Let us assume that you have an org to run (or any part thereof).

It’s perfectly all right to cope. One always must.

How would you organize it and get it to function?

But one MUST organize things while he copes.

1. You would count up and name the different vital actions necessary to functioning.

The mounting overload and overwhelm in an area comes entirely from cope-cope-cope without organizing also.

2. You would count up the persons needed for each function and give them the post names.

Example: You have to handle something for which there is no planned organization. Like a mob at a Congress. You can cope. But if you don’t take the first available instant to grab 3 guys and give them specific duties right then to mind doors and tickets it all just gets worse and worse and the cope catches up as overwhelm.

3. You would do a checksheet for each post to include its vital data.

Any old org bd is better than no org bd at all.

4. You would collect the material of each checksheet into a pack.

A good org bd well grooved in, duties well apportioned, permits things to smooth out and increase in volume without strain.

5. You would recruit the minimal number to begin it, keeping in mind finance and solving that.

In a flood if you can channel the water, you can handle the flood. If you just batter at water you drown.

6. You would show one of them how to check the others out to get them trained.

ORGANIZATIONAL GENIUS IS COMPOSED ONLY OF ARRANGING SEQUENCES OF ACTION AND DESIGNATING CHANNELS FOR TYPES OF PARTICLES. THAT’S ALL IT IS.

7. You would then get the org running.

Then you can handle flows and prevent stops.

8. You would expand it by single hatting vital posts.

So you must always organize as you cope.

9. All the while you would cope with things as they came up.

National riots are just the inability of leaders to arrange sequences of action and designate channels for types of particles.

10. You would add to checksheets and packs things learned while operating.

One area which was never organized became just an ant-hill of do-less, useless motion.

11. You would add posts as they were found needful.

If your in-basket is too high you cope and handle it AND ORGANIZE YOUR LINES for the future.

12. You would never drop out the actions of recruiting, checksheets, packs and training.

“I’m absolutely drowning . . .” is the same as saying “I can’t organize worth a damn!”

Naturally the org would have to have a function that was valuable and would have to execute it or produce and be paid or it would not be viable (able to live).

All right. All that seems straightforward enough.

Every exec has his own personal org bd. Really it’s at least 21 depts.

Now let’s see how it could go wrong.

But you don’t have to go that fancy.

Foremost would be a failure to function or produce and a failure to get paid for it. This would cripple the activity and bring in inadequate operating funds, curtailing facilities and pay and making it undermanned, hurting its image and shutting off recruitment.

I had an org bd once that was 8 folders, each representing traffic from a major org, reports placed in it latest on top, a communicator who did the placing, a greeter who handled bodies and an inspector that was me. Just myself and one other. But it was an org. With that “org bd” I handled all the Scientology in the world at that time, lectured, researched and had ample time left over. It reduced full-time cope to a part-time job. Later 100 staff members (WW) replaced me as Exec Dir and I moved off post. They were all very busy but they didn’t even know they had an org bd they were on, no individual operated his own personal org bd. Their cope and ignorance took the stats right on down. But they sure were busy coping!

Recruiting to fill a new function could be incorrectly (destructively) done by using the production area as the recruitment pool. Also each time a portion was operating well, it could be used as a recruitment pool and emptied out and unmocked. This would destroy all training effort and injure the viability and reverse organization back to cope.

The antithesis (opposite) of an org bd is confusion. The amount of confusion present doesn’t add up to production, even though it is totally exhausting. The end product one wants is not exhaustion. The amount of energy expended does not measure production. Production is solely the amount of completed cycles that occur. The more they are planned in sequence and the better the different types are channeled the more production will occur.

Or no recruitment could be done at all.

So cope by all means but don’t forget to organize a little each time you get a chance.

There could be no checksheets or packs.

The end product of cope is drown.

There could be no training done even when checksheets and packs existed.

The end product of organize is freedom.

The checksheets or packs could be too short or unreal for the post. Or they could be too long or relate to another post.

The head of the org could fail to check out the heads of portions.

The heads of portions could fail to get their juniors hatted and checked out.

The org staff could be unaware of their belonging to the org and be unaware of its purpose and general products.

The problems as listed above could remain obscured and ethics could be substituted as an effort to get up production.

There are ten basic points that could go out. These are (1) recruiting (2) training (3) training on post (4) utilization (5) production (6) promotion of product (7) sale of product (8) finance (9) justice (10) morale.

It is assumed that the activity is worthwhile and the potential production valuable. Given that, the remaining ten points are the points where organization breaks down as these areas are the most aberrated in the society.

The fundamental outnesses, however, would be failure to recruit, to have checksheets and packs for each post, get training done on them and have new people on post serve on it in-training.

Let us suppose the head of an org or division never checked any junior out on anything.

Looking at standard functions, everyone would be posting and routing people except Dept 1, intended for that. Everyone would be handling comm except Dept 2, intended for that. Everyone would be inspecting and handling stats except Dept 3. And so on down the line. The place would be a dog’s breakfast of total cope.

All right, let us say one does have a dog’s breakfast instead of an org. How would one straighten it out?

One would cope to maintain some semblance of viability.

One would throw together an org board and post it and drill people on it.

One would throw together hats and get them worn.

One would continue to cope but now also force others to help the coping and cope themselves as semispecialists on their own posts.

Finally one would get checksheets and packs together for each post covering all its actions.

One would then get these checksheets and their packs trained on for each post fully.

Thereafter one would insist that executives made sure their juniors had checksheets and packs as their hats.

And one would continue to recruit as by this time the org would be expanding and it would become upset by undermanning and go down hill again.

One would watch the ten aberrated points as they go out very easily.

People gather up all sorts of weird solutions to running a disorganized org. “We need more experienced people”; “We can’t produce so should be subsidized,” are two common ones.

When people on post do NOT have grooved-in hats they do goofy things. The goofiness is not confined just to their job functions. Lacking a purpose and not conceiving the org purpose they can go utterly astray and do things that are quite mad. Like tearing things up. Like breaking things. Like getting involved in goofy relationships.

You can detect an org where posts are not grooved in by the number of oddball things happening.

The way to put this sort of situation right is to start organizing as given in this rundown.

Working on organization as you cope, it will eventually make it come out right.

When it sags just come back to this rundown and it will all straighten out again.