The first thing an Est O runs into in an area that is not hatted is Dev-T (developed unnecessary traffic).

It will be found that hatting rules and procedures apply to the Esto himself.

People in an org can be working frantically, totally exhausted and yet produce nothing of value. The reason is that their actions are almost totally Dev-T.

In orgs while under training he himself is hatted and produces alternately, doing better and better.

The WHY of this is UNHATTEDNESS.

He must NOT be let off hatting until he is fully hatted.

The people on the posts do not know their own hats or even if some do they are dealing in the “NOISE" of other people who don’t know their own hats.

And he shouldn’t, especially when being trained in an org by an Esto I/C, be let off establishing on the excuse he is not yet fully hatted.

Few if any of these people know the other hats or duties of the org and so don’t know Where to go for service or Who to approach or despatch for What.

So it’s not an org or a division. It’s a non-productive chaos.

It will be found that some Estos back off from an area because “they do not know all the tech lines and hats in that area.”

The answers arc three:

The reason they give for this back-off is the wrong Why. They back off or fumble when they are not hatted as Estos! Not because they are not hatted on the area’s hats.

1. Get Dev-T understood and

Just like the housewife who criticizes her neighbor for a cluttered back yard while standing in a more cluttered one of her own, hatting begins at home.

2. Get the staff at least Instant Hatted at once.

If an Esto knows his business he could straighten up a huge corporation using the Esto system with never a whisper of their business!

3. Chinese school (staff or div staff all together in front of a big org board chanting together the hats, duties and products of the org as visible on the org board).

It would be tough. But it shows where the importance lies.

In order to get anything done at all or even begin this an Est O Ethics Officer function has to be in.

There is Esto tech. When it is not known or used, then an Esto can just sink down into a division puzzled and apathetic, thinking its tech is what is bogging him.

A schedule has to be posted including exercise, post time and study and staff has to be mustered and handled at these periods. This gets some awareness of the org group as a team of people with similar purposes.

He daily sees and talks to people swamped in dev-t, unsure, nervous and wide-eyed with problems and questions.

If an Esto does not at all times KNOW HE IS AN ESTO and ACT LIKE AN ESTO he can easily slide into these confusions and try to handle production- performance problems that are outside the Esto’s line of duty.

Dev-T packs are made up. These consist of:

FIRST, LAST AND ALWAYS IT IS THE ESTO HAT THAT MUST BE WORN IN ANY GIVEN SITUATION.

• HCO P/L 2 Jul 59 Issue II “Dev-t — The Delirium Tremens of Central Orgs”

Thus the A (own hat) and B (div tech and hats) differences of hats is important to know.

It’s great to know and one should know a division’s tech and hats. But this is something one learns as he goes along.

It’s a matter of THE MOST VITAL IMPORTANCE that the Esto wears his Esto hat.

That’s the hat he has to have down cold.

Then he will find that org and division confusion is nothing to him.

HE HANDLES THINGS LIKE THAT!

HE IS AN ESTO!

These packs are issued to staff members and they are required to check out on them.

Each staff member keeps a Dev-T log and writes down the name of anyone he is getting Dev-T from and also issues Dev-T chits.

The staff at the least are Instant Hatted at once place on the org board, work space, supplies, what his title is and what it means, org comm system, what he is supposed to produce on his post.

He is gotten producing what he is supposed to produce in some volume at once.

Hat checklists and packs are verified as there or are gotten ready.

A full hat checkout can then begin.

Courses he needs are done in staff study time.

Actually hat study and checkout is done on the post a bit each day.

This is in fact “on the job training” as he is expected to go on producing while he is being hatted.

Org Bds are rapidly gotten up or up to date in the org (in HCO) and (full org bd) in each Division.

Each Division is Chinese schooled first on its own org bd, then on the org as a whole, in such a way that they know the duties of divisions, departments and posts and the flow lines of the org.

Wherever an org or even a division falls apart or slows up, this campaign is repeated.

This is a sample Executive Directive (ED) giving a program written for an actual org where the above was done to cure Dev-T and get the org hatted and producing:

ED______ Date______________

It has been very difficult to handle the org.

A long and intensive collection of data has finally culminated in discovering, through reports on comm and inspections by showing why the org appears fantastically busy and overworked while producing very little even when it was found the org was insolvent.

Ethics has been very heavy for some time and has not led to any spectacular recovery.

But the Comm Line reviews and analysis reveal INVESTIGATION:

The Org and all its Units is drowning in DEV-T. HCO is even generating it. This makes an appearance of frantic action and overload while little is produced.

And an analysis has produced a

The org is almost totally unhatted and untrained.

DEV-T comes only from AN UNHATTED UNTRAINED ORG.

Out the bottom and below the briny bedrock of the sea so far as finished products per man-hours and as far as GI by reason of the org are concerned.

A whole staff and the org fully hatted and producing only correct comm without Dev-T and at work actually producing things of real value which will exchange for value.

THE EST-0 SYSTEM AND DEV-T P/Ls HANDLE THIS.

1. Admin Cramming and each EST O to be furnished with packs of Dev-T Policies at once including last Exec Series P/L Routing and new Dev-T P/L Correct Comm. ALL HANDS DISSEM. ________

2. FULL Est O set-up to be gotten on post at once. They go on duty and part time train. HAS. ________

3. Existing Est Os and those to be put on at once to hammer, hammer, hammer all posts on Off Line — Off Origin and other points of Dev-T so they are UNDERSTOOD. EXEC EST O. ________

4. Big Paper Org Bd with new complement to be gotten up at once in HCO. HCO EST 0. ________

5. Big Paper Org Bds from it to be gotten up in each Div and the Div Chinese Schooled on it. Specializing in the Div but also covering the Whole Org so people know where they are and what each handles and where other terminals in the org are so they can properly route to or go to them for the exact service of that exact post. DIV EST Os under EXEC EST O. ________

6. Straighten out the Comm Lines of each post. EXEC EST O. DIV EST Os. ________

7. Report to his Div Est O (see org bd) or Ethics Officer any person originating off-line off-origin traffic or failing to originate from his post paper or body or remark. Report by “Dev-T Chit’’ EVERYONE IN THE ORG. ________

8. Send flagrant offenders to Admin Cramming. EXECUTIVES. ________

9. Put in

1. Instruct, and if no Improvement:

2. Cram, and if no Improvement

3. Retrain and if no Improvement

4. Offload

where hatting continues to fail to produce rapid comprehension of Dev-T and/or persistent inability to actually DO his hat. Court of Ethics or Comm Ev on request to remedy any injustice. EST Os. ________

10. Excuses concerning hatting and arbitraries like “Only study hat in hatting college” to be wiped out and any barriers to getting On Policy On FO-FSO wiped out by Ethics action or Cramming. EST Os. ________

11. Instant Hat every staff member. DIV EST Os. ________

12. Chinese School every Division. DIV EST Os. ________

LET’S MAKE THIS A CRACK ORG WE CAN BE PROUD OF

The above program can be completed in a few days.

It is followed by further programs to get in lines of the org, full hatting, and proper Comm set-ups for each staff member etc.

If the program falls out or Dev-T flares again, A. REHAT Est Os and B. Do the program once more.

The org will come right and begin producing PRODUCTS WHICH EXCHANGE FOR VALUABLES.

The org will become solvent.

Only the Est O system makes such a program possible.

We have long had the tech as you can see by the P/L dates. Dev-T tech has existed since the mid-1950s. But it could not be gotten in swiftly enough to make a startling change in the org morale or stats until EST Os were on post in an org.

If it does not go in rapidly even with Est Os then some of the Est Os are not well enough or firmly enough hatted as EST Os and the answer of an EXEC EST O or Est O I/C is to very rapidly cram his Est Os or following the 1. Instruct, 2. Cram, 3. Retread,

4. Offload pattern improve his Est O team.

Fully done the program works like a beautiful breeze bringing peace and a cheerful staff.

[See also HCO PL 9 May 1974. Prod-Org, Esio and Older Systems Reconciled on page 446, which modifies the above Policy Letter.]