Now, one of the best things to do with a weapon that you don't know what to do with would be to park it someplace and forget about it, and get a weapon that you did know what to do with. Wouldn't that seem sensible? Yeah, but this is a problem that's being handled by government.

Now, why can't you walk into a large business corporation, why can't you walk into a government, why can't you walk in to Mr. Big and say to him, "I have a solution to your difficulties"?

Now look, at the moment — you can take my word for it, although there are a few of you sitting right now in the audience who have been through the HGC very recently who were dragging through as cases as long as Dianetics is old, as long as Scientology has been going — their cases never quite came up to expectancy. They expected more to happen than had happened. And now they know that something has happened to their cases and they have advanced — they know that an advance has taken place. And there are several people sitting right amongst you this moment who would tell you that.

We have a big weapon. It's probably the biggest weapon on Earth at the moment because it is a weapon and it can be used! And if there is another weapon on Earth that is tremendously big, a huge weapon that can't be used, who's left with the weapon?

All right. The atom bomb is a solution to all man's problems everywhere. Thud! No problems! So, it's too big a solution, isn't it?

Well, man gets solutions mixed up with violence, death and the end of it all and he begins to avoid solutions. So that you walk into a big business corporation and you say, "Look, I could make all of your employees 50 percent more efficient, I could even bring you up to a point where you know what office you're sitting in." And what's he say? He said, "Nah. Well, I don't know. Take it off, put somebody on. Rah-rahhh."

The first manifestation is that the man has to have problems. He has to have problems because he doesn't dare arrive. He doesn't dare arrive because he knows it's painful. In other words, he realizes you're trying to put him in a no-game condition — he thinks. Man has identified going into a no-game condition such as "dead" with putting himself into a position where he can play a game. These things are harmonics on the same thing. Man can play a game here, he can be serene, but he can play a game; he can be nameless, but he can have an identity; he can be good, but he doesn't have to be good. He can win, he can lose, but he doesn't have to, and it isn't the end-all of existence if he does either. Then a man can have a game.

Have you ever tried to play a game with your — let us say, have you ever tried to play a game of blackjack — to get crude — with your last dollar? That's not a game. That's desperation! And here he believes himself to be playing a game of such seriousness that he cannot afford to play the game at all. It isn't a game anymore; life is therefore not interesting. Life is not something that is to be lived, life is not something which is to be used to live with.

And he immediately believes then that he had better sort of grind away at something he's certain about and leave all this foolishness alone because life is serious and life is real and that death is its goal or something. And he falls completely out of any real interest or livingness. He's playing blackjack with his last dollar, always, he believes.

And therefore, he can't have a solution. The solution is down here. "Solution" means end of game, end of action and end of doingness. And he knows what that is. End of doingness is painful, it's agony, it's all there is gone, it's total loss. That's a solution to him.

You say — you have twelve stenographers here, and you have three of them who are actually doing the correspondence and the other nine actually walk back and forth and originate communications to each other. Only they get so much in the road that the other three can't do the correspondence they're supposed to do. Now, the solution is to find some work of the organization for these remaining nine girls and put them in the places on fixed communication lines where they really can contribute to the situation. In other words, let's straighten out these communication lines. It seems to be the most reasonable thing you could think of. And you walk in, tell him this. "What are you trying to do?" Sort of "Throw this bum out" sort of an attitude. "You're just trying to mess us up, that's all."

How would he be messed up? Because a game called confused secretarial directionalism would be at end — that would be the end of a game. And he's got this mixed up with pain and agony, and he knows (reactively) what would happen to him if he actually did straighten out his secretaries. He knows what would happen to him. He'd be in agony. He'd be broke. It would be the end of existence. In other words, he is playing this game called business with the same desperation that somebody tries to avoid an avalanche which is falling on him. And you have threatened to hit him with one pebble, and he knows that one pebble is followed by the mountain.

What can you sell him? Just telling you this to show you a little of the gold that falls out of this theory of games. It tells you what he'll buy; he'll buy a game condition.

What's a game condition? Confusion, motion, problems, difficulties, getting stuck in things, going to jail, these are game conditions.

So, you walk in — he has nine secretaries that merely swap notes to getin the road of the other three secretaries and so forth. You persuade him to hire three more! You make up some forms for them to make out that report on the remaining nine, and they have to survey each one of the reports and add to it, and this takes up their whole day. He buys this and, actually, some work comes out of the office. Why? You covertly nailed down nine secretaries who were being random by making them make out too many reports, you see.You actually can use this sort of thing. Now, I'll give you another example of this — give you another example of this. You have this big department.And this department is in charge of waterworks and rivers and harbors and stuff and this big outfit is all involved with paper chains. And you appoint people so that you can relieve people so that that ends that communication line, but — not positively. There still is a confusion at each end, you see. They have their desks so fixed that the reports on the water levels all wind up in the accounting department so that they have to be misrouted because accounting doesn't know anything about that. And they've got these things going round and round, and you see this horrible confusion.

One of the first things you could do to straighten it out for yourself would be to look for a stable datum somewhere in it; something that is still, motionless or stopped. That would be the beginning of your workout of this confusion.

And then, because you've got to sell a lot of people who know that to solve anything is to die, you really fix them up. You say, "What you should do now: Look this situation over carefully. You've always been worrying about floods. You've always been worrying about floods." You've said, "If you put up enough waterworks and dams and so on that you'd have these floods — you'd have these floods under check." They've never done this, you know, the floods just keep rolling down, taking cities away and smash up the countryside and carry away all the farms and topsoil and everything. You said, "Now, we're supposed to stop all these floods."

And they just said, "Confusion, confusion, confusion."

And you said, "Now, stopping those floods you've always thought of as a problem. Man, you haven't got a problem even vaguely in that compared to this other problem! Wow! The problem of drouth! Now, the truth of the matter is you will have to flood all kinds of valleys and surrounding countryside and so forth, in case there's a drouth." Never has been a drouth, never has been one.

You would be amazed. Sensible men at this time, you say to yourself, they say, they'd look right through this, you know, and they'd say, "Ha! Ha! There's never been any drouths in this area and we don't have to store any water, our trouble is to get rid of the darned stuff!" That's what they'd say. But you have estimated the organization as a sensible organization. You believe that it depends on good reasoning and it follows out its goals, and that's what it does. It's a sensible organization. It isn't! It doesn't intend to not even vaguely!

But you come along and you want to actually put them into the business of stopping floods so that you can save some of the farmland that's being swept away and some of the cities. All right, that's what you do. You say, "It's a big problem of drouth. Have you ever handled this problem? Have you ever realized what it meant — to have all — think of it — the Mississippi without a drop of water in its bottom!" You'd be surprised. Fellows will sit there and they'll say, "Umm! That's pretty terrible!"

You say, "But the problem of trying to find enough valleys and to build enough dams to store this water is insurmountable. Just building dams to keep the Mississippi in check, ha, that's nothing! But just think of trying to — think of the horrible legal consequences of seizing land, seizing farms, you see, confiscating property. Why, it'd just be a violation of the Constitution and the Bill of Rights and everything else, and the legal work involved in it is terrific! You'd have to add eight legal departments just to take care of the confusion of kicking people out of these valleys so that you can flood them! And that's a problem! How are you ever going to get over that?"

And they figure and they worry and they work and everything starts going more confused, and while they are not watching, the actual machinery of stopping the floods goes back into action. Why? They've got a bigger problem so they can afford a solution to a little problem!

Now, nations and organizations and individuals actually work on this principle. Any of you have run "Problem of comparable magnitude to will know that.

We say to somebody, "Give me a problem of comparable magnitude to your mother." There are very specific ways of running it. "Problem of comparable magnitude to your father." "Problem of comparable magnitude to your grandfather." "A problem of comparable magnitude to your name." Anything you want to say. And the fellow all of a sudden comes unfixed off this problem and looks over and sees a bigger problem. Then you give him a bigger problem. You unfix his attention on the second one; you put it over here on the third and gradually he is perfectly willing to solve this problem over here. It's quite interesting, quite interesting mechanism. But it works on big organizations.

Now, if you were to go into a big organization, you want to become a great success — you want to be a big success, don't go around solving their difficulties. Boy, they'll hate you. They'll look at you like you are a murderer; you're about to kill them. "Get out of here with those solutions. We know it's reasonable to file everything that begins with A under A, but we don't do it that way." The thing for you to do is to figure out a more complicated filing system than they already have, a more complicated paper chain than they already have; figure out more forms to be filled in and to go more places to bother more people; make enough confusions here or there to a point where you are elected to chairman of the board. This man's a good man.

Now, some of you who are working with corporations recognize the truth in what I am saying, but you think I am joking — you don't think these outfits would buy that. They would! They'd buy it.

You go in and you say, "I have a way to cut out form 82, 85 and 86 by combining it in the original form number 1." They would say, "I'm very sorry today. I'm very busy. We'll have to talk to somebody else about this."

You go in and you say, "You know, form number 1, 85, 86, 97 and 102 are inadequate! I can't make out my reports with this little data! We have got to originate another form which I have typed up here, which gives us the relative birth rates of the office employees and this has to be added in for cross analysis, and we'll call these form 150, 151, 152 and 153 in addition to the existing forms! Then we'll have it."

And you'd be surprised. Mr. Big ordinarily — open those doors, and he'll say, "Son, you have a future."

Most organizations solve their problems by increasing the number of identities on their payrolls. More identity is a game condition. They have very great difficulties. They just can't get in touch with New York, or keep New York straight. So instead of analyzing the communication lines to New York, what the Chicago office does is hire five more people to pound at New York, change the New York manager, put in some guy that they know will flop and then hire twelve more guys in New York who are supposed to maintain communication with Chicago. This doesn't work, so they hire ten more people in Chicago and ten more people in New York. This doesn't work so they buy a new building in New York just to house the employees in order to communicate with Chicago where they have to buy a new building to file the messages. Two outfits still aren't working and thus General Electric is born!

Every time you add identities into a situation you're all right. Now, you have to have some identities present in order to have a game condition. You wouldn't have any communication lines or any business at all unless there were some identities involved. See? But there gets to be too good of a thing there along the line someplace and you have so many identities involved that nothing could be done.

Well, I'll tell you something amusing that happened in the HASI London, something very, very amusing, something that you laugh at if this happens in a central office of Scientology.

We had a great many business people who had been hired, one of them an office manager, and he was doing all right. But we had a lot of clerical help that had been hired straight out of the market, the labor market of London, and we brought this — these clerical people on and so on. And we found out that work was doing a little bit worse than it was, so they hired over there some more people to expedite it. The first thing you know, the payroll was getting astronomic, and the bank balances of the organization were drop-ping and so on. And so the Association Secretary and I went to the mat about this and we worked out a budget, and I pushed the budget down into an extremity. It was to be within the income of the organization, which seems rather a reasonable thing to do. Because I had altitude and did it with auditing procedure, he bought it and put it into effect with great difficulty, but we got it in effect. We got it into effect. He's actually a real good boy.

He was aware of this principle too and we were — we got to laughing about this because we did something terribly arbitrary. We merely removed all personnel exterior to Scientology from the office without any regard whatsoever for their functions. Obviously this would have left terrible holes in the organization by all planning known to man. This would have been a terribly desperate step to have taken and so it was a desperate step. It was in effect for two days — those people had been missing for two days! And all of a sudden the office manager came to me and he says, "You know, something odd is happening, Ron. Everybody is getting work done. The organization is running more quietly and smoothly than I have ever seen it run before! What's happened?"

Well, what's happened is that the clerical and staff that was hired was just following standard business routines, and they were originating enough communications so that other communications could be answered to those and they were taking in their own washing! And this would have been perfectly all right if they hadn't disturbed the Scientology personnel working on the job and their own business manager. But it so happened that we disturbed the — they disturbed the Scientologists on the job and the bankroll and the accounts. And when they were removed from the situation — all of those extraneous communications were removed from the situations — and we uncovered two or three Scientologists who were also working on clerical staff who, up to this time, had been completely snarled up continually trying to keep the other communication lines unsnarled, which were always snarled. And the operation at half the payroll was suddenly getting along with beautiful smoothness.

Now, that's a terrible argument. No labor union would buy this argument. So in order to sell that, you have to give somebody a bigger problem. All right, let's put that same kind of an incident on a national basis. You interested in a third dynamic application of games?

Audience: Yes. Sure!

All right, let's put this on a national — let's put this on a national basis. Let's put it on a labor union basis. We tell the labor union flatly, that if they got rid — in industry and factories and that sort of thing — if they got rid of about three-quarters of the people they had employed, they'd be able to get something done. Ha! Can we get their agreement on anything? Ha! Ha! Ha! No! No! No, they'd only agree with us if we had guaranteed to hire two more for every one they've got on. The trouble is already that every post has got too many communication lines mixed up in it. Work isn't necessarily accomplished by numbers. Somebody said, "Many hands make light work." I just reduced this to "Many hands make work." And carry it further to "Many hands make work work!"

See, a few of us have run organizations and that sort of thing in this when we were all wearing all hats. We were taking it in from all directions and actually, the field and public at large got more service during those times even if things were more hectic than at any other time.

Well, how would we do something like this? We would take a national level and we'd do something weird. We would hand out a problem to industry and government which was so close to unsolvable that they would be willing to reduce their personnel. How would we do that and still not upset the wage earner and the amount of pay he was getting? How would we do that?

Well, we could advance a Scientology principle. We could say people interiorize into their work and become inefficient and, becoming inefficient, interiorized into their drill presses and books and so forth and becoming much, much too pinned down and introverted, are therefore and thereafter liable to riots, commotion, disturbance, agitation. They fall for labor agitation, they strike, they cost us lots of money and so forth. Why? Because the people have actually slightly gone mad! They've been interiorized, interiorized, interiorized, interiorized until they no longer see further than the ends of their noses. They don't see the health of the organization. They don't see the health of the factory or the corporation or the government. They only see the little gadget they've got right in front of their face. So, they look at this little, tiny thing and they get interiorized into that. Somebody comes along and says, "You're being done in! Everybody's doing you dirt! Strike! Workers of the world arise! Workers of the world go to bed!" Whatever it is. Oh, I'm sorry, that's Freudian. Anyhow.

We give them this as an explanation because it's true, you see, it's perfectly true. And we advance, as a reality, a single process which is very workable. We say, "When a worker is tired and exhausted and he's only been doing clerical work and that sort of thing, do you know that if you send him out and make him walk around the block until he's actually looking at the environment (give him havingness) — walk around the block until he is interested in the environment, that he will stop worrying and being obsessed with the materials he was handling."

That's terrifically good therapy. It's very simple. We simply say to some-body, "Go take a walk around the block."

I'll tell you how I evolved that as a process. I'm writing a little bookcalled Security in the Workaday World which is to go out with the PECourses. People come in, they want to know about work, we talk about principles of Scientology, put them into the framework of how you work. And thislittle book then had to have a couple of pat solutions, and one of those solutions had to be on the first dynamic and one of course had to be on the third.How do we extrovert a worker? How do we keep him from spinning in by being too pinned down to his job? Well, we had to have something simple that would work without an auditor present, so we had him walking around the block until he extroverted.

I told several people about this. They do now, they walk around the block until they're not tired. It's very funny but they can walk around the block until they're not tired. If they only walk around the block far enough to get tired and then quit, they've just restimulated themselves. They have to keep on walking around the block. Of course, you could probably walk yourself Clear walking around the block eventually.

Now, how would we ever sell a third dynamic solution of this character? How would we ever make the third dynamic alert to this? We'd have to give them a bigger problem, wouldn't we? Just like we have to give the preclear a bigger problem to get him off his fixation on how terrible it is that all Ford cars cough at him when he walks by them.

We actually have to teach him on the third dynamic that there is a bigger difficulty. The horrible difficulties of government job planning — it's just terrible, the difficulties of government job planning. The government has never been efficient and to let them do this at all is almost completely disastrous, but somehow or other with great watchfulness, we will make sure that they do a good job of this.

They say, "What's job planning got to do with this?"

You say, "You're going to keep people working in automobile industry eight hours a day, they drive home, they sit down in front of a television set, they go to bed, they get up in the morning, they work eight hours in their office or at their drill press. Ha! What gives? The guy's going to introvert. He's going to get tireder and tireder and tireder. His job is going to be done less well and less well and less well. He's going to be more and more liable to strikes and agitation. It is going to take more and more force and duress and persuasion to get him to work at all. He's going to pull blunders. What's the solution? I am afraid that you had better take four hours of that man's eight and have him spend them outside on civic or construction programs."

Everybody says, "You mean double — double the number of people that will be working in the factory? How horrible! You mean we'll have twice as many people working here."

"That's right. Morning shift, afternoon shift."

"Oh," they say, "think of the books. Yeah, think of — think of the accounting problem. Think of the tax problem involved to supporting that many civic projects? Think of the difficulties you'll have with politicians trying to keep their hands out of the pork barrel while they're building all of these things!"

You make it practically against the law for a fellow to work at an introverted job unless he has an extroverted one. You say it's very difficult. How are you ever going to sell to the public the idea that you should permit an executive and enforce an executive — not just permit — but enforce an executive to go fishing six times a week?

Well, because part of game condition is kicking the other fellow out of the game. This is one of those nice, smooth, workable solutions. Why is it workable? Because it's so idiotic. But it would do exactly what we know — if we look it over we will know — would have to be done in order to bring sanity into industry and labor and government and government — worker relations. You can't keep the man in the office 24 hours a day and expect him to stay up and do otherwise than to get old and creakity and inefficient and upset!

If you're going to have a vital nation, you have to to have vital people!

We'd start in on some sort of a thing — if you were going to carry out a program like this as an example. There is a problem today in the schools. Let's just go over into this, I'm going to cover — just notice as we're going by that I'm covering some of the titles that you have in your .. .

In schools we notice that children have a difficult time learning any-thing. The end product of modern education is a child being able to arrive at the age of twelve without being able to write, read, spell or even get to school. That's evidently the end product.

I know I used to do traveling ovals and all of that sort of thing and — by the hour — and used to slave away and work and labor in order to learn how to write. And I did all that work on the subject and people can't read my writing worth a nickel even today, you see?

So now, we give a fellow one-eighth that amount of training and he writes eight times as bad, or maybe we train him sensibly and he really learns how to write.

I've opened up some old books from way back when — minutes. One of them here that I ran into — I've been a member of many of the societies, by the way, and organizations here in Washington, DC. And as an officer very often your accounts and so on or your minute books will extend back a considerable length of time. And the Columbian Society, for instance, goes back to about 1821 and its first minutes are its formation and contain a speech by the Marquis of Lafayette which was given at the banquet. He was over here at that time. You ought to see the penmanship, perfect copperplate, ornamented beautifully!