1.) What happens often is the developmental line will exceed the write up line.

2.) That happened here and I decided to give you a briefing on one, of the several, developments in the field of administration.

1.) Now the PRODUCT OFFICER must be able to recognize and want the product. And the ORG OFFICER must be able to make somebody a member of the team, and give him enough expertize so that he can demonstrate his competence.

3.) The area of Administration is comparable to AUDITING ON THE 3RD DYNAMIC.

2.) When a person gets ENOUGH expertise to demonstrate his competence, he BECOMES A MEMBER OF THE TEAM.

4.) And where an auditor has ONE pc, an administrator has a whole bunch of them.

3.) So these are quite different functions.

5.) An administrator audits on standard procedures and at a very rapid rate.

4.) Now as an Executive Director running a Product Officer and an Org Officer you will run into this immediate problem: You may start giving the WRONG orders to the WRONG person.

6.) If you can conceive administration in this way, having a great many procedures, but all of them standard, you can get a new look.

i.e. Products to the Org officer or team orders for improvement of competence to the Product Officer.

7.) In the field of PR (Public Relations) for instance, the trouble is: No one uses STANDARD PR!

5.) You may have the "cold words" but you don't have the "music" until you actually run this system. It speeds up beyond belief. It's like mixing fire and dynamite.

8.) There IS a textbook on the subject, but it isn't applied because the discipline is poor - and because the subject didn't have a great use - (as a few basics were missing) - so here is a field with some standard procedures - and it isn't even done properly.

6.) Now when this system speeds up it will impinge upon every non-team member or poorly organized area and you will get blow-ups at these points. (It will seek out every weak line, terminal or function and expose it.)

9.) One of the troubles the world is in right this minute, is that they have thrown away the textbook of economics.

7.) People may even get the "idea" to "slow it down", it's "too fast". Ex: The old tale of the salt mill which kept grinding out salt. No one could stop it, so they threw it in the ocean and that's why the ocean is salty.

10.) A couple of Hungarians have been wandering around for the last decade or so from country to country, being employed by the Prime Ministers, and giving them squirrel economic data & the country goes broke. Quite a system.

8.) The scares (most lacking) thing in the Universe is a HAT.

11.) No joke - the last place they stopped was England. Before that, Lord Keynes, from Oxford College and a "Fabian Society" member, took the Economic textbook and wrote it backwards or upside down, crossed it with making fire-crackers and the burial of dead rats, and began to teach it in the 30's mainly to the professors at Harvard (a US College in Boston), and from there it went to other universities in the US & the world. A completely untried, ivory tower approach to the subject, the central theme of which is "CREATE WANT"!

9.) Every point the team breaks down, the Org Officer will find an UNWORN HAT.

12.) He is saying that if you create "want", economics solves itself - but he is squirreling on the Law of "supply an demand".

10.) The Org Officer must be an expert at MINI-HATTING.

13.) He forgets about inflation and deflation, doesn't confront it at all - so now we are confronted by an escalation inflation (more "money" in circulation but worthless per unit as production has NOT increased or has dropped).

11.) He must also be able to run through the org doing INSTANT HATTING - "here's your post", "there's your position on the org board", "when this particle comes to you, do this and that", "send it to...", "file this copy here", "got it?", "Here's a particle... do it.", etc.

14.) Inflation is predicted through the 70's at a rate of about 8% per annum (year) for the US Dollar. But that's to placate the public. It's much more then that. If anyone cared to look at the textbook on the subject - it goes in an upward swinging curve - (more & more as time goes on) - gets steeper and steeper and when it gets vertical - that's it! You bury your money. (as it's worthless).

12.) That is all most companies do - but it's JUST THE BEGINNING - then comes mini hat & full hat. Or it will be YEARS before he finds out his full job!

15.) It has happened to several countries recently - and they "bit the dust" (fell to the ground) - and were NOT the same country afterward - they were in different hands.

13.) This "rapid hatting" is always the 1st job of the Org Officer. Or the team member will get in the road of the rest of the team & slow it down. Then products don't get out and morale goes down.

16.) So, if the primary income for a group is in the USA, and somebody is tampering with the Dollar on the basis of a squirrel textbook - they must handle or go out of business.

14.) So ethics is not first. Hatting is 1st. (HAT, DON'T HIT.)

17.) Recently, some people have woken up to this, and a book was even written exposing it - I ran into this a few years ago and found nobody knew where it came from - I tracked it down to a Suppressive (person & group) who was trying to ruin world economics (so they could control it).

15.) An Org has to be pretty big to have ED AND P/O AND O/O. Usually the ED IS the P/O.

18.) So, money will be worth less and less, and it will be so wierd that there may even be less of it! (by use of "credit" cards, paper gold, computer credit, etc.)

16.) As the org grows it becomes:

19.) Therefore a movement which is expanding requires certain things - and it is expanding into a "mad" world - and yet it has to exist within the economic framework of the society.

I) ED is the P/O (Planning & Production) has O/O (Team hatting & organizing)

20.) For instance "SMERSH" (WFMH) - the National & International "Mental Health" network - is having an awful time. We decided to cut off their supply and we are doing so. They have all the government appropriation there is in the field of Mental Health - they are dependent ONLY on the bayonets of the government - and to that degree they are supported only by the government, it makes a VERY WEAK government (and totally other-determined).

II)

21.) The political wheel turns - fashions fade - etc., but really - THEY ARE NOT DELIVERING ANYTHING (no product of value.... except death.)

• ED - Planning, Coordinating.

22.) Their product is DEATH. Anybody can produce that, WITHOUT going to a University for 12 years.

23.) They are also badly organized.

24.) A group such as our own, going into a world that is not too orderly, SUCCEEDS TO THE DEGREE THAT IT IS: (Organization) - EFFICIENT, That it has (Production) - WORKABLE, USEFUL TECHNOLOGY, and to the degree that it (Security - STAYS ALERT and Establishment) (Evaluation) - HANDLES THE SITUATIONS as they arise.

III)

25.) Those three conditions are necessary to a forward movement and an EXPANSION.

• ED - planning, coordination + Messenger - comm relay + compliance for ED.

26.) So it has been my basic work here in 1970, to bring forward enough Administrative information and technology to bring Administration up to a par with Auditing.

27.) That has been accomplished, in the theoretical and practical aspects - both.

28.) The FEBC & the Material that is being thaught at this time leads up to the breakthroughs in the field of Administration.

29.) You are not dealing now with somebofy's "ideas" of how thins should be, you are dealing with the BASIC, NATURAL LAWS.

(The PR Officer is handled by the product Officer - surveys, finds the HE&R, gives Data to Org Officer for handling on the team.)

30.) It ISN'T because I have an idea that ARCB - ARCU - CDEI, E/S ARCB, etc. to F/N. It isn't because SAY that this works, or is true, or that the mind should operate this way. It isn't that. THIS IS A BASIC DISCOVERY. It incorporates many parts, but these thins assembled come into "flying a rud". Now, there is theory merging into practical application with which you are all familiar.

17.) Remember, PR is NOT "being nice" to people. You can, of course, be nice to people. But it is not PR, PR is a subject which handles HE&R.

31.) Now, this can be abused. This is for a pc who has EMOTIONAL UPSET. But if a pc has a high TA and you use ARCB, it's a misuse of the tool. (A high TA is O/R.)

18.) Now a person can be not wearing his hat because of ignorance or because of HE&R.

32.) So the auditor struggles around, nothing much happens, some times he MAY even get the TA down, if the ARCB was PART of an O/R, but after a few tries at this, the pc will be ARC Broken on the subject of ARC Breaks?

19.) The Org Officer is interested in the team and putting the pieces back together.

33.) But the Tech can even handle that.

The Product officer is interested in Products.

34.) The basic obnosis is that there IS a SITUATION. That is the first thing one has to be able to recognize.

The ED has to know which function belongs where and to Coordinate it and Plan it.

35.) Now, to know there IS 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 there is a SITUATION.

All have to know the Org Board cold.

36.) Now the SITUATION can be analyzed by taking the data related to the SITUATION and narrowing it down, we find WHAT CAUSED THE SITUATION, which we call a "WHY".

20.) In Org Series 10, you find the "Analysis of Organization by Products":

37.) And, having found that, we can REMEDY IT, and - the PC RECOVERS FROM THE ARC BREAK! - Oh, you thought I was talking about administration.

Thus, your products are:

38.) Now if you put these two things in a frame of reference (EVALS & ARCBs) you will find out that we have a superior ADMINISTRATIVE TECHNOLOGY.

1. The established machine.

39.) It's still in a developmental stage, as all progressive and dynamic Technologies are. They do not cease to develop. They continously refine. WHAT is being refined is the PROGRESS being made by the BASIC LAW, not the CHANGE of the BASIC LAW.

2. The machine's product.

40.) When you have isolated the BASIC LAWS, you get a CONTINUOUS REFINEMENT.

3. The corrected machine.

41.) There has probably not been a BASIC discovery made on the planet for the last 25 years. People think they make a "basic discovery" when they only make "developments" or "refinements" FROM a basic.

4. The corrected product.

42.) In OUR field, there HAVE been basic discoveries.

21.) The Org Officer has products 1 & 3. The Product Officer has products 2 & 4.

43.) There were several basic discoveries in the early part of the Century (Radio, TV, Flying Machines) but the last of which was probably how you "Tickle the Tiger's Tail" - to make Plutonium cease to exist at rapidity (Atomic Fission) and how to make Hydrogen de-hydrogize at vast violence (Atomic Fusion).

22.) The Law of this is: When the Product Officer finds he is doing a 4.) he shoots it to the Org Officer to do a 3.) to get it back to a 1.) so he can again get 2.)'s.

44.) These things were even known earlier, but they became practical realities in this century. (The "faster automobile", "Stereo", etc, are only refinements of earlier basic discoveries.)

23.) The Org Officer works for the Product Officer, not the ED or C/O.

45.) You can expect to have further Refinement of the Basic Discoveries which have been made in Scientology in the last 25 years.

24.) The first PRODUCT of the ED or C/O is a Product Officer. The first PRODUCT of the Product Officer is an Org Officer. The first PRODUCT of the Org Officer is an HCO Area Secretary. And the first PRODUCT of the HCO Area Secretary is an HCO.

46.) These "laws" (on FEBC) are not just from last year's work, you will find them throughout the OEC Policies.

25.) HCO continues the Establishment.

47.) As these fundamentals are put together, you will approach something which appears to be a STANDARD PROCEDURE.

26.) If this is all in place, the Product Officer can keep on getting Product 2.)'s.

48.) A STANDARD PROCEDURE is subject to refinement as you get further WORKABILITY.

27.) When a Product Officer finds himself doing Product 4.)'s, he slides a note to the Org Officer to handle 3.) and get it back to 1.), so he can get 2.)'s again.

49.) In the field of PR, we have just started the STANDARDIZATION. Before, it was not applied properly because they didn't know what it was for and they didn't know its BASIC LAWS.

28.) The Org Officer can get "out of phase" as he has 4 actions:

50.) The PR "subject" actually began in Rome with political slogans painted on the outside of the Coloseum. Most professors think it began in 1911. But the BASICS and it's PURPOSE have just NOW been discovered.

(5 m to a day)

51.) The written "tech" of PR goes back to Rome as a subject to help get senators elected.

1) The immediate action. (2 weeks)

52.) It's been "hit and miss", dim fumblings, all along. But what would happen if suddenly it hat an exact precise role & application?

2) The medium range action. (6 months)

53.) They have some "tech". But what is it for? They don't know. They have let Psychology walk off with about 50% of the subject. Why?

3) The long range action. (2 years)

54.) "PUBLIC RELATIONS IS FOR THE HANDLING AND CONTROL OF HUMAN EMOTION AND REACTION" - It's basic purpose!

4) The very long action (say two years from now).

55.) Now we have a subject ! But before, they give 50% of it off to Psychologists who only applied it to RATS!

29.) The Product Officer has to KNOW a product when he sees one, WANT the product, and be able to GET it.

56.) IT'S A THIRD DYNAMIC TECH. The Psychs moved it off onto another dynamic. (The 1st and 5th).

30.) He may not get it on time, it may not be as fancy or big as it should, but he's got to get it. (Quantity - Quality - Viability).

57.) Now, once you have the purpose, you can find what parts of the tech you have to use to do this.

31.) A longer term product, like a "completed project" by the Flag Bureau (Management) may take some time and is not as visible as a short-range close-up product.

58.) Ex: - You do a survey. - Analyze it. - Put together a program. - Use your comm media (Word of mouth, newspaper, magazines, loudspeakers, TV) - Doing this, you alter human emotion and reaction (HE&R)

32.) Take a ship - a "voyage product". I worked on this with no Org Officer - just to get a feel of Product Officering on a short-range product.

59.) "Newspapers think they "mold public opinions" - ha, ha. They don't." (This is what the PR text says..) (because their subject is failing.)

(He gives example of customs clearance delaying the voyage because of the cross order from a junior giving the officials the wrong time of departure.)

60.) Lets use "SCIENCE of SURVIVAL" tech and see how this thing REALLY works:

33.) To keep all the products straight as an ED or C/O, you make 4 cards - of the 4.) Products - and 3 more - Quantity, Quality, Viability - and as you work on something turn them up to the right pair - then you see who it belongs to, the P/O or O/O.

• DO A SURVEY

Ex:

Prod 3.) - Quantity - Org Officer

Prod 2.) - Quality - Product Officer

34.) An intermittent flow is one thing but a non-uniform flow is something else.

(Intermittent) - (Non-Uniform)

61.) Instantly you have a SUCCESSFUL CAMPAIGN which does mold "Public opinion" & controls HER.

35.) What really bugs production in NON-UNIFORMITY on the assembly line.

62.) How do you get the Questions? Very simple: 3 Questions:

36.) The Product Officer should spot non-uniformities, and hand it to the Org Officer to GET uniformities.

• ONE is the EQUIVALENT of "BE".

37.) Ex: Tech Services has some auditors writing up sessions after session, and some at end of day. Some pc's are sent to auditor, some wait for auditor to come to them. If all were unhatted, you would get total non-uniformity and chaotic, slow, production.

38.) Non-uniform flows can over-whelm an org. But I suspect there are very few orgs where all have even done a staff-hat. (Which tells them how to route dispatches, how to use a purchase order, send a compliance, etc.)

39.) There is the "hat or the group" and the "hat of the individual". When either of these is unknown or not worn, you get a non-uniformity of system or flow which blocks or blows production.

63.) Above & below you could have a couple of "NULL" questions. (Name?, Job?, etc.).

40.) This is the music - when it goes well it's FAST - Wham! Bang! Bong!

64.) ENCODE the QUESTIONS of BE, DO, HAVE in ARC terms o that human emotion and reaction is asked for and you get INVOLVEMENT.

41.) The Product Officer has to keep a note book of the notes given to the Org Officer - Date: Item: - then he can tell if the Establishment is improving.

EX:

42.) If the notes are the SAME week by week, the O/O is ineffective. The check on the P/O is of course the STATS of the org.

• "Do you have a job?" (HAVE - not encoded)

43.) Our "stats of an org" are not just volume checks, they interlock in such a way as to give an analysis of the whole org. I hope they are not changed.

44.) If just the Valuable Final Products of the Org were staticizied, you might not be able to get a total picture.

65.) This way you get a "TRUE" HE&R response. (Even if he LIES you can spot the Tone Scale point 1.1 so will get the "true" HE&R response.)

45.) Volume stats which give no idea of Quality or Viability, can give you a False Picture.

66.) Ex: "Do automobiles exist?" (BE) encoded with "A" is "do you LIKE automobiles?"

46.) Ex: Org with high hours but few completions. Handled the "repairing of repairs" and other non-productive auditing actions and it improved greatly in one week.

67.) Now why I am teaching you this? To lead up to this simple basic point:

47.) We are trying to produce a high-quality volume product which also has viability. Now viability does not always have to do with money.

"THE PRIMARY BARRIER TO PRODUCTION IS HUMAN EMOTION AND REACTION."

48.) What COIN, for instance, is an HGC spending? THE AUDITORS HOUR. The STUDENTS HOUR and INSTRUCTOR'S MINUTE are being spent in the training department. What do they buy?

68.) All at one, we see the VALUE of PR.

49.) If you OWE too many you can be "Bankrupt". You owe the public more hours than you can deliver. This is lowered viability.

69.) THE BASIC LAWS OF PR ARE:

50.) ECONOMICS is the subject which is now opening up. It has to do with VIABILITY, not "money".

I. The Primary Barrier to Production is Human Emotion and Reaction II. Public Relations is the Technology of Handling and Controlling Human Emotion and Reaction.

51.) There is an internal viability and economics in an org which is amazing. Backlogs of unhandled sits and actions OWED can create a "bankrupt" - unable to exchange - situation. No viability.

70.) So, you have to find out: "What is the HE&R" - so you get an encoding of the question. 3 Questions - Be, Do, HAVE - You translate those to EMOTIONAL Questions adding the ARC triangle - You get the HE&R in response to these questions (on the CORRECT PUBLIC) - you add it up - get the tone scale point - pitch the campaign 1/2 to 1 tone higher - You the have successful results - and PRODUCTION increases - and the GROUP EXPANDS. THIS IS THE TECH OF PR.

52.) If you are OVERmanned in an area, you are wasting the time of those extra staff - they may even get into "creating situations" to handle to appear busy and thus viable! (The police do this sometimes.)

71.) So there is a Subject and a Tech. Some of the most ignorant of this tech are actually PR people whom I have met!

72.) They have an "Oral Tradition" - passed along by word of mouth - neglecting even their own textbooks. So they go often adrift.

53.) So, viability to a Product Officer is: What has he got to spend?

73.) Why don't they use the standard approach? Well, the subject wasn't oriented. They didn't know what it was FOR. So they even go and hire Psychologists!

For gods' sakes - spend it! And what can he buy with it? And don't owe too much of it that he can't supply.

74.) They even say they can't really do anything without a "Science of the Mind". And WE have that!

54.) These are the factors involved with the economics of the job.

75.) They don't even know our COMM FORMULA! And it is vitally necessary to the PRACTICE of PR. (for SURVEYS & for getting the message across and duplicating it in the CAMPAIGN.)

55.) What is the "coin" of the division, department, section?

76.) It's "CAUSE - DISTANCE - EFFECT" - They think it's "MEDIA". (TV, Radio, Newspapers - these are only VIAS and COMM LINES - not COMM ITSELF.)

56.) This translates into MONEY in an economic society.

77.) Thus their textbooks LEVE OUT STEPS that cause failure - (if apllied without them).

57.) Money is an "idea backed by confidence" (or "enforced confidence").

78.) The real sequence (as given in # 70) is an exact, precice, series of steps. But they didn't have the comm formula, so couldn't say exactly what to do.

58.) The basis of money is eggs & beans, products & services, not gold.

79.) One reason PR men fail is because they popularize a "flap". (Because they don't survey 1st to find out WHAT or IF the public reaction is. Ex: a person gets killed in a factory. PR men do a lot of bla-bla, Public who NEVER EVEN WWERE CONCERNED ABOUT IT start to wonder if there is a "cover-up" - demand an investigation, etc. Now there is public outcry - a REAL flap!)

59.) When inflation occurs, what do they drop back to? - BARTER & Trade goods - not gold. Gold is a wrong item, non-sequiter.

80.) 1ST YOU MUST FIND OUT IF A SITUATION EXISTS.

60.) And what does an org have to barter with? - Production minutes - well done auditing hours - supervisor minutes - intensives - courses - grades - OT levels.

81.) PR men can try to handle a situation that DOESN'T EXIST! And can bring about a situation that DIDN'T EXIST!

61.) You can measure and department's spent "COINS" against RESULTS & valuable final products of the org. A sloppy - inaccurate - translation is, of course, - money. It is only the EXCHANGE media. It could as well be shoes, food, necessities, valuable things, etc.

82.) Firms can fail also by using one after another outside PR Firm. Too may auditors!

62.) A VALUABLE FINAL PRODUCT is one that can be translated into the society for the wherewithal to survive. Completed pcs, students who CAN apply, sold & delivered books, tapes, meters, insignia.

83.) Since PR is the tech of auditing GROUP HE&R it IS auditing. So don't permit a frequent change of auditors.

63.) In the West, it can all be translated to money, but in other societies it may be BARTER that can get the wherewithal to survive.

84.) It goes back almost to an auditor's Code, you see? So it's best to have an "in-house" PR unit or division.

64.) So the Product Officer has to deal with Economics. He should know how much the product COST to get. Not in terms of money, necessairly, but in the terms of the coins of the various divisions who produced it - the auditor hours, supervisor minutes - for example. Or man-hours of work.

85.) (he gives example of "expensive" "ideas" about PR that don't work and the "expensive" "Gallup Poll" type surveys that don't work either, and vast "research projects" in Marketing that finally find out that on surveys - PEOPLE DON'T TELL THE TRUTH!!)

65.) The Product Officer has to RECOGNIZE the COIN. The Org Officer has to make the COIN VALID.

86.) The "Bugaboo" in a Survey is that people say what they think somebody wants to hear! (A "Social Mind" phenomenon)

66.) For instance, an auditing hour could be not valuable if not "well-done". Or it could be applied to a no product use - like auditing an ex-staff for free. So the Product Officer and Org Officer are both interested in this from the viewpoint of ECONOMICS.

87.) It all comes down to not knowing what the subject is for. If they knew PR dealt with HE&R they would realize they had to find out the EMOTIONAL response.

67.) Flag & CLOs operate on one more via: What can they make the org make? Can it make the org make enough to afford the CLO and Flag? This is what has to be done to stay viable thru the whole network.

88.) (He gives a story of working for "Midwest Rogers" - a Centennial Promotion Firm which required him to study the way they work - a "Midwest Rogers" man goes into a town approaching 100 or 150 or 200 years old and organizes a Celebration - tickets, beauty Queen, Rodeo, dancing, singing, historical drama, etc., and the town does it by his checklist. And he reserves the "Hats & Whips" - Souvenir Business - and sells the concession to someone and makes a nice profit. A very exact promotional tech. Ron did their course and they asked him to take over the Sacramento, Calif sector - but he declined and agreed to just write the historical booklets for the Centennial of Calif. 1849-1949.)

68.) How do you make a division more viable? Handle all backlogs, Hat everyone on their duties, get a team operation going.

89.) That's PR tech applied to Promotion - like for a Congress or Event. Then there is the regular "daily grind" tech of PR also.

69.) The whole subject of ECONOMICS can be seen in this PROD-ORG, VOLUME - QUALITY - VIABILITY context. (ECONOMICS translates into "more and more viability by exchange of more volume & quality products and services for survival and expansion across the dynamics".)

90.) You are in both cases trying to create, generate, handle, and control Human Emotion & Reaction.

70.) The Product Officer GETS the Product. The Org Officer puts the org there that gets the product.

91.) That is it's Zone & Area. (And also, if you've got to have Psychologists, that's their area too.)

The Product Officer is Senior to the Org Officer. Why?

92.) Also the "Psychological Warfare Staff" in Army org boards are supposed to "bring the enemy to their knees" so they don't have to use all their expensive ammunition, (The Generals don't care about the soldiers - but ammo is expensive!)

Because the Product of the Org is NOT the ORG. But you have to have an org there to get the product.

93.) Actually it's simply a job in PR:

71.) BASIC LAW: THE WAY YOU INCREASE QUALITY IS TO INCREASE THE ORGANIZATION. You increase the Quality of the Org, you increase the Quality of COINS the Org spends, thus you increase the Quality of the Product.

• Enemy? Job in PR.

72.) To increase the Quality of an Org, you take all the bugs out of the assembly line, hat people better, maybe increase it numerically too. Uniformity, efficiency , all improved.

73.) Keep the team briefed, or the Reg may not know what's coming out the other end, especially if the re-signup line is out. Then they have NOT REALITY on what they are selling. May even feel it's an overt to sell it!

74.) So an essential in any team is BRIEFING, keeping them informed of what's going on.

94.) Our enemies in Scientology are all located, we know all about them. So now it's just a job in PR.

75.) The PR man for the Prod Officer can be a sort of "cheerleader" to keep everybody informed on what's going on.

95.) You are mainly dealing in a world where the "WAR FOR MEN'S MINDS" IS RAMPANT. (Ex: Russia is fighting a war for men's minds, and America, and every company in America, and the British Information Service - they are all fighting a war to CAPTURE THE MINDS OF MEN.)

76.) One PR function is "Interpreting the Policies of Management", and thus includes briefing staff.

96.) To do this, they use PR tech. We don't care if it's called PROPAGANDA, it's the same thing.

77.) The public involved here is your own staff. (So it is to handle an HE&R = a NO reaction).

97.) Ex: He gives an example of the Russian magazine "Our Northern Neighbors" - Dec. 1970 # 159 - Published in English in Canada - which gives a counterpoint to all things "bad" in USA, by saying they are "good" in Russia. USA, Unemployment -RUSSIA, All work. USA, Drugs - RUSSIA, No drugs. USA, Dirty streets - RUSSIA, Clean streets.

78.) The purpose of staff briefings is to keep people informed as a TEAM. It is a team - 1st, last, and always! (a 3rd Dynamic)

It also gives a "Cultural" PR for Russian Art, Music, etc.

79.) How does an org become a team?

98.) This is a fantastic "tour de force" of Russian Propaganda - it has to be well organized and have fast commlines to be timely - you can imagine diplomatic bags stuffed with US magazines & newspapers, translators, editors, a big staff to "make up a dummy copy and send it to Canada, publish and distribute". It's like a 3P between Canada and USA.

1. Each Div has a secretary who is the Product Officer FOR THAT DIVISION.

2. Each Div. Has a Deputy Sec. who is the Org Officer FOR THAT DIVISION.

99.) More, Ex:

3. There is also the Product Officer for the whole Org.

• "Are Roman Catholics Turning to the Left?"

4. And the Org Officer for the whole Org.

5. The Product Officer has a Product Conference with all the Div Prod. Officers.

100.) They use counterpoint technique - a bit defiant - so not smooth - but effective. This is Dialectic Materialism in use - which is THEIR MENTAL TECH. (ALL IDEAS COME FROM THE COLLISION OF TWO FORCES or TWO FORCES IN COLLISION PRODUCE AN IDEA).

6. The Org Officer has a conference with all the D/Div Heads, or Org Officers. The Org Conference.

Instead of

7. The Product Conference is senior to the Org Conference.

TWO IDEAS (or INTENTIONS) in COLLISION produce a RIDGE or PROBLEM or ENFORCEMENT OR EFFORT.

8. The Product Conference lays out the Products they are going to get.

101.) (Thus Dialectic Materialism leads downscale thru further enforced "solutions" to MEST or WAR)

9. The Org conference gets their notes & plan and works out the Organization steps needed to back it up.

102.) We say it differently: "WHEN THEY IMPLANT THETANS, they use a POSITIVE and a NEGATIVE." (So Dialectric Materialism is another way to key in IMPLANTS. So all their "IDEAS" come from the BANK.) (R6 - CC, OT II, COLTUS, MARKABIAN, etc.)

80.) Targets would be in categories of IMMEDIATE, MEDIUM RANGE, LONG RANGE, VERY LONG RANGE.

103.) So we have the undercut of Dialectic Materialism AND the undercut of Propaganda. (i.e. We have more basic tech than they do.)

81.) In a big org, that's the team! It would be established by time schedules and deadlines, so it would coordinate into cycles of action.

104.) You can IMPINGE on the Society by getting people to understand and use Proper PR Tech.

82.) Very few orgs even get out of "immediate" targets, But you DO WANT TO GET OUT OF IT. That's what makes it a TEAM. (It's isn't just in COPE, it's ORGANIZED.)

105.) We as SCIENTOLOGISTS have been treated to an COUNTER-PROPAGANDA CAMPAIGN for a long time the likes of which nobody ever heard of.

83.) The Product Conf. takes place before the Org Conf. It isn't a democratic thing. The Prod. Conf. ORDERS the Org. Conf. to prepare for these products.

106.) We have to move up to the front. We don't CONTROL the press. The enemy does. This isn't the "PRESS" talking - it's those who control the press - or who MAKE THE PRESS TALK.

84.) From the Target Series Policies, the Org Conference would write & do the PRIMARY TARGETS.

107.) We have had innumerable wins. They are never reported.

85.) All of this is coordinated by the PLANNING OFFICER. The ED, or an ED serving as a Prod Officer, can't be sitting in a ivory tower.

108.) The enemy NEVER DOES HAVE WINS, they only have "HOPE".

86.) A Product Officer's best friends are his feet. He RUNS!

Did you ever analyze their news items?

87.) You have to have data, and the data you want is a STAT. Not "PR". REAL, ACTUAL STATS.

"New hope for mentally ill." - "Hope for Cancer cure this century."

88.) Remember, the stat may not reflect quality & viability.

109.) I actually had these birds surveyed for what they considered "BAD PR" so I could give it to them.

89.) It's YOURS fault as an exec if you don't have good stats there that represent the quality. YOU have to analyze them.

110.) To them, "Public Opinions", is what is written in the NEWSPAPERS (which they control) and what their PR man says (whom they control also)!

90.) How much can organization improve things? We are a long way from being perfect. But we have a lot of information and tech data, training expertise, etc. And we have technology which hasn't seen the light of day before. We have the tools. All we have to do is KNOW those and get them APPLIED.

111.) That's also how politicians operate, and Governments. They are particularly susceptible to clipping newspapers!

91.) All Organization has value to the degree it brings about PRODUCTION.

112.) OVERT INTELLIGENCE is the data you can find in public issues or libraries.

92.) An Organization tends to get into trouble if it doesn't have a PRODUCT - if it doesn't have production.

113.) The Russians, for instance, have to have a fantastic intelligence network just to collect all the material for this "Northern Neighbors" magazine.

93.) One org that ruled the planet in recent centuries hat a very tricky stat - nobody could count it - the Christian Church Stat of "Souls gone to Heaven". (Laugh)

114.) PR requires ORGANIZATION.

94.) You don't have to even be very good to "succeed". But when you have a team and you really know what you are doing with products and organization - God help the Planet! (we can really make some changes on it!).

Yet very few PR man are trained in Organization. Just the failure to keep up the "clipping" book can cause a failure in PR.

(Also PR reqires CONFRONT and WORK.)

115.) PR is essentially an ADMINISTRATIVE subject.

116.) That's why we knew that our enemy was well organized - the timing, the widespread coverage, etc.

117.) And by just knowing their organizational requirements, I can just about tell where it is, how many staff, what comm lines, etc. - and they STINK - not really WELL organized.

118.) Their "apparent" power was because - They were not suspected. - They were hidden. - They controlled the media. - So we couldn't answer. - But they could say anything.

119.) How can we reverse all this? - Well, because PR comes really into it's own in the field of PRODUCTION. Because - the PRIMARY BARRIER to PRODUCTION is HUMAN EMOTION & REACTION.

120.) As you move forward, you will find yourself in collision with HE&R almost consistently and continously.

121.) If you thin "PR" is "being a good fellow2 or "talking nicely" you might as well forget it. That is NOT PR.

122.) ARC is only a little protion of PR. PR is a technological activity.

123.) From the Basics I gave you on the Subject - (#69) - Scope & Application - you can now develop technical applications, and it puts you in Control of HE&R.

124.) We ARE in the field of HE&R, so will come into collision with PR, so we better know how to handle it - (not only on 1D as in auditing - but on 3D auditing of publics).

125.) So a Production Officer working at volume would have to be supported by a PR arm. If not, he may hit a real stop to production. (Below that full-volume level, the Production Officer would have to also hold the PR hat - so he better know what's it all about.)

126.) You (As a PRODUCTION or ORG EXEC.) have to know: (about PR)

- THAT SUCH A SUBJECT EXISTS - IT DOES HAVE A TECHNOLOGY - IT HAS A BASIC AND PRIMARY USE AS AN ADJUNCT OF PRODUCTION.

127.) You then know that any stop on production you hit will have an HE&R barrier in it and there is a TECH to handle it.

128.) We have a whole WORLD to handle. It will go ahead, and out there ahead of where we are, there will be a PR outpost - with PR action going on - in advance of where we are working.

129.) The enemy has made the continous mistake of "hitting it too hard" (with Black PR, etc.) so that there was a public revulsion and then a "press" change in attitude - so now people feel we must be doing something good or we wouldn't get all the insane press coverage. (They are also getting many examples of the press "lying" and the "big names" & "authorities" crimes & misdeeds). So the enemy has made our name known - and the fact that we are "against" governments (not really - but per the "press") makes people feel we must be OK - because (by survey) most people THEMSELVES are against governments! (taxes, too much control, lots of paperwork Dev-T.)

130.) THE FORMULA OF REVOLUTION IS AS FOLLOWS: The person who is against or antagonistic toward the government joins anyone who opposes it. They ask no questions about WHO they are joining. They only know they want to blow down, change or alter a government. Anybody who attacks the government then... they join!

131.) That's how Revolutions are made - and why those who join them are often betrayed. Because they never ask the question: "Who am I joining?"

132.) Minister Crossman, of the "New Statesman" in UK, is a mad nut that thinks we are "revolutionaires". It isn't even true. But someone joining us looking for a raw, red revolution is likely to be disappointed.

133.) We HAVE a PR situation. So you should know we have a way and a tech for proceeding. Otherwise your hopes of expansion may be curtailed.

134.) There IS then a method of extending your operation into the government, the people, and into the enemy camp.

135.) So come off the SILLY approach of just "trying to be "good" and eventually they will recognize your worth". IT DOESN'T WORK AT ALL. IT HAS NO VALUE.

136.) In the field of PR, one of the definitions they give in a textbook is "good Works well Publicized". That's "supposed" to be the perfect definition of PR. IT COULDN'T BE FURTHER FROM THE THRUTH.

137.) The REAL definition is: EFFECTIVE CAUSE, WELL DEMONSTRATED.

138.) Then you CAN make forward progress into the environment in which you find yourself. All the "good works" in the world are not going to make that forward progress, but EFFECTIVE CAUSE, WELL DEMONSTRATED will do so - and bring about EXPANSION.

139.) The only way an organization survives is to EXPAND. An organization which CONTRACTS - dies. (Note: Same as for a Thetan.)

140.) That happens to be the way the Universe is built. It isn't because "I say so". It's because it's TRUE.

141.) So you must keep attention on your PR factors as you move on out. Don't neglect them.

142.) We have a lot more Admin Tech to fight with.

143.) So when you see a new mailing going out at vast expense - and find out it was not surveyed or based on anything to do with the Public for which it was intended - realize you have wasted the money and might just as well throw it in the toilet. (Out PR Tech!)

144.) Realize that PR technical products form one of the largest items in the budget of an Administrator.

145.) It is big! And when bad, or neglected - you fail.

146.) So, I'm PRing the subject or PR to you - telling you there is a breakthough in the field, that it has a tech, that it is vital, and that you WILL collide up the line with a situation that you can't handle without PR tech - and even then it will be hard to handle.

147.) So when all seems grim and you can't seem to get your product - and you can't get your point across - and it won't organize THAT way... - then you DO have a tool - PR ! ! !

148.) And it has its own TECHNOLOGY and we have made a breakthrough in this subject - and I respect the people in the field who have put down the bits of tech for use - and all is applicable - provided you know what the subject is for.

149.) And you do know what it is for - and the PR men don't ...

150.) It's for the HANDLING and CONTROL of HUMAN EMOTION & REACTION - which is the biggest barrier to PRODUCTION.