ORGANIZATION SERIES - PART 08 OF 20
[New name: How To Present Scientology To The World]

[Start of Lecture]

[Start of Lecture]

Thank you.

Thank you.

Tonight, I haven't got very much to talk about. But I did want to talk to you something about a subject which I haven't even added up in my own head or in my own environment – which, of course, makes me an authority.

Want to talk to you about the future – the future. There probably shouldn't be a tape recording of this, because it is to a large degree confidential, to a very large degree revolutionary, to an extreme degree slanderous, libelous. But I'll claim it was all dubbed-in on the tape!

An authority is somebody who knows nothing loudly. It's an absolute requisite – absolute requisite – for an authority to know less about a subject than anybody else, more importantly. And the subject must always be a subject about which nothing is known.

It may not have occurred to you in the last week or so that there was any future. We have had several national catastrophes of one kind and another, including the election of a president. And we have had a couple of wars. But most important we have had some international policy outlined which puts us in an interesting position – we as Scientologists – an interesting position indeed.

To be a real authority you would have to pick up a subject which was nonextant, you see, and become quite resounding on that subject. Then you would be a real authority, particularly if you said nothing ever. A real good authority simply sneers quietly, whatever is said. That is very, very effective – very effective. It's a tactic I recommend to you if you ever get in there with a medico or something of the sort and you don't know what to do, why, just sneer effectively. You know, sort of... like that, you know? Just a touch of...

Probably the most important of these is the insistence upon peace. We have a condition in the world now known as "peace without communication." Naturally, that's impossible – which, I suppose, is why it's the policy. You could only have peace in the presence of broad, intelligent communication with plenty of figure-figure on the lines and lots of wait. If you just get everybody talking hard enough about their difficulties along enough comm lines with enough commissions, undoubtedly you would have peace. But you can't keep chopping things off and say that peace will prevail. It takes a lot of communication to keep the peace.

Now, this is a subject – about which I'm going to speak here – about which I know very, very little, very little. Because very few things are actually well organized, to know anything about organization is therefore practically an impossibility since practically nobody has ever seen any. You see? But you could easily become an authority about organization because there is apparently such a thing in the world as organization.

A nation exists in the world today – the Soviet states, or whatever they call themselves. I forget. It's a bunch of small countries that got together and decided to pack a big stick named Stalin. Well, he died. He was holding them together very neatly, and they started to fall apart. And the first person that objected was the person who was returned to office in the United States. I consider this quite remarkable.

And I didn't realize that organization didn't exist, actually, until 1950. And I noticed then that it didn't exist with an exclamation point! Now, I'd rather suspected its existence before, but I had never totally suspected the exclamation point. The fact of no organization in 1950 was quite interesting, and I thought it was something peculiar to the people and organization with which we were dealing. I assigned it to us personally. I couldn't look far enough to blame it way over there. So I said, "Well, the thing to do about these organizations..." I said, "The thing to do, obviously, is to hire some experts" – see, hire some experts. And then we really did go to hell!

After every great ruler – by which is meant a cruel, tyrannical beast – the Russian nation has fallen apart within the succeeding ten or fifteen years. The Russian nation has been a nation many times, and each time has reduced itself to principalities as soon as the wielder of the big stick was dead. History is so repetitively redundant that it begins to look like duplication – and who in a State Department could duplicate?

We had one of the fanciest managers that ever managed anything. He had been a howling success. I suppose the people that he had managed for before are still howling. Now, we had press agentry and promotion experience which had been so valuable in Hollywood that Warner Brothers practically collapsed the moment that this man left their promotion department. We had skill, but unfortunately without an exclamation point.

The Russian nation is again doing this same trick. It is busy falling to pieces. First, there went Poland; then there went Hungary. And for some reason or other somebody at the last moment decided that Hungary – in the Kremlin, they decided – that Hungary would have to be assaulted and (quote) "put back together again as a Red Satellite," which they succeeded in doing with such bad press and publicity that now the word communist is becoming a curse word in Europe.

I'm sure these gentlemen could have worked, had they known what an organization was. Well, some people are very fast. They pick up their cognitions rapidly. Some people are capable of understanding a cognition when they see it and so on. I run comm lags myself, and it sometimes takes me a little longer to find out that I don't know about something or that I do know about something, or do recognize it. But when I do – or don't – I'm honest about it. Perhaps that singular difference there makes up something for the comm lag.

They're doing a wonderful job of disintegration – none better, gorgeous job. There went Poland; there went Hungary. Now, because of their savageness of attack on Hungary, refugees rushing out of Hungary into other nations can be counted upon to stir up revolutionary activities there. And here we go! The Russian nation has always "went" just this way. I wish to God somebody could read history and find out that this is the case, and just leave it alone and stop talking to them to quit! I don't want them to quit! I want them to fall apart.

But it's taken me about six years to find out thoroughly that man doesn't know anything about organization and that there is a camouflaged hole there that has been filled up rather adequately by experts. And nobody can glibly tell you a definition for an organization. Nobody can rapidly give you the size and shape and general pattern for an organization. They'll give you some patterns, but are they for an organization? See, that's a little bit different.

There's a difference. Left alone, in my humble opinion, talked to pleasantly, ignored as to all the bad things they're doing, patted on the head at proper intervals, big commissions arranged to discuss the peace, more communication lines, "millions for cables but not a penny for tanks" and the Russian nation would just go bidrromm – blob!

Now, what belies this: we have such organizations as General Motors and Westinghouse. And these are running concerns. They do get things done. There's Boeing Aircraft and big, big companies. They do build things; they do ship things away, and so on. And obviously these companies have people in them that know about organization – obviously, or they wouldn't run.

But no, we've got to reprimand them. We must give them an external enemy, observably an enemy, so that they can reunite in the face of this great external force which threatens them. It's too bad. I expect any moment hero medals, one quart or two quarts of hero medals, to arrive over here in Washington.

Well, I say obviously they know all about organization until you go to work for them, and then you get another view. You say, "How do these airplanes ever fly?" "How is it that electric motors made by this concern ever run at all?" We talk to their personnel and find this personnel caught up in some kind of an incomprehensible paper chain which seems to run this way: They originate a despatch which comes to them for answering.

About the only way you'd keep it together is give it an external menace and start rapping it on the knuckles and reminding it that it's a nation. It's almost forgotten.

This is very common in the United States Navy, for instance. My good friend and one-time close pal Robert Heinlein, the science- fiction writer, was in Philadelphia and he was in the aircraft factory. They pulled in all the science-fiction writers they could lay their hands on during the war – they even tried to pull me in – to Project Space Opera. And they were trying to design various items and units, and so on, out of science fiction into the world of reality. And naturally, the boys all dived back on the track and picked up already-conceived patterns and presented them. Unfortunately, we didn't have the materials with which to build most of these things. But it's interesting that the suit that is worn today by jet-plane pilots was designed by that unit. It was designed as a spacesuit by that unit, and it is worn today by jet pilots.

Here is a singular bad piece of policy, because it means war. But war is something that cannot be fought in the world today. It can't be fought because there is a "weapon" (quote, unquote) which is not a weapon (underscore). And that weapon is the atomic arsenal: the atomic missiles, the H-bomb, the Q-bomb, the buzz bomb – whatever we want to call these bombs. They'll have a new name for them next week.

Many other bric-a-brac such as the satellites that we hear about every once in a while (not the Red satellites but the pink ones that Dr. Eisenstein is going to throw up there to confuse us)... Anyhow, other things came out of this project. But what mainly came out of the project is illustrated by this little story about Robert Heinlein.

Atomic fission or fusion is not usable in war. Just as you would not issue rifles to your troops which would blow off their breechblocks in every private's face, so you would not engage war with an atomic missile. When you fire one of these missiles, it backfires.

He heard that there was somebody in the country that knew about rocket-orifice pressures – how big a pressure you got at what velocity for what opening. He heard that this was known, that there was an expert somewhere in the country that could give him these figures. So he originated a communication. Of course, it was a naval-aircraft factory, and so he originated the communication, put it through the proper channels and got all the endorsements. It went out to Chicago and came back into Washington and got here and there and so forth, and eventually he discovered the name of the expert: it was Robert A. Heinlein.

Now, it's all right for them to play around with these things and make reactors and install them in submarines, so that you can give a big contract to some electrical company and get a kickback – in spite of the fact the submarine doesn't work. You can do all kinds of interesting things, if you want to, with atomic fission. There are lots of progressive activities that could be engaged in, but not amongst them is a weapon. It's not a weapon, any more than poison gas is a good weapon. It's not a good weapon. It's only a good weapon against civilians crowded on roads, where your troops are not scheduled to advance. Then poison gas gets to be a pretty good weapon.

Well, organization is an interesting thing. It's interesting enough that if you ask a preclear simply to mock up an organization, he inevitably mocks up confusions. It's one of the ways of running confusions, is just to say to the preclear, "Mock up an organization. Mock up an organization." You just keep this up for three or four hours – somebody that worked for Philco or somebody – and he line-charges. I don't know why he line- charges, but he does! There must be something in those organizations which belie the word organization.

But not fission. Fission is a bad weapon because it isn't a weapon and pretends to be a weapon. If you threw enough atom bombs at this moment at Russia to paralyze Russia, it's a hideous fact that the atmosphere of Earth would become so polluted that the citizens of the United States would not thereafter be able to survive in any condition of health. And if Russia bombed the United States with not a moment's thought of any retaliation, the Russian citizen would be in like condition. What kind of a weapon is this? It's not a weapon at all.

All I am seeking to do here is to show you that we are starting from scratch. It is very seldom that one can work away from virgin ground, but we seem to be doing that just now. We are starting with known data. A word, organization, exists. See, that's known data. The rest of it's wilderness. You see, we look out this way and this way, we see nothing but desert stretching in all directions without even wrecked Egyptian tanks on them.

Just why we have to have an H-bomb testing program is a little bit difficult to establish, since I was convinced a long time ago that bombs would go off. I'm sure you've gotten this idea, too. And that is about all there is to find out. That is found out: bombs go off.

Well anyhow, we look over this, and we find out then that we are in that comfortable state of mind of having a tremendous amount of elbow room. That's always a nice thing to have when you're starting out on a subject.

Well, you don't have to keep shooting bombs off to make sure that bombs go off. We all know that bombs go off. There must be some lingering doubt in the atomic physicist's mind concerning this point. Maybe he's surprised every time when they explode! Fascinating.

Well, is there anything to know about this subject at all? One must always ask this question: Is there anything to know, or must one invent something to know about it? Well, actually there is a great deal to know about the subject, and actually it seems possible that an organization can exist. It seems possible that an organization could be defined. It seems possible that the running of an organization could happen, not by accident, but by plan. And it seems possible that one could ferret out these various rules of organization so that one was not always running from the general's latest idea on how the organization ought to run.

They talk about "bomb-testing programs" – well, it'd be one thing if mankind was trying to find out if he could make fission "fish." That would be one thing. But not only will the United States have to carry along this whole program of exploding enough bombs to finally convince their atomic physicists that bombs go off, but now England has got to explode enough bombs to make sure that bombs go off and satisfy their physicists. And then Russia has got to explode enough bombs to make sure that bombs go off and satisfy their Atomic Energy Commission. And I suppose by that time France will have discovered the formula. But long before Russia will have completed the same series embarked upon by the United States, the air will already have become sufficiently poisoned that people will not be able to stay at work.

That's awfully embarrassing to an army at all times, and it's equally embarrassing to an electrical plant or something to have an executive vice president who is issuing communiques consistently and continually about the subject of organization modification when none has been built in the first place. You see, that's very hard to do: to modify a nonexistent object.

This is a fantastic fact. Just who is kidding who, Lord knows. But the Public Health Department of the United States is at this time debarred from further inspection of atomic-radiation pollution in the air. The governor of the state of New York has been forbidden to permit any further monitoring of the air in the vicinity of New York. He can't find out if it's radioactive anymore. Now, this is a fabulous state of affairs.

The U.S. Navy has been modifying a copy of the British Navy now since 1772, or whenever it was formed. And it's been doing a very, very good job of modification. Someday they'll wake up – oh, any day now they'll find out they don't even have a navy now, see? Actually they're over in the Pentagon building at this time, and so on. They've practically modified themselves out of existence with their communication lines.

Well, I didn't know it was personal. I didn't know that we Scientologists had the stake in this that we had in it until a very short time ago. It was all right to say that one or more elements of the A-bomb were poisoning the atmosphere and were affecting people's health. That was one thing. But nobody really has been close enough to these bombs to really be affected by them, of course, except the population of Earth. You didn't have to be near one of these bombs. Some people are more sensitive than others because some people have been X-rayed more often than others. Some people have been subjected to radiation in other ways, such as television. Television spits out enough gamma to make you spit out your teeth, if the truth be known. Takes years of sitting in front of a TV set to spit your teeth out.

For instance, they have a terrific file system. This is the most brilliant file system I have ever read. Gorgeous. The manual to operate it is about that thick. It's to operate a navy file system. It's just gorgeous. You never saw such order, such neatness. Every number in that system has significance, oh boy! Wow! Man, are you impressed – right up to the moment you walk up to a naval yeoman and say, "Uh... son, could you let me see the personnel report sheets for last month?" Well, of course the file system fails at that instant. But it's very, very pretty – very pretty there in that big, thick book – very pretty.

But if you talk to them seriously and say, "Now boys, what are you doing...?" The way you sneak up on these guys is very funny. You say, "Television actually emits radiation."

I like that file system. It is the neatest and best plan not put into action that I have ever inspected. Of course, it's a court- martial offense not to head your letters out of that file book. Oh, I am sure that men can be court-martialed, even shot. I think it's perfectly all right to run away from the enemy, give admirals a lot of lip, wear your stripes backwards, or almost anything else. But don't omit those right numbers there at the top of that endorsement or at the top of that letter. That's pretty serious. That shows a disrespect for the Bureau of Naval Personnel. Very serious thing.

And they say, "Ho-ho-ho, ha-ha-ha-ha-ha." You don't want to approach it that way, see. That gives them an out, doesn't surprise them.

Well, there are several numbers and letters in a line. Very hard to memorize. I know I can't recall a single one offhand. But when the numbers get up to about that big, why, it makes a cross-file system the like of which you've never... See, every number in it means a different folder or subject.

You say, "What are you boys doing now about the gamma radiation from TV tubes?"

Now, you take officer's raincoats. Nobody could ever have such a thing as "officer's raincoats," but you look in the file manual, it's there! "Officer's raincoats: OA52." They got you, haven't they? Now, you wouldn't think there would be "officer's raincoats – torn," would you? But you turn over here to "torn" and you'll find it's OA52-3.

And they say, "Well-l-l-l, as a matter of fact, we're getting there. Uh... we've got it pretty well licked. Uh... we're going to try lead glass on the front of the... What am I talking to you for?" This is quite amusing.

Now, you wouldn't think there was "officer's raincoats – torn; belonging to reserve officers," would you? They got you. When you get the number about that long you've got the history of the United States!

It's such a tiny quantity that by itself it probably would never seriously affect anybody's health. Probably the entertainment itself would be more effective in destroying them. But the funny part of it is that it is there, and it does add to the already- existing gamma-type radiation and particles in the air at this time.

Now, I'm sure somebody in the Navy Department keeps a file system of some sort because – I'll just show you how good they are. I'll show you how good they are. You know, there's a lot of cavil about this. They say that after World War II and the Korean War that they lost a lot of personnel. Well, that was actually World War I they did that. A chap was ordered up to the Brooklyn Shipbuilding Company, and he was up there until 1936 before somebody found him in the files and sent him orders to tell him that World War I was over. That's actually happened. They just skipped him, you know, and he stayed on duty as an inspector of nonexistent ships. And nobody ever could order him out because they couldn't find his name in the files, you see; they'd lost the files.

Now, down in Arizona they put an H-bomb nine feet below the ground and blew it up. Why? To find out if it'd lift dust? Well, it certainly did! It had the entire Southwest counting, so that anybody who wanted to go uranium mining was in a delirium of happiness over the tremendous number of mines he discovered. They were under every piano and back of every bar. Everybody and everything in Arizona counted after that. You took a Geiger counter and it'd go birrrrr, dit-dit-dit-dit-dit. Well, gorgeous, gorgeous. Guys went around in a delirium of happiness before they suddenly realized this, saying, "B-r-r-r-r, I got a mine. B-r-r- r-r, I got a mine. B-r-r-r-r, I got a mine. B-r-r-r-r. Hey, that's me!"

But I'm sure somebody keeps a file, because I myself have been solicited for a Tommy gun. A rather unusual thing to be solicited for, but they knew my name and they knew where I was located. Isn't that terrific? I mean, it's really phenomenal. I mean, they did; they knew my name; they knew the item that was missing and so forth. Of course, it was the wrong navy, but that didn't make any difference at all. It really was the wrong navy. It was "L. R. Hubbard, Royal Australian Navy, Lieutenant Commander," I think it was; something like that. "Please return to the United States Navy the sub-Thompson machine gun which was borrowed from the USS Chicago" – that was the wrong ship, but that didn't matter; it was the Travis – "Please return it," and so on. Now, how they got onto this, I don't know, because the Travis got sunk, you see? And I don't know how they got into this, but somebody keeps a file! That, I'm sure.

Now, wherever we go on earth, then, we're going to encounter air or space which contains radiation at a considerable count. It is not really, at this point, where it would be noticed completely by the individual. It is right on the threshold of that.

Now, you look at these numbers up on these letters and you have, actually, the total concept of organization normally existing, plus one thing, a command chart. No service, no electrical company's office, nobody, should be without one of these command charts. I'll show you what they look like. They're square – I mean, an oblong, a rectohedron or something, because everybody on them at the top is pretty thick. And you have written across the top here, it says Board of Directors, or Joint Chiefs of Staff, or it says something at the top here. It's very impressive. That's in bigger letters, see? And then you have two little dingle-dangles that drop down from this and other signs are appended to that. And one of them says Secretary of Navy, and the other one says the War Department or something. And then this dingle-dangles down into, well, other boards, you see: Bureau of Naval Personnel, Chief of Naval Operations, Chief of Staff, so forth. And this dingle-dangles down to another thing that says Regiments or something, you see, Fleets or something like that. And then this goes down to Commanding Officers Of. You got that. That's pretty smart. And then this goes down to Officers Of, and this goes down to Petty Officers Of, and this goes down to the army and the navy, see – rank and file, see?

Just exactly what this had to do with last week's activities, I would not be able to guess. But people under a bombardment of radiation start to go down tone; they start on down tone.

That's how they do this. That's how they do this. And you've got this beautiful... You know, it's... well, it's beautiful! You never saw the like of these things. They're pretty. You know, they're usually done on mahogany, Philippine mahogany, something like that, you see them. Or they're done in great things: you open up a manual and you keep unfolding, and you unfold them down like this, and you fold them up like this, and there it says across the top Joint Chiefs of Staff, see? Boy, is that... Tsk! That's it! We've got something here. We know who's boss around here. Obvious, it's the Joint Chiefs of Staff; they're boss.

Now, all of this has a considerable bearing on us. We are, at this time at least, citizens of earth. We do have a playing field. It is quite one thing to confront a playing field being blown up, bang! and that's all there is to it, you know? But some chap wrote a poem one time, and he says the world won't end with a bang, the world will end with a whimper. And evidently that is the case.

A private wants to go on leave, he knows where he is supposed to go. He isn't supposed to go up there at all; that's too high for him. He's supposed to go see these people right above him, see – his petty officers. And the petty officers, they're supposed to go see the officer. The officer is supposed to go see the commanding officer. The commanding officer is supposed to go see the Fleet. And the Fleet is supposed to go see the Chief of Naval Operations. Chief of Naval Operations is supposed to go over here to the Secretary of the Navy, and the Secretary of the Navy is supposed to go over here to the Joint Chiefs of Staff. You see, that's the way it goes. Got it? Yeah. And then they say whether or not he can have some leave.

The threat of war will probably culminate in no war, but it will catalyze various nations to reassure their physicists by exploding bombs, and the more bombs that are exploded, the more atmosphere saturation there will be. And I don't know that they will stop it, because at a certain point sane reaction is not noticeable. You can get just so much radiation in the air and after that you do not get sane, rational reactions. You get reactions only.

Now... All right. Now, they forward this back, see, and it goes like this: the Joint Chiefs of Staff up here, and then it goes down to the Navy Department here, and then it of course goes over to the Chief of Naval Operations, then it goes over here to Fleet, and that goes down here to captains, and the captains go to the officers, and the officers go to petty officers, and they get down to the man, and he knows he can't have any leave. See, it's simple! See, the whole thing works out. It's obvious, this whole thing works out.

Now, I'm not backing up the hearse to you. The only reason I'm talking to you about it is because we can do something about it. We can do several things about it.

You think I was just indulging in some mockery, something like that, but I wasn't; that's a command chart. It says who's boss. And if you didn't have one of those things the whole place would go to pieces, you know that! Nobody would know who to salute. Nobody would know who to send the paychecks to, for whom to... Well, nobody would know! That's all. You see? I mean, you'd just be lost, and maybe it'd be a good thing.

We find this intimate at this time because we believe, to some degree, that we have evidence which tends to point in the direction that this condition has been going forward for about nine years. All right. If this is the case, has it had any bearing on what we've been doing in Dianetics and Scientology? Evidently it has. The reactions of cases at large – the reactions of cases at large – between 1947 and 1956, carefully reviewed now, does appear to have altered. How?

Because the only thing difficult with this command chart is the moment the guns start going, the little dingle-dangles vanish. They just go missing. See, they... Before the first sentry takes off – before the first sentry takes off not to confront the enemy – these things disappear amongst the boxes. So you have Joint Chiefs of Staff standing in the – well, they never stand in a first line – but you have Joint Chiefs of Staff, or something, sitting someplace else. They're not any longer on the chart. I know; I've looked on the chart. You have troops down at the bottom of one of these command charts. You can talk to one of these charts by the hour and it won't shoot. Won't do a thing.

In 1947 it was very easy to run an engram. Even in early 1950 it was still fairly easy to run an engram, but it was a little harder. By the end of '50 it was getting difficult to run engrams. In 1951 we had to beef up our processes like mad in order to run an engram cleanly. By 1952 we were beginning to run into nothing but whole track. Nineteen fifty-three, we just had to look for other processes than engram running. And we had to look hard, and we looked into exteriorization. In '54, in '55 and in '56 we have actually been researching further and further, into more and more powerful techniques. Why?

And I've been in the interesting position of sending a message up through one of those things for a very important piece of information that should have gone right on up to the top, since I was operating a comm center. It was very interesting. Just as in any company or something, somebody says, "A machine is broken down. All production will now be delayed for the next ninety days." He'd want to report that, you know. He'd think it'd be a good thing. Somebody up at the top is liable to notice the whole factory isn't running or something.

In 1947 the techniques we had were good enough! In 1950, spring of that year, they were practically good enough. Why haven't they stayed good enough?

And so I tried to report this through one of these chains of command, and I found out that I was really getting there. Only they knew that that particular post and area had been wiped out and taken a long time before, so they never bothered to answer. I asked some chaps right here in Washington, I said, "Why didn't you ever reply to those despatches? What was the matter?"

People haven't changed, have they? Not at all. We even see a difference of techniques which, run two or three years ago, don't work very well today. This fascinating panorama has just unfolded before my view as a distinct possibility. And it may or may not be true, but it is certainly a distinct possibility, and there is a coordination here between the amount of radiation in the atmosphere and the difficulty of auditing a preclear.

He says, "Well, you were wiped out a long time before that."

So, I started to look forward a little bit further, and I found out something quite interesting: An individual who has an invisible particle nipping at the body, reacts. He doesn't know what it is. It is a hidden influence. It is a hidden menace of some sort or another.

And I says, "I was!" It was obvious. It was right there on his chart that those command channels didn't any longer exist.

So what's he do? He tries to fill up the space around him. What's he got to fill it up with? Huh! A bank! He starts pulling in a bank to fill up this space. He starts inspecting things, saying, "Is that it? Is that it? Is that it? Is that it? Is it my Aunt Chloe? No." And, all the time, it's an invisible particle which has a reaction against the body which makes the body ambitiousless and ill. Wow!

Well, the very funny part of it is, the moment that action was engaged, why, one found himself finally doing what I did: I picked up a telephone, called the Secretary of Navy. See, and I said, "I'm tired of this place. I'd like to leave."

What would this do to auditing if between 1947 and 1956 we had a progressive pollution of the atmosphere which caused people to do this more and more and more, and made auditing rougher and rougher and rougher? This would be a fantastic thing for an auditor to confront, wouldn't it? That'd be a very interesting thing to be looking at and not knowing you were looking at it. It'd be demanded of you, in any given month, that you run more arduously than you did the month before. To some slight degree you would have to be more on the ball with a preclear. You would have to do more and cause more and be more alert, and you'd have to be better and better and better. Your techniques would have to be better and better and better to produce more or less the same result.

And he said, "Yeah."

Now, the question is, has that happened? It is not necessarily true. But it's a strange thing that we have followed this exact course. According to the records which are lying around, people are harder to audit in general today than they were. And I don't care what people these are: a carpenter pulled off a project, milkman, anybody. We don't care who it is.

I said, "Yeah, I've got some important despatches. As a matter of fact, we've got enough despatches here to practically sink the Japanese navy if they had to carry them. There's a lot of traffic and stuff like that, and so forth."

Health level: In order to get a full insight into this, one would actually have to inspect the Public Health Service records, if they are available, on various subjects between, let us say, 1920 and 1930, and 1945 and 1950. Would there be any difference in these records? What would be the prevalence of certain illnesses? Are there more illnesses today than there were then? Is the public-health level lower now than it was then? Is there an incidence of insanity today much higher than then – and could we actually depend on these figures as not merely a press release by the APA to get in more appropriations? Is there any other supportive evidence?

So he sent his plane down and picked me up and flew me home. You think I'm just talking through my hat but that is exactly what happened. Everybody knew the phone systems were out, and everybody knew the command chart didn't exist anymore, so it was very easy to pick up a receiver and say, "Give me Washington." They wanted to know Washington where. I said, "Washington, DC." I said, "Give me the Secretary of Navy." I couldn't think of anybody else. That's quite a phone call from down in the South Pacific through, and you just think that doesn't exist.

Well, all of this will have to be looked over and carefully weighed. But for the time being, we can hold the fort. We have processes that overreach the condition. We gained a bit. But we have something more important: We have a biochemical means of converting, evidently, this restimulative type of case into an easier-to-audit case. Now, I just say evidently we have that. I am not trying to press you with a great, big stable datum that win maybe tomorrow become an unstable datum. I'm merely offering these things. And if they turn out to be true, they're true; and if they're not true, they're not true. That's all.

But then you think something else is wrong too. You think these command charts exist. Well, they exist on a piece of paper, but in actuality they are command charts and nothing else! That is all they are. And that's the first thing you want to know about organizations, is that they have command charts and that they are command charts and not communication charts! And when you try to put a communication through a command chart, you're in the soup, inevitably wind up in Campbell's chicken with noodles.

But all sorts of random data comes through, data which has been a wild variable. You know, a good investigator, a good scientist, actually doesn't pay much attention to stable data. He doesn't look into the field of stable, won data; he looks into the field of variable data. He looks into the field of wild variables to try to find out if there's anything there.

Now, obviously we have to know who's boss, but this is no reason at all why all channels should run through the bottleneck of the whole organization who is always the boss. Do you see that if we ran all communications through the Joint Chiefs of Staff, if every officer in the South Pacific who was tired of being there and couldn't see any of his own people left anyhow, and was fairly suspicious that those snapping sounds in the air weren't bees, had simply picked up a telephone and had found an operator on the job, of all people, who was capable of putting in a transatlantic phone call and said, "I want to go home now, and I've got some despatches. Send me an airplane," and if every one of them had been given an airplane, you would have had that many Secretaries of Navy to take care of that many officers, you see? So it doesn't operate as a communication chart and it won't ever operate as a communication chart. And that is the first thing wrong with organizations, is they take a command chart and say it is a communication chart, and it's not.

Well, this has been a wild variable for me, and I've lived with and suffered with this phenomenon of worsening cases. That is to say, at any given instant, the cases presented to me to be audited were worse than the cases that had been presented. What was this dwindling spiral I was confronting? Wow! What's going on here?

A communication chart doesn't even vaguely look like a command chart. Let me assure you, if the boss had to know everything there was going on in the organization you'd have no organization at all. It would make him so mad! The only possible survival an organization can have is just to keep as many communications as possible away from him. They bottleneck; he's arbitrary; he's not on the ground; he doesn't know the situation; he has policies he's executing which were originated in 1890. The best thing to do is just keep the show on the road, obviously, not follow a command chart. Pretty obvious, isn't it?

For a long time I've suffered with this, because... "Have I gotten my observations completely wrong? What's going on here? Now, let me see. It took about so many hours back about '48. Let me see. I'd run out so many engrams and only rarely would somebody present an early engram. It'd be mostly later stuff. And everybody I'd seem to run into ran these things rather easily."

You start following a command chart, you start bottlenecking. Therefore, all initiative in the organization is destroyed. And if it is the purpose of a command chart to destroy all initiative, then it should also be used always as a communication chart. The command chart of an organization, when it becomes the communication chart of an organization, results in the absence of all initiative throughout the entire organization; everybody is being policed. And that is just about 99 percent of what is wrong with most existing organizations, is they have no knowledge of organization.

In 1950 1 started to run into some black cases – cases that were harder to audit. "Well, maybe they were around before," I'd say. "Maybe we're running into a further strata of populace. Maybe the auditors I am teaching just don't know how to audit at all?" But I'd throw that aside because obviously they did. You see, all of this data, weighing it, coming along the line – one would be rather anxious if he'd had this much random data thrown at him, you see, to instantly throw in a good stable datum like blaming it all on radiation. We must resist that temptation. There is no sense in succumbing to it at all.

Now, let's look at this. Let's look at this. A man is put on a job to do a thing. He should have a stable datum for what he's supposed to do. If he has a stable datum for what he is and what he's supposed to do and what he's supposed to be, and if he really has that as a stable datum, then he will be able to handle all confusion that approaches him. He'll have comm lines. He will act. But if that individual does not have a stable datum then he is not a communication terminal. He will stop no communications, and the command chart gets pushed into being.

Just continue to examine it. There might be something else entirely at fault here. Something else might be occurring. However, this one does seem to fill all characteristics. National health at this time is much poorer than it was. Service in the United States has fallen off in the last year very markedly.

If every sailor put on a post, or every soldier put on a post, or every mechanic and laborer in a plant was put on a post and couldn't hold that post or decide for that post, then naturally, he would fall back on his next superior. And if that man couldn't hold that post and wasn't a stable datum and felt insecure he would fall back on his superior. And if he couldn't hold that post and everything seemed to be confused around him and he didn't know what he was, then he'd have to fall back on his superior. And the next thing you know, you're at the general manager, chief of the board, Joint Chiefs of Staff or whatever you're going to call the top of the chart. Why? Because nobody anywhere lower on the chart is a stable datum; nobody can stop a communication anywhere on the chart. And so command charts in that wise, in a very aberrated fashion, then become communication charts, and so they are in this world we live in today.

Only the people who were under the bombardment of atomic bombs in Phoenix (they were only 250 miles away) became ill in London after the discharge of Russian bombs. These boys and girls really became ill, by the way. I mean very ill – wham! Russia released some bombs that were almost total raw gamma. They didn't know how to get a bomb into an economical state at all as far as gamma was concerned, and these bombs were quite deadly. And when they released them, there were a certain number of staff in London went down like tenpins. And I thought, "Well, somebody would get sick. It's that season of the year. It's probably just flu." But nobody else got sick to any degree.

Unless, then, we know these principles and so forth, then all communication charts will be these command charts and every organization there is will be run by one man only, and he'll run himself to death and develop ulcers and that'll be the end of that. Follow me?

And then we had a congress and these sick people were actually called upon to run the congress – myself amongst them, by the way. We were actually called upon to run this congress. And somehow or another we stumbled through it. We got it done. We had it made finally. But before the congress, I was thinking neatly to myself, "I really ought to call it off. Rather than expose a crowd of people, many of them strangers even to Scientology" (an English congress being different) – "rather than expose them to an obviously epidemic illness." I ran them on some processing that made them sick. You know, they went this way a little bit on a couple of the sessions, but, by golly, they didn't get sick from what the staff had.

Why does a communication chart turn into a command chart? Because none of the communication points on it are terminals in fact or actuality. Nobody there can stop a communication, so they all collapse on the chief Got it?

Therefore it required a little closer look. And that closer look showed us that it was only that staff which had been in Phoenix which was now ill in London. Ah-ah-ah-ah-ah. It was an interesting thing to observe, wasn't it? Wasn't that an interesting thing to observe? Nobody else got sick! People were sniffling a little bit or something, but the people who were really sick, right down sick and stayed sick for weeks, were the people in Phoenix who had been exposed to the Phoenix radiation.

Now, in times of abnormal confusion you would expect some of these points to fall back and say, "Hey. What do I do now?" But they ought to be certain enough in themselves and on their post that when it's said to them "Well, our policy at this time is just to ship everything we've got," they should say, "Well, that's good enough for me. All right, this is your stock. It belongs to somebody else, but I am on this point and therefore I will just start shipping everything we've got. Thuh-buh-wuh-wuh. All right, that's fine."

Now, you think of this atomic radiation as something that floats through the air with the greatest of ease, blown hither and yon by the winds of the world. Therefore, it requires a long time for it to arrive, and the distribution of these particles are entirely dependent upon being wafted hither and thither. They all have to do with fallout, "which is being carefully watched."

You could give all of these communication terminals a new policy without unsettling their own stability, if that stability existed.

We used to just almost laugh ourselves hysterical in Phoenix. "We don't understand why there is any public hysteria, because the fallout is being carefully watched." Nobody seemed to add up, in the test grounds and so forth, that we didn't care who was watching it; we cared what it was doing!

So we find the first and foremost thing of organization of course would be a definition of organization. What is an organization? But to find out What is an organization, we have to look at what composes an organization, and we find that an organization optimumly would be composed of communication terminals. And if we look it over and find an organization is composed of communication terminals, then we decide that a communication terminal had better have a communication line. So we find an organization consists of communication terminals and communication lines associated with a common purpose or goal. And that is the definition of an organization and that is all there is. Now, if you look for anything else, you're going to get wound up in MEST. You're going to go splat against the walls or something. That's all an organization is.

By the way, there was an epidemic of measles (which was noninfectious measles) which broke out immediately after the most serious series of these. Measles, by the way, has an inoculation today which contains gamma. In other words, you can prevent measles with a little shot of gamma. It's quite interesting. Measles and gamma are quite closely connected; so are some other definite illnesses, most of which are respiratory illnesses and all of which have to do with the cave-in of bones.

Evidently an organization is a number of terminals and communication lines with a common purpose. The purpose associates and keeps in contact with one another, the terminals and the lines. That's all an organization is. It isn't a factory. It isn't a house. It isn't a machine. It isn't a product. It's not a command chart. That's all it is. And if you look it over in the light of that simplicity, you can actually form one and get one to function. One will actually function.

Now, I didn't say "infantile paralysis," did I? You didn't hear me say that, did I? Because the Infantile Paralysis Foundation makes a lot of money, and nobody must say anything about the Infantile Paralysis Foundation. And it's such a good thing that we have Salk vaccine, which only increased infantile paralysis seven or eight hundred percent. I mean, it's a good thing to have around. Or did the Salk vaccine increase infantile paralysis in its rate across the country? Was it the fact that we had a president of the United States who suffered from infantile paralysis that popularized this with little children who weren't alive when he was ruling? You suppose this widespread popularity of infantile paralysis, being a respiratory disease which attacks bone structure, has anything whatsoever to do with it? You don't suppose this sudden upsurge of this little-known disease covers exactly these years I am talking about, about toughening cases!

Now, there are several rules that go with this:

Oh, unfortunately it does. Unfortunately it does, very definitely.

Every set of communication lines (being two: one going in and one coming out) must have a terminal. Every set of communication lines must have a terminal, and every terminal must have communication lines. Isn't that idiotically simple? But unfortunately, very few organizations ever follow this, and all their confusion and randomity result therefrom – all of it. Because if there are too many lines and too few terminals, the lines will snap on those terminals. If there are too few communication lines and too many terminals, terminals will snap on the lines. You can't get a communication terminal separate from communication lines; you can't get communication lines separate from a communication terminal. They go together. And there have to be as many terminals as there are lines, and as many lines as there are terminals.

Are there any other random data like this kicking around? Start checking people's health – just stop them on the street and start checking their health. "How well did you feel, when?" They give you fascinating data on it. Some young person is liable to tell you, "Well, I felt all right while I was in college, but I haven't been feeling well since. Getting out of college has upset me.

Now, we find in every organization somebody who wears fifteen hats, and he doesn't know it. He's the complaint department, and he's the file clerk, and the shipping manager, and this and that and a lot of other things. Now look, there's a set of lines for every one of those functions. If this man does not know he is one of these terminals, if just one is missing, then he'll use his body for it. The lines will actually snap on to his body. He's got to put his body in there the moment that he's missing a terminal.

"Oh, yes! When did you get out of college?"

He's fifteen terminals. If he knows all fifteen terminals and has a title for them, and he's got some exact geographical location where he says the terminal ends, he's all right. I mean, the lines end. He says, "That's a terminal. That's the complaint manager and here is the shipping manager and over here is the floor sweeper." He can do all of these things as long as he is all of these things. He's got himself separated out, in other words. He doesn't get tired. This is the oddest phenomenon you ever saw.

"Oh, uh... I got out of college in '48 and, uh... I haven't been well since."

So you say is there any practicality in reviewing this subject of education organization-wise? Is there any practicality to it at all? If he has a set of lines that he doesn't think he owns – that he has no terminal for, in other words; he got the lines but he has no terminal – he resents it. He begins to buck back against the lines. He takes his body and shoves them into the lines – tuh! After a while he says, "Work is so tiring. Work is so tiring."

"Well, what's been wrong with you?"

That's quite an interesting phenomenon. A person is what he is. Anybody could hold down two hundred jobs as long as he knows he's holding down two hundred jobs. He must have the job compartmented as a terminal to match every set of lines that runs in toward that job.

"Oh, nothing, I've just been tired."

I'll give you an example: Somebody in this organization was actually operating very thoroughly and very well, most of the time, with a maintenance terminal – maintaining buildings and things like that. This person was actually wearing a hat called Maintenance and had never suspected it. Never knew this person had anything to do with maintenance at all. Was there anything there connected with maintenance? "No, I have nothing to do with maintenance." And yet all the time this person was handling two lines, a set of lines which said Maintenance. Person had to ask these questions perpetually: "Is that necessary?" "Can't we have that?" "How much does this cost?" all in the line of Maintenance. Job was wearing him out! Hidden job. Missing. The job was missing. There it was. There was no job there. So what happened? Every time something came in about maintenance – somebody says, "Should we get these new carpets?" why, that person would say "No!" or "What carpets?" "What are you talking to me about? What are you talking to me about carpets for anyway? Why are you talking to me?" Get the idea?

"Oh, you've just been tired, huh? Nothing seriously wrong then?"

Well, the reason they were talking to this person is because this person had everything to do with maintenance that was really important and didn't know it. The job had been assigned to somebody else who never wore the hat. Over in a dusty corner of a place there was a hat, all crumpled up, and it said Maintenance.

"Oh, no. I take it easy. I get along all right."

Well now, can the communication lines run to that unoccupied hat? No. There was no terminal underneath that hat and as a result the lines went and found somebody to run to. Got it? In other words, a loose set of lines will all of a sudden go dahh. Get the idea? They'll say, "Ah! Buddy! Huh!" All right.

This isn't the type of public illness which runs at once to the doctor.

Now, the other phenomenon which happens, doesn't occur to be quite as important until you really look it over and have it happen. You've got this amazing thing, you see? You have a terminal with no lines, see? You've said to this person he's Maintenance. And now he has no lines. There aren't any visibly set-up lines. There's nobody to pass any communications to. There are no vias. There are no further relay points, no lines at all. What's this person do? This person at once does something very fantastic: he snaps on to another set of lines. So here are your lines, you see? Your lines are running very smoothly and everything is going along, and all of a sudden, dah-dah-dat! "What's the matter with my communication lines? Why don't they function?" Well, they're stuck on the terminal called Maintenance. What did he do? He didn't have any lines of his own so he took to tossing stuff in your baskets. He started using your lines. The terminal then found some communication lines. None were set up. Got it? There's an affinity between these things called terminals and these things called lines which don't permit them to exist separately. But that affinity should not result in a total, balled-up confusion the way it does in most organizations.

Are there any other coordinative data? Now, I don't say these things all have to add up to fission. They might add up to Martian rays being played against earth as far as that's concerned. But they certainly are a number of data to stand totally isolated, aren't they? What is this all about?

You go into most organizations, you say, "Who takes care of supplies here?"

Why is it that when we audit people we occasionally discover (if they were ever out to Phoenix and worked in the Phoenix organizations) that they have stuck views of Phoenix? Nonsignificant views – they're just standing, looking down a street in Phoenix. There's nothing engramic about that whatsoever! We've never had anybody get stuck in this kind of an engram before: quietly walking down the street, and that is an engram! They run like engrams. What is this all about?

"Oh, the office over there. The office over there."

Well, a number of data adding up is enough for us to take precautionary steps. That's all the data adds up to – enough for us to take precautionary steps and to study the situation further. And you have every reason to have the information that we are doing just that. We are not suddenly taking off into the blue from a stable datum that everybody is poisoned to pieces by atomic fission.

All right, fine. Go to the office over there. "Who takes care of supplies here?"

I don't know what the roentgen count has to be in the atmosphere in order to actually make somebody ill. I do not know this. Unlike many of our learned fellow men, we in Scientology do not use human beings on a vivisection basis. We're not accustomed to doing that. So we haven't exposed people to radiation just to find out how they felt. We haven't stood them up and given them a good solid bath of gamma so as to find out if they died or not. We leave that up to Hitler or to the APA or to the Atomic Energy Commission. We leave that up to the paratrooper division during the war who let paratroopers walk through the Mojave Desert without water to find out how far they could go before they fell down and died. I mean, we have a different standard of things which is above the animal standard.

"Well, what did you want?" Wonder why they never answered the question. People don't ask themselves that. "What did you want?" they say.

So all we can do is to use our reason on the thing, investigate the evidence presented, and if it fits, all right; and if it doesn't fit, okay, we'll find something else.

"Well, I wanted to know where to deliver this package."

But we are taking precautionary steps. And at this time, based on what we learned of what we used to call "Guk" back in the old days – Dianetics and Scientology is well old enough now to have "the old days" – we recalled that some odd manifestations occurred when nicotinic acid was delivered to individuals. It was very peculiar.

"Oh, just leave it right there."

Nicotinic acid is advertised in the pharmacopoeia as turning on a flush. It says so; it says it's toxic. But it's a funny flush, isn't it, that in 1950 displayed nothing but bathing-suit patterns on the body. I never saw such neat flushes. They were! They were very neat. And it was very peculiar, if this stuff was toxic, how an overdose of it eventually turned on no flush at all. And the more you overdosed it the sooner you didn't get any more flushes from it.

"Well, all right. I'll leave it right there, so forth. Who signs the receipt?"

Now, we flattened several cases in those days so that they didn't have any more sunburns to run out, and they felt pretty good. And I remembered this suddenly three weeks ago – something on that order – and I said, "Do you know that sun that sits up there and goes wog-wog, you know, that everybody says "Ra" to? Well, the sun up there is pure fission – no better example can anywhere be found than sun."

"What receipt?"

Ohhh? What is sunburn? Eh-eh-eh! Now, wait a minute. If nicotinic acid would run out sunburn, which is fission of a sort, would it run out radiation? Well, you know me. When I go out to test something, I test it! I go find somebody like Breeding.

"Oh, the receipt for the package, the delivery of the package?"

No, actually the kids around are terrific. They're absolutely terrific. If I use myself on an experiment, I practically get shot. Everybody argues with me. I'm not supposed to have this particular type of martyred glory. I received more phone calls from London from madder people, because I hadn't tested radiation on them when I got sick last February on some tests on this. Gee, they were mad!

"I don't know. Uhm... I don't know. We'll have to ask Mr. Smithers. He's out to lunch just now. Here, I'll give you... I'll give you some directions here. The gateman usually does that. I just remembered, the gateman does that. You go out and get your signature from the gateman."

So anyhow, Don came up and immediately volunteered to start throwing nicotinic acid down the throat at a mad rate. Well, within a day or two he had all our hair standing on end. I thought he'd go at it conservatively, you know – he'd take fifty milligrams every day or something like this, or a hundred or something like this. So he started taking, I don't know, a hundred on the hour every hour; or every three hours he doubled the dose, or something like this.

You go out. The gateman says, "I don't do that. What am I doing? You mean, I sign for something? Where is it?"

And he went and looked it up, and he even took the new form of it. There's a new form called niacinamide, and it does everything (it says in the pharmacopoeia) that nicotinic acid does, but does it better, you know, without the side effects. It's an absolute dud; it's completely null. I mean, it doesn't do anything. How it bears any relationship to nicotinic acid I wouldn't know, but it evidently does according to the pharmacopoeia. So it's just old- time nicotinic acid.

"Oh, I left it back there on the porch."

Well, he started throwing this down his throat at a mad rate. And he turned purple and pink, and started scratching and itching, and people could toast marshmallows on him there for a while, and so on. And it started to run a little bit flatter. And started some other people on this – more people began taking it.

"Oh, you did?"

But what do you know? What do you know? The stuff doesn't now run out sunburn. It'll run out some sunburn; there are some sunburns that it turns on but it's now running where people don't wear bathing suits. It's running where people have themselves beautifully neat and decent as well as where they don't. Fantastic! They run all over. The most interesting, prickly sensation you ever wanted to feel. They turn on hives and red flushes and prickly sensations, and their faces get it most often. I wonder why that is? The face is exposed all the time. Of course, the face gets sunburned more often. But how about a case that had all the sunburn run out by nicotinic acid in 1950, and for years afterwards is totally null on the subject, starts to run out face flushes, all with visios of Phoenix? Must have been facing in some direction when something flashed. Got it?

You go back and it's gone. Well, anyway...

I don't even tell you now that nicotinic acid runs out radiation. But it's running out more than it ran out in 1950 and that's for sure. Of course, there are people around that start to take it who believe it runs out nothing, it just puts them into complete torture and that's that, and it's just a new mechanism of accomplishing this thing. They're just sure that this is just a new Inquisition they have just run into, where they are being burned alive without even the benefit of a stake. But here's what's peculiar: Pieces of engrams that didn't run before, odds and ends of track of the last few years and so on, start to go out on this stuff.

You say that was an unusual moment for that organization. No, it wasn't. That's the way things go on all day long.

Now, I didn't do too much research on this because I don't believe much of the data on which existing information is based. You have to be very careful in the field of research where you go for sources. Sources must be reliable. And you get a bunch of sources that are under confidential classification or secret classification and this and that, and you take the odds and ends and scraps which are escaping out from underneath this basket – this bushel which is hiding the light – and you often don't get the complete, straight story. So I hadn't paid too much attention to these various things.

"Who's in charge of maintenance here?"

But we found out quite independently that the administration of dicalcium phosphate, the administration of B complex and the administration of ascorbic acid are all actually necessary to the administration of nicotinic acid. One of the first data that turns up on a little research on this, demonstrates that something they're calling – I don't know, they'll call it something else tomorrow; they're calling it, now, strontium 90 – actually replaces calcium in the bone structure. Fascinating. We found out that it was a necessary adjunct some time ago. All right, if it's a necessary adjunct, how come strontium 90 also does it?

"I don't know."

Now, I didn't know positively how this whole problem went together. I don't know how this problem goes together, exactly, beyond this fact: An individual seems to throw into restimulation, engrams, to reassure himself when he is being hit by a hidden menace which he cannot see. Then he gets something he can see. A thetan is having something happen to his body that he himself does not experience. The thetan doesn't experience it. The body more or less gets the reaction and gets the experience of being bombarded by gamma or other things such as strontium 90.

"Well, who ordered their telephone fixed?"

All right. The body being bombarded – that it is being bombarded is out of the ken of the thetan. He knows he has not been around any atomic-energy plants or anything of the sort. He doesn't suspect the possibility that the entire ionosphere flashes every time one of these bombs go off and that everybody on earth gets a 360-degree flash, don't you see? The entire thing goes flash! Very possibly this happens. We don't know that.

"I don't know. Mine's working all right."

But brother, do we know more than the guys who are monkeying with it! See, we're in college and they're in kindergarten as far as reactions and the history of this thing is concerned!

There's probably nobody wearing the hat.

We know, for instance, that every time gamma has appeared on a planet, no life on that planet has been the result, according to the experience of the genetic-entity line. An investigation with an electropsychometric testing, and so forth, demonstrates that the appearance of gamma is synonymous, to the genetic entity, for no more line, end of track. He stops growing, stops procreating, stops pushing on, because there hasn't been anything before which stopped this menace.

Well, what happens? The outside world goes out of communication with such an organization. Now, the outside world – the public at large – is so unused to anything these days that looks like organization that they demand that everybody in the organization, whenever buttonholed, wear all hats, Now, watch this one.

And what do we find? We find that radiation directly affects procreation, the development of cells; it directly affects the procreative mechanisms. It hits straight at the second dynamic. Leukemia, nonproduction of bone cells, nonproduction of corpuscles, nonproduction of various body cells of one kind or another – stops.

Everybody in the organization, every person there, has got to wear all hats inside the organization. So they come in, they want some – give you the idea – they want to buy a new set of paints. So they grab ahold of the fellow in the bedding department and they say, "How much are your paints?"

Now, here we have, then, the mechanism of "No further reproductive activity. End of track. This is it, boys. Hit for the moon. Go someplace else, because this planet is doomed." And we find that story on the track with an electropsychometer or in auditing a preclear or in running Over and Under on engrams – we find that this is what is part of the genetic-entity blueprint. And that is why it has such a tremendous effect upon the body. The body goes at once to pieces. It says "Who cares? How can I possibly go on? What's the reason to raise any children? What's the reason to do anything.? Because this is end of track! Sooner or later some madman is going to take this stuff and he is going to throw it around thoroughly enough, and that'll be that." Maybe none of these things go up with a bang, because I don't find any bangs on this end of track. I just find end of track. There isn't an atomic war there. Those worlds ended with a whimper. Well, is this one?

And he says, "I don't know. You'll have to go over to the paint department."

Now look, we know more about the mind, we know more about the track than man has known before. Maybe we know more than has been known for a lot of planets back. That doesn't mean that we couldn't know an awful lot more; it merely means that we know more than man, in his ignorance, knew. We could know a great deal more than we know right this minute. And part of that is, that we can get a reaction between a vitamin compound and sunlight – we can get a rather violent reaction on a body on sunlight – that we probably can get a considerably profitable action between a vitamin compound and gamma and strontium 90 and the rest of these compounds.

"Well, do you have a lot of paints?"

And we also have underlying this, if we learn how to audit it – which I have been trying to find out for ten solid months – how to get a person capable of actually having, without destructive consequences, these particular particles. Now, that would be the answer; that would be the answer! I have been looking for that answer for a long time now. I almost killed myself in the process of the quest, but I haven't lost complete hope in doing that.

"Well, I don't know, ma'am. You'll have to go over to the paint department to find..."

By the way, I'll tell you something very amusing. We went off the whole line of it completely last February. Said, "Oh, to hell with it!" Just threw in the sponge as far as this line of trying to proof up a body against being affected by all of these things. We just said, "That's all. That's the end; I mean, the devil with it. I mean, I blew my skull and that's that."

"Well, are... I don't know whether I really uh... should place an order with this store or not. Uh... uh... what uh...?"

So I said, "Let's see what is the silliest line of processing that I could dream up? What is the silliest thing I could say that would remedy this situation of a quarrel with atomic fission? What's the silliest remedy?" Well, that everybody could mock up a body adequately enough, so that as fast as bodies got knocked off, you'd still have a body mocked-up that you could talk and walk and be seen with. That's pretty silly, you know? That's a good remedy. That's a thorough remedy.

You listen to it sometime. Public walks in the door and they insist that the fellow in charge of bedding sell the paints. They insist that the fellow who is on the information desk (he should know) should be able to tell them the quality of the bedding, see? They're very certain that the elevator man is of course totally cognizant with everything connected with the administration, whereas the only thing he knows is the floors. And we get this continually: The public, being uneducated into the organization at all, keeps hitting it, and they insist that every terminal in it...

I proceeded along that line of research and everything we have learned for the past ten months, tremendous things, have fallen out of that hamper. "How do you go about mocking up a body that everybody can see, that you can use to talk with?" And the more we go along that line, the more profitable and productive the answers have been. It looks like we can't go in any direction without winning; we go in any direction and we win something.

Now, they themselves consider themselves a particle on a line at best. They're a particle on a line, you see; they're not really a terminal. And they come in and they snap on to any existing terminal. And we have to consider them lines, not terminals. And they just snap on to any terminal which exists, unless we have signs about that high that we put in front of everybody as he comes in and the sign says "INQUIRY THAT WAY."

Actually, of course, the actual goal of this is probably not at this time attainable, because it would absolutely ruin the game. See, the game would just go poof. But, nevertheless, trying to go in that direction has produced answers.

And then we have somebody thoroughly educated in Scientology from the word go that gets hold of them, remedies their learning rate, and asks them then what they want in such a way that they will actually say what they want, because in ten or fifteen minutes auditing he will have found out enough about the person so that the person will have found out what they want. You see? And then you could direct them that-a-way toward the exact terminal they are looking for. You got the idea?

All right. We have new answers and new activities in view. Undoubtedly, if we keep going along these processing lines, we will wind up with some sort of an answer to fission – handling it and so forth.

But this is how, then, organizations get that way. They get that way by being pounded out of shape by random comm lines that hit the outside. So, what does it take? The whole organization, then, has to have outside comm lines too, and is itself a single terminal. It's a group of associated comm lines and terminals which is itself a single terminal, and it has in-go and out-come lines. You got it?

Now, we could go in two directions there: We could go in a governmental direction, which would consist of public appeal and so forth, or we could go in research direction. And I'd just as soon go in both – just as soon.

So that an organization which is being hit this way is actually missing its first rampart. A particle, when it hits a terminal, should stop. That's in theory. It says right there on the backtrack, it says "Space opera orders number so-and-so and so- and-so. All particles when they hit terminals stop." That agreement had to be made a long time ago or nobody would have known or been certain about terminals at all, and you wouldn't have had any universe; and maybe that would have been a good thing. Anyway...

If you find a bunch of idiots playing with a loaded, cocked .45, you have tendency to want to take it away from them, you know? And I don't say that we want to take away the atom bomb or any part of that, but we do feel – we do feel – that no weapon should expose the population of earth to annihilation long before it is employed. We feel this would be wrong. We feel somebody would have made a miscalculation. Therefore, we should do something to discourage these people a little bit one way or the other.

Here you have, then, organization. It is simply a group of associated terminals and communication lines, associated with a common purpose, and the organization itself must itself be a terminal with communication lines. And if you do that you got it made in the shade. You can actually bury the command chart and install an auditor.

Now, in this other line of research, we have in it two divisions: one is mental and the other is physical. And the funny part of it is that we probably are in possession of, at this moment, 85 percent of the answer on the physical approach. We call this compound Dianazene, after Dianetics. It is a compound. You do have to have the various parts of the compound to get a balanced dosage. We're learning more about it all the time. Wow! Does it give an effect! I mean, that alone justifies its use.

What would the auditor do? Fascinating. It is an auditing job. Now that we have a definition for it, now that we see what is going on... We have particles and information and packages and tanks, or anything you want, traveling up and down these comm lines to these various terminals. We don't care what goes on the comm lines; we've just laid the pattern. There's got to be something there for it to run on. All right.

I'm at this moment engaged in seeking to persuade any government agency that is in charge – because I find out now that the Atomic Energy Commission is no longer in charge of atomic energy; I think that's quite interesting – but any agency that's in charge of this sort of thing, to send us some "wictims." Well, they're proud men; they'll send us some victims. They'll send some fellows over – "Look what we did. Ha-ha! tsk!" You know, that frame of mind. They'll send us some people over that have been overexposed, that they know have been overexposed. And when we get our hands on them, brother, you could probably toast marshmallows on them, because we'll start slugging them up.

Now, what does this organization at large do to get itself in that condition that it can follow that definition and can be an organization? What would it have to do? It'd have to go hire a Scientologist. I'm afraid that's the only thing it could do. Because I don't know any other way to do it. I'm stupid maybe. I've had to do with a lot of organizations. I never noticed anybody around there doing it.

Now, we do have some cases of known exposure, and where those cases of known exposure are met, we get much more violent reactions than we get with cases that have only been normally exposed to the atmospheric radiation. Cases which have been assisted by lots of X-rays and other things – which contain, of course, gamma and so on – are peculiarly liable.

I used to think I was confused. I'd walk into a big publishing company, for instance – a big company, you know – and I'd try to find the managing editor, naturally. And I'd get the managing editor, I'd get his ideas concerning the release of copyrights or something, and we'd have a talk, and we'd do this and that, and transact business and so on. Well, I got a idea after a while I was confused because I could never find a managing editor that would say he was the managing editor who would handle the business he was supposed to handle. He always wanted to pass it down the hall to somebody else, who wanted to pass it up the hall to the managing editor. And all of my business usually floated between the guy down the hall and the managing editor, you see?

All right. Now, we're going to get ahold of these fellows and we're going to shoot them full of Dianazene. Some we will take a rational course of just a normal, natural dosage, and some we will slug up and some we will underdose. This we will do for sure. And we will get more data on this subject, and we will learn a little bit more about it. We will balance up our ration a little bit more. We also have to get equipment that measures the amount of count in an individual, you know, so that we point the equipment at him, and it goes b-r-r-r-r and measures the amount in there.

Occasionally I would work it in this fashion: I would merely pretend to have gone to the managing editor – get his secretary to forge his signature or something of the sort, you know – go to the fellow down the hall and fall on his head, you see, on the basis that something or other, something or other, and we have to have a decision on this, and then I was all set, you see? There was nothing to it. I never did that, but I would have had to have done it to have gotten anything really done at any time or anything decided.

And our next action will be compounding everything we know about a mental assist in this particular type of case. Now, if we are successful this far... And I don't think you will doubt but what we could be successful that far. This is easy; we've already got all this already. We could always find somebody that has been irradiated. I could put an ad in the paper that simply says, "People who have been overexposed to radiation should report to the Foundation for examination." They'll turn up.

So I used to think I was confused, and maybe I was, but I was not anywhere near as confused as the environments I was walking in. Everybody was wearing everybody's hats.

All right. We'll get our series complete here, and so forth. And then we'll start rolling up our sleeves. We'll take Dianazene, which by that time will be unrecognizably complicated...

I was working for North American one time – Aviation. I was working there – short time; very short period of time – till I found out what I was doing, and I left. It's interesting to find out what you're doing, after you've been put on a job after a while. I was having an awful time, and I decided I didn't learn fast. Imagine my surprise to discover after a short period of time that there wasn't anything there to learn! Now, you see, it's very often possible for you to consider yourself stupid because you can't learn something, but at the same time there might not be anything there to learn at all. Don't you see this? It might be that you feel adrift in the army. They used to call it "nervous in the service." You might feel that way, wen, because you were sort of stupid. You just didn't seem to be able to get the hot dope on which way you went and why. And maybe you did and maybe you didn't find out that you were singularly in the majority. See, you were in the majority there. Nobody else knew either.

It isn't, by the way, just nicotinic acid. That I assure you. It really isn't just nicotinic acid. We've already found out that it needs the other materials to really give it a good, hard punch. People taking nicotinic all by itself have run longer and unnecessarily arduously. But that's all right; we are all "wictims" in the same cause. What have we got to lose? If we didn't pursue this, of course, we'd all be dead anyhow, you know? That'd be that. The only thing we got to lose is the mock-up and earth.

Now, let's go a little bit further than this. Maybe there was no system to know. See, maybe in the flesh there was no system to know. Maybe it was just all on paper. Maybe the order was all on the order sheets but didn't exist in actuality at all, and maybe what you saw when you saw tanks lined up or packages lined up or something of the sort, and all going off very neatly, was simply the initiative of some sergeant or second lieutenant, see? Maybe that was just the initiative of somebody who had decided he'd better get the job done there anyhow, regardless of what was happening.

All right. So we look along this line and we discover, then – what do we do? What do we do with all this information when we've got it? – when we know the dosages, when they're exact, when they're right down to the smallest milligram. We'll get scientific about this and probably won't get anywhere near the good results. We will probably be weighing the fellow and figuring how many milligrams of this and that per kilo. I can see somebody up the track a hundred years from now measuring these things with a type of assay balance, you know, that measures a thousandth of a milligram or something like that. It's even enclosed in glass so the air won't tilt it, you know – measuring it carefully so as to get the exact dosage it says in the handbook, you know?

Well, I found this out one time, by the way, and before somebody got wise to it and stopped me, I'd practically built half of a ship. Found out we had orders to the tropics, and the war had been a long war, so I decided I would put an air-conditioned apartment up on the signal bridge. I did. I really did.

Anyhow, we'll take handfuls of this stuff and throw it into people and see what happens. And when we've done that – when we've done that – we will, of course, issue a very complicated manual on the subject which will befoozle anybody. The most complicated manual: It'd be "The Care and Treatment of Radiation." And it'll just have a whole bunch of stuff on a page. And when you get to the bottom of that page... and it says, "And see your local auditor." And then we get a whole bunch of stuff on the next page, and at the bottom of that page – and an asterisk this time – it says, "See your local auditor." And on the next page, why, well... Very complicated on that page – unpronounceable. By that time we get the "pyrobenzo-amino- phyllaline content of the Dianazene is the primary booster which takes care of strontium-boof-woof 90 1/2 – a very little-known element." And we get to the bottom... We get to the bottom of that page and it says, "By all means, see your local auditor and pay the bill, too." Anyway we'll have a manual on the subject.

I mean, by that time I knew that everybody else didn't know there was nothing there anyhow to know. All you had to do was pretend there were terminals and pass communications on pretended communication lines and you were all set. All you had to do was walk in with a sufficient atmosphere of urgency, see? Everybody ran on an emergency. So you rushed in with an atmosphere of emergency with a very official looking piece of paper in your hand and you said, "That's it." And then before anybody could question you, particularly, you walked out, and they didn't know who they'd heard from, but they knew it was sure important.

But the point is, it does require auditing along with it. I don't think anybody could clear himself up all the way along the line without some auditing. It doesn't seem reasonable, since bodies never have in the past. Our stable data to this date is that bodies left to their own devices don't fare too well in auditing.

It's very disruptive when you get somebody around an organization who knows this. It's a vicious thing to have in an organization, particularly if the organization isn't one by our definition.

We have run people on freewheeling for five years without running them Clear. Actually, there is a case on record of somebody running for five years on freewheeling on Guk. You didn't know that, did you? He isn't Clear yet. Feels fine; he never felt better, but he isn't Clear. Got a very good report on it the other day.

The only organization you could really wreck thoroughly and 100 percent would be an organization which didn't match up to this definition.

So, there is a mental assist necessary. So that requires, besides Dianazene, an intensive.

Now, how would you get it in that kind of a condition? Very simple, you would put people on the post. You would say, "How many people are you? How many hats do you wear?" You would just keep at him like an auditor, you know? It's auditing. It's organizational auditing. "Come on. How many hats do you wear? Come on, let's make a list of them. Come on. Are there any more?"

Well, the fact that there are only about three hundred auditors who are real active and on the ball in the eastern United States, and there's about – let's see, that's a million... No, that's only about a hundred thousand preclears per auditor. I think that's pretty good. I think we have some possibility of doing some part of this job if we can possibly do it!

"Well, yes, and there's also wastebasket supervision."

Well, there may be a lot of things wrong with our plans, but there's nothing wrong with our intention. And I hope you will agree with me that it's a pretty good intention to keep the race running and clean it up if we can, in any way we can, and keep a show on the road.

"Ah, all right. Fine. Fine. Sure there are no more hats that you are wearing?" "

What do you think?

"No. No. I think that's about all. Oh, of course, except Director of Processing, that's my main job."

Audience: Yeah.

I mean, this is a silly thing. You ask somebody to start making a list of all the hats they're wearing and they come out with some number. Well, the funny part of it is, all right, so there are that many hats. It's perfectly all right for one body to be wearing two hundred hats as long as the hats aren't being worn on top of that body. Let's get them out here, two hundred hats, and let's make sure they all got comm lines – otherwise they snap on each other.

Thank you. Thank you.

Maybe you change post; maybe you put somebody new on the post. This person doesn't know he's wearing two hundred hats – whole organization eaves in on that spot. Why? The person didn't have any idea of it at all. There was no label sitting up there saying "Wastebasket Emptier." You know, this, that, the other thing, so on, all these labels. The funny part of it is there was no basket sitting there.

Now, what's this thing called a basket? A basket is something silly. And you know what a basket is for, that's to keep things in that you don't want to read yet, and wouldn't pass on anyway. A basket is a low-order accumulator, and you're waiting for the wastepaper drive of the next war. But the only basket that actually accumulates is a basket which has no comm lines to it. The second you put comm lines to baskets properly, they empty.

Now, a basket can sit there with nobody knowing that it is a terminal or with it being twelve terminals and nobody knowing it, and it'll stay in a confused condition. Nobody's ever sorted it out. So, the Scientologist comes along and he says, "All right. How many hats are you wearing " And he writes all these things down. "You sure these are all your hats? Well, do any of these hats combine with any of these other hats?"

"We'll group that under Manager of Disposal."

"Yeah, that's right. Come to think about it, if anybody died around here, I would be the one that would dispose of the body too. So that's right. That's a better terminal." See.

"So you have to say anything that's going to be thrown away around here, I am the thrower-awayer or disposer-of-er, and that is my unit. If anybody wants to dispose of something they see me. That's correct. Yeah, what do you know!" You know?

And they get a higher stable datum for each one of these terminals or their own function. And you keep working it over and working it over and working it over with this person until they finally get the idea of what this terminal is supposed to do.

Now we make sure that these baskets have communication lines. That is to say, they get emptied, people come and put things in them, that there's action connected with that underneath that hat.

The stable datum will then as-is the confusion in the vicinity of that terminal to the point where it will simply settle down to two lines. It's magic, utter magic.

If a fellow finds his job confusing or the organization confusing, what I've told you here seems fantastically simple, but it fantastically works. It does fantastically work.

Now, it doesn't matter what's traveling up and down the lines, with one exception: verbal messages.

Telephones are psychotic. They don't remember a thing. I know, I picked up my phone upstairs the other day and I said, "What was that auditor's-conference report about three days ago?" and it didn't know. Didn't have a word to say. It just said, "Mmmmm." So they're all awfully, awfully confused. Well, anyway.

What do you do about these verbal things? Well, actually they aren't a communication which can travel along the lines of an organization, and no matter how smart people are – and the people in Scientology are a lot smarter than people in most organizations – no matter how smart these people are, verbal communications flying along these lines will somewhere or another break down, and they have a great tendency to break down. They break down with thoroughness, and when they break down they leave an area of confusion around them.

Somebody walks in and he says, "Bill just called. He wants you to phone him back about those books."

And somebody says, "Thanks." He's busy on a pantograph machine or something of the sort, you know, and it's going bangity-bangity- bangity-bang. "Thanks, yeah."

A couple days later meets Bill. Bill says, "What the hell is wrong with you people out there!"

"What are you talking about?"

"Well, those books!"

"What books? Oh. Oh, yeah." It's very interesting.

Now, this all comes under the heading of even flow on the lines.

The way executives get ulcers is another story, but truth of the matter is that a written communication is far preferable to a spoken communication. They can be brief. They can be terribly telegraphic. They don't have to be fancy. They don't have to look nice or something, but they must be recognizable as a communication of some sort. They must have some sort of a destination and they must be from somebody, and they will travel, then, along lines. And the funny part of it is a fellow can get things done. He can sort these things out easily. Because you can start and stop a piece of paper, but you can't start and stop a verbal message.

A verbal message has the frailty of being an immediate and urgent thing, and if everybody uses verbal messages, we have left nothing but emergency. There's nothing but emergency left anywhere throughout the organization. Nobody can start and stop these things. You can't stop and start verbal messages. You have to park them yourself all up and down the time track, remembering all these vast details and so on, and it shouldn't happen. Shouldn't be, because it disobeys, in the first place, the proper-communication-lines-and-terminal rule which is set up.

Supposing we suddenly take a body out – a body is missing for a short time; we have to put another body in its place – where would we get all the verbal... I mean, in the body that's missing now there are a lot of verbal messages. He can't file them in this guy's skull – not, at least, by current technology. The replacement doesn't know them. Hasn't a prayer. He hasn't an idea. Furthermore, he doesn't know what the stable datum is for the job unless it's written down someplace.

All right. It's quite important to know what an organization is. It's quite important if you're in an organization to know what the organization consists of and what it's trying to do. It is extremely important that you know how many hats you're wearing and that you have a terminal for each hat. And it's extremely important that you stay in communication with the remainder of the organization along its recognized despatch lines, and if you do so everything runs very smoothly and the organization will function. But if you try to go on command lines, then you, or you and somebody else, are wearing all the hats, and it's all bunched up, and it's all very confused. And this would be all right if the thing would run. It's perfectly all right to be confused if things would still run, but they don't.

The whole study of organization is one of the most intricate things I have ever tried to look into, so I have thrown it all away and given you this lecture.

Thank you.

Thank you.