How are you?

(Fine, thank you.)

1.) This is the Product - Org Officer System. I have not had time to write up all the material that has been developed in this particular field.

Well some of you are alive. Now what happens here, this is the eighteenth of January AD 21. What happens here, very often, used to happen at Saint Hill occasionally, is the developmental line would exceed the write up line. And that essentially is what has happened here. And I found it best to give you a very rapid rundown of the, one of the several developments which have been made in the field of administration.

2.) These are the basics. They will not change. But the material & area will develop.

The area of administration is comparable to auditing on the third dynamic. And where an auditor has one pc, an administrator has a whole bunch of them. And he audits on standard procedures, and he audits at a very rapid rate.

3.) A small group which is well organized, has good technology, and good data collection and services of that type, and applies what it knows - can not only SURVIVE - but can make CONSIDERABEL PROGRESS.

Now if you can perceive administration in this light, as having a great many procedures, but all of them very standard, you all of a sudden get a new look. In the field of PR, for instance, the main trouble is that no one uses standard PR. It's practically no one. There is a textbook on the subject. One of the reasons why the textbook is not completely applied is the discipline is poor in this field, because the subject itself didn't have any great use. Well we'll touch on that this evening, but I just wanted to give it to you as an example.

4.) We have technology which can make the sane SANER and the insane SANE and which is so strong, it cuts through the normal protective mechanisms of the mind.

So that here is a field, there are certain standard procedures. Now hardly anybody but a Scientologist would know what you were talking about if you said standard procedure. Says, "Oh yeah, well yeah, blaoah. Textbook, yeah, you read that in school and then, then you go out and you do something. You know, textbook hasn't anything to do with it." That's the truth. And one of the difficulties the world is in right this minute is they've thrown away the textbook of economics. And there's a couple of Hungarians, not that there's anything wrong with Hungarians, but it's a great oddity that a couple of Hungarians have been for the last decade or two wandering around from government to government being employed by prime ministers, and they give him a whole bunch of squirrel economic technology, and the country goes broke. It's quite a system. And I'm not joking, actually this has been going on. The last place they stopped was England.

5.) The use of the material by anyone other than a well organized, well disciplined group - would be very fatal - quite lethal.

A little earlier than that there was fellow name of Lord Keans. And Lord Keans, he had some, he was part of the Oxford movement I think, and he was part of the Fabian group, and they had peculiar sexual ideas and so forth. They were very strange people. And Lord Keans took the textbook on economics and wrote it backwards or upside down, crossed it with the manufacturer of fire crackers and the burial of dead rats, and began to teach this very broadly so that in the early thirties we begin to find Keansian economics being practiced very hard and fast and furiously, and by the professors only, at Harvard. And from Harvard it swung out into the remaining American universities, and went out into other" universities in the world, a completely untried, ivory tower professorial approach to the field of economics, the central theme of which is create want. So that if you create want, economics all solves itself. Only he forgets that he is simply squirrelling on the law of supply and demand, doesn't state that, forgets anything having anything to do with inflation and deflation, and now we as a group actually are confronted by an escalating inflation. And this inflation subject is a very nasty subject to have much to do with.

6.) We are in the position now of being unable to export it, because the orgs and areas into which we would export it are insufficiently organized to be able to handle and control it.

Inflation is predicted through the seventies at the rate of about eight percent per annum for the U.S. dollar. Well, that's just another method of placating the public, because it's been escalating, rising much more rapidly than that in the last few years.

7.) Our organizational tech suffered mainly from just not being KNOWN.

Trouble with inflation, if anybody looked at the basic textbook on the subject, is it goes in an upward, swinging curve. And the curve gets steeper and steeper and steeper, until it gets vertical. And at that point, that's it. You bury your money.

8.) It is IGNORANCE of the tech we have which is our greatest "bugbear" (problem, worry).

Now it's happened with several countries recently, and these countries have bitten the dust, and they have not been the same country afterwards, they were in different hands. So if the primary financial income of our movement is from the United States, and somebody is tampering with the United States dollar on the basis of a squirrel textbook; people have suddenly woke up to it. I mean, it took them long enough, 1930 forward, you know? People suddenly woke up to the fact that they're dealing with squirrel economics. There's beginning to be a fairly good hew and cry on the subject actually. They've traced it back to Harvard, and it sort of, there's a book just been released on the subject exposing it all. Actually I collided with it a few years ago and wondered where all this came from. Found the rest of the world didn't know where it all came from, and did some tracking down on it myself. Somebody who was a suppressive decided to ruin a lot of economics, and they've succeeded in doing so. And this gives us a problem.

9.) To handle this we have assembled (from what we already knew) the material with which to tech a course, so we can put supervisors there who can hat & train staffs.

Now how does this come in to what I'm going to talk to you about tonight? Well it comes into this because I'm presenting you, there's an actual problem. Money will be worth less and less, but probably under the weird duresses of the thing there will be less of it. Worth less and less, and be less of it.

10.) It's the tech of training, so we can make better auditors, who can get results.

Now therefore, a movement which is expanding requires certain things. It is expanding into; we are actually expanding into a world which is to be, make an understatement of the age, a bit mad. And we have to exist within the economic framework of the society. If we don't exist in the economic framework of the society we'll have had it.

11.) Then we can put a "Dept. Of Special Cases" in Div 4 to handle those.

For instance, it might amaze you, but that SMIRSH, the World Federation of Mental Health, the National Association of Mental Health Network, is having an awful time. We decided some time ago" to cut off their supply, and we are doing so. They nevertheless have all the government appropriation there is in the field of mental health. They are dependent only on the bayonets of the government, really, and to the degree that they're supported by governments. That makes a very weak movement. Makes a very weak movement. The wheel turns, the political wheel turns, the political fashions fade, because they're not delivering anything, which brings us closer to our subject tonight. Their product is death.

12.) "it doesn't matter how many departments you have in a Div 4". (A Tech, or Production, Division)

Now anybody can produce that, without going to a university for twelve years. I can see Amathea Hood right now requiring her certificate that he has studied for twelve years... Now this is not into an unsavory line. They are badly organized. They appear to be fairly well organized, but they're not. They're badly organized, they're badly financed. A group such as our own, going into a world which is not too orderly, succeeds to the degree that it is efficient, that it has workable, useful technology, and to the degree that it stays alert and handles the situations as they arise. Those three conditions are necessary to a forward movement and an expansion.

13.) The auditors will graduate up to class 10 and be in the "Dept. Of Special Cases". They can crack ANY CASE that comes in.

So it has been my basic work here in 1970 to bring forward enough administrative information, and enough administrative technology to bring the field of administration into a par with auditing, which as you know is terribly precise. Now that has been accomplished in the theoretical and in the practical aspects, both. Now therefore, the FEBC and the material which is being taught at this time leads up to these breakthroughs in the field of administration. You are not dealing now with somebody's idea of how the thing should be, you are dealing with some natural, basic laws. It isn't because I have an idea that if you say, "Do you have an ARC break, ARCU, CDEI. Is there an earlier, similar ARCU, CDEI? F/N." It isn't because I say this works, or that this is true, or that the mind should operate this way, that is not that. It is a basic discovery, it incorporates many parts, but these things assembled come into flying a rud. Now there's theory merging into practical application with which you are all familiar.

14.) We have the tech to crack any case that will sit down to be audited or that can be held down long enough to get the cans in his hands or tie them to his feet.

Now this can be gorgeously abused. This is for a pc who has an emotional upset. So if the pc is sitting there with a high TA, we say, "Do you have an ARC break?" Misuse of the tool. So, the auditor struggles around, and nothing much happens, and sometimes he actually makes it and gets the TA down by some other means which is disguised inside this subject, but the truth of the matter is, is after he's done this with this pc a few times and so on, you'll find the pc is now ARC broken about ARC breaks. The technology is sufficiently good to obtain a recovery from that too. But this is a standard technology.

(Note: We now - 1987 - have the tech to crack any case no matter where or when or what condition he is in whether he wants to be audited or not.)

Now what is this? Basically the situation is that there is a situation. That is the first thing one has to be able to recognize, that there is a situation. Now to know there's a situation one must have a familiarity with an ideal scene and with" the existing scene. And he finds the existing scene is different from the ideal scene, so he knows he has a situation.

15.) We have some tech, which some of you have experienced now, which comes from the OT Grades, which answers the question of "Why does an OT restrain himself, and cease to behave as an OT?"

Now the situation can be analyzed by taking the data related to the situation and narrowing it down, and then we find what caused the situation, which we call a why. And having found that, we can remedy it, and the pc recovers from the ARC break. Oh you thought I was talking about administration, didn't you?

16.) It works better at the top end of the bridge, but also works at lower levels. (XDN & L's)

Now if you put these two things then a frame of reference, you find out that we now have in our hands a superior administrative technology, still in a developmental stage, as all progressive or dynamic technologies are. Progressive and dynamic technologies actually do not cease to develop, they continuously refine. That staggers somebody if he doesn't realize that what is being refined is the progress being made by the basic law, not the change of the basic law. They think the law of gravity keeps changing because somebody eventually develops a method to make anti gravity, don't you see? The law of gravity has not changed.

17.) I doubt if you have had the questionable pleasure of being INSNE, so it's hard to appreciate the tremendous resurgence a case gets when he becomes SANE.

When you have isolated the basic laws you get a continuous refinement. Some people are idiotic enough to call mixing a bunch of chemicals in a test tube and getting soup instead of dupe basic discovery. No it isn't, what it is is simply development from basic discoveries which are made. There probably has not been a basic discovery made on the planet for the last twenty(c)five years, except perhaps in our field. This is pretty interesting. All we get is a developmental progress, whereby people refine what they already knew. There were several basic discoveries made in the early part of the century, and the last of them probably was how you tickle the tiger's tail and plutonium, to cease to exist at rapidity, and then how you managed to make hydrogen de(c)hydrogize at vast violence. Those took some basic and original discoveries which were not new at the time, but the developmental line exposed them into a practical application.

18.) We are probably THE ONLY GROUP IN THE UNIVERSE, knowing the back track as I do, WHO CAN DO THIS. (TURN PEOPLE SANE.)

So anyway, there hasn't been any basic discoveries to amount to anything. Nearly all these discoveries which you see around, they're not, all these developments which you see around, the faster automobile and so on, is simply the refinement of something. So you can continue to expect refinement from the basic discoveries which have been put together here in the last year. And actually within the last twenty(c)five years in this field, because it's been under investigation.

19.) That is on an individual basis of course - so now you have a tech that:

Now these laws which we're working with now are not resident in just last year's work. You will find them spattered all through the OEC course, these fundamentals. Now as these fundamentals are put together you approach something that appears to be a standard procedure. A standard procedure is subject to refinement, just as you get a further workability. In the field of public relations itself, we have just started the subject. The subject actually did not exist, except in somebody's imagination, as an applicable technology, because they didn't apply it the way they should have" applied it, and they didn't know what it was for, and they didn't know it's basic laws. It's very amusing, but public relations just began. Now every professor that teaches public relations would contest this madly. "Oh it began back in the, 1911!" And I would say, "Professor, for the love of Christ, will you please research your subject. It began in Rome with political campaigns, painted on the outside of the coliseum." I don't happen to be kidding right now. But as far as our written technology of public relations is concerned, it goes back, way back. And as far as the written technology is concerned, it belongs in Rome. And it started out there as a formal subject to get senators elected.

But there's been very dim fumblings all the way along the line. Now what would you do if you suddenly took this subject, if you took this subject in so many wads, and all of a sudden it had a precise, exact role that you couldn't get along without? What would happen? All of a sudden it wouldn't be something that they hired six guys in this hundred million dollar firm to exploit and to monkey with, and they sit in the back room and figure out how they can do this or that with this or that. If any of these guys use their standard technology they'd probably run, run well. But it's very difficult to get these fellows to use a standard technology, because they really don't know their own textbook too well. There is a textbook see, but it's some technologies. Now what are they for?

20.) Otherwise the technology doesn't have very many targets. (joke & Laughter).

As a result, they have let an entirely different part of the university walk off with about fifty percent of their subject. I can tell you what public relations is for. What is this subject for? Public relations is for the handling and control of human emotion and reaction. Ah, we've got a subject now. Yeah but look, they gave fifty percent of this away to the psychologist who fumble(c)dumbled it all up and applied it to rats. Now there's something coming adrift. So they split their subject.

21.) Now, what do you do with this tech? Of course you could go off and forget about it - and that would be about the greatest overt that anybody ever did - The overt of OMISSION.

It's a third dynamic technology. The psychologist moved it all over onto another dynamic. He tried to get it over onto the first dynamic, and this, that and the other thing. So what is the central subject itself? It's the handling and control of human emotion and reaction. Good. Well now you have to do quite a bit with this subject. Immediately you have to do quite a bit with this subject. Ah, we're away now. Oh this is what this stuff is for. Good.

22.) We happen to find ourselves on a planet which has a rather unsavory reputation - and among planets would be looked upon as a sort of "Alcatraz" - (a top-security prison on an island called "Alcatraz" in San Francisco Bay.)

Alright, now what parts of what do you have to use in order to do this? Well, according to the public relations technologies, you've got one that runs something like this. You do a survey, and on the basis of this survey you put together a program, and you use your various communication media, word of mouth, newspaper, magazines, loud speakers. And with this various communication media, based on this program, you alter human emotion and reaction. Actually it's such a failure the way it has been done, that in the public relations textbooks they say, "People who say they are molding public opinion of course are just silly. Newspapers think they" mold public opinion. Ha, ha, ha," you know? In other words, they're laughing at their own subject. In that little line it says, "This subject has failed."

23.) It was a DUMPING GROUND. So there is a tremendous need of such a technology here - but it is going into the teeth of the planet which is not entirely sane.

Let's go back to Science of Survival and see how this thing works. We do a survey, we put the exact arithmetical number on each question of this survey in its response. Alright, let's ask this question, "Do you like dogs," and the fellow says, "I hate dogs!" We put.5. You got it? Science of Survival, put it down arithmetically, you add up that question and its arithmetical values, and number of people it was asked. You could do it as crudely as then divided by the number of people, and you find exactly what tone scale point you are working with. To control a tone scale point you move; old law; you move half a tone to a tone above it. Your campaign must then be half a tone to a tone above it. Instantly and immediately you have a successful campaign, which molds public opinion, which controls human emotion and reaction.

24.) I would estimate that 10-20% of the at large, walking around population of Earth is stark-staring mad.

So there we are. Yeah, but how do you get these questions, I mean the question, that's it. That's very simple. There's nothing much to this question. Three questions, one is the equivalent of be, one is the equivalent of do, one is the equivalent of have. Very good. Be, do, have, three questions. Above and below it why, you could have a couple of null questions. You're trying to find out if somebody on the assembly line likes automobiles. He's building them, does he like them? Well that's an easy one, because it's already a human emotion. "Do you like automobiles?" Well lets' find out if he's going to work on the assembly line. Let's make it a little bit tougher. Now we're going to find out, "Are you going to work on the assembly line?" Alright, we go around and ask the public relations thing, "Are you going to work on the assembly line?" The guy says, "No," and the next guy says, "Yes," and so forth. You're no place.

25.) The other 80-90% are quite sane, but are so caved in by the mad ones that the society has a very hard time getting off the launching pad. So you get a CULTURAL boom - decay cycle that has been going on for many 1000's of years. (Roller-Coaster = PTS.)

So therefore you take the questions you want to know on the subject of be, do, have, and you encode them into human emotion, using the ARC triangle. We don't care whether you put A or R or C after each question, you're going to translate the basic question that you know into human emotion, in order to obtain involvement. And you immediately have involvement. So you get the true answer, don't you? But the target of your subject is of course the control of human emotion and reaction. So if that is the case, then you would have to have involvement in human emotion and reaction.

26.) It will get going, then these madmen get into positions of power (like the latter-day Roman emperors) and it goes up in smoke.

So how do you put this question together? Let's go right back to battery now. This subject is the control of human emotion and reaction, so therefore the questions of your survey have to be what you want to know, transported over into a human emotion and reaction. B, "Do automobiles exist?" translate at once across for an A is, "Do you like automobiles?" Now you will get then an emotional response which can be plotted.

27.) The Roman culture was then supplanted by an religious culture.

Now why all this? Now you see I'm teaching you this backwards. " I"m moving back. Now the penny drops. The primary barrier to production is human emotion and reaction. The primary barrier to production. All at once we know where PR lives, there's its use. Not in getting somebody to become a man of extinction by drinking Seagram's Whiskey, to aid and assist advertising, which would be a minor use, but actually to sound out the public to which the campaign is addressed, so as to handle the human emotion and reaction.

28.) So we have a "boom-depression" in terms of cultures.

Alright, now I'll trace it back through the basic laws that we're involved with then is, the primary barrier to production is human emotion and reaction. Public relations is the technology of handling and controlling human emotions and reaction, so you have to find out what is the human emotion and reaction, so you get an encoding of the question. Three questions, one be, one do, one have. You translate those over into an emotional question by adding the ARC triangle, you plot that now, you get your human emotions in response to these questions. You add them up, you put your program together against the tone scale, one half to one band above. You will have a pretty uniformly successful method of reach.

29.) At this particular time and place - because of many factors which are combined - we have an opportunity to make a very definite forward push - it is very optimum at this time.

Now are you willing to argue with me that I all of a sudden tell you that PR has suddenly become of age? So the subject has been around since Rome, and it does have its own technologies. But the most ignorant people of its technologies are some of the PR guys with whom I've worked. Now I've been trained in this field, and the oral tradition of the field does not contain a great many of the textbook solutions. The textbook technology is missing to a very marked degree in much of what you call the oral tradition, when you're taught verbally by these fellows. They know what to do, kind of, but they find themselves often adrift.

30.) We are in a period of relative peace, and the culture IS on its way down, and it's a bit "touch & go" (difficult, tricky) - because these guys (SPs) keep fooling around with the war-peace button (scenarios) - "Should we have a war?" "Or should we have peace?" - so it is tricky because a war would destroy any human cultural and communication lines on which anything could travel.

I went back recently and read the textbooks of this subject on its developmental line, mostly accumulations of experiential application. And I was struck by the fact that very few people use, in this field of PR, very few people in this field actually use standard approaches. They're a little bit squirrelly, but there is a standard approach. Ah so!

31.) So, therefore, we don't really have all the time there is. So we can't sit around and do nothing.

Now, why don't they use a standard approach? Well the subject wasn't oriented. What is this subject for? So the dumb fools go and hire a psychologist. They're the birds who control human emotion and reaction, so they hire a psychologist. I think this is marvelous. Right in their own technologies. Now these were then insufficiently exact as procedures to impress the practitioner. They were insufficiently exact, insufficiently precise. So he thought he had some judgement involved.

32.) Furthermore, the most resistance to getting cured is from an insane person because he "knows" they are all out to "get him". Thus the planet will resist too (as it is being controlled by insane persons).

But if you know Dianetics and Scientology, and you move into this field, you will all of a sudden find that they mourn the absence of a science of the mind in their own field. Like how can you do anything with this subject unless you have a science of the mind? That remark is made in their textbooks you see, types of remarks" like this. They mourn their lack of success, and actually they don't even know our communication formula.

33.) Also they "know" there is "no help" and that IS what makes them insane.

Our communication formula is vitally necessary to the practice of this field. Vitally necessary. It's as simple as cause, distance, effect. If you take just the short handed formula, cause, distance, effect. Their public relations are communication media, and they think of themselves as a communication technology, they do not have that of cause, distance, effect. They don't have it streamlined down like that. So, when they say, when you make a survey, they actually have missed. If you go into some of their textbooks, they've actually missed certain points that were vital.

34.) A certain number of these insane in high positions on the planet bring about the conditions known as "war".

There's an FO right now which gives you the proper cycle, and it does not agree with the textbook cycle because the textbook cycle has simply left out a couple of steps, that would have made somebody fail. I needn't go into it any further than that, it's just there's the reason why, why one was turned out, which was a public relations form for submission for an OK. And it follows a definite cycle of action which is based on, actually, the communication formula and so forth. It's highly precise. And that was because they didn't have the communication formula, so they couldn't write it up in their textbook as to what you did exactly, so they missed out a couple of points. And then, those two points of action would bring about a failure.

35.) Recently we traced how such a person moves from the lower strata to the upper strata of a society, or in politics, or in an org.

One of the reasons why managers sometimes throw them out the front door and won't have a public relations firm anywhere around is they very often popularize a flap. They don't pre(c)survey. Somebody just gets killed in the plant, newspaper reporter calls up, "What's this I hear about somebody being killed in the plant, Bud?" You know, in good English like they use. And the public relations man gets on the phone and he says, "No comment." See? Or he says this or he says that or he says something else. And he mishandles this, and then he assumes that there is a situation, that the people in the town are going to be very alarmed because somebody has been killed in the plant by poisonous gases or something, so public relations at once gets out a campaign saying how these poisonous gases are not very poisonous; they didn't bother to survey. Was there a situation? You see what point was missing?

36.) A person CANNOT hold a lower post so he argues an invalidates and finally gets into an area of the org where there are not many staff so he gets an "in-charge" status. He then "appears" to be active - verbally or in chits or nattery dispatches - so gets noticed and moves to a department head by accident. So he pushes himself up. He doesn't have the motivation of "helping others", he just has the motivation of "protecting himself". So the higher he gets, he tries to 3P and shoot-down all around him so that he keeps moving up. The higher he rises on the pyramid on the org board, the more he thinks he will be protected - and that's part of his insanity!

So public relations very often is involved in handling situations which don't exist. And they very often find themselves involved in bringing about situations which didn't exist.

37.) When you get to the top REALLY, you spend 90% of you time ducking bullets!

Let's take a fellow who isn't good textbook in the field of public relations now. He glanced at the textbook on his way through class one day, by accident. Now he goes out, and he's worked alongside of some guys who are old timers, and they know best. And, frequent change of auditors is one of the reasons why the firms they go to work for fail, by the way. It's actually just that. The company account, your company's account is handed through so many account executives, and the turnover of account executives is so rapid, that the service being rendered from that account is poor. And" this is traced as a primary reason why you shouldn't use an independent, outside public relations firm. Frequent change of auditors. Goes back almost to an auditor's code, don't you see?

38.) So there is a system by which a person who can't hold any post winds up in a very high post.

So this guy, he fumbles around, and he gets himself some kind of a; he's got a job. He's sort of trained experientially in practical aspects of it. Maybe he gets up as far as TR0, see? But, practical aspects of it he puts into practice. And these various practical aspects are some little rules that have sort of been made up, and he manages to go through. Whereas a matter of fact, a matter of fact, there was a procedure in the textbook, if he had studied it, which probably would have brought the situation off. So he goes off half cocked on some kind of a campaign on somebody's hunch, "I'm just sure that these characters will like these Wheaties with green tops instead of red tops." Get over in the field of market research, you see? "I'm just sure of that. Alright, now we're going to have you tear off your mother(c)in(c)law's head and send it in, and we will send you a box top," or something, you see? And he lays a god awful egg with this campaign. The company puts out a hundred and twenty(c)three thousand, seven hundred and ninety(c)four dollars and sixty(c)two cents, and they don't get any mother(c)in(c)law's heads at all. And then somebody goes back and he says, "Say, what do you know?" He said, "We did, you know," he gets a tip some place or another, you know? "You should have asked people first. You know?" "Yeah, I guess I shoulda asked people first."

39.) Most of these fellow in government have never studied it, they don't even know there is a technology of government. If you mentioned it - they wouldn't know what you are talking about.

Actually, they might not even get as close as a formal survey. But they might get this close, "Well alright, we'll call up the Gallup Company. And after this, when we talk about mother(c)in(c)law's heads we will get a survey made out in the public as to whether you like this sort of thing or don't like that sort of thing, and that costs another two hundred and twenty(c)five thousand dollars." And they get a whole Gallup Poll survey done, and guys go around in the streets and shove microphones at people, and knock on doors, and they get all written down, and send letters to selected publics and oh, they're very expensive. Anyhow, then they find out this survey, when it was all put together, seemed to be very reliable, but now they said to tear off the bottom of the box which is now purple, and that they would, the company would send the family their mother(c)in(c)law's head, see? And then this campaign doesn't work either, and somebody then gets a vast research project together and they finally find out that people on surveys don't tell the truth. And now they've got the bug(c)boo.

40.) The answer to all this is to become as efficient as possible. Very!

The bug(c)a(c)boo of a survey is that people say what they think somebody wants to hear, and they say, "Oh yes, I love Wheaties," whereas a matter of fact, they smoke Lucky's, you see? And they find out that the lie factor is so great that they have to put a lie question into the survey, in order to, and so on. Well I'm clowning up a series of examples here, but I think you comprehend some of these examples. And this is what it finally amounts to. This is what it finally amounts to, that they didn't know what their subject was for exactly. Didn't know what their subject was' ' for, so it is sort of being oddly used, and it's sort of off its own standards because it isn't oriented. So if they had the definition that there was human emotion and reaction, they wouldn't go around with questions that didn't elicit an emotional response. In the first place they would have to know a great many refinements.

41.) And you have administrative tech which is as sharp as the teeth of a beartrap.

Now I'm not ignorant on this subject. I was actually trained by Midwest Rogers one time, when I innocently walked in with my wide blue eyes open, pulled in as a writer to the California Centennial, 1849(c)1949. And they had to get a hold of a writer, and they had to have somebody who could write up the little history books, and so forth, that they needed. And so I said, "OK, yeah, I'll do that. I'd been up in the Mother Lode country, I know all about that and I can look it up and you've got a lot of books, and we'll put them together and we'll give you your little manuals and so forth. So fine, alright boys?" and so on, and they said, "No." And I said, "What's the matter?" Said, "Well we have a rule in the Midwest Rogers that anybody who is working anywhere in, around centennials or things,"; see they're the outfit, wild name, Midwest Rogers. It doesn't say anything, don't you see? They want to remain anonymous, I think. But they put on all of these big centennials like the sesquicentennial of Texas, and all of that sort of thing. The big boom shows, you see?

42.) And what you do with your own technology must be VERY efficient indeed.

And they say, "You've got to study the technology and so forth of how we work, before you can work with us," which is great. American firms have this down pretty pat. Two advertising agencies, or an account executive in the advertising agency and his staff talking to the company advertising contact man, put on about the wildest show you ever wanted to see. Well, one of them is educating the other one into what we do, and then the other one will turn around and educate them into what we do, and they get a feel that; they're good at this sort of thing. They've got a lot of these little gimmicks. They do have technology, see? They don't quite know where it fits a lot of times.

43.) And you must be able to pick up & use data available and control the human emotion in your vicinity.

So here, they say to me, "Well yeah. What do you think, you're just a writer. And you've got to study what we do, so you come to school," and the next thing you know, I'm sitting there listening all about, and doing the clay demos on exactly how you throw together, exactly how you throw together a centennial. Now don't think there isn't technology in this field, because a Midwest Rogers man walks in with his little grip, and he's got a few little things in there. He's got some tickets and he's got some other little things, with very little money in his pocket. And he walks into this town, and a few months later they have the centennial. It's absolute creative magic, if you ever saw one. This is promotional par excellence.

44.) So if you are tremendously well organized you can not only survive, you can EXPAND - but what you have to KNOW in order to do this, and what the TECH has to consist of, and how well you have to KNOW the TECH, EXACTLY DETERMINES THE AMOUNT OF EXPANSION YOU ARE GOING TO OBTAIN.

He organizes the various contests, he gets the businessmen, the local chamber of commerce, it all goes off almost by checklist. You do this, you do that, you do the other thing, and then you do something or other, and then etcetera, and then when you've got' ' that the beauty queen contest and so on, and then the tickets are sold in the stores, and that's the votes for the beauty queen. And you do the bla(c)bla(c)rwof, and the Midwest Rogers man, he gets the hats and whips. What's this?

45.) Given the TECH, it would only be that one did not have total knowledge of it, or expertise with it, that would cause one to fail.

Actually I wouldn't be able to tell you too much of the technology, because it's all super technological. We could be criticized on the same ground. They've got their special names for everything. Hats and whips, that's the souvenir business. So the guy who organizes the whole thing, why the Midwest Rogers man, he reserves to himself the hats and whips concession. So he sells out this hats and whips concession, and that's how he gets a side payoff from all of this, and they wind up with the doggondest, biggest, wildest centennial anybody ever heard of.

46.) You can have a staff that isn't hatted, and no matter how clever you are, they can manage to make you fail.

So when I finished with their course and got all set with that, and took my examination and etcetera, I was getting all ready to sit down to my typewriter and write about the dear old days of '49, when Black Bart was preventing the digging of gold, why they said, "Say, how would you like Sacramento?" And I said, "What? What are you talking about?" "Well," they said, "you're one of the best agents we got here," and so on. "You've got the highest grades, and wouldn't you like to go up to Sacramento and take charge of that sector?" And I said, "No, I'll sit here and write your stories. Thank you very much." But they do have technology. There's lots of technology in the field.

47.) They don't really know there is anything there. (So it's of no importance to them so they don't keep the org lines, functions, and terminals in place).

Now that's public relations technology applied to promotion. You would apply that type of technology to a congress, or something of this sort. Then there's the other old daily grind technology. But what are you trying to do with all of this? What are you trying to do with all of this? You're either trying to create or generate, handle, control and so forth human emotion and reaction. The whole field of public relations, no matter how many little compartments it got, is actually occupying that zone and area. And that is the subject, if you've got to have one, called psychology. That's what the psychologist should be able to do. That's what a general is always trying to grab ahold of his psychological warfare staff and say, "Bring the enemy to their knees so we don't have to expend all this ammunition. We don't mind expending troops, but firing these guns is expensive, you know?" So he's always asking psychological warfare. Well actually, it's just simply a job in PR. Enemy, job in PR. Friends, job on PR. Just different publics.

48.) So it isn't enough that you (the Exec) know it - you have to also relay it, train it, hat people on it, and handle it.

We right now could take a survey of the enemy, we know them name, rank, serial number, where they live, why their grandmother had to marry the girl. We know all about them, all we'd have to do is take a survey of them on human emotion terms. Plot it up on the tone scale, launch a campaign to them, mold their opinion.

49.) A particular AND broad knowledge is required of any person regulating a group.

Now you are mainly dealing in a world where the war for men's minds is rampant. Russia is fighting a war for the minds of men. And America, and every company in America, and the British Information Service are all fighting a war to capture the minds of men. To do' ' this they use PR technology, we don't care whether it's called propaganda. We have here Our Northern Neighbors, published in Canada, December 1970, number one fifty(c)nine. It is written in Moscow, it is published in Canada. It's a fantastic tour de force. Here are several copies of it, different months. July, August, September, October, November, December. "Here's Popov the Clown and his goat. They're world famous, they'll be delighting lucky Soviet kids this holiday season. For a personal look at the sunny clown in the Soviet circus, see pages fourteen and fifteen."

50.) MSH, estimates 360 hours of study to make an expert in being an Exec Director (study of the policy relating to all Divisions).

We open it up, contents, "Big mystery of human growth. The best year yet for us. Sex, seventy(c)three thousand Dr. Spocks." A very intriguing sort of thing. The cover page, "When they speak about sex, how they're ending farm pollution. Will you go short of power and heat, you people in Canada? Well we've got lots of it in Russia. USSR has nine big problems." This is an amazing, it's an amazing tour de force. Fantastic. They have a technique of counter point. Everything that is publicized in the American press is counter pointed in these magazines that it's good in Russia. "You have juvenile delinquencies in the United States, and we don't have them. In the United States you have to have women's freedoms movements, and in Russia we've had them for years. Women are perfectly free in Russia, in fact they're the only ones who work."

And:

"Here is the champion just before," a champion weight lifter. "Just before the world heavy weight lifting champion Jan Tolz left USSR for USA to take part in the tournament at Columbus, Ohio, the international federation bosses stripped him of his title and record, and handed the title over to Robert Bednarsky of USA. Here's what Tolz did to those cheats." And we find out that all the other competitors were on speed, they were on amphetamines. Bet nobody knew that. And nobody listened and so forth, and he really did win after all, even when he lost.

• 120 hrs - Exec Sec. (over 3 divs)

"Are Roman Catholics turning to the left?" This is PR. Fantastic. I isolated three systems in use in this. Mary Sue was, did an analysis on it. And I isolated three systems of propaganda which they use. Very effective. Three isolated, technical systems. I gave you one of them, I won't bother with the other two.

"You got dirty streets, Russia's are all clean streets. You havin' troubles? If you was in Russia you wouldn't have these troubles. Western youth, they have acne. Russian youth, no acne. Soviet doctors have cured it all. They found out what it is, yes." You get it? Counter point, counter point, counter point, counter point. Effective, but somewhat defiant, so therefore it's not very smooth. But this is dialectic materialism at use, which is their mental technology. All ideas result from the collision of two forces. These say it differently, then they implant thetans they use a positive/negative.

Now just as we're sitting here with the undercut of dialectic materialism, we're sitting here with an undercut of propaganda. Now if you use the existing standard technologies of public' ' relations, and if you use the standard existing means and media, and if you gave them just that little bit of refinement necessary of an orientation of the subject and what is this subject for, and you do it right, straight down the groove, and then the people who use it know what they're doing, that is the important point, you have an impingement on the society. We're being treated to a counter propaganda campaign the like of which nobody ever heard of.

Now somehow or another we've got to move up to the front with this, and we don't have the news media under our control, and so on. We're being treated to a counter propaganda campaign, and have for a long time. This isn't the press talking, this is the people who make the press talk talking. We have had innumerable wins, they are never reported. The enemy never does have any wins, they have hope. Did you ever analyze all of their news articles, and so on? Hope. But they have a news office located up someplace in England, and so on, which is a hand out PR office, and it just sends off all these things you read about, "Psychology is new hope for the," you know, "Mentally retarded will no longer be if certain things succeed," you know, "Hope." And we find out that by our survey of the British departments and ministries that they think the public is terribly; well I actually had them surveyed to find out what they thought was bad propaganda so I could give it to them. And they answered up, and we've got it all written down in the bag. If I ever wanted to machine gun them, why there it is, because their PR men would go mad. And they'd just listen to what the PR man says inside the line up.

51.) With 2 1/2 hr/da of study it would take:

What is public opinion? Public opinion are what is written in the newspapers and what your PR man says. That's as near as a politician ever comes to it. A government is peculiarly susceptible to clipping newspapers.

• Exec Sec - 48 da

Now let's go back here to this Soviet deal. This Soviet published magazine, perfectly legal. They have some agreement with Canada and so on. This Soviet published magazine is given the fantastic job of doing what most embassies and so forth do, in the field of overt intelligence they call it, which is clipping magazines and newspapers. They have to do all this covert. To find out what is being said in the American press and in American technical journals and that sort of thing, it's necessary for the Russians to use their satellite states, and to actually smuggle the stuff, and so on, and just to get what the New York Times says. It has to go back in a diplomatic mail pouch to Moscow, for this stuff to be written. So they do a splendid job, really. There isn't anybody in Canada writing this. Russia export an editor that's permitted to write something in Canada? Oh no.

So, all the material that goes into this is taken from intelligence sources. They have a fantastic network then, just to collect this material. And then this material has to go to Moscow and has to be edited and put together, and the stuff written. Now then it has to be turned around and exported, and all this rapidly enough for it to be timely in order to hit the presses of Northern Neighbors,' ' published in Canada.

Now we're really getting down to pay dirt. PR requires organization, and it requires pretty hot organization. And if you ever wanted to see an organization have to function it's a PR organization. You really have to know administration left, right and center to do PR. There are very few PR men who are ever trained in administration, yet it's essentially an administrative subject.

It is the failure to keep their clipping book up to date that causes many a PR man to fail. Who organizes all of the stuff that brings this stuff in from, covertly, to diplomatic pouches to Russia to get it spilled out, to get it digested, clipped? Who keeps the office running there? Who supplies it with enough personnel that can speak the language and write it? Who organizes the route back into Northern Neighbors and takes care of the PR to keep Canada happy to having it published. It's quite an organizational tour de force.

52.) Also YOU as Exec have to be determined that staff will be trained, have a program by which they check out, and have a system by which they become hatted on the functions & duties of their hats.

So that propaganda of any kind requires organization. That is why, by the way, we knew extremely well, we knew very well that the enemy that we were confronted with was not a few random newspaper reporters, but it was extremely well organized, because the timing on it, and so on. And I made some interesting discoveries on this because searching for it in the field of organization, I can tell you now just about exactly what kind of an organization they have, and about where it sits, and about what it does, and so forth, just by knowing the organizational requirements. And they stink. They stink. They couldn't run a kiddie car. It was just failing to find them and failing to estimate what they were doing and why, is what kept us being hit by the thing, and also they had, they were there first and they had all the, what they call the mass media under total control and under their thumb. So of course they could say anything they pleased, and we were not in a position to say anything we pleased.

53.) Suppose you did this and all was going well and staff WAS getting hatted. Well, I'm afraid you STILL would't have anything - why? Because the other side of the coin is PRODUCTION.

So how did we reverse all of this? Well now, there's one little sector of technology, and I've been going along this sector of technology showing you that you can make a breakthrough in a particular field, and give you some sort of an idea of it.

54.) All the above actions are to obtain PRODUCTION. That's what it's all about.

Now PR comes into its own in the field of production. And the reason I am talking to you about PR is the primary barrier to production is human emotion and reaction. And as you move forward you will find you're in collision with human emotion and reaction, almost consistently and continuously. If you don't understand some of this that I've been telling you about PR, you will have an awful time of it. If you think PR is going around and being a nice fellow, or talking somebody around in some fashion or another, why you might as well forget it, because PR is not being a fellow, a pleasant fellow. ARC is only one little portion of PR. PR is a technological activity. Now it always had technological procedures, so we've moved it up onto the front burner."'?Now I'm not trying to sell you anything here with PR at all. I'm trying to give you an example of a technical breakthrough. Now from the basic little laws which I gave you on the subject of PR, definition and scope of subject, you can now develop technical applications, and you can develop practices which are based on these basic actions and laws and formulas, and which utilize anything known about the subject to date. And it puts you in control of human emotion and reaction in your immediate vicinity.

55.) So the 2nd half of this coin - PRODUCTION, supported by the 1st half of the coin- ORGANIZATION - gives us the COIN. (EXCHANGE)

So, there is a piece of technology, and as a piece of technology it has considerable value. But it gives you where you go when you make a basic breakthrough. We happen to be in the field of human emotion and reaction, and therefore we are in continuous collision with this particular field. Being in continuous collision with this field we'd better know something about handling it. And therefore, one of the adjuncts that a production officer would have to have would be a PR arm of some type or kind. So if he moved it up into the upper story, and he was really working at volume, he would actually have to be supported by a PR man. If he weren't supported by a PR man he would come a cropper. Unless you know something about this, and unless you know that a subject exists; I'm not talking to you to suddenly know this whole subject, but you've got to know that such a subject exists, that it does have technology, and that it has found its basic and primary use, which is an adjunct of production. And if you know those facts, your interest in it would be adequate that when you start running into the problem of human emotion and reaction as a barrier, you would know that there is a technology that can move ahead with this, and handle the human emotion and reaction you're running into, as a barrier to your production.

56.) Thus we have the Product Officer - Org Officer System.

We have a whole world right now to handle. It will eventually go out, something along the line of a forward action. Ahead of where we are there will always be a sort of a PR outpost, or a small PR action going on, in advance of where we are working. Now the enemy has been trying very, very hard, with very knuckle headed PR, which overran itself and began to overrun itself and got mixed up along about the time of the Melbourne inquiry. And ever since that time the enemy has been making the continuous mistake of hitting it too hard. About that time he went too far, and you'll find out there's been a press revulsion, but long before that there was a press revulsion there was actually was a public revulsion. So the enemy, in following through various formulas of what he thought it should all consist of, and following them through very badly, has done a very bad job of it. He has made our name known.

57.) Product Officer - ORGANIZING Officer System is what I call it.

The recent "lost" suit in England was worth easily a hundred thousand pounds in advertising. Easily. We couldn't have bought it. It demonstrated that the government had no case against it, and it demonstrated that a member of parliament can say what he pleases. These are disrelated facts, didn't have much to do with that. But that we've attacked the government apparently made us very popular. "'The formula of revolution is as follows: The person who is antagonistic toward the government joins anyone who opposes it. They ask no questions about who they're joining, they only know that they want to blow down eventually, or change or alter a government. Anybody who attacks the government then, that's how a revolution begins. And that's why revolutions are usually betrayed. The people who join revolutions are usually betrayed, because they never ask the question of, "Who am I joining?" They just join whoever's agin' it. That outfits agin' it? Good. Must be a good outfit, join it up. That formula just went on in England. The psychotic up there, Minister Crossman, he's a real spinner. He's quite mad. And that's not just a casual insult. He runs the new statesman. He thinks the Scientologists are some sort of a revolutionary group that are not as bad as the Yippies, or something. And you read this over, why you know you're reading a guy who thinks the Martians are after him, but he wouldn't be able to differentiate who we are or what. He has already decided that we're against the government. As a matter of fact, it isn't even true. But when they; that we lost in suing the government was not the point. That we were against the government was the point. You seldom get a chance to make a statement, "We're against the government."

58.) It's the PRODUCT OFFICER, not the production officer. And the ORGANIZING OFFICER, not the organization officer.

Now people who are looking for a raw red revolution of course would liable to be disappointed when they came to us, because people are misreading the whole situation. Left and right, misreading the situation. We have a PR situation. First and foremost we have a PR situation. Therefore this is part of the technology with which we're operating. This technology should be known to you, but there is a method of proceeding into the public, there is a method of handling and controlling human opinion. If you don't understand that, then your own hopes of expansion would be greatly curtailed.

59.) Don't be fooled by the Communist propaganda of how the "Bosses" of the West sweat every drop of blood out of the "poor worker" to get "production". Their main problem in Russia is how to get MORE PRODUCTION out of THEIR poor workers!

Administration and organization is very complex, but there is a method of extending your own basis of operation into the government, into the people, into the this and even into the enemy. And that you should know that that is that. And come off a rather silly approach of just trying to be good, and eventually they'll recognize your worth. That doesn't work at all. Just has no value.

60.) The CAPITALIST society deifies (makes God-like) the MONEY LENDER or the MONEY "HAVER", and tends to downgrade the PRODUCER.

In the field of PR, good works well publicized is one of the definitions which they give in a textbook on the subject. That's supposed to be the perfect definition of PR. It couldn't be further from the truth. Effective cause, well demonstrated. You see, they've made a few little refinements. Then you can make forward progress.

61.) The "plant manager" in USA does have a PRODUCTION MAN, but he is about 18 echelons down the org board. Society got into this because of the inheritance game of money being passed along for no product.

Now all the organization you do in the world is not going to do you any good unless you're making forward progress into the environment in which you find yourself. An organization must only expand, and an organization which contracts dies. That happens to be the way the universe is built. It isn't because I say so, it's because it's true. And so therefore, you must look considerably to your" various PR factors, as you move on out. And these should not be neglected.

62.) Psychiatry does have no product at all. Neither does Psychology. They have NO production orientation, only a STATUS orientation.

Now in the shininess and brassiness and newness of the technology with which you are now dealing, and the administrative technology which you're now dealing, we haven't yet begun to fight along this particular line. I mean, we're, we're really with it. Why, if you don't know that there is a method of handling human emotion and reaction, and you don't know that that is the method by which you will extend, and you don't know that, that that fancy mailing you are getting out and paying a lot of money for, if this wasn't based on any survey, ha(c)ha! Had no project back of it, had no campaign at all, didn't do anything. Might as well have been thrown in the toilet, because it wasn't put out along technological lines, do you follow? Therefore the technology of PR is necessary, because it forms one of the larger items in the budget of an administrator. It is big, and when it is neglected you fail. And when it itself is bad you also fail.

63.) Also in Spain, officials have STATUS only and don't do anything. A Spanish Engineer gets a Diploma, has "Status", and never has to WORK again.

So, I am PRing the subject of PR to you, and I'm telling you that there has been a breakthrough in this field. I'm telling you that there is a technology, and I'm telling you that you will find it absolutely vital, and that you certainly somewhere up the line, in handling product and organization, will collide with a situation which can only be handled by PR. And try as you will, you won't be able to get any further without the PR being handled. And you will have a hard enough time handling it, even using all of PR. So when all seems too grim and you can't seem to get your point across, and you can't seem to get your product, and it just won't organize that way, then you do have a tool. And that tool is called PR. And it has its own technology, and we have made a breakthrough in this subject, and I actually respect the fellows who have worked hard in this field to make standard technologies extant. They are most overlooked by their own brethren.

64.) Here is a subject which has many ramifications. This is all additional to the "ORG SERIES" POLICIES.

So, all the technology there is in this field is adaptable, providing you know what the subject is for, which the PR man doesn't. Isn't that remarkable? Alright, let's take a five minute break, huh?

65.) You will find yourself faced with resistance to the idea of production because it has been subjected to much "black propaganda" and given a "low-status" orientation.

66.) The resistance will come from those who "hope" they can "have without doing", or who are lazy and just can't work.

67.) There are human reaction factors connected to the subject of PRODUCTION. It can paralyze a nation by strikes, walk-outs, slow-downs, demands for more exchange for less work, etc.

68.) One of the things you run into is: You are talking about PRODUCTION. He is talking about WAGES or RETURN for PRODUCTION. These two subjects do not necessairly have anything to do with each other.

(Note: there is another subject to get the products "exchanged for", which is called MARKETING.)

So production & wages are not "op-terms".

69.) What is this subject that doesn't have anything to do with wages - company contracts, etc.?

Hold your heads on, because this will blow it off -

"PRODUCTION IS THE BASIS OF MORALE"

70.) In the absence of production, you will have problem in MORALE.

71.) The cure for MORALE is PRODUCTION.

72.) "Cases and Staff Morale" - the program to get all staff F/N VGIs, is very true - it handles the MORALE problem on the 1ST DYNAMIC. But on the 3rd dynamic it may sill be a bogged mess.

73.) So they can even get to a state of having morale on that part of the 1st dynamic which is their CASE, but still no morale on the 3rd dynamic.

74.) On the Management Cycle, it's working thru the 1st barrier to Production, which is the person's CASE. As an Org Officer you do this.

75.) Ex: An auditor gets a win on a case - his morale is good. No-win his morale is bad. So why is this?

76.) "PRODUCTION IS THE EVIDENCE OF THE DEMONSTRATION OF COMPETENCE."

77.) He has accomplished something! So, how do you get case gain after you have gotten all the case gain possible?

It goes up to "NO MORE CASE" and then it's COMPETENCE from there on out.

(Note: Refer to notes on OT 17-33, handling of U 2, and the GAMES MASTER COURSE OT 34-40)

78.) "COMPETENCE gives CASE GAIN".

A person giving an expert demonstration of some sport or art has a good morale because he is giving evidence of demonstration of competence.

79.) PRODUCTION is an exhibition of, or an exercise of, COMPETENCE.

80.) "PLAY" CAN become very boring, because it has no cycle which proves the competence - unless very well organized into a game.

81.) Ex: A group of actors training for months with snarling invalidative instructors. Finally they become impervious to the "bullbaiting" and could perform well and demonstrate their competence, knowing fully they could do so. Their morale came way up. So it wasn't "being nice" to them as a factor, nor "PR", which brought up the morale (because there was NONE of that at all). It was only the "demonstration of competence" or PRODUCTION which raised it.

82.) Remember, "Real PR" is NOT "being nice". To bring people out of apathy, the PR campaign would be "FEAR"!

83.) Perhaps you have seen my messengers running back and forth - they are on a concept of competence which is pretty high - they accumulate data - ask questions - get orders in - relay back, etc. - so I can see if a situation exists or not, and either handle or drop it. Or I use them to gather data for future planning.

84.) You see, a C/O or E.D. hat is basically PLANNING & COORDINATION.

85.) PLANNING belongs in the Executive Director's hat.

86.) COORDINATION can only be done from that level.

87.) My messengers exhibit a high level of Competence. Some don't make it, however, so we will pick them up at a later time. Their competence is the basis for their morale, which is usually high. One even went on a mission recently to an org.

88.) Actually the COMPETENCE sets in co-incident with CASE-GAIN. (As case-gain happens, competence comes up. Or as "case" disappears, competence comes up.)

89.) Thus, THE DEMONSTRATION OF COMPETENCE IS THE BASIC FACTOR OF MORALE.

90.) And PRODUCTION IS THE EVIDENCE OF COMPETENCE

91.) So, IN PRODUCTION, ONE GETS AN EXHIBITION OF COMPETENCE AND IT'S EVIDENCE.

92.) If you want a high-morale activity, get them to produce.

If you wand a low-morale activity, get them to forget it.

93.) Just "be nice" and tell them "you don't have to work" and watch them fall apart.

94.) I'm telling you this because it happens to be TRUE.

95.) Actually a guy can run, run, run - and until he hits a failure, he won't feel tired. But when he does, he will want to lay-off, rest, etc.

96.) Note: (Tiredness = Failed purpose. Also see the BASIC on this on OT 13 Theory.)

97.) Because people do use bodies, it's only so long before they need the gas tank refilled, batteries charged - Oh, it's meat bodies - well then, eating and sleeping.

98.) A sustained period of production should match the fact that you are running an intermittent type body. It's on & off.

99.) And that comes basically because you have a single-sun type planet. It's grooved in to day-night cycles.

100.) In earlier times, no one wanted to move around much in the darkness, so they started sleeping, and so on.

101.) Some people get this blown out of their case and they go all out of phase - start working all night and sleeping in the day.

102.) I have a perfect cure for insomnia by the way - get a book of fairy tales and read them - you go right to sleep.

- It restimulates being put to sleep with the same stories over many lifetimes! (laugh)

103.) A body is intermittent - so, you do allow for it - but don't break in the MIDDLE of the cycle or you've hat it - morale drops. So take the breaks only at the end of a cycle of action.

104.) The "COMPLETION OF A CYCLE OF ACTION" is the other MAJOR FACTOR IN PRODUCTION.

(Note: See Ot Levels notes about a CASE being only INCOMPLETE cycles of action on the track - a failure to free the beings or as-is the creations.)

105.) So when TEAM cycle of action is completed - or 2 or 3 team cycles of action - it's time for a 24 hours break or something. (Or in a sustained alertness situation - use the watch system Port-Starboard or 3 watch system - as for running a ship.)

106.) This production crew. You have never seen production the way it goes with the Prod-Org-System - it's fantastic.

107.) It only functions with a TEAM action. It will speed up till it approaches peak load, especially for a product officer, But morale matches it.

108.) You will never see so much motion, high morale, and velocity - if you run the system right.

109.) The only difference between a high-speed organization and a low-speed organization is that the high-speed one is PRODUCING and the low-speed one is NOT.

110.) When you hire 100 people, you will probably get 15 or 20 Suppressives. But this makes no difference if the org is producing well. (SPs can only gain influence by stopping things - so if it keeps on going fast they will blow off.)

111.) There is MUSIC to go with the words. You need EXPERIENCE with it to really get it. Part of your course will be a practical of getting a product with an Org Officer or with a Product Officer.

112.) Ex: GM Corp "says" they have a product officer, but he never gives credit to the guys on the assembly line for THEIR products. (Sub-Products) So their morale will go to hell.

113.) Therefore it is necessary to LET PEOPLE HAVE THE CRECIT FOR THEIR PRODUCT, or their piece of the product. (Thus stats & bonuses, rewards & penalties come into it.)

114.) We have to then redefine a product as a completed cycle of action which can then be represented as having been done.

115.) If you don't know your OEC and where everything goes on the org board, and what each person is supposed to do - then you'll never make it as an Org Officer - and if you never make it as an Org Officer, you will never make it as a Product Officer.

116.) A Product Officer by definition, is first a good Org Officer.

117.) A Good Product Officer has to:

1. WANT THE PRODUCT.

2. RECOGNIZE THE PRODUCT

3. GET THE PRODUCT.

Maybe recognize should be 1st.

118.) So, it's :

1. Recognize the Product.

2. Want the Product.

3. Get the Product.

(Nothing will be happen if 1 & 2 are not done.)

119.) We have to recognize whose product it is and to what does it apply. (Ex: a telex operator may say his product is "comm lines around the wold" but that's very airy-fairy and was produced by the telephone-telegraph company - NOT him - he is more on "speedily and accurately send & received telexes".)

120.) But he should be part of a TEAM and part of a BRIEFED TEAM so he is not "lonely" with his product - so it's better as "speedily and Accurately send & received telexes which help keep the org in comm and expanding."

121.) Keeping the TEAM briefed is very important. So he would have to have an org Hat, Div Hat, Section Hat, Post Hat - and a purpose for his post - i.e. so he is part of the TEAM.

122.) When you try to run individuals on their individual products only, you will find you get into serious trouble. They are not a team.

123.) Production is a TEM action.

124.) A person not part of a team will not recognize his product or coordinate with others, or see any importance to it.

125.) The Org Officer has to step in when a person is not, or ceases to be, a member of the team.

126.) If you want to really crash somebody's morale, remove him from post. That's a cruel, wicked sort of action, in his own estimation. Sometimes you HAVE to do it - but you will find out this strange thing - HIS JOB IS VALUABLE TO HIM.

127.) So we look further into this universe and this world, and we find that only where people are UNHATTED are they UNHAPPY.

128.) So your 1st job as Org Officer is: HATTEDNESS AS A MEMBER OF THE TEAM.