чтобы конкретно урегулировать Почему для каждой ситуации, цели программы должны быть разделены как приведено ниже:

(Или любой другой номер в последовательности после любого начала основных целей)

• Составить список...

(Или любой другой номер, идущий в последовательности после целей Ситуации Один)

• Смотри, что...

Человек выполняет это для стольких ситуаций, сколько их было оценено.

Когда написание и выпуск набора приказов по программам или приказов по миссии разделён с самой оценкой, то используется формат обычного приказа по программе или миссии, за исключением того, что действующие цели разделяются как показано выше.