Definitions: THE COMM-MEMBER SYSTEM is a direct Communications System between the staff member of one org and only the exact staff post in another org without vies. It is governed by direct policies and regulations and its own technology of handling matters. IT DOES NOT CHANGE OR ALTER ANY EXISTING INTERNAL OR BETWEEN-ORG POLICY OR COMMUNICATION CHANNELS.

The only reason anyone fights good policy is they're too stupid or too inexperienced in an org to understand it. Unable to grasp it, they are too lazy to work at trying. They miss words, don't see reasons, imagine situations are otherwise and in general can't grasp it. So they try not to use it or dream up their own. People with bad study histories can't grasp policy. For policy also follows the rules of study.

Therefore never put a person with bad study history on a key executive post. They can't grasp policy as they can't study it either.

Any but the following routing is offline and therefore Dev-T in the Comm-Member System:

Only personnel with quick study histories, fast passages through courses, can be counted on to put in an org or department pattern and keep it wheeling. The others are too involved in their own troubles and too imperceptive to be of any use in making an org boom.

1. A. ROUTING. Goes directly across from own post to same org post in another org only. Do not go across to same post and then up or down. This is clearly marked at the top of all despatches so routed "#A Routing", with no vies marked.

Such people do however sometimes have a use even when not straightened up. They do well in pioneer areas where they have to do it all off the cuff and where their very inability to accept anything causes them also to refuse defeats and discouragements. Their inability to grasp a situation is often of benefit when bravery is required. This does not however excuse efforts to make them more capable and as they grow older and more experienced, they will also become brave and quick and will follow policy.

2. B. ROUTING. Goes up in one's own org and across and down again to the same post as own in the other org. Despatches so routed are clearly marked at the top "#B Routing" with a full list of vies, written on it by the sender. Each via initials and forwards or stops it, says exactly why and returns it to sender.

Following policy is a matter of grasping situations and knowing policy well enough to apply the right policy to the right situation — where no policy covers, an experienced, quick person can easily extend the idea of general policy to cover it, knowing it isn't covered.

3. C. ROUTING. Goes up to one's org superior or superiors on channel as per Org Board only. One's own superiors can send it across if they wish to their similar post in the other org but it cannot be so routed by the original sender. Do not go up in own org and address across to a- superior post than your own in another org. It must only be addressed to superiors in one's own org. Despatches so routed are clearly marked "# C Routing" and have the proper vies for one's own org marked on it by the sender for forwarding inside his own org.

The dull person has never even grasped basic general policy and so confronted with usual or unusual situations alike, can't find any policy to cover anything and so acts in any old way.

4. D. ROUTING. Goes inside one's own org to anyone else in the org up or down. Despatches forwarded are called "#D Routing" with the person to whom addressed clearly marked. D Routing is entirely limited to one's own org and is not forwarded across to another org except when demanded or as an enclosure in other despatches. D Routing means "to a specific post in one's own org, superior or junior".

On the other hand, policy, to fit and be of benefit, must be itself born out of great insight and familiarity with the facts. Government policy is usually written by clerks who have never heard a shot fired in anger. Therefore almost all current government policy is completely silly. Nobody can apply it as it fits nothing and just gets everyone in trouble. Therefore a quick person with good judgement in the field and in the real situation can get through only by following his own policies and insights. This is easily mistaken for a dull person acting against policy that is good.

A Senior Org is defined as the top org heading an echelon of orgs. Saint Hill is the top org to eleven other orgs but amongst these there is Continental seniority. The Continental Org is senior to the other orgs in that zone but as these all form one echelon to Saint Hill, Saint Hill is senior to the rest.

But even dull policies provide wide agreement as a basis for work co-ordination and so something happens on a larger scale. Individual policy making on every post is the definition of chaos. Thus even bad policy is usually more workable than individual policy and can make stronger orgs.

A senior Comm-Member (not senior staff member) is one holding a duplicate post in a senior org.

Brilliant policy based on experience of course can cause orgs to zoom.

A junior Comm-Member is one who in relation to Saint Hill holds the duplicate post in any org in the first echelon of eleven orgs just below Saint Hill or in an org in that echelon of eleven junior to the Continental Orgs.

We conclude then that where we see a person constantly off policy in an area that has worked well when on policy, that we must act.

An org founded or salvaged by an org is junior to the founding or salvaging org and its staff members are junior to those of the same post in the founding or salvaging org.

Where we have a large organizational scope we must have workable policy that is followed. For just lacking policy good or bad and lacking its being followed, we stay small by definition.

Orgs or offices not included in the first echelon below Saint Hill have as their senior org that org of the next upper echelon which handles or controls its traffic. Orgs of the second echelon and lower communicate only to the founding or salvaging org on the next echelon above them or the org to which they are assigned. They may also communicate parallel to orgs of similar seniority in their own echelon but seniority must otherwise be assigned. Questions of seniority of orgs are settled by appeal to the International Council.

NO POLICY EXISTING MAKES SMALL NON-EXPANDING DEPARTMENTS OR ORGS.

Note: On inspection, with the assistance of sketching a few examples, the reason for these routing regulations will be very evident. Any other routing than the above would make trouble all around. So any routing not covered in A B C or D must be spotted and called Dev-T, being offline.

POLICY GOOD OR BAD EXISTING BUT NOT FOLLOWED MAKES CHAOTIC DEPARTMENTS OR ORGS AND CAUSES SHRINKAGE.

GOOD POLICY BASED ON ACTUAL SITUATIONS EXPERIENCED FOLLOWED WELL MAKES AN EXPANDING DEPARTMENT, ORG OR CIVILIZATION.

5. Discussing other than one's own concerns in despatches beyond normal ARC is Off-Policy and should be returned as Dev-T.

6. Writing for somebody else than one's own hat is Off-Origin and should be returned as Dev-T.

One can always safely assume, when policy is available, that non expansion is the direct result of the policy remaining unknown or not followed. The steps to take are therefore:

Expansion formula:

7. A senior Comm-Member should not give direct orders to his junior Comm-Member on the A Routing. Direct orders may be given only with B Routing and any direct order not following B Routing is offline except in cases of extreme urgency as in the case of books about to be shipped or a spinning pc. Such cases are called URGENCY ORDERS. An Urgency Order given an A Routing must be followed at once on slower channels (airmail) by repeating it with B Routing through channels. The original must begin "Urgency Order" and the forwarded-throughchannels copy must begin with URGENCY ORDER FROM ………….…. TO …………….. DATE …………… SUBJECT …………….. ORIGINAL SENT VIA TELEX (ORDER GIVEN) BECAUSE …………. (REASON FOR IT). If an Urgency Order given with good reason on A Routing and properly followed with its B Routing copy is not complied with at the other end and there is any actual loss of money or property or damage to persons or cases or property or repute as a result of the non-compliance, the HCO Justice Codes (HCO Poll Ltrs. of March 7, 1965 Issues I, II, and III) apply. Only a senior Comm-Member may give an order on the Comm-Member system.

• 1. PROVIDE GOOD POLICY.

8. If an order which is only given B Routing is not stopped by a post superior to the two Comm-Members anywhere on the line, and is delivered to the junior post and is not complied with or acted upon, the HCO Justice Code applies regardless of lack of loss or damage.

9. Ordinary traffic on A Routing is usually data or questions or answers from the junior Comm-Member to the senior Comm-Member and advices, questions and answers from the senior Comm-Member to the junior Comm-Member.

This is the most broad possible formula for expansion.

Profitable expansion of a unit, department, org, company, empire or civilization depends utterly on the above formula being applied.

10. C Routing is so marked and used when a staff member wishes to call his own org superior's attention to a datum or statistic or even a rumour which seems to have basis in fact. One marks the despatch C Routing as above, with all vies written on it by the sender up to the sender's own org department which might be interested. It is initialled en route and is simply received by the Comm-Member's superior in his own org with no ack sent back or expected. It is just a Tip, not an advice or a real comm. EXCEPT that when a long letter or report received by A Routing is forwarded to one's own superiors in one's own org the staff member forwarding it must cover it with a brief digest despatch giving the possibly important datum or must underscore or circle the important parts with a different colour pen so one's superior can clearly pick out the datum. No comment should be made by the staff member originating the tip as that makes it an org comm which must be acked. Making tips into internal org despatches is Dev-T as it is off-origin. The staff member forwarding the tip to his superiors is not the sender. Data can flow freely on lines without acks as it's just data. Thus C Routing is only a data line, receives no ack from the C Routed Superior to the staff member who forwarded it or the originator who sent it from the other org. Usually the recipient of a Comm-Member despatch on a C Routing just sends it on to Files by marking it F with an arrow.

If it is well applied, literally thousands of other impeding factors drop into unimportance.

If the person who forwarded it wants it back he marks it "Ret. to (name)" and the arrow is drawn to that when seen by the superior. It is expected that the person in the org to whom his other org Comm-Member addressed it will ack the message as a message from his junior or senior Comm-Member in the other org.

This applies to anything, even a person, but the bigger the number of individuals involved the more rigorously it has to be followed.

The bigger the size of the activity concerned (the more people involved in it) the more damage can result from failures to follow policy.

11. Greetings contained in a letter or despatch such as "Say hello to Bill for me" are handled with D Routing as in D above. The greeting bit is clearly circled with a different coloured pen than the original and the message is clearly marked D Routing, the greeted person's name put on it and arrowed and is forwarded to the person being greeted. He or she marks it F with an arrow and it goes to files. If the Comm-Member wanted it back with a "Ret. to ………… " the greeted person returns it to sender without ack or comment but only an initial by the greeting itself. To handle any other way or to comment is Dev-T as it becomes an Org Despatch.

Thus orgs or companies which halt expansion mysteriously only need to have more policy, or to make policy more easily available or to be more vigorous in requiring it to be followed.

12. Information goes by D Routing. Any Comm-Member System despatch in the senior or junior org may become INFORMATION. Such a despatch from another org is received by the senior or junior Comm-Member and when it is thought that it contains important information of interest to some other staff member of the receiver's own org above or below him on the command channel or across in another department or division, the whole message is clearly marked "D Routing", its earlier routing crossed out; if to be returned to the forwarding staff member it is marked "Ret. to" with the staff member's own name or post name. If it just goes to files afterwards it is marked F with an arrow. The information bit is clearly circled or underscored with a different coloured pen. Adding comments to INFO bits in forwarding or in returning inside one's own org is Dev-T as it is made into an org despatch by the comment. If acked with no "Ret. to" on it, it is marked F with an arrow and is sent to files.

Policy is a guiding thing. It is composed of ideas to make a game, procedures to be followed in eventualities and deterrents to departures.

13. Routings C and D sent with a comment by the forwarder or returned with a comment by the receiver is Dev-T. However, if vital data is also known by the forwarder or returning staff member an org despatch is attached as a separate piece of paper. This makes the Comm-Member despatch simply an "enclosure" to an org despatch. If however the org despatch does not contain other data or orders than idle chatter it is Dev-T. Therefore Routings C and D do not apply when a despatch is added, for a routine internal org despatch has been made of the Comm-Member despatch.

The basic policy of an activity must be the defining and recommending of a successful and desirable basic purpose.

14. A, B. C and D Routings are not "brought by a body" ever, any more than routine org despatches would be. By "Brought by a body" is meant brought in person not by HCO. Also A, B. C and D Routings are not returned by a body.

Take a Navy, to get a more distant comparison. If a Navy has the basic purpose of defending a nation and its citizens and expanding their scope, and if the policy is the guiding principle behind all other policies and if these in turn are developed from experience and made known and followed, then oddly enough even new inventions or new philosophies of state could not prevent that Navy from doing its job and expanding the nation. The US Navy might very well have won the war with Japan in its six weeks if those who headed it in Washington had not been mere political puppets subject to every Congressional and Presidential wlum. The text books were very clear about what the Navy should do. But King, Nimitz and Short, the Admirals involved, had been chosen by wlum, favoritism and capacity for liquor, not by raw statistics of "good Navy activity". They had been trained at an Academy where the basic principles of "Good Navy" and raw statistics on personnel had not been used to choose an Academy head or Instructors. So King, Nimitz and Short, as Admirals listened to current political rumours or whims (being only confirmed in political not naval policy) and so let Pearl Harbour happen. How? Their own naval text books said "During times of negotiation with an unfriendly state, the position of the fleet should be at sea, whereabouts unknown." That is line one of the Navy textbook on Tactics and Strategy. Where was it? In Pearl Harbour during many days of hostile negotiation between Roosevelt and the Japanese — the most dangerous naval rival. Where were King and Nimitz? At a cocktail party with the politicians. Where was Short? Giving his all ashore, having given his men full weekend liberty and having ordered all ammunition stowed below for a coming Admiral's inspection. So Pearl Harbour could happen. But did the humans learn? No. True, Short, acting on his Washington orders notwith­standing, was removed and eventually court-martialed. But King and Nimitz took over the whole Navy for more than four heartbreaking years of "promote by political whim" "what policy?" and defeat in battle after battle until aircraft turned the tide of war and the army and an atom bomb finally finished it. Now the Navy is really no more. A few subs. A few patrol ships. The rest in mothballs. People think the Navy is small now because of new weapons. No, it is small because it (a) didn't clearly express its basic purpose, (b) didn't educate its people well in the policy it did have, (c) let political opinion shift it about, (d) chose its officers by rumour, cabal and social presence and (e) forgot its texts when the emergency loomed. Result, long war, now no Navy with anything — officers palling with men, ships in the bone yard. Could the Navy have done its job in 1941? Yes. Had its original policies regarding officer training and selection been followed ruthlessly despite all politics over the years. King, Nimitz and Short would not have been in charge or would have acted by policy had they been. The fleet would have been at sea during negotiations and the strike on Pearl Harbour would have been a Jap bust. The fleet would have been there to knock out the Jap in his own home ports. The war might have ended with Japan in the first six weeks. The point is not whether it is good or bad to have a Navy. The point is that here is an actual organization and an actual occurrence.

Therefore one can learn that:

15. Any staff member in a senior org (an org senior on the comm lines to the other org, not just Saint Hill) having vital data concerning an org, department, unit or section that is IN AN EMERGENCY STATUS or information clearly indicating it should be, who does not bring the matter effectively to the attention of superiors in his own org is liable to the HCO Justice Codes under neglect or omission, a Misdemeanor. If failure to advise results in loss or damage to the other org's income or public repute or his own org's, the matter becomes the subject of a Committee of Evidence, making the staff member who received the information an accessory to the other org's default or upset.

An individual, species, organism, organization, to succeed, survive and expand in influence must have a formulated BASIC PURPOSE.

16. A junior Department Head Comm-Member who does not advise the most senior Comm-Member on his routine lines of lessened income or traffic when it has continued for three consecutive weeks in his department, becomes liable to HCO Justice Codes under the heading of a Misdemeanor, if not personally at fault, or a crime if at fault for any reason. Such a report from a junior Comm-Member must contain specific, detailed data as to possible cause and a specific detailed recommendation to the senior Comm-Member for correcting the slump. Such a report is called a SLUMP REPORT. The receiving senior Comm-Member must pass this report at once to HCO OIC-InCharge in his (the senior) org marked "Priority" in Red. It does not go via channels but by D Routing and is made part of the senior org's own OIC summary report on orgs for the week.

To keep beings from growing, the reactive bank is almost entirely made up of false and booby trapped purposes. Thus we can see that, by its having been impeded so thoroughly in past ages, the idea of having a personal or organizational or group basic purpose is an extremely valuable one.

The senior Comm-Member must demand (not orders) at once from his junior Comm-Member on receipt of a SLUMP REPORT, any data he thinks he may need or doesn't know or wants to know about the situation. It is forbidden to send orders at this stage as insufficient data is to hand but any advices may be sent by the senior Comm-Member.

Without one expressed or unexpressed, a being or an organization or group without one doesn't grow but shrinks and becomes weak — in this universe nothing can remain long in an unchanging state. Given a potentially successful basic purpose that is acceptable to the being, organization or group, one can then formulate POLICY.

17. If a slump, determined by raw data (statistics) reported or not, [occurs] in any executive junior Comm-Member's Division, org, department, unit or section and the condition continues two months despite advices or orders the senior Comm-Member must despatch HCO Conditions Unit in his org requesting the assignment of an Emergency Condition to any part of the org controlled by his junior Comm-Member. HCO assigns the condition with a despatch to the Division head or heads of that org on B Routing clearly marked in Red on its face EMERGENCY CONDITION in very large letters such as a stamp.

POLICY is a rule or procedure or a guidance which permits the BASIC PURPOSE to succeed.

18. On receipt of an "Emergency Condition" the junior Comm-Member must inform his senior Comm-Member what he is doing about it and co-operate with his org and any senior staff member to his post.

The basic purpose runs through time. When it is impeded, distracted from, not complied with, thwarted or stopped, a state of failure of the basic purpose occurs in greater or lesser degree. Sometimes challenges to it cause it to strengthen but only when the challenges are consistently overcome.

19. If an "Emergency Condition" does not produce results the senior CommMember, after a reasonable time, must inform his superiors of the fact with all the data he has and with a specific recommendation concerning the handling of the situation.

A being, organism, organization, group or species or race learns in forwarding its basic purpose or meeting challenges to its basic purpose certain lessons. Certain procedures or courses of action, rules or laws were conceived at times of stress and some of them were successful. Those that were not successful or helped the opposition were bad. Those that were successful forwarded of course the basic purpose and were good.

20. A Comm-Member (senior or junior) must do what he can for the morale of the other Comm-Member during the other's periods of stress without undermining the org's executives with his sympathy for their subordinate at "being badly led". The Comm-Member must realize that the other Comm-Member is already under stress when things are going wrong and try not to be short or sharp or flashback or call names. Routing is so direct and there's so much theta on the line that misemotion can blow the other end to pieces (the first organizational lesson ever learned about Scientology's open comm lines). The thing to concentrate on in any condition of stress, emergency or not, is to keep the Comm-Member on post and working. The Comm-Member should knock out the other's generalities with "WHO SPECIFICALLY?" and cure the junior Comm-Member's ARC Breaks with his environment. He should then get the other Comm-Member to spot and remove distractions, barriers, non-compliance and alter-is, augment the purpose of the other's post or department or division or org, strengthen the edges of the channel and find and help reduce the real opposition where possible by any valid means. This approach is better than quoting policies during stress. This procedure usually applies from a senior to a junior Comm-Member. But may sometimes become reversed, depending on who is under stress. If done by a junior Comm-Member it must be realized that a senior Comm-Member has three to eleven junior Comm-Members and good wishes and some understanding words may be far more valuable than several juniors "auditing" their senior via this system at once.

The successful ideas or procedures that assisted the basic purpose were then dignified by the status of proper ideas, acts, procedure or policy.

21. A junior Comm-Member must not overwork or unnecessarily worry his senior Comm-Member by caprice, long despatches, irrelevant material, gossip, hearsay or entheta. There are other orgs being handled by the senior Comm-Member as well as his own post and the senior Comm-Member is apt to be sharp about Dev-T and rightly. A junior Comm-Member can find himself involved with the HCO Justice Codes at a crime level for misinforming or falsifying reports or enturbulating or losing one's temper over a long comm line. Any Comm-Member must report such offenses when flagrant or upsetting to HCO Justice at once.

Those that were unsuccessful in assisting the basic purpose became bad policy.

22. In using A Routing be very certain that brevity for the sake of speed does not defeat itself. A too brief message, a garble, causes a repeat request which multiplies the message traffic by three. Always read a message you are sending before you send it as though you knew nothing about it and were receiving it. Put "ARC" between sentences when using cable or "Stop". In cabling and despatching always number your despatch with the date of the day + your post initials and your org cable abbreviation and the post in the org you are addressing (abbreviated) and note the number and subject in your own log. Answer a despatch so code numbered by repeating its code, not your own and adding a digit to the end of it to show which message it was, the first, second or third on the same subject. Omit the 1 but always add the 2, 3 and so on in rotation, using the original code number with the original day date. The Comm Officer can show you how. That way messages can't "cross" and cause a wonder of which was sent first. Sloppy comm procedure over long lines is Dev-T. Always be legible. Don't scribble. Write so it can be read. An indecipherable message is a curse. Use lots of airletters, spare cable when you can and avoid enclosures when possible as they require a large envelope and aside from weight cost nearly three times as much as an airletter. Address the post and the org. Use initials in cables remembering DP is director of processing and PD is publications director. Use Dept and Division in addressing airletters such as, to Div 1 Promreg Address-In-Charge. Always address airletters in the order Division, Department (unit or section), Post. Avoid personal names on addresses between orgs but use the person's name in "Dear _______" if you wish. Your senior or junior Comm-Member in another org is your same post with the org name added instead of your org's.

Ideas or procedures that distracted from or balked the basic purpose were called offenses.

23. Anybody may write his senior or junior Comm-Member, not just executives. Where staff boards do not have further designations for their non-executive posts, a staff member who has no executive title simply addresses "Staff Auditor, Saint Hill from Staff Auditor Benson Sydney". As these types of post increase and decrease in number it is not always possible to get the same line in and it is best to generalize in addressing. For example: "To Maintenance Staff Member Saint Hill from Maintenance Staff Member Melbourne". There are not many such posts with no further designation and they are usually sorted out but cross at times. The questions usually get answered.

Things, groups, other determinisms that challenged or sought to stop or refused to comply with the basic purpose became enemies or opposition.

24. All regulations apply to general staff members as well as executive staff members.

Therefore Policy is derived from successful experience in forwarding the basic purpose, overcoming opposition or enemies, ending distractions and letting the basic purpose flow and expand.

25. Complaints about routing when the staff member himself cannot get his communicating staff member's hat on himself should always be forwarded to the HCO Communications Officer in the org where the complaint is made. The HCO Communications Officer will take the matter up with the Communications Officer in the org mentioned in the complaint. If this does hot bring results it should be reported directly to the HCO Area Secretary of the org making the complaint who takes it up with his or her communicating member in the org being complained about, and can request direct discipline or a Committee of Evidence of the other org depending on the magnitude of the offense. No discipline may be ordered by a senior org member to a member in another org. One may be disciplined only by one's own org. But when one's own org fails to discipline it can be subjected to a Committee of Evidence at its top levels by an org just senior to it, not necessarily the next echelon org. The Continental Org is usually so requested by Saint Hill when offenses warrant it and discipline seems to be gone in its comm lines or in the org and it will not act.

Policy laid down which is thought up independent of experience in similar situations is either the result of great foresight and is successful or it is simply stupidity, in that it seeks to handle situations which will never exist or if they do, won't be important.

26. Letters from the field or public that get into the Comm-Member System should be turned over to the Letter Registrar for answering as they're in the line by error. All letters received by an org are opened by the org before distribution. However public mail after being opened in the comm centre may also be replied to by the staff member it is addressed to but he or she should remember that they must be handled in accordance with Division 1 HCO policy. The Communications Officer should ask the staff member if he or she wants them if the public or offline character is noted by the Comm Officer or called to his or her attention by the staff member. If the staff member does not want it, it is properly routed by the Comm Officer to Letter Reg. But in any event the Letter Reg should be given the original and a copy of the staff member's answer for files.

Policy based solely on bad rumours, unverified, which may or may not reflect actual existing conditions or which is laid down at the insistence of some self-interested person or minority without taking the rest of the group into account is very destructive policy simply because it does not match the conditions which actually exist and so, in itself, may impede or distract from the basic purpose. An example of this is legislation by legislators who, otherwise uninformed, act because of pressure groups, minority riots or simply sensational press that seeks not legislation but simply to feed the appetite of a disaster hungry public.

27. Any letters received in the Comm-Member System should go to CF with copies of the reply when answered. No staff member may have a file containing letters older than 2 months. If retained at all they must be safeguarded and eventually turned in within two months. Comm-Member letters are org letters and may not be destroyed but must go to CF where they are filed as to org and post.

If bad policy or laws or actions based on rumour rather than raw facts become too frequent and general, then the basic purpose of a being, organization or group becomes itself distracted, smothered and forgotten and the result is shrinkage, loss of power, death and oblivion. Although it is often too late when bad policies or pressure group laws have been the order of the day to slash them all from the books and exhume the basic purpose, the action of sweeping away unreal, inapplicable and impeding laws and policies which were based originally on rumour and bad sources can have the effect of rejuvenation on a being, a group or an organization which has begun to die. Periodic sweep-outs of antiquated and didactic laws (rather than general concepts and sub-purposes) must be undertaken by a being, organization, group or race or species. However, such an action must be carefully done, selecting only those laws or rules which came into being because of pressure groups or infrequent enemies or which were derived from no experience. And before throwing any policy away one must carefully examine its history to see if it is still restraining an enemy or forwarding some sub-purpose. For throwing away a lot of lessons could also collapse the forward thrust of the basic purpose which has "gotten this far for some reason."

28. Franchise Holders' queries may not be answered by other staff members than those authorized and should be turned over, when received, to the Franchise hat in the department or org. Answering Franchise Holders attempting to use the Comm-Member System is forbidden.

SUB-PURPOSES are the purposes of the various sections or parts of the being, organism, group, race or species which forward the basic purpose. They must amplify, qualify and/or describe the action or procedure of the part of the whole in a brief and crisp way so as to hold them in function in their support of the basic purpose. They could also be called, the PURPOSE OF A PART OF THE WHOLE, or as we use them, the purpose of a post, unit, department or an org with a special function. When one hears of the PURPOSE of his hat or section, unit, department, org or Division, he is observing the SUB-PURPOSE of a part of the whole organism which is vital to the action of forwarding the BASIC PURPOSE of the movement. Indeed he may never know what the BASIC PURPOSE really is and only know the SUB-PURPOSE of his own hat, section, unit or department. However, by studying the various SUB­PURPOSES of several hats or sections he could probably figure out the SUB-PURPOSE of the Department and by studying the various SUB-PURPOSES of the departments of an org he could probably guess at the BASIC PURPOSE of the whole being or organization or movement. If study of SUB-PURPOSES either fails to locate any or ends in being unable to relate them into any large PURPOSE, one is of course studying a disorganized movement.

29. Merchants and business persons and specifically lawyers and accountants may not correspond with staff members on the org's business unless it is the duty of the staff member.

One can change a SUB-PURPOSE (cautiously indeed) or add parts with new SUB-PURPOSES, and leave a movement (a) unaffected, (b) increased in scope, or (c) decreased in size and influence.

30. The Comm-Member System does not in any way change any other routing or comm policy in an org internally. Its internal lines remain as always with the same procedure as before this system came into effect.

One can, up to a point, add Policies on and on, limited only by the ability to get them known and leave an organization or movement (a) unaffected, (b) increased in readiness to meet emergencies, or (c) crippled. The wisdom of the policy and whether or not it was a successful solution to some actually possible confusion or crisis determines whether or not it should be added or deleted. Foresight plays a large role in formulating a SUB-PURPOSE or a Policy. These two are never wholly the product of chance or experience; indeed they may be 80% wise foresight and 20% experience and still be good useable SUB-PURPOSES or Policies. Twentieth Century Science sought to discount wisdom entirely and beings and organizations were educated or developed with no SUB-PURPOSES whatever and all policies were developed either by clerks, teachers or legislators inexperienced in any part of life or were taken from past experience only with no refinement of any wisdom. The failures of governments and systems and races in the first half of the Twentieth Century were wholesale and the wars frequent and senseless.

31. High hatting is a term applied to a practice of wearing only one's highest hat in a small org using the CommMember System and also in receiving an order or advice as a lower Comm-Member and "going upstairs" with one's hats to refuse it. In a very small org, it is very wise to write from the hat one is talking about to the Comm-Member in a bigger org that wears that hat, and then, in receiving the reply, receive it as the hat that asked the question or sent the data. Help the big org's brass by querying from the hat that wants to know and receiving the reply as the same hat in proper parallel.

Personal, state, or organizational or social chaos results from adding parts with no well defined SUB-PURPOSES, enforcing Policies based on rumour or taken from the data of mere theoreticians in their ivory towers, an irresponsible press or legislators in their self-interested heads and smoke-filled rooms. A study of how the pressure groups, clerks, theoreticians and irresponsible press and duly elected but completely unselected and uneducated legislators destroyed individualism, states, businesses, civilizations and races would be only a study of how not to organize and survive, how to ignore, abandon or discredit all basic purposes, sub-purposes and successful policies. The scene was one of indescribable chaos that filled one with protest and dismay. If there was a wrong way to do things it became the order of the day and youth went into a complete apathy, purposeless and drifting and the world began to die a little each day, the mental hospitals became flooded, life ceased to be any fun at all. Things are not always like this and indeed don't have to be.

Mismanagement or misgovernment of self, an organization, group or state would then consist of failing to forward the BASIC PURPOSE, not grasping and specifying SUB-PURPOSES, and not experiencing and formulating policies to strengthen successful ideas or actions that forward the Basic and Sub-Purposes and impede ideas or actions that retard them and not recognizing actual enemies or oppositions or planning and carrying out successful campaigns to handle them. Failing in any of these actions the individual, group, organization, state, civilization, race or species will falter, fail and die.

1. Communications may not contain entheta or misemotion. Our lines are too open and magnify it and lines are blown up when these are used over long distances.

Recognizing the Basic Purpose, supplementing it with Sub-Purposes for the parts of the whole, and learning and enforcing the policies which bring success, spotting actual enemies or oppositions and planning and carrying out campaigns to overcome them, removing distractions, rewarding the forwarding of Basic Purpose and Sub-Purpose and penalizing actions which retard, an individual, group, organization, civilization, race or species survives, gets better, lives on higher and higher planes.

2. Communications to Saint Hill may not criticize one's own org seniors and Saint Hill communications to orgs may not criticize Saint Hill or org seniors. The sures way to interrupt the comm lines is to give executives cause to interrupt or intercept.

The game of life has the formula of having and forwarding a Basic Purpose and supplemental Sub-Purposes.

3. Saint Hill advices must not give unusual solutions where actual policy or technology exists and can be pointed to. Don't alter-is data in handling org problems. The data you are receiving from the other org may not be correct or complete or sometimes false and thinking up new procedures that alter old to solve the "problem" is to introduce an arbitrary order on an already false base. If standard policy doesn't seem to apply then the "problem" is probably misrepresented and doesn't exist that way. Get data before you advise, or use standard advices only.

This is done by the Formula of Policy which consists of:

If the other fellow can't seem to apply your advice, then you haven't been given the real facts or the complete facts – try to get them and then re-advise. If the other fellow still can't understand, then study materials apply. He or she needs Remedy A or B on our Policy or earlier Organization contacts not a new solution.

1. Conceiving, recognizing, testing and codifying successful ideas, actions and procedures that forward the Basic Purpose and retard its opposition;

4. Clear any Promotion ideas with your Division 1, HCO, before you advise them or question HCO so as to keep the offerings real and uniform. You may interrupt an existing programme.

2. Making these policies known and in greater or lesser degree understood; and

5. Clear technical recommendations or requests (such as in an HGC) with your Division 2 before you make them, so as to prevent getting a squirrel activity going in some org with consequent upsets. The technical data or solution probably already exists.

3. Getting these policies followed.

6. Clear financial and materiel recommendations or queries with your Division 3 before making them as the policy or planning may already exist for the org being advised by you.

If in (3) policy is to be followed, there must be discipline, but even more important, there must be ways of choosing personnel other than by sloppy rumour or social presence.

7. Avoid giving orders or advice that can be used to make you wrong when it's misapplied. Be sure of data and what the question really should be. Then advise.

Personnel can only be chosen on raw statistics supported by ample data containing figures. If the raw data is good, then one assumes that basic purpose is being forwarded as it is meeting with success. The raw data already has a curve in it as it is tabulated against the success of basic policy. So the person whose raw data is good must have been forwarding basic purpose, therefore must be either a screaming genius at originating ideas that forward the Basic Purpose or a wizard at knowing, applying and following policy. Either way he or she is worth all the diamonds of Kimberley.

8. Report pronounced statistical changes you get wind of on your lines to your superiors. But never report entheta and mere opinions or rumours – the data is too fragmentary to be of value. Get statistics if you hear something weird and if the statistics are bad (less money, less bodies, less anything) report it. But REPORT ONLY STATISTICS.

Such a person will inevitably rise in the organization or group if raw data alone is observed in selecting and promoting personnel.

9. Continually find out what's working well and why things working well in one org aren't in another. Realize faulty utilization, not the policy itself, is the commonest fault. Like a technique, they're not using it right.

If the person is a screaming genius at originating policy and has not made enough errors to reduce his successful raw data, and has stayed on-policy otherwise so as not to reduce the effectiveness of those around him, he will eventually rise to a level which makes policy and the whole organization will benefit. Similarly a person who grasps and follows policy very well and forwards the Basic Purpose well and who is very capable will sooner or later rise to a position of trust that safeguards against sweeping changes that will retard or crash the group or organization and so is vital at higher levels.

10. Report large statistic changes up or down you notice in any org at once to your superiors and your senior Comm-Member or superior, and report loudly when statistics continue bad. Report very loudly and until you are heard.

Out of these two general types of being one gets the leadership levels of a movement. But they will never arrive at all if those in charge ever use anything but statistics in judging them since their very success will cause enough cabal to influence high levels against them if these high levels ever use fragmentary rumours or opinions in handling personnel.

11. Kill off "bush telegraph" with facts. Reduce the rumour factor all you can. It is valueless in itself being fragmentary data. Use it only as a signal to get more specific data before you make up your mind or report it to anyone.

RAW DATA means assembled but otherwise unevaluated data. It is "uncooked" and "unflavoured" and "untouched by human hands". It, in short, is uncontaminated or unchanged data. It is native and natural and unspoiled. And the only data that answers those qualifications is statistical data. "How many or how few and how much or how little in what time." That is the only data that a senior official in a group, organization or state ever dare use in selecting and promoting personnel.

12. Be absolute death on "everybody". Anyone saying, "Everybody here says __________", "The field here thinks, "They _________" or such generalities should be sharply answered with WHO SPECIFICALLY says or thinks or feels? You'll find one or two people have become "everybody" as that's the mechanism of an ARC Break - when people have an ARC Break in general they generalize. Reporting the opinion of one person in a zone as the "opinion of everyone" in that zone can falsify ARC and ruin sound planning. Find out who "everyone in the Academy" is – Bill or Pauline. An ARC Broken (upset) person, misemotionally reporting in a letter or telex invariably generalizes broadly in an effort to justify his misemotion and make a proper effect. In finding out the exact identity of his generalized "everyone" you cure his ARC Break and don't let it'' cause ARC Breaks between your org and his.

The "state" of the person, the "result of his tests", "the examination figure" are all useless to a senior official deciding upon who to promote or pass over. His decision will be wrong in exact proportion that he permits opinion to enter and raw data to drop out.

13. Use your lines to bring order. Never use them to enturbulate.

Introducing opinion into personnel selection is a study of "how crazy can one get." How much liquor a man can hold, how acceptable socially is his wife, his breath, his taste in ties are all completely disrelated data. For how does anyone know at the top really what the environment is now like at the bottom? Maybe that lovely music room-board room requires a pink necktie, a purring wife and endless capacity for drink, but is that the organization's environment? It is not! Maybe the organization's environment demands an allergy to liquor, a complete tart for a wife, overwhelming breath and neon ties. And maybe tomorrow's board level will too! The world changes, it does not become softer. Only some people do.

14. Use the power of your line (its calmness and good sense) to handle disturbances. Don't threaten or nag.

The psychiatric or school test alike are written and administered by people in ivory towers who again have no contact with the organization's real environment.

15. Material passing along the line is subject to the Justice Regulations if the content violates any of them – i.e. inciting to insubordination, mutiny, placing a superior in danger. Cold raw statistics, provable facts alone do not violate the Justice Regulations. Saying George X is "a lousy superior" is subject to Committee of Evidence; saying "since George X took over this post enrollment has fallen, being an average of 100 in the last six months before he took over and only 15 in the six months since" – if that is true and can be checked up on, it is not Committee of Evidence for the reporter. Facts not opinion keep a person reporting (and an org) out of trouble. REDUCE RUMOUR AND OPINION TO RAW DATA BEFORE YOU REPORT IT OR PUT IT ON LONG COMM LINES.

Statistical as they may try to be, such tests are utterly worthless. They are not on-the-job statistics. They are classroom or laboratory statistics. They are definitely cooked data. And when used for personnel and promotion they cook a lot of careers. And by putting eggheads on post, they cook a lot of parts of an org if not the whole thing. They have some small value in determining someone's quickness or slowness, but the conditions are too unreal and the necessity level of real environmental emergency is missing. It's like a plane crash synthesized in bed. No jolt. So, poor (but not the worst) of cooked data.

16. Differentiate amongst purposes, sub-purposes, senior policy, routine policy, directives, momentary orders and advice. All policy does not have equal value. Policy can't exist down to the details of getting it into effect. That requires orders and advice. The policy of "Get the job done!" is very senior to a policy relating to the expenditure of ballpoints. A martinet is only one who insists on following policy down to idiot level, using policy for how to shine shoes or bite fingernails. A good leader only gets major policy in hard and uses the rest as specific orders or advices. Not following important policies is a shooting offense. Using small policy as a means of avoiding the major policy is also a shooting offense.

Maybe the working environment demands a dumb guy who is too slow to panic at awesome futures! Yet bright enough to see what policy applies. When men with small experience in it can qualify to run the world, they can only then administer tests to advise who should run it.

17. One mostly causes his own trouble on his comm lines. But like the inexperienced auditor who can't spot the point where he started the pc's ARC Break, the person who starts trouble on a comm line seldom sees how or why. Usually it's not understanding what's said or not answering.

Only statistics that represent action and accomplishment are fair tests of ability and who deserves promotion or the gate.

18. Don't try to impress on org comm lines if you have nothing really to say. "We're running a Great Comm Course here" is an idle statement. "After taking our Comm Course, 91% of our students pass their HCO Bd Provisional" is, if true, the only acceptable way to brag. We have had too many "great auditors" and "great instructors" whose statistics were down graphs and failed students. Brag with statistics on an org comm line.

Therefore the only organization that is a sound organization is one WHOSE EVERY ACTIVITY can be tabulated by statistics.

19. Warn when your senior or junior Comm-Member is "under the gun" or getting into disfavour. (But say who says what. Never generalize in such an instance. It's vicious and stupid.) For maybe the person you warn is innocent and can straighten it up as so often happens before a needless Committee of Evidence, called by rumour.

If you wish to reorganize you must do so with an eye toward "Can this post (dept or Division) be statisticized?" Any body of people such as "the typing pool" or "the instructors" must be broken down to individuals one way or another. One has three things then that must be tabulatable: (a) the individual, (b) the part and (c) the whole. Each of these must be so organized as to be capable of being seen through accomplishment or lack of it. Only this is fair organization. All other types are unfair, will not select out leaders or good workers and subject these to the enturbulence of the lazy or those with other philosophies to fry.

20. Never recommend a solution in the absence of data. Less havoc is caused by demanding straight data than by waiting a bit. If the situation is an emergency, however, any policy or action is better than no action.

If you have any other type, people are promoted or fired by rumour, back-biting or common brag and either type has only liability. In using them one destroys empires and every great civilization that is dead died because opinion and rumour were the key causes of personnel changes.

21. Never decide about the truth about a person or situation in the absence of data. In this case a lie is worse than no data at all.

It is unfair to every decent staff member to have an org that cannot be tabulated by relative income, work or traffic.

22. Realize when you catch someone in an outright lie about his post, he is not working.

The common way of the dead and dying past was to put some fellow in charge and then shoot him or reward him if things went wrong or well and neglect the rest. This works unless a society only protects the man at the bottom and routinely weakens the man at the top. When that happens, the system is useless. Only by chance do things go well. So chance is added to rumour as the means of promotion or the gate. No wonder the Asiatic, a member of our oldest civilizations, says "Fate!" and explains it all. He had too many rulers who ruled by rumour or chance or didn't rule at all. And so the power died. Only when you can find out who did which or why can you be just. And only when an organization can be fully viewed top to bottom through raw data of how much or how little can individual show be rewarded and individual nuisance be weeded out.

23. Detect non-compliance of orders by flashback or complete absence of acknowledgement.

24. Be safe with policy. One is unsafe with off-the-cuff recommendations contrary to usual practice no matter how bright it may seem. When there is no policy use the purpose of the activity to make your point. Don't use unusual ideas that don't fit the purpose of the group you are advising. In the absence of known policy, make the purpose serve instead and work out a solution that forwards the purpose of the department or unit. Always report such solutions when they work. Policy is a growing thing, based on "what has worked". What works well today becomes tomorrow's policy.

Reality in policy, in orders, in advice depends upon either great insight or great experience. Combining both gives great success.

25. Lost, forgotten or overlooked policy is more often the cause of trouble than circumstances themselves. The person who is in trouble got that way because of dropped policies. Policies are the solutions which solved yesterday's lacks or troubles and which if followed will prevent tomorrow's troubles. Therefore present loss of or noncompliance with policy is asking for trouble tomorrow. Almost all current trouble is occurring because of departures from policy yesterday or from causes never before experienced by the group. Policy is group experience. Followed, the group advances. Abandoned, the group falls away. Only Scientologists dare become fiends about following policy for only Scientologists know enough to erase it when it no longer applies. But drop a policy as if one were letting go the only piece of wood in the ocean – once gone there may be no rescue to hand. To demand that unimportant "policy" be followed slavishly or to use it to balk org purposes is another way of dying. For it makes people fight major policy and fighting that they have disasters. A group is only a collection of different people without policy to agree upon. For policies are the points of agreement which make the group into a True Group and an irresistible force. Using policy intelligently is the only way a group can ever advance. No policy at all or non-compliance with major policy is the basis of every upset that will be reported to you whether the fact is stated or not. Purposes and Major policy are very safe roads. Leaving them leads to too many quicksand pits for anyone to be mild about departures from policy.

But no matter how great the insight may be, viewing the actual condition is a vital step to resolving it. Remote solutions not based on experience or close inspection are usually unreal.

26. Be inexorable and continual in getting purposes followed and major policies in. This is the whole secret of producing startling statistics.

Therefore no orders should ever be issued without data and experience and insight. Data comes from tabulation of actions and amounts in organizations. Experience comes from working in similar or parallel situations. Insight comes from the ability to observe coupled with the courage to see and the wit to realize without any thought of personal importance.

27. Use the formula for putting power and velocity into a line and group: from the group purpose remove distractions, remove barriers, thrust aside non-compliance with by-pass, strengthen the edges of the channel and make sure there is a will to follow the purpose. Like magic the group will come to life.

Therefore, the soundest leadership comes from the most extended experience and intimate knowledge of that or parallel circumstances. Leadership without this will lack judgement.

28. The way to audit a group that is in collapse is (a) get them to realize their purpose, spot their past distractions, alter-is and barriers and remove them, (b) get them to strengthen the channel edges to prevent wandering off it, (c) get them to see how the group purpose can be achieved, (d) take out of the group by any method those who have sought to suppress or invalidate the purpose or the source of the group's purpose, and (e) handle as a horrible example all those guilty of non-compliance expressed as laziness or mutiny, (f) provide space for the group to move toward in their action and (g) spot the exterior opposition to the group's purpose and begin to reduce it, (h) and be sure the group is energetically led by someone dedicated to the group purpose and intelligent enough to learn and follow policy and report new lessons.

Remote leadership is best when it itself is involved close to its hand with the same problems. Therefore remote leadership must have under it similar organizational problems and traffic at home that exist at the remote point. Then understanding is quick and solutions are real.

If these things are done in the group even when not on its individual members, life will magically appear, for the formula of livingness has been used – which is "To have and follow a purpose." Now if one also then audits the individual members of the group to increase their abilities, nothing can stand in the group's way and still remain standing. Man has hit on this formula accidentally sometimes when starting a war or mob actions and the result is highly destructive to one and all as the purpose was a very bad one such as "Kill all Arabs" or "Lynch the man!" These are just reactive bank purposes gone into frantic dramatization, not rational thought. But Man rarely rises above this in applying his instinctive feelings about groups. Sometimes there is a "born leader" who knows the ropes by experience or instinct but his ability is "unexplained" or called personal charm. When the purpose is good it then has theta, not entheta, and the result is fantastically successful. To the degree an executive can't or won't do as a starting or continuing action (a) to (h) above, the group fails and lacks life. There wild be as much life in the group as the purpose is worthwhile and (a) to (h) is executed. The keynote of insanity or death in a group or person is the presence of the symptoms implied in (a) to (h) above. The ability to apply and execute these is called "Leadership" or "executive action" in Scientology. Mankind has not achieved a clear definition for either until this time.

For one organization to command another, they must be similar.

29. A comm line of an org is a trust, not a right. Anyone can speak as he pleases on his own line. But when it is a group line it is held in trust for the group and used for the group. Never confuse one's own personal impulses and freedom of speech with the comm lines of a hat in a group.

Management labour problems evolve from the communication formula "Cause-Distance-Effect with Intention at cause, Attention at effect, and Duplication". A board room is not a machine shop. The machinists seek to duplicate the board or refuse to. If they fail to they always refuse to. Thus only a working org of similar pattern can command a working org.

The commanded org will always seek to follow the pattern of the commanding org and duplicate what it thinks the commanding org consists of. A great tension exists at all points of non-duplication. This tension stems from the effort to duplicate. If foiled trouble or breakage will occur at that point. Where the subordinate org is unable to duplicate what it thinks exists at the senior org then it suffers an ARC break of greater or smaller magnitude. Patterns, officer authority, comm lines, all must be similar. Size is not important in this. Org pattern is. If the subordinate org has any hope of ever attaining the size, and if the purposes, pattern and policies are the same, that is enough. ARC will remain high, execution will be good and expansion is assured, providing of course that the basic purpose is good in the first place.

All that is needed to expand an org or its business, given a good basic purpose and an area to expand into is the knowledge of the expansion formula:

DIRECT A CHANNEL TOWARD ATTAINMENT, PUT SOMETHING ON IT, REMOVE DISTRACTIONS, BARRIERS, NON-COMPLIANCE AND OPPOSITION.

The basic formula of Living (not Life) is:

HAVING AND FOLLOWING A BASIC PURPOSE.

Thus expansion is an increase in living. To increase living and raise tone and heighten activity one need only apply the expansion formula to living. Clean away the barriers, non-compliance and distractions from the basic purpose and reduce opposition and the individual or group or org will seem more alive and indeed will be more alive.

All an executive has to do to expand a part or the whole of an org is to divine the basic purpose, divine or issue the sub-purposes, point out an area to expand into and then remove the distractions from, barriers to and non-compliance with the basic purpose, and sub-purposes and put something on the channels that augments existing impulses and expansion will begin. It will be successful to the degree that the basic purpose is good, the sub-purposes real and the policies are taken from real experience and interpreted by persons facing similar current problems.

By the process, thereafter, of just removing barriers, distractions and non-compli­ance expansion can be accelerated to a point where it overwhelms all hostile efforts to contain it and the result is extremely gratifying in terms of expansion at velocity. It seems completely magical. For life instantly appears.

One must remember to channel a basic purpose. A channel has two boundaries, one on either side of it. These must exist in an org. They consist of discipline of those who would distract or stray or wander or who help the opposition or suppress the basic purpose or sub-purposes or who cannot seem to learn or comply with policies or orders. Discipline must only be aimed at the above and where it is random or doesn't serve to channel, then it itself is a distraction or a barrier and will breed non-compliance. But when entirely absent the force is let to wander and expansion does not occur. Discipline must be precise, known, uniformly applied and inevitable when the rules are broken. Those who do their job welcome it as it helps keep others from preventing them from working or acting or complying or getting their own jobs done.