1.) An organization has a number of REGISTRAR MINUTES to invest. And this determines the number of sign-ups the Organization has.

1.) I thought this would all go in easy after a bit of hatting on what the Product Officer and Org Officer do. Now the role of the HAS (HCO Area Sec) has to be made clear.

2.) If the REG INTERVIEW stat is TOO HIGH then the Reg is NOT regging, just saying "Hello", or brushing them off.

2.) We are dealing with Products 1-4:

3.) This is the "coins" of an Org, the internal economy, the real factors of economy.

1. The Establishment.

4.) The HAS makes them AVAILABLE to be spent. He's in charge of personnel, lines, and spaces, so is in charge of the potential "coins" the org HAS, to spend.

2. The Establishment's Product.

5.) Not "Dollars". They are worthless. No, he's in charge of how many HOURS the HGC can furnish in auditing, how many Instructor minutes, interview minutes, typist minutes, etc.

3. The Corrected Establishment.

6.) How long does it take to type a letter, which has been dictated by a reg onto tape, after CF folder study? If you examine this you will see immediately that the org has a "ceiling" of Letters Out, based on the actual time required to do it correctly. Again, too high a stat is "quickly" brush-off or false. Too low, requires better hatting & organization. This is ECONOMY.

4. The Corrected Product.

7.) I'm NOT talking about this corny Hungarian stunt where they tell Wilson (a US President), "All you've got to do is borrow a hundred million-billion from the International Bank!" That's not ECONOMY. That's CRAP!

3.) If you want to improve the VOLUME of production, you have to organize.

8.) We are talking about REAL things - typist minutes, etc. If you ARE working at the "ceiling", the HAS would say that "to get the stat up NOW" would require another team of Letter Reg, 2 typists, a CF Liaison Clerk - 4 people.

If you want to improve the QUALITY of a product, you have to organize.

9.) And to the degree the HAS sees that their HATS get on, the QUALITY of that production will get very good.

If you want to improve the VIABILITY of a product, you have to organize.

10.) Sometimes we get examples of letters from orgs. Some are quite good. But one was hilarious. It said: "Dear..... ." "You are invited." "Signed.... ." (Laugh)

4.) If you get bad products - seldom - and at great expense - ORGANIZE!

5.) If you have trouble with VOLUME of product, organize for better delivery of raw materials and do preparation of the product on an assembly line basis.

12.) If it's "enturbulated" in HCO, then HCO does not have control of the lines of the org - obviously.

6.) If you want to improve the QUALITY then go down the the line and find out who hasn't got the tech of their job. Hat them better. Improve duplication.

13.) The calmest, most orderly place in an organization should be HCO.

7.) If you want to improve the VIABILITY you analyze the line of extra costly steps and do-less motion and duplicated functions that aren't necessary. You get a less costly product of the same volume & quality.

14.) When the P/O, who deals with observational actions to get products anywhere in the org, and who essentially works without "LINES", finds he HAS to deal with a "line" (to put it in, or correct it) he is now into the province of the Org Officer.

8.) The OUTGO-INCOME law applies. Always make more than you spend.

15.) As a Product Officer, if you find yourself having to "borrow" a terminal or "get someone from another post" to assist in getting the product - you DO it, yes, but you ARE in the province of the O/O, and that then MUST be handled by the O/O or the P/O will "drown", or get into even "single-handing".

9.) INCOME MUST EXCEED OUTGO. OR EXPENSES MUST BE LESS THAN INCOME. That's the basic law of good finance.

16.) The lines of the org are under control of the HAS. So the O/O to keep ahead of the P/O, (so he won't find any lines "out") does "DUMMY RUNS" through the lines and drills them. The O/O tries the lines out HIMSELF to see if they work. Then he gets the HAS to handle any outnesses to get the line in permanently, after he has patched it up.

10.) Just knowing that you become a financial genius. And you really become one when you realize the LOSSES are in the money you DIDN'T GET. If your org CAN make 10.000 per week and it only makes 5000 you are LOSING 5000 per week. This is the senior economy. The junior economy is saving money by finding a cheaper price for paperclips and buying in bulk at a discount, etc.

17.) The other way to Dummy Run a line is with "Bullbait" questions: Ex: to Cashier - "I have a 2000 Dollar check here. Can I buy the 200 Dollar course and get it changed here and you give me 1800 in cash?"

11.) When you see this in an org (the GI dropping), it requires something from the Product Officer. A BIG IDEA. (To promote to get back the stat in normal or above.)

18.) The plain "dummy run" tests the LINE. The bullbait "dummy run" tests the TERMINALS.

12.) So don't try to "economize" out of an Emergency, That's deadly. Get a BIG IDEA and promote it.

19.) So the O/O does these, and from the results, furnishes the material or data to the HAS for handling the ESTABLISHMENT.

13.) That's what's wrong with Capitalism. They always worry about "profit" instead of just going ahead and making millions. If their stat goes down, They economize to cut expenses so they can still show a profit and they begin SHRINKING.

20.) So, if the HAS were "on the ball", he would run his OWN dummy runs, wouldn't he? (Laugh).

21.) It's actually an I & R function to do a "Dummy Run". (Inspections & Reports). He does Form 1, Dummy Runs, etc.

22.) The O/O is trying to find out if the Establishment is THERE (by doing a Dummy Run), and the HAS is responsible for putting the Establishment there.

16.) What does it take to be VIABLE? This is quite a universe to be viable in. If a farmer needs 20 Tons of Wheat to be viable, he's a god damn fool if he doesn't raise 250 Tons!

23.) One of the troubles the HAS will run into is from FP or Treasury. They say "We don't have any money". Even if it's a lie. It just stops things.

17.) Your org, if VIABLE, should be able to run for at least 2 YEARS WITHOUT MAKING ANY MORE MONEY or FIRING A SINGLE PERSON!

24.) If he runs into that, he should show the "coins" he has - which measure the potential volume of production per department for the Final Valuable Product of the department. These then add up to the FVP's of the org. (And if there are not enough, then expansion will halt at a "ceiling".)

18.) About then, you MIGHT have obtained "better" SURVIVAL.

25.) Or if the HAS can furnish 150 Auditing Hours per week, and only 100 are being consumed, there is something wrong in sign-up or delivery areas and the Product Officer is not getting the consumption or creating the "want" to consume all those "coins".

19.) So get out of the "hand to mouth" idea of just "paying bills" and "having enough left over". That's NOT survival in this Universe.

26.) This is why the PR man is needed to work WITH the Product Officer after some expansion has occurred. His job will be to increase the consumption by increasing the "want" and demand for services and products. (He also handles the "Barriers to Production" or HE&R as per FEBC2).

20.) If you want to bribe enough senators and buy enough prime ministers and do all the things you want to do, change your way of thinking about finance.

27.) His "outside" public is senior in importance to the "inside" pubic. So he can survey, collect old successful campaigns, re-use them, spot areas of public from earlier times which used to come to the org and don't anymore, and survey and campaign to re-vitalize them, etc.

21.) If you raise or lower prices too much you will get an income crash.

28.) But it's the HAS who furnishes the "coins" for the increased consumption.

22.) If you lower your prices on a gradient, you will NOT survive. Why? Because the currencies of the world are all INFLATING.

29.) The HAS can go through each department and "cast up" or "figure out" exactly how many potential "coins" the org has which gives the existing potential production scene, and available stats to be made.

23.) As money becomes worthless it buys less, so if you keep prices the SAME (not adjusted for the buying power of the currency) you will go eventually insolvent in an inflation economy.

30.) An org that runs "accidentally" on "stats", is not being RUN. That ORG is "running" he HAS!

24.) So you must get a BIG IDEA to re-position or repackage your products to look like a brand new super-product so you can get a higher price for it.

31.) Then his area WILL be confused.

25.) Man is not rational where it comes to pricing. He does not sit around and figure it all out.

32.) He can carry a "shadow line" on a graph - giving the "ceiling" production in an area - this then tells him immediately who to HAT.

26.) Now DON'T raise your prices without giving service to match. If you give 10 times the service you WILL get 10 times as much income, provided you don't tell people you have raised the price.

33.) Ex: Org can furnish 150 Auditing Hour "coins". It only furnishes 80 and only 25 are Well Done. He knows at once who to hat, demote, promote, etc. (Reg, Tech Services, Tech Sec, Qual Sec, Cramming Officer, etc.)

27.) You don't dare RAISE the price, so you do something else - you reprice and repackage the service.

34.) So he could map the entire Org's stat ceiling, and if the org wasn't running close to this, he would know something was wrong with the P/O or O/O, as it's INEFFICIENT.

28.) Now this is an airy-fairy world - you ask people on a survey and they give you nothing but lies.

35.) If nine-tenths of the stats were OK and one wasn't this would be recognized and handled by a conference of HAS, P/O, O/O, and Area senior.

29.) You have to do a "trial & error" sometimes - you offer something else alongside what you are already delivering and you find what the price is to keep your org viable.

36.) So, by stat ceiling, you could measure your Establishment.

30.) Rolls Royce for instance - you pay for the comfort and durability and no obsolescence because the model doesn't change - but they have no pickup or acceleration. They ask 12.500 pounds for a USED one. (A Buick will run rings around it.)

37.) If the HAS doesn't have this "map" or analysis of the org by stat "ceilings", he couldn't possibly operate. It's one thing to "put a bus there" and it's another to "get it driven".

31.) There is "status" involved in it. So there are all kinds of factors in this subject called PRICING.

38.) The Product Officer is the "bus driver" of the org. His potential and capability is "How many of those coins are spent?" - or "How close is the stat to the stat ceiling?"

32.) If you CAN'T fool with pricing, you CAN fool with VOLUME, but you have to make sure your costing is adequate, so you don't go insolvent.

39.) That measures the effectiveness of the Divisional P/O or Div Head AND the P/O of the Org.

33.) All these factors determine how BIG of an establishment you are going to maintain.

40.) So when you have the stat of an org AND the stat "ceilings", no matter whether the org is large or small, you have the effectiveness of the HAS, the O/O, and the P/O.

34.) The Product Officer's CAPABILITY of getting products out economically, in volume & high quality - can determine the potential VIABILITY of the org.

41.) The Product Officer who can turn out more COMPLETIONS per unit of auditing time, without going "quicky", he's a GOOD P/O!

35.) Most businesses and governments follow the rule "to expand and absorb all the income". Except they expand INTERNALLY, ADMINISTRATIVELY with DUPLICATIONS to absorb all the income that is coming in.

42.) The P/O UTILIZES the coins of the org to get Products.

36.) AN ORGAIZATION TENDS TO SPEND A BIT MORE THAN IT MAKES. This is sort of a "rule" on this planet, I haven't bothered to find out why, but it's a sort of a "counter-rule" to good sense!

43.) Ex: A Product Officer surveys to find out how many incomplete courses and grades people have. Then gets them all to finish the one they are closest to completing. The completions stat shoot up. (Then a dirty trick would be to turn over the hat to another P/O and pretend to have "status" because HE couldn't do it, too.)

37.) This "rule" is never violated on this planet. So the Org Officer's job IS TO VIOLATE IT.

44.) You can always find "1/2 done", or "nearly done" products lying around.

38.) Now the Product Officer gets the "BIG IDEA". What is that? Well, anyone can get one, the reg, the fileclerk, the guy on the assembly line. It's usually an idea of how to get more CONSUMPTION of your products.

45.) So the HAS puts the potential for production there, and the P/O makes it produce. When these are in "phase", both quality and quantity are good.

39.) All the Product Officer's Big Ideas MUST apply to Consumption. (There can be other kinds of ideas in an org - like how to do it faster, better, or cheaper - but these are for the O/O.) The P/O ideas are for MORE consumption of products or more services delivered.

46.) The P/O who wants to expand the Establishment so it can get more production, better have his "Special Projects" area going. Surveys, pilots, etc. Then when successful, they are incorporated into the organization and the flow increases, and the consumption increases.

40.) The "Big Idea" leads to VOLUME INCREASE which brings VIABILITY.

47.) I could shoot some of these Execs, who, every time I come out with some new tech developement, they drop ALL existing organization lines and put it all into the "new" thing. No, No! You pilot it in, while keeping the existing lines going.

41.) A "big idea" can also be gotten about a promo piece which gets people to KEEP IT rather than throw it away. That increases IT'S consumption so is a valid step toward more production.

48.) When somebody tries to grab only the "latest and greatest" and drop the old, just say: "The law of gravity didn't go out just because it was discovered in 1649."

42.) How do we increase the consumption of this product? That is the key question which is answered by the BIG IDEAS.

49.) Just because we have the FEBC, we haven't antiquated the org board. What org board did we go back to? The BEST PRODUCTION ORG BOARD, which was 1967.

43.) When an INCREASE of product starts INJURING the VIABILITY of an org, it must be an UNECONOMICAL product, and now we are talking about HCO - or "How much org?" The EXPANSION is caused by increase of CONSUMPTION which is caused by increase of PRODUCTION on an ECONOMICAL basis. So if it's not economical, the Organization (or Establishment) is at fault.

50.) We are putting the cream on top of this cake now.

44.) It is NOT the purpose of HCO to put as much organization there as the organization makes. That would be using all your income to increase Establishment (and none for more production) so soon insolvency would rear it's ugly head.

51.) It is a "nuttiness", that makes people not use "yesterdays" process because they have a new one "today".

45.) I would say that in the beginning, 50% should go toward Establishment, and as one grows, 33%, and on further volume & expansion, 25%. (The COST of the Establishment is one - quarter of the income of the Establishment is what I mean.)

52.) You will find that a product officer will make all of his cash out of YESTERDAY'S DEVELOPEMENTS.

46.) The COST of the Establishment should NEVER BE 100% or anywhere near it and certainly never 225% like governments do. (They get into hugs debts and put a heavy burden on the taxpayers.)

53.) I have some new rundowns now that I don't dare release to orgs because they just are not good enough to do them and would flub. (XDN, L 9, 10, 11,12.)

47.) So HCO's job is to furnish an Establishment, the cost of which is initially no more than 50% of the income.

54.) Another example is when we released the Class VIII Course. It took 3 weeks on Flag to do it. Now they have added to it in AO's so that it goes on & on & on. I think you have to get to be 90 years old now to finish it.

48.) It's HCO's job to say how much org is put there by the above costing - not Treasury Div.

55.) So a Product Officer can WASTE his resources, by ADDING or SUBTRACTING.

49.) Treasury's tone scale only runs from "total neglect" to "grumble", so they are NOT the ones to do it! (Joke)

56.) By making it "ENDLESS" or "QUICKLY", you get a no, or overt, product.

50.) There are two kind of people you DON'T wand anywhere near the top management line or product or Establishment line in an org. And they are ACCOUNTANTS and LAWYERS. NEVER let them establish management policy.

57.) DON'T let people tell you that "you won't get any money" by finishing up courses and grades already paid for. You can't RE-SIGN them unless they finish what they are on. And you need the RESULTS from the completion for promotion, success, AND as further resources.

51.) Accountants only deal with money owing & collected, bills owed & paid and putting some reserves aside. FINANCIAL PLANNING TELLS THEM WHAT TO DO. And that is the heads of Divisions, or Management staff.

58.) The Product Officer makes CAPITAL out of the "coins" and INCOMPLETE PRODUCTS that he finds lying around.

52.) Each production branch of an org should have the status of a Div. Head in FP. The Tech/Admin ratio at FP should be the same as for the org. This helps to balance the costing for Production and Establishment.

59.) The Class VIII Course here was 3 weeks. We taught it with ferocity. Being "thrown overboard" was the "badge of the VIII". It was VERY successful. (We surveyed this among all VIII's and only 2 brought up the point about overboards as being too harsh.)

53.) Administration is important but production is VITAL, so the Ad Council or FP body should be balanced so the production areas don't get overwhelmed by Admin and get no money to maintain and increase production.

(Note: The Original Class VIII Course students were given the choice: To do Lower Conditions formulas for every Gross Auditing Error they made, (which took at least 72 hours to do - OFF course) - or to be symbolically "cleaned" of the overt on the pc by being thrown overboard. ALL chose to do the overboards for auditing flubs.)

54.) If you swing the pendulum the OTHER WAY and ONLY let the workers or producers say where the money goes, you get - COMMUNISM, and it doesn't work economically and is unproductive.

60.) Although it's bad PR to bring up a "flap" - we did it and we DID have a COURSE. Now why didn't people go on teaching it?

55.) But if you let the pendulum swing totally toward the Admin side, you get - CAPITALISM, and it doesn't work either as it produces incredible inflations and debts - although there may be some products lying around from the bankrupt companies.

61.) No, they added EVERY bulletin that came out afterwards to the VIII!

56.) So there must be a Balance between these two extremes.

62.) It got longer and longer. What would be the P/O's reaction to this? THEY WERE WASTING STUDENT HOURS AND INSTRUCTOR MINUTES!

57.) Capitalism - extreme - is NOT EVEN NEAR production. It's a system where a guy with bucks (dollars) lives off the interest, loans the rest and forecloses on the borrowers and sells the company for more "bucks".

63.) They were throwing away the "COINS" AND throwing away CASH.

58.) So if you put an accountant in charge of an org, he will only think about "bucks", not products.

64.) ALSO, they added a RETRAIN on SHSBC bulletins! VIABILITY went out the window at this point. Why?

59.) To the degree Treasury doesn't collect the outstanding monies owed, they neglect their duty, and force economy on the org.

65.) THE PRICE of an VIII Course is now covering the SHSBC, VIII MATERIALS, and all the stuff SINCE!

60.) Also, however, you can't have a "runaway" org which has no financial "checks and balances" in it. (To keep it from spending more than it makes.)

66.) What should occur is:

61.) I can run an org that way because I have a feeling and sense of the volumes of production and income. It may seem uncontrolled at times because I buy things without going thru FP. But the test of the pudding is the stat of Org Reserves. Any org I'm running accumulates reserves at a hell of a rate. They run out of Banks to put them in.

A.) Need an SHSBC retread? OK. We give it - AND CHARGE THE SH who gave the flubby SHSBC in the first place. Well, VERY shortly they will cease to give flubby SHSBC Courses!

62.) I keep a "computer overview" of the production and cash flows of an org. And I turn down unreal Establishment projects and encourage delivery and production projects for expansion.

B.) The VIII Course is 3 weeks long. He does it, and goes back home as Class VIII. That's really something!

C.) There is a band of HCOB's, that start just before the Exteriorization RD and runs to about the middle of 1970, which is a IX Course.

63.) I don't consider an org can AFFORD ANYTHING until it has a couple YEARS of reserves built up to cover its ENTIRE ESTABLISHMENT OUTLAY.

67.) There IS something to know, and we've NOW made Cl. 8's and 9's into Class 10's, bringing it on up to the current HCOB's & RDs.

64.) Auditing Rooms, Training Space, Staff Service (if not expensive) are projects I consider more important than any others, until the place is really viable and booming.

68.) A Class IV, for example, will make a mess out of an Exteriorization RD. The Ext. RD should only be done by Class IX's.

65.) When I've got that couple of years of reserves, I know I'm working at a bare minimum and I start to get loose with the money. (Not the reserves though, the NEWLY made income.)

66.) I've seen accountants look with horror (but hidden) at some of my projects to increase consumption but in the end we've gotten from it many more thousands than we put in.

69.) Right now we are losing coins every minute the IX Course is not out there. Over-long Courses burn up not only the "coins" of the org delivering them but also of the org where the student is FROM. They are losing his SERVICES back home. So it's DOUBLY wasteful.

67.) "What consumption can be brought about?" is one of the first thoughts of a production man. Otherwise he will run out of space to put his products.

70.) So the Product Officer's "think" on all this is "how much is it COSTING in terms of the COINS OF THE ORG to deliver", not just "is the "price" or "fee" for the course too low or too high".

68.) He doesn't care how many products he makes, as long as they don't sit there. They must be consumed or utilized.

71.) A good campaign I recently did was the public one of "anyone that had DN auditing". It was to get them to take a DN COURSE "to fully realize all the gains possible". (+ Success stories on it.)

69.) EXAMPLE: Tells story of Edsel Ford who produced a BIG new car that DIDN'T sell. He should have read Henry Ford's notes of "America on Wheels" a policy that was for small, cheap, economical transportation. Because, just at that time, America was needing a small car so brought foreign cars and Ford lost a lot of business.

(Note: 50% Gains from Auditing, 50% Gains from Training; and ANOTHER 50% from Application.)

70.) He should have built one, run it on the street and ask people if they wanted it - an elementary survey or pilot project. He missed the main chance by not doing a market survey to find out what the public WOULD buy.

72.) It's easier to furnish "course minutes" than "auditing minutes". And if you don't have auditors, you MUST have Courses to train some.

71.) So you should always have a "Special Programs Section" for pilot projects.

73.) So this is the "spending" of the "coins". But who puts them there? The HAS. And if he doesn't have "coins" or "reserve Pools of resources" his post is a mess. It's almost unhandlable.

72.) This section will pilot these new products to see if people will consume them and what the interest is, etc. Then you can always drop it or change it without costing your org millions.

74.) A good HAS will plan to put more 2 coins" into the org - say, 500 more Auditing Hrs + Tech Sers + C/Sing 60 da and then tell the Product Officer to get them consumed by the time they are operating. Wow - that's another way of looking at an org, eh?

73.) The "Celebrity Centers", for instance, were being run by Diana and Yvonne in Special Programs under Div 6 Aide (Diana) and it was booming. I suddenly woke up to the fact it was not under the main Management Bureaux Control Line, so we are getting it put there. So if a pilot is SUCCESSFUL you should remember to then organize it into the main org line.

75.) So the burden of the HAS is great: He furnishes the "coins" to be spent. He provides the "reserve coins" to be spent. And the REAL "coins of the organization are NOT the "Dollars", although if you don't get EXCHANGE for your services you will fail also.

74.) All new types of expansions are PILOTED, otherwise you go broke.

(In other words, there are MANY ways to FAIL in an organization and one of them is just not getting exchange, but the more IMPORTANT one is not being able to produce or deliver!)

75.) So the "Big Idea", if costly, or not sure about it, should be piloted 1st, then checked up on to see how it did - in Special Programs.

76.) Now we get into the field of 3RD DYNAMIC AUDITING: Do you think a pc would get enturbulated if you never finished a cycle of action on him? Yes! Well, what about an org? It's the same. An Administrator needs ADMINISTRATIVE TR'S to cut through all the noise and chatter and get the action DONE that he has specified TO BE DONE.

76.) But most "Big Ideas" are banal (simple) - they are just based on how to get more people into the org (in bigger volume).

77.) It works on the basis of "Stable Datum and Confusion". The Stable Datum aligns the Confusion. It's from "Problems of Work".

77.) You probably think of policy and the org being a "rigid" structure. Well, it is, but big ideas AREN'T.

78.) The HATTED person CAN stand up to the confusion and the UNHATTED person CAN'T.

78.) So if the "big idea" works, the ESTABLISHMENT for it must be provided by the HAS. (HCO Area Sec.)

79.) So to get the confusion OUT of an organization, you HAT the people.

79.) (The reason orgs APPEAR "rigid" is that they were formed by experience with establishing EARLIER "big ideas" - like Scientology & Dianetics training and auditing. And these have proven to be the workable way at this time to keep it expanding. WBR)

80.) It's the "inability to confront a confusion" that wrecks an Administrator.

80.) The HAS must keep the cost figure of the Establishment BELOW the income figure - no more than 50%.

81.) So that's why he "squirrels". It's like in auditing we had to put in the Question: "What did you do?" whenever an auditor said "That didn't work". Then you find out he DIDN'T do the process. TR O was out. Now we are putting that in on the 3rd Dynamic.

81.) Ethics is how you hold the EDGES, The Ethics Officer is the "God of the Edges". Ref. Vol O PL on "Direct a channel toward attainment, put something on it, KEEP THE EDGES FIRM, while pushing it along the channel".

82.) "What confusion can you confront?" And "Into what confusion can you HAT?" That is the test of an administrator and of a HAS.

82.) People try to use Ethics to "monitor" behaviour. How nutty! Who cares abut behaviour? (It's only intentions and actions that go against the PURPOSE THAT Ethics cares about.)

83.) If he can't confront the confusion, he will just blow off of it and squirrel.

83.) Interpersonal (social) relations are only "good" in the presence of SUCCESSFUL PRODUCTION. So what you want to do is INCREASE PRODUCTION, (thus MORALE goes up!).

84.) I train the messengers to confront these conflicts and confusions: We have three "strata" of personnel here: recruits, students, and veterans, I always know, when we've given a "carried intention" or "order via messenger", if the person is a recruit, because the messenger comes back and says: "He's explaining". (Explaining why it CAN'T be done).

84.) The HAS determines the size, type, and kind of Establishment that can be afforded.

85.) Then I just go to the SENIOR echelon and get it done - and the person (recruit) better hatted and out of Danger.

85.) This may also have to do with LOGISTICS (transport, supply, and movement of goods & personnel).

86.) The hattedness on this ship is usually excellent. But also I know where it isn't.

86.) Sometimes the HAS is running BELOW that which can be afforded and that is a false economy - especially if done on HCO itself.

87.) So you can have "bank" on the 3rd Dynamic. It expresses itself (or dramatizes) as Confusion, Dev-T, out-lines, unhatted terminals, dropped functions, backlogs & non-compliance.

87.) How can HCO be "undermanned"? This is nuts. It assaults my reality. Because HCO RECRUITS and ASSIGNS personnel!

88.) The HAS therefore must be able to confront any amount of confusion, know policy on the area, and know what hat goes on which person and how fast to do it and when to do it.

88.) It's like "bragging" about not doing your job and trying to get me to handle it for you! That's HCO's method of "bragging" about not doing their job "We don't have enough people in HCO".

89.) Then you also get the reverse. TOTAL DEDICATION to a dispatch line. All hell is breaking loose on his post and he is sitting comfortably, handling his stale-dated in-basket as slowly as possible.

89.) The IRREDUCTIBLE MINIMUM of the HAS's job is a manned and operating HCO! THEN maybe you can get them to put the REST of the org there!

90.) How does HCO put the org there? Well, it's in charge of ORG BOARDS, HATTING, PERSONNEL, COMM, ETHICS - all the things needed - the TERMINALS, COMM LINES, AND FUNCTIONS. (Control of Matter, Energy, Space, Life, Thought).

91.) He doesn't get into arguments - he just puts on the HAT which aligns the confusion. Then he checks back to see if it's still being worn. He handles the TERMINAL, connects up the LINES, and gets the FUNCTION done.

91.) But if you know that and it still isn't putting the org there, you have missed one point - the ORDERS ISSUANCE SECTION. This is what it uses to build, hold, control, man, and maintain the org. (Control of Time)

92.) Now sometimes in a SO Mission, the mission goes in, the org does what it says, conditions improve, and the mission leaves. Then the org reverts back to doing whatever it pleases and conditions worsen. In other words, the Ethics presence was not Extensional.

92.) This has the Orders of the Day and Time Machine.

93.) Now that would mean essentially that the place couldn't confront its OWN confusion. So you have to teach an org to confront its OWN confusion.

93.) If you see no Establishment Orders in the OOD's or in the TM, then you know NOBODY is establishing the place and soon it won't exist.

94.) You are about to see "bullbaited administrative TR's". Ex: Two tables, 3 people around each, a piece of paper on one table. The 3 people there unwilling to move the paper. The three at the other table unwilling to receive it. The student must get the paper from one table to the other - by intention - and command and ethics presence.

94.) How MUCH org he can build is determined by financial VIABILITY.

95.) Or bullbaited putting on a "hat" - a cardboard hat - with the person resisting having the hat put on.

95.) If Dept 1 has a "think" of "we don't wand people", it's worthless.

96.) So "HCO brings order". That is the DRILL that brings order, because you are dealing with hats, lines, space, products, motions which produce products, organizational actions, filing actions, etc.

96.) Did you ever see the cartoon of the little fellow sitting in a box saying "I hate everybody"? Well, you DON'T wand a Dept 1 (Personnel) like that!

97.) One should have sense enough when going into an organization area that IS running correctly, to back out and close the door! But also enough confront that when it's NOT running right to NOT back out and close the door.

97.) A Dept 1 must be willing to take anyone on, although they have to shove half of them out thru Dept 3 (Ethics). (many are called, few are chosen)

98.) So the HAS puts the Establishment there. An Establishment is an ORDERLY ARRANGEMENT. If HCO can't do this it brings DISORDER into the org.

98.) The HAS is the BUILDER of the Org (Product 1 - The Establishment).

99.) That might not be FULLY expressed in "old" policy, but policy doesn't violate it.

99.) If it ISN'T built YET, it's Prod 1. If it WAS built & CRUMBLES, it's Prod 3.

100.) These "old" policies are STILL VALID - you know the ones that came out "yesterday" and should be "reissued" - (Joke) (Laugh).

100.) You say, "he isn't in control of the actual Building & Space of the Org". Oh - YES HE IS - via his Orders issuance Section and Time Machine.

101.) The truth is: If you don't have a stable point, a "focal point" of stability on an org, you will only have an ENTURBULATED org, and no production "coins" to spend.

101.) I could build quite an org from HCO, and have. The only limiting factor is the Viability in regard to the income. (as mentioned before).

102.) So your real "coins", your real "wealth", is KNOWLEDGE and the time, actions, and ability to bring about what that knowledge can do.

102.) If it was brand new and young, I might "fudge" over into 75%,but quickly get it back to 50% and I would be ashamed of myself if after a while it cost any more than 25%. (Of the income).

103.) We had an organization office many, many years in San Francisco calling themselves the "Psychology Consultants". What do you think happened" - They went broke. A horrible disorder. The information they were exporting wasn't even being used where they were! They were very individuated out from things.... .

103.) But even if that happened, as HCO I would look to production divisions and Product Officer and get them hatted so they COULD afford the Establishment.

104.) So what do you have in HCO. Just what the motto says: "Bring Order". But what is "bringing order"? Putting in STABLE DATA, and stringing the LINES, in SPITE of the confusion.

104.) Do you now see the why behind the low GI divided by staff in orgs? It ISN'T that orgs are overmanned. It's that they are not hatted and there is a lack of Production Orientation.

105.) An HCO, doing well, may feel like a telephone line man stringing lines in a battle. He CAN do it. But DOES he string the lines, or Q & A with the battle?

105.) So when someone says "They don't pay us well." ask - "Who is THEY?" You are looking at "they" when you are looking at the staff of an org.

106.) Ex: HAS goes down to handle Reg Lines. Asks (a wide open question) "What is the trouble with the Reg lines?" Answer: "We don't have any new carpets. FP wouldn't approve them. Bessie Ann wouldn't OK the P/O." HAS goes off to see Bessie Ann. FLUNK. Q & A. That's a non-sequiter "explanation" and has nothing to do with the Reg Lines!

106.) You can't pay a staff 20 Pounds a week when he only makes 15 Pounds a week for the org!

107.) Now multiply this about 500 times per day in the org and a HAS'es life is utterly unlivable!

107.) It even works this way in a moneyless society. If a village doesn't produce MORE than 4 or 5 such villages can eat, it will e a village of starving, poor, famine-faced peasants.

108.) And if I was a HAS, and a staff walked in and asked about his brother's "petitation for free rehabs", I'm afraid I would say: "What is your post? What are you supposed to be doing at this moment? What traffic haven't you handled? What products haven't you gotten today?" His question for info should have been written and sent to the Letter Reg in the first place!

108.) This has been TRUE for 1000's of years, on THIS or ANY OTHER PLANET.

109.) 90% of an ED's function is ROUTING. He has to know this BETTER than anyone in the org. But ALL staff must know ROUTING of particles.

109.) It must cause the suppressives a lot of problems when in America, for instance, a person can now raise enough to feed 47 people. In the past, he could only raise enough to feed 4 or 5.

110.) The ED not only must KNOW the Routings but also often must establish the channel (line) something is to be routed ON.

110.) So the suppressive governments continue to ship the MONEY overseas, not the products. If they do ship products they do it for free! How crazy can you get? (There is no exchange and no viability in it. Only inflation and strain on the producers.)

111.) A tremendous quantity of stuff will come through any post early on and most of it just requires ROUTING.

111.) It's very simple. You can not pay a worker more than he makes.

112.) Most of the stuff in your "Pending" Basket doesn't even belong to you, it's been misrouted.

112.) I wonder, when I see these kids in the US buying things with poppa's money, how long it will be before it all crashes. They are like a novice on a high wire - it's only a matter of time before they fall to the sawdust.

113.) You can go thru a pending basket on the basis of "It isn't mine" and look it over and route it correctly. You didn't know what to do with it BECAUSE it wasn't yours. (If you know your OWN hat.)

113.) And I have no sympathy for the people who don't produce and keep crying for money. The "poor, underpriviliged" worker now has a paradies in Russia and they can't produce enough shoes to keep the "snowniks" out.

114.) It also tells you there are people around who don't know routing, and others have this problem too. So your action would be to get them all checked out on a Basic Staff Hat.

114.) If you are going to go around in a body on this planet, you might as well produce enough to keep it comfortable and well -fed at least!

115.) And "Chinese School" on the Org Board and a few other basics.

116.) We DO have the processes necessary to resolve the confusion. They do exist. Who RUNS these processes? The HAS.

117.) The HAS is the "auditor of the org". But he doesn't run the "org" out, he runs the "confusion" or "Bank" OUT OF IT.

118.) The auditor reduces the "bank" to nothing and puts the PC there as a Clear Thetan or OT.

The HAS reduces the "confusion" to nothing and puts the ORG there as a Clear or OT Org.

119.) An HAS who can't do Creative Processing won't be very successful, I could say.

120.) And if his TR O is bad, so that he Q's & A's, he won't be very successful.

121.) So these are the Requirements of a HAS or "auditor to the Org".

A.) He can mock things up.

B.) He can hold a position in space.

C.) He can fix things

D.) He does know "Confusion and the Stable Datum".

E.) He is determined "to bring Order" regardless of what.

F.) He is determined to make the lines go in and on out to other areas, and can straighten them up when needed.

G.) He is determined to put the Organization there and bring order in it.

H.) He can confront a confusion without Q & Aing.

I.) He can HAT somebody. Then he is quite a guy and a TREASURE to the org.

122.) HCO personnel are so rare - because these abilities are rare. Because he is basically an "Auditor to the Org". He audits out all the Confusions in the Organization, and that's HOW he "Brings Order".

123.) Now, what are his duties? To put the Establishment there.

124.) How much Establishment? How much he can AFFORD to put there.

125.) How does he figure out this Establishment? He figures it out in terms of Production that will result in the greatest return to the Organization, so he can put some MORE Establishment there.

126.) And why does he put more Establishment there? So he can put MORE Establishment there. (Etc., Etc. = EXPANSION)

127.) Most people think HCO is just for delivering messages or comm because they don't know IT IS THE CENTRAL HUB FROM WHICH ORDER IS BROUGHT.

128.) And you can't bring very much order over a long period of time unless you have messengers.

129.) I suppose next I will be talking next about HCO Dept. 1 - in sections, then Dept. 2 - in sections, then 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 13, 14, 15, 16, 17, 18, 19, 20. 21 - and then chase all of your confusion all the way off the other end of the Org Board. But that would be sort of greedy. It would take all your "goodies" away from you.

130.) It is YOU I expect to chase the confusion all the way down and off the other end of the org board. All the confusion you have had in the past - with ORDER following all the way along the line, VIABILITY rising, and the PLANET in your laps.

131.) Thank you very much. Good night.

1. RECOGNITION

(The "Recognition" to "Source" cycle.)

1.) COMMUNICATION