A Talk on a Basic Qual A lecture given by L. Ron Hubbard on 5 September 1971 Part I Lost Tech and Misunderstood Words [0:00:00] This is 5th of September 71 and this is a talk on a basic Qual. Now, the first you hear of this, and the first anybody heard of this, really, was Flag Bureau Data Letter 101 of 5 August 71, and this came along at a time when word clearing was restored. Now I have a hat that nobody quite notices, and it’s the Finder of Lost Tech. Now some people go all of their lives looking for the mystery of the pattern of the pyramid, and others go looking for the Mayan civilization and how it built things and I go looking for the tech people have lost in Dianetics and Scientology as a primary expeditionary action. This began some time ago when with horror I found that they had lost all of expanded lower grades. Quickie Grades had come in and you are just now recovering technically from the loss of the full text of early Dianetics, and that was dropped out and wasn’t gotten back in for literally years. It dropped out for years and then we have been working really very hard since 69 to get it in. Right now amazingly enough you find me restoring Class VIII technology. I have a mission right now restoring Class VIII technology. ASHO, for instance, going into a campaign in ASHO trying to restore Power technology. There was a mission, and then they got a hidden data line going, and a verbal communication line going, and Power went out again, and the finding of Lost Tech is a very very interesting hat, because people manage to lose it at the drop of a bulletin, and that is very important because that is the primary function and action of Qual. It is not patching up some case that has been messed up by the HGC. I’m passing you this hat, [laugh] the Finder of Lost Tech. Now there are several ways the tech gets lost. And first and foremost amongst them is the misunderstood word, and the student comes to you and he says ‘HCOB something or other, written by so and so actually is in conflict with HCOB boff boff, and so on, and we don’t know whether to turn on the E-Meter with the right hand or left hand. We are all confused now can’t make it out’ And you say ‘Look, it’s a misunderstood word, son. Let’s find it’ And ‘Oh no, no, no, no, no, not a misunderstood word, that’s exactly all these things are in conflict with everything else and everything is in conflict with and so on and I’m going mad.’ You say ‘Now look, take it easy, be quiet, be calm and sit down, pick up the cans and let’s find out where, on that earlier bulletin, there’s a word you don’t understand.’ And so he reads it, Method 2, to you, and he has never understood ‘HCOB’, he has not understood ‘remimeo’, and he doesn’t know the word ‘at’. He doesn’t know the word ‘such’ and he has never figured out what is the word ‘this’. [laughter] And after you have cleaned all this up and got it all nicely looked up, now you say ‘read the bulletins.’ ‘Oh yeah, no conflict here, what was I talking about ?’ All of these wild technical confusions begin with a misunderstood word, and in actual fact don’t exist at all Now enough people at Saint Hill, sometime after I left there, sixty-six, sixty-seven, sixty-eight, enough people misunderstood enough words so the students were then told: ‘The early material of the course, and all the material on the course and anything you are studying on this course, is historical, and it is only background information, and we don’t use it any more.’ And that was the system by which it vanished. And what do you know, people were starting to get mad at them in the community. They were not delivering tech. The results were no longer there. And you would just be amazed at the number of cases that we crack right down the center, and push right up from the bottom. One of these personality graphs, on 1956 tech, there isn’t a case in the world that wouldn’t crack up on GF40 Expanded which has in it the running of engrams, narrative, and of course, when it goes into drugs, that’s also with somatics. The full drug rundown can be done from it, and listing, which is Grade III, Class III, Level III material. GF40 Expanded. There isn’t an interiorization rundown that has gone wrong, that hasn’t gone wrong because of 1962 technology. In other words, when they lose the tech, they don’t do the tech, they don’t get the results, they go woo-ya. And they lose the tech through the misunderstood word. Now that’s ‘64 technology. Manage to stay on the study tapes utterly unused, until we suddenly started to dust it off and put it in picture book form and began to issue it in the recent series. Now, if you recognize this as the operating background of technology, you will see then that somebody has to be a custodian of not just the books but the meaning of the books. Keeping Scientology Working [0:07:47] And if that is kept in, the technology will continue to win. So the probable earliest applicable policy letter is ‘Keeping Scientology Working’ with which you are probably all familiar. Now who does that ? Qual does that. Now if you look at Qual from that point of view, suddenly it makes a great deal of sense. And if at any time you become confused as to what you are supposed to be doing or any time any one of your staff in Qual becomes confused as to what they are supposed to be doing, point out that the essential commodity of the organization is knowledge, and before it is a deliverer of tech, it is a custodian and disseminator of knowledge. And the only thing that makes that organization any different than anything they have been doing for the last umpty-umph trillion billion skillion years is the fact that it has knowledge that unravels the knots and problems that man has been cracking his brains with ever since he wondered after he had made the stone axe why he was so unhandy with it [laugh]. Knowledge. That is the one thing that has appeared along this line, and this is true, true, true, because the most successful franchises have been those which featured knowledge, and people came in, and one franchise that was running at a very, very high level and I think they stopped the successful pattern in it, had a group, and people met and people from the public came in and so on, once a week, and they took up HCO policy letters. Now that’s very interesting – you say ‘well, the public wouldn’t be interested in that.’ No, that’s not right. The whole public is all worried about organization. The’re caught in the middle of a hurricane of organization, or of disorganization. They are interested in it, and there are many policy letters which are very good. The franchise would also take up HCOBs and so on, but the policy letters were quite a hit. So all they’d do would be to read this policy letter and - to them and discuss this policy letter and talk about this policy letter. Now that is pure export of knowledge. There have been comparable actions on the past track. One of them, when the Emperor of China sent one of his people over to India to import all of the textbooks of Buddhism. And they did, and translations occurred, and Buddhism eventually up through the years since it wasn’t pushed very hard and so forth, eventually permeated and got all through China. Japan was just hanging by it’s tail from the trees until Buddhist monks came in and Buddhist monks brought them religion and also brought them culture, and they brought them writing, painting, pottery making, and that sort of thing, but those were incidental. And they brought them knowledge. Knowledge itself is something. And what org, anywhere, at the present moment preserves it except perhaps for the staff for application. And yet it is an important commodity. So if you find out why does knowledge get lost, it gets lost because of the misunderstood word, and that in itself is a magnificent piece of knowledge because nobody ever knew that before. How do things squirrel ? How do they get altered ? They get altered because of the misunderstood word. It is so good, and this is so positive as technology, that the other day I cleared up the whole capability of a person on post here on this ship by just listening to the trouble he was having, but mainly to how he was solving it. He was given a certain type of material to write, and when he read that, he read it and it was telling him what to write, mission orders, and so on. As he told me, he said he went then and found a couple of old mission orders of that particular type he was confused about and looked them up to see how that was done. Sounds perfectly OK, doesn’t it ? Except this is a brand new type of mission order that has never been written before. And I said to my messenger, I said ‘would you please go down and find what misunderstood word occurs immediately before that mission order type is discussed.’ Now actually I may be telling tales out of school, but it all has a very happy ending. Messenger spent two hours with him, and finally found right alongside of it, the word ‘such’. And he had never known what that meant. And that cleared up, GIs came in, and now he grasped the whole thing completely, and he’s a howling success. Simple English Words [0:15:09] The odd part of it is he’s been worried for some months about the quality of what he was writing, and it all hung up on a little tiny word in English. So this is the first thing, then, that you would have to do to keep Scientology working and keep technology present. The reason why you have somebody in an Org running power on the PC before Dianetics because after he’s expanded the lower grades his shoe straps need adjusting, is because usually he doesn’t know the English word ‘a’, ‘an’ and ‘the’, and wherever you find altered tech in an Org you will find it preceded by a misunderstood simple word, and there is the source and point of alter-is, exactly. If you were to go into ASHO at this moment and comb over all of those auditors who were having trouble with power, you would find the verbal data line was more acceptable because they had already collided with a misunderstood simple English word, the vague oddity being, this is really a huge oddity, is that the complex terms of Dianetics and Scientology, they take in their stride. People speak, on this ship, better Scientology than they do English [laugh]. It’s a fact. It’s a subject of survey. The reads occur on English. A person starts in, starts to read a bulletin, starts to read something, and what do you find ? You would be sure that ‘ARC break’ would read. It doesn’t, even when he’s got one. [audience laughter] But the word ‘then’ reads. You actually have to see it to believe it, and your hands should get very dirty with this material, and you should get to a point where you know this so well that you never falter. Here is an HAS who was going back to his Org and we found that word clearing had dropped out recently on the FEBC and so I said ‘We’ve got to brief these fellows within two hours and get them on the plane, and there’s all these people. For heaven’s sakes, get yourselves a bunch of auditors, do Method 2 on their mission orders.’ I will tell you the misunderstood words which read here, on an FEBC graduate where Method 2 had not been in use for a while. Believe me, it’s in use now. Wow. Handy automatic thumb screws leap over and jump onto the supervisors if every half hour they haven’t mentioned the word ‘word’ or ‘meter’ or ‘Method 2’. It’s set up as an automatic computer, and these thumb screws jump out from the walls [laugh]. Listen to these words: ‘organization’, ‘Flag’, ‘standard’, ‘know, k-n-o-w’, ‘HCO Area Sec’ [audience laughter], ‘briefed’, ‘fired’, ‘action’, ‘Flag Org management’, ‘situation’, ‘H-A-Ses’, ‘demands’, ‘neglected’, ‘hatting’, ‘post’, ‘establishment’, ‘continued’, ‘maintain’, ‘why’, ‘policy’, PLs’, ‘deviation’, ‘producing’. Well, I’ll save you the rest of it – goes on this way for four pages. There it is, words are circled. And that’s the exact material this man had been studying for several months. So, what can you adjudicate from that ? That there should be somebody in an organization who keeps this straight. In fact, there should be an organization in the organization that keeps this straight, and as long as you do that, the organization will win, and it will become prosperous, the people will be happy and cheerful and you get one of these scenes where the public, walking along, is slapping the staff on the back and congratulating them and telling them they’re great fellows, and one of these places where tech is in and the public and the customers are getting big wins, and so on. You’ve seen an Org when it’s in that state. And when it’s tech has gone, why it’s not in that state. The public walks through those - woo, woo, woo - and they don’t really look at anybody very much, they come in snarling and ya owe me an intensive, when you gonna do it ?’ you know. And that is the difference, and when an Org is jumping, and enthusiastic, and so on, there is a minimum of misunderstood words in it and when an Org is ‘oh, fud, ooh, don’t know’, you think it comes from the significance of a GI or from the fact that somebody isn’t buff-wuff, or the fact that somebody’s raising hell with the staff, or something, or something, or something. No, oh no, no. The only difference between a very happy Org and a very glum ‘let’s all commit suicide tomorrow’ sort of an Org is simply the misunderstood word. Now, a good Qual, then, is perfectly capable of straightening out all the alter-is in an Org and sending it’s stats up through the roof with no Ethics at all. The degree of Ethics that has to be applied in an Org is directly proportional to the number of misunderstood words. So, if you do your jobs well, you won’t see an Org get into one of these heavy ethics scenes. The Mini-Qual [0:23:09] Now you say ‘well, what’s the difference between this Qual, and any other Qual ?’ Well, this is actually a different Qual. This is a different Qual. We take everything that we have known as a Qual and if you are going to bring back in Review, and if you are going to do this or that, or the other thing that a full Qual would do, it goes over into Department 15. Now, Division 5, Department 15 is now called the Department of Validity, and has a Director of Validity and it has Qual Interview and Invoice, and it has the Examiner and it has Certs and Awards. Now of course there’s the Student Examiner and there is the PC Examiner and there is anything we once knew as Qual fits there, but there would also be here any Review. You know, public review of PCs, that would be there, a review auditor would be there, a cramming of students, that would be there. Any Qual that you have known has gone over to 15. And that leaves two other departments open. So, this is published in HCO Policy Letter 14 August 1971 Issue 2. Now that tells us where old Qual is. Now all you really have to preserve of old Qual, however, today, is the I and I, the Interview and Invoice, the Examiner, Student Examiner, PC Examiner, and Certs and Awards. That’s all that has to be preserved and they of course have to be there and you’ll find out in one form or another those exist in most Orgs, so the action is just to take anything they’ve got in Qual and say ‘You’re now all Department 15’ and then you put in the rest of it. They may have a Staff Training officer. If they do have, that’s rare, but if they do have he goes back over into 13. But the main thing for you to know is that this is really a mini-Qual, and the new idea here which was really meant in FBDL 101 when this first emerges is that we’re discussing a mini-Qual. We really aren’t discussing a full, big, dress parade Qual. It will grow, just make sure that it does, but it doesn’t take much to get in a small Qual. Now they’ve got somebody over there who examines and makes up the Certs. Well, good, put him over in 15. Now what about I and I ? Now, in view of the fact that Department 13 with Word Clearing has something to sell, you don’t want that invoiced on credit particularly, so it can be sold from the Registrar. If it is delivered in 13, it can be sold from the Registrar, but in that case your Interview and Invoice would simply have to be shown, the fact that it was invoiced. I wouldn’t try to start up a separate organization that was serving the public. There is no reason under the sun why the HGC cannot deliver Word Clearing, providing they are grooved in. That doesn’t move all Word Clearing into the HGC, but you will sometime find you have far too much Word Clearing to do. Because I can assure you that this will sooner or later get popular with the public. So I wouldn’t try to run a whole new Org, I would keep it to the basic job of keeping Scientology working. So with this policy letter, let us see what the basic structure is. The basic structure, not of the Qual division, but of it’s communication lines. Now, a mini-Qual would be in the Org, and there would be a Qual Bureau, or it’s called a Correction Bureau in a CLO, and it’s Bureau 5A, because Training and Services is Bureau 5. And it is released with it’s Org Board of HCO Policy Letter of 14 Aug 71. ‘Well’ you say ‘but look, wait, if you look at this, you find out it’s just the Enhancement Chief and Enhancement Section and the Org Qual Inspectors, and so on. It doesn’t seem to give any service at all’. So therefore one of these requires either in Training and Services or the Service Org, nearly every one of these CLOs and so forth is acquiring some form of Service Org, it’s got a little mini-Qual in it. So what you do is you run this little mini-Qual in the Service Org, you just make sure they have a mini-Qual. Then you make sure that Quals exist, and then you push into that mini-Qual this area here which says here Qual personnel Training Section of the Bureau. You push that over into the Service Org, and you make them run it along with their intern course. But as it exists right now, the idea is that in the Org itself would be a mini-Qual, and then there is a Bureau that takes care of it, and then we’re putting together a structure here on Flag. I am it just now, as far as the Flag Bureau hat of running it is concerned, but it will tend to move out and become established just as soon as we can establish these lines. They are in the process of establishment, in other words. Now, I just want to show you the basic line design is the Qual in the Org, the Correction Bureau in the CLO, and then there is somebody in the Flag Bureau who is looking after that line. The Qual Org Board [0:30:43] So, here is the way that you operate at Org level. You have Division 5, Qual Org Board and it has a Qual Sec and a Deputy Qual Sec for Org Admin. Now you say ‘well, wait a minute, the Qual Sec is the senior, so he attends the Ad Council’. Well, that’s what’s wrong. You have already piloted that out years ago, and we found out that if we didn’t have an officer in Qual who went over and attended the Ad Council meetings and took care of all of the internal divisional administration duties, that the Qual Sec never had a prayer. He couldn’t do his job. So it’s really, that’s really the beginning. And this is where it began, Product Officer Org Officer System, began in Qual, on Flag. And that Deputy Qual Sec, he takes care of all of the organization, or Org Officer actions, he makes sure that you get personnel, he attends Ad Council meetings, he runs around and argues with people about this or that and fends them off, and the Qual Sec keeps Qual running. Now, Department 13 is basically a department for the Org itself and therefore if Department 13 is in and functioning, the Org will come straight. And if Department 13 isn’t functioning, the Org won’t come straight. So, you’re fond of believing that the Org would be established and formed and would run alright from HCO. No, it won’t, because after HCO establishes it, then Department 13 must be there to make it functional. After they have hatted some bloke in HCO, why, they find out he actually wasn’t qualified to run lawnmowers. So there’s a close cooperation between Department 13, Department of Personnel Enhancement, and HCO, particularly with the hatting section. And Department 13 will be found to be failing to the degree that Department 3, Ethics, is functioning. After you get one of these things operating from the Bureau 5 CLO level, you could just go in, to inspect 13, go in to Department 3 and see how busy, how empty, or how upset that area was with regard to Ethics actions and it would give you the instant index of whether or not they had a functioning Department 13. Because this is basically personnel enhancement, you notice, that isn’t personal enhancement, but it actually could be, but if you call it personal enhancement, then it would seem like a public area, which it really isn’t. Expansion of the Org, so great is the technical burden that this unit carries, the expansion of the Org is totally dependent, really, upon the functioning of that one department. So you’ve got a new staff member of some kind or another. He’s just been hired, or something. He must be brought in there and programmed. I don’t care what personnel interviews he’s had, he’s got to be brought in and programmed, one way or the other. Now, having been programmed, why then he can be put on to his training cycles, and so on. Well you are not necessarily going to train this fellow, because there usually is some kind of a staff study course, and that is best run in the Academy. And we find all formal training that goes down the line on a check sheet does not prosper in Qual but prospers in the Academy or the Department of Training, which is like any other area even when it’s irregularly timed. That is to say, if it is a part-time, that also applies to part-time. You have three training periods in the day or something of that sort and it’s just another part of the Academy. You don’t want to have anything to do with it, but the staff training officer that sees that people get to it, and so forth, as a post, would be here, and would probably be combined with programming. So what is this fellow being trained on ? Well, he’s being trained on this, that and the other thing, and so on. So the first action that you get in 13 is programming, and if you program everybody in the place, why, you’ve got it made. Programming Onto the Post [0:36:14] And the one thing which a Department 13, when it’s first put in, always has done without any exception whatsoever is program everybody off his post. And it un-stabilizes the whole Org, and that’s the end of it. That is inevitably the first thing that occurs to anybody. I suppose they get it off the staff. Well, fellow just comes in, he’s just been hired to fix up the garden or something of this sort. ‘I want to be an FEBC and so forth, and I want to become the Executive Director.’ Green programmer sits there and he works it all out and he says ‘you take this, and you take that, and then you go to Flag and so forth.’ And a while later you say ‘what’s the matter with the lawn ?’ ‘Well, as a matter of fact, he’s studying.’ He isn’t studying anything to do with his post, and what is violated is this HCOB on the supreme test of the thetan. They haven’t gotten to A so can never go to B. The supreme test of the thetan is - Can he start at A and go to B ? And you will be mystified many times as why people never get to B. Well, they never get to B because they have never arrived at A. And the A in this case is he must be programmed onto the post which he has been assigned. And if he fully makes that post, he will now be at A. And having accumulated some good stats and some good service on that post, he will have enough of a win, he will be sufficiently confident that he can then be programmed to a new post, B. And he may occupy the post of A for some little time while studying for B, but that will be in the latter part of his career on A, do you follow ? We have found that to be inevitable. This is the one point which we have to watch like a hawk, is in programming, are they programming them on to their post, or off of their post ? It’s very simple, to program somebody onto his post, unless he doesn’t want to be it, or something, but you’ll find usually that if he doesn’t want his post, he doesn’t know what it is, and that is usually what happens, so you get into a word clearing action, and you find that’s very interesting, confusions that you have to deal with in programming. And therefore you have to have a fairly good line whereby the programmer isn’t totally tied up with Word Clearing. He must be able to move the fellow aside to get some words cleared, otherwise he’ll never get any programming done, because when you’re word clearing Method 2, it can take a long while, and a programmer won’t get any programming done. And if you find that programming is backlogging, it will merely be because it is doing too much word clearing to program. And so you must have a line that moves the person who is being programmed, who is all bloo-ah on the subject and so on, and he has to have words cleared on the post which he has, and so on, then he’s got to be moved over to Word Clearing to do Method 2. Now you’ve been grooved in here recently that word clearing only does Method 1, but nobody said that is the case. Actually, it’s got such a backlog of Method 1 word clearing that it’s flat out to get it done. So therefore programming can get very badly jammed up on word clearing. So there is no absolute rule that the programmer can not word clear on 2. He would have to be able to. But that if he’s getting too tied up on the subject and his job is backlogging, why then it had better become a matter for the Word Clearing unit, and you’ll make it. You find out that word clearing is the basic difficulty with programming. You sit there and listen to all these considerations of one kind or another and if you buy them, you’re dead. It’s all a misunderstood word. And you say ‘well, of course, nobody could be so reasonable about it, of course nobody under God’s green earth would want to work in some department or another.’ You know, the boss of it is mean or something. Nobody would want to work there and of course you know you get terribly reasonable, and who would want such a low-level post, you see, and you can think of a lot of things like this, and after you have thunk them all up [laugh] and you find out that he doesn’t know what the word ‘hat’ means, or something, you see. It becomes ridiculous. And almost anybody is better for being able to actually get to a point A, and get some successes on it. Musical Chairs [0:41:36] Get some successes on it, and move on up the line. It is those who haven’t done that from whom we have had the most trouble. Let me show you another mechanism here, and this is another point in programming which is terribly important to you, is there is a system followed out, it was invented by psychologists, believe it or not, that if an individual does not fit in one part of an Org, then he possibly has aptitude which will fit in another part of the Org, and this is one of the reasons that lies back of musical chairs and you say, well this fellow isn’t doing all right as a mail clerk, let’s see whether or not we can’t put him on as reception in Division 6, and maybe he can function there. Now remember that that is a psychologist’s idea. And the second you start that, you’re dead, and here’s why you’re dead - because there will probably be so few people in Division 6 that the next thing you know you’ve got him as a department head or the Distribution Secretary, and then because he is so easily spare-able, he’s sent off for some high level training or something, and you have really begun it. When you permit staff, by programming, and so on, to be transferred over not having made it on this post be transferred over to another post. It is normally into a part of an Org which is empty of personnel, and that means that it has a scarcity of seniors. And that means the next thing you know he will be the director of something, and because the personnel is still scarce, he will wind up as a secretary of the division, and then you wonder why that division doesn’t work. Well, the division doesn’t work not because he’s a bad hat, but because he’s never made A. And so he will just carom around as a random particle in the Org from there on out. You start un-stabilizing people without programming them very thoroughly and it really un-stabilizes the whole Org. Do you see how the thing is ? So this guy comes in and he smokes dope and he’s horrible, and it’s terrible and he’s got a father that is PTS to his grandmother, and, oh, it’s awful. And you say, well, nothing could be done with this. Well, American efficiency, it’s actually a French system, I think originally, and had a name. It had a name, you kept hiring and firing people until you wound up with some people who could function, and that actually is a system that is followed by American business, the army, it’s not followed by the government, the government exclusively deals with people who can’t function. They get rid of all the guys who can [laugh]. Systems ! So you have to watch this, so you have to have some knowledge of the Personnel Series, transfers and HAS policies. But you have to watch this with great care, that you don’t just suddenly get somebody in there, and start programming people off their post. The first question of programming is – has he made the post he is on ? And that is the duty of Personnel Programming, is to get him to make the post he is on. Sure, maybe he got mis-posted, maybe, maybe he’s supposed to be a, a Dir Comm runner and he’s only got one leg. Uh, so, that’s tough. It’s at that point you become completely unreasonable. He’s got to make the post he’s on, and you can do it. You can do it with Word Clearing, and so forth, and he’ll eventually sit down and he’ll do this post and he’ll have a win, and he will be able to function with the post, and after a while why his stats will be in such a shape that he can be programmed for a promotion or to somewhere else. I mean, just do it with a one, a two, a three. In other words, get him to A and get him to B. And it’s very sensible but when they come in and say ‘this person hasn’t any real aptitude in the subject of arithmetic and we don’t want him any more in income ‘our stats have been wrong every day for the last, you know. HCO old think is ‘Oh well we’ll have to get somebody who knows arithmetic and so on, transfer that fellow off, we'll send him to Distribution Division, there’s no Distribution Sec now, and uh, [laugh]. The First Post [0:47:06] So the net result of the thing is, is the Org is just in continuous upheaval not because they are all bad hats, but because nobody has ever made anything, and they are all unstable on their posts because nobody in the Org has ever made the post that he was put on to begin with. You can normally trace the breakdown of a personnel in an org from the first post he was removed from. And that is interesting in the field of programming. Somebody was put on one time as an aide and was taken off as an aide and, this is the sad part of it, really not taken off for incompetence. The person didn’t understand that they were being posted temporarily. When the person was taken off as an aide went promptly into a decline and went round and round and round. It was just a temporary posting. They were sent to a divisional secretary afterwards, and that haunted that person for the better part of a year, and if you want to know what the basic on the chain was, this person carried around the idea that on post, he failed. And that was her relationship to a post was something on which one failed. Became very frightened of losing every post that she was on, so on. Just trace back, minor auditing job, actually, but it won’t clear up until you trace it back to the first post they lost because there was probably an earlier post, and they didn’t make that post because they weren’t programmed onto it, so programming is very important. They didn’t study the things necessary to make the post and that’s why you get reversion or demotion or reversion as a possible answer to this situation. Now, programming could be so extreme that this person is absolutely not making it at all in some point of the Org, and you try in vain to find out, well, you find out they never got programmed onto it. They haven’t held a post in the Org yet. You actually in extremis when in consultation with HCO could recommend that the person occupy the first post. Not the first post they were successful on, but this, go back and occupy the first post that they ever occupied and so on, get programmed onto this post, and actually make it and get programmed on up the line, in other words, let’s get this thing straight. Now let me show you that there’s a comparison to this in auditing. The way to straighten out somebody who has had 15 different programs run on him is to go to the first one that was not completed and finish it, and go to the next one that was not completed and finish it, and so on, he’ll come out right as rain. You got it ? So anything that you do in auditing has a comparable level in the field of programming. If you can wrap your wits around that, why you’ve got it made. It’s just like auditing, programming. I’ve got somebody right now who won’t study his SO member hat that was the first thing on his check sheet, and he missed it because he’s too busy, he’s got to do something else. Now, my think in that is, let’s see, what post was that guy put on that he missed ? What wasn’t he ever on ? Now one of the ways you could handle the whole thing is find out what post he was never programmed properly on to ? And then program him properly on to that post, because from here on he will just start caroming around the Org. He’s already bloo-oh ! So, I’m just giving you the example of think. Oh well, this person is having awful trouble, and he doesn’t want this program, he wants some other program. See, alter-is, alter-is. Alright, well he’s got misunderstood words galore on some earlier post that he was on. He’s in a mess, somehow or another, but basically the program is out. He must have tried to take off from B without ever having gotten there. And he’s just going to go on from there, he’s going to be in a mad state. Oh, you could get him to study, you could audit him, you could do this, you could do that, you could do the other thing with him. You might or might not be able to bring him straight. But programming has it in its power to get it straight, and just make a recommendation and say ‘all right, now this fellow is having an awful time with the fellow, and he’s just goofing up like mad and so forth. Let’s go back to the personnel record or let’s interview him and find out what post he failed on.Now of course there’s posts earlier than the organization that he may have failed on, so how do you handle that? You can’t go back and make him be a bank clerk, and so on. Well, there’s where auditing comes in and it has to be auditing directly on former posts. You have to straighten it out by auditing. But in the continuous restimulation of the environment of lost posts in the organization, he’s not going to make it unless you really do get him programmed onto everything he’s missed. You’ll find people who have started eight courses and have not finished any of them. If you expect them to finish any courses now without going back and finish course number 1, forget it. Because on course no. 1 they’ve got enough misunderstood words and things to make ‘em blow off of it and all the remaining lot. It’s important. So therefore programming has its own special skill, but it’s most horse sense and if you just treat it as though you are laying out auditing programs for the fellow, well you’re all right. You know the fatality of putting a fellow on an auditing program af… ‘Let’s audit him from, from Power up, without touching Dianetics or Grades.’ [laugh] Not going to do it. ‘Let’s not finish anything on the case’, and then wonder what’s wrong with him [laugh]. The Word Clearing Series [0:53:44] So that’s what it takes, and that’s the basic think of programming. Now, I don’t have to go in to Word Clearing very strenuously, for the excellent reason that it is the Word Clearing Series and is the most self-explanatory series that anybody has ever laid out. I’ve been working on this, actually the brother or the cousin, well let me say at this, the grandfather of the Word Clearing Series is the Sea Watch Picture Book, and Mary Sue did that, and we found out that it was difficult to teach people the complexities of bridge duties and ship handling, and she worked for a long, long, long, long time. I said ‘Look, the people with whom you are dealing are TV oriented, they are visual oriented, so let’s get out a picture book’. And she worked and worked and worked on this, and she got out a Sea Watch Picture Book. Now, it’s interesting on lost tech, I found out the other day, one of the reasons we are having a little trouble on the bridge, is they sort of lost their copies of the Sea Watch Picture Book, and people were getting specialist training without having the general training first of the Sea Watch Picture Book. You could get a similar thing without anybody doing the basic bulletins of the Word Clearing Series, why he all of a sudden is specialized as a Word Clearer, you get the idea. He’s specialized in picking up single words and he doesn’t know anything about Method 1 or the rest of those. You get a kind of a messy thing because he doesn’t know the Scene. So the Sea Watch Picture Book gave them the Scene, and after they’ve done the Sea Watch Picture Book, why you can specialize train them on these things and it’s immediate, very quick, they are right on the ball. But that is the great-grandaddy of this and that’s why you see some pictures involved in this thing, and it communicates with great speed. People are not having any trouble with it at all. And the reason why it has to be communicated that way, is it’s wrong with everybody who reads it, and boy does it have to have a velocity of communication, because it itself is communicating about what is wrong with the person to whom it is communicating on the exact subject. [laughter] And that is something for you to realize when you’re getting it across, so therefore you will see that it has pictures. And pictures are a very very good mechanism for the communication of it. Don’t think you can get away bypassing misunderstood words by getting somebody to simply punch a button, or do an automatic-type of procedure, that if you just do this and that, why, then that will come out true. An automatic-type of procedure. The whole civilization at this time is trying to bypass lack of comprehension by making men into machines. You’ll find in this basic staff hat, volume 0 OEC course, it says this is a bit bad to do, because you spoil the individual’s initiative. What does man have that is valuable ? Man has initiative. He can be causative. When you try to make him over into a machine that’s just an effect, it doesn’t get very effective. That’s why you find me, every once in a while, beginning to get very very cross if I find people are demanding too many orders. It’s not that I mind giving them orders. I have done my TR0 on regiments, as far as that’s concerned. I can give orders, I can give them in streams, but when they are demanding too many orders, something is wrecking their initiative. The basic thing that wrecks their initiative is the misunderstood word. So if you find an Org has too many misunderstood words in it, it will demand orders. It will demand that people say ‘pick up your right foot, and put it in front of your left foot, and then pick up your left foot and put that in front of your right foot. That’s a good boy, now pick up the right foot …’ Hatting and Word Clearing [0:58:19] I say I don’t have to go into the technology of Word Clearing, but how Department 13 uses it is quite important. Therefore, you automatically and immediately assume that every time anybody is hatted, not - he must be word cleared on his hat. Method 2. Instant, instant assumption. HCO gives itself huge points. Vaulting graphs, everybody is hatted, and grrr, it’s terrific, and so forth. Your automatic assumption is that they been hatted, but they don’t know what their hat means, because they’ve got misunderstood words in it. They won’t be able to operate in that sphere until you clean ‘em up and loosen them up on that subject. And that is the assumption of Department 13. Yeah, he’s been hatted, quote unquote. Well, it’s up to you to take the quotes off ! Put an exclamation point after ‘hatted’. Some people favor hatting by taking a German helmet, putting it on the fellow’s head and hitting him with a sledge hammer. They get very very upset on this subject because people who quote have been hatted don’t seem to be able to perform the functions of the post for which they have been hatted. The mystery of all that is simply the misunderstood word and the cure for it is that one gets the person to read the most fundamental and basic materials. It doesn’t even matter if the hat is terribly extensive, you merely want the earliest materials or descriptions of this hat, and you want him to read that Method 2, while you comb it out of the E-Meter, and all of a sudden, you will find the most miraculous things start occurring with regard to this hat. So, you have a direct, definite relationship to hatting, and nobody is really hatted until he has gone through 13 fully. Now you probably wondered why it’s called Method 1, Method 2, Method 3. Let me give you a sequence here that is very applicable to this department. Method 1, Method 2, Method 3, because they normally start in doing Method 3 and then they do Word Clearing on materials, Method 2, and then they pick up and get, they get picked up and Method 1 is done on them, so obviously they are numbered backwards, aren’t they ? No, they belong just the way they are, because the first thing you do on somebody is general word clearing, Method 1, and then you do Method 2 on the materials which he has, and after that he will get smart enough himself to do Method 3. [laughter] Do you notice, in Academies and so forth they are doing it in reverse ? We have them combing all the time with Method 3, Method 3, Method 3, you know ? No, no, no, no. Part II Post Purpose Clearing [1:03:38] Now, in relationship to hatting, since this is a personnel department, ah, in relationship to hatting you want to do your Method 2 on anything associated with his post. Now, if you had somebody who was in the estate section who ran the car you would want to Method 2 word clear the instruction manual put out by the manufacturer about that car. If he was an auditor, you would want to take the first bulletins of his Level and Method 2 word clear them. And then take his auditor hat, and Method 2 word clear it. Now he’s an auditor, he’s going to have a post as an auditor, after you’ve done all that – post purpose clearing – don’t try post purpose clearing before you have done word clearing, because you will be doing them both at once, because the funny part of it is, the post purpose clearing is very dependent upon word clearing. So if you even start talking about the purpose of the post, or wanting the post, or something like that, without doing some word clearing in connection with the thing, why, you start getting in trouble. So your programming actually will collide with this rather continuously, and it’s a continuing phenomena. You’ll continuously be getting somebody that you are trying to post clear while you’re trying to program. So programming will run into both of these things simultaneously, and if it gets too rough, do Method 1 word clearing, then Method 2 word clearing on anything you want to, then do the programming, and finally do your post purpose clearing, do you follow ? And then you could go even further and do an even more thorough hat clean. Do you see why things are arranged that way ? Now, you say ‘Well, that isn’t standard.’ Well no, not all people you meet will have the same degree or volume of misunderstoods. Some people want their posts, but don’t know much about the words, and some people think they know a great deal about the words and are sure they don’t want their post and there’s combinations of this sort of thing so in programming, in general programming, you will probably be able to get through, and you’ll say, ‘Well, now you’ve got to do this, you’ve got to do your Staff Status 1, and your Staff Status 2,’ and the fellow will sit there and go . Now, all that is great, all that is great, right up to this point. The fellow didn’t bother to tell you that he doesn’t understand and doesn’t want the post, but that will be expressed in other ways, so you’ll know that you goofed, because there is another thing now I must tell you now about programming. We find out that after a person has signed, had been programmed, just go back to programming, ‘cause this has a definite interrelationship. After the person has been programmed, he has to be taken to the registrar, and put on a course, and that is a duty of Department 13. We find that about 60 percent get lost between programming and the course, and if you don’t program them, take them there and enroll them for that, get them down, and get them on the roll book of the course so they can be mustered, you’ll miss, you’ll miss all over the place, and that’s one of the things that we have learned here recently. We have quite a bit of practical experience on this, by the way. It’s not all airy-fairy by a long way. So that if you want to get the staff really wheeling on their part-time study, and that sort of thing, the second the programmer does so, he either himself, or if you are lucky enough to have a page, and so on, the guy is taken immediately and enrolled for the first course, and he is taken down and put on the roll book of that course that he is to report there at 7 o’clock. That’s it, there, good, all’s fine now. Now you’ve got some, now you’ve got a staff training officer, or you have a course supervisor or whoever is running this, it doesn’t much matter, but you do have a course. And the fellow is on the course, and he can be mustered, and he can be treated as a blown student. Up to that time, he can’t be treated as anything, can he ? So he can be lost between that and programming, so if you want to do a good job, just remember that. Soon as he’s, soon as he’s programmed, fine. There’s his program, he’s supposed to do his Staff Status 1, Staff Status 2, so on, so on. It wouldn’t matter if you have an auditor, he wants to move up the line, he is a Class VI, you’re going to make him into a Class VII in ASHO, something like that. Good, you program him up, he’s supposed to come over there for programming. Program him up to Class VII, he’s supposed to do so and so, and so and so, and he’s got certain administrative hats, or something like this, that you find out that he’d better do whatever it is, and he says ‘That’s ne’ and he walks out, and thinks that that’s it. No, no, no, no, he’s taken immediately to the registrar, even though it’s a no-charge invoice, or something like that. He’s taken immediately to the registrar. He’s signed up. He is taken into the vicinity of where that course is actually taught, and he is put on the roll-book of that course and there you are. Now, if you’ve done that far, he’ll probably keep going with the rest of the program, but, you could - in periodic round ups, you can always catch those that have fallen off the course they were enrolled on, or who need to be re-enrolled for the next one. Of course, the answer to that is, get hold of him, you've finished that, that’s fine. Good, take him back and get him enrolled for the next unit of it. So, it’s the job of this department to be causative on getting them through. Staff Auditing [1:10:15] Now, do you see how to play that little piano ? Programming, word clearing, hatting, so forth. They’re played, these elements, and they might line up in different ways, or something, but you play these elements one against the other, and it all comes out straight, and you’ve got the guy who’ll be happy in life, he’ll be a staff member, he’ll be winning, everything is going along fine, he can do his job and move on up the line. Now you notice there’s something missing, and it’s missing in most Orgs. And it’s also missing on this policy letter because one didn’t want to throw too much into this mini-Qual. But the next thing you are going to have to get in is staff auditing, which is really staff staff auditing. Staff auditors, if you don’t have a staff auditor or two starting to add over there, and a large staff has a Staff C/S, why you are going to be in bad shape. There is one other successful way of getting a staff audited without having a large staff auditing section and that is by scheduling auditors whose hours are down through the D of P so that staff is fed in to make up lost auditing hours, and it’s an efficient method of spending the coins of the Org. We used to do this in a very complicated fashion, but very successful, when we were giving weeks intensives, a week long intensive, and the staff member who wanted a week long intensive paid the pay and forwent his own pay and paid the pay of the auditor who was auditing him. That’s the most staff auditing I ever saw was when we did that. Gave up his pay for the week and the auditor was actually paid by the pay that was given up by the staff member. Every time they had an idle auditor, they would feed him a staff member, and then people were made very sure they had plenty of auditors, and so on. That was a workable system, Washington. Nowadays they believe that everybody should get all of his processing free, and so forth on staff, and it may be a good thing and it may not be a good thing. I tell you why it may not be a good thing, because it doesn’t happen. That maybe what’s wrong with it. So there are no distinct policy letters which tell you what system you must use to do this. There are some that say staffs’ entitled to this, that and the other thing, or something like that, but all of that is subject to amendment. The earliest policy letters relating to this are the system which I just told you. The staff member gave up his pay for the week and paid the auditor for that week, because the auditor was idle that week. They carried on an extensive auditing staff, and as soon as they didn’t have a PC for that week, why the staff member gave up his pay. Now you say this was terrible because you would have staff members missing all over the Org, but actually it would only be two or three guys off staff, and then we’d make some sort of a proviso that they had to keep up their current work after hours so it didn’t jam and various other little things would occur. Maybe that wasn’t so good and it didn’t, wasn’t prevalent. Usually it was held from above, or some senior would hold it. But it didn’t ever show up in the stats of the Org, so a guy got 25 hours all in one whack, and that was it, and that was the most successful staff auditing program that we have ever had, which is interesting, just to give you some sideline. Now the one which is current and so on would add, in addition to your word clearing auditors and your purpose clearing auditors, and so on, would add a C/S and staff auditors hired especially to do nothing but audit staff, and you’ve got a choice, and you say, ‘Well that’s bad,’ and so on. Well, I haven’t seen it successful, which is why I’m giving you a choice. I would say it would be much better just to tell the D of P ‘Why don’t you hire some auditors ? You notice, knock off this 2-man HGC stuff here, let’s get some auditors. Let’s get some auditors in here.’ You say ‘Well, that would be the HAS.’ No, it isn’t, it’s the D of P, and it has been for ages. ‘Let’s get some auditors’ and so on. And they say ‘Well, our hours are up, our hours are up, don’t see why, we got up to 7 hours and 20 minutes last week.’ [laughter] PR and Campaigning [1:15:14] Uh, No, hire some auditors, hire some C/Ses’ and get some enthusiasm going, because there’s a certain amount of PR and campaigning that you always have to do from Personnel Enhancement or from Qual, and don’t think that you don’t have a PR function and I don’t see that PR function being used so I’m stressing it. Get a campaign going ! ‘You know that if we could hire about seven more auditors, all you guys could get audited. Wouldn’t that be terrific because we would feed you in, 2 or 3 a week, on intensives.’ ‘I don’t see why …’ It’s also black propaganda, see, I don’t see why the D of P doesn’t hire some auditors, you know.’ [laughter] ‘What’s the matter with those people over there, and the auditor’s association and so on, why don’t they have a, some interesting programs and track some auditors in there, and so on, and so on, and hire some people and ...’ Propaganda, black propaganda. ‘I don’t see why not …’ You see, black propaganda, and mention verbally around the place, you know ‘I don’t know, I don’t think Joe’s so good, you know.’ [laugh] ah, everything on it, that’s black propaganda. ‘But, uh, the OODs of an Org – very, very, very …’ Ah. ‘A meeting was held in personnel enhancement yesterday.’ Notice in the OOD, you see ‘It was mentioned that if the D of P and the HAS would cooperate and hire 12 more auditors, that we would be able to get the staff audited.’ Doesn’t say you are doing anything about it at all. Propaganda, propaganda, you have to keep it going, you have to keep it going on a lot of points. One, that the staff should study, that they should be hatted, that they should get audited, and so on. Now people agree with this, people agree with this, but very often in the pressure of GI and production and completions, and so on, it can drop out as a factor, so that it would be up to Qual to keep this mentioned, these points mentioned. It’s actually the points of hatting and the points of, of auditing staff, and if you’re not on the ball of keeping this going, why it drops out, and you become inactive and so can’t do your job because you are not supported by public opinion. Your public, you see, are individual staff members, and you keep that going and keep that public pressing in this direction and so on, they’ll say ‘Oh yeah, that’s a good thing, yes, yes. We should have a second HGC, yes, and so on, we should have 4 C/S’es and we should have four HGCs as a matter of fact, and there ought to be a special course uh, supervisor for crew study time, and, you know …’ Propaganda, propaganda, propaganda. You keep pushing it out and people become aware these things exist. And that they, it’s a should be. So what you want to happen, is you make a should be out of it. Very simple. GI was down this week, and they are all saying ‘Why ? it’s because everybody went to the football game and the public, Waff, waff,waff,. You make sure your Qual Sec is smart enough to answer up: ‘The Why is the staff isn’t hatted ! Can’t be hatted because there’s no staff course. Needs a supervisor, “What is a Course ?” P/L needs to be in, you know. That’s why your GI is down.’ See, it’s all these points, you have to keep looking for the points where you can enter the propaganda. People say that isn’t the Why but they remember it. [laughter] Stale-Dating C/Ses and Programs [1:19:39] So, there is a certain amount of, as I say, propaganda of course well, and I would personally believe the only time I see, actually, lots of staff auditing occurring is when it is done during slack times, and so forth, in the HGC, and just adopt the principle that there should be lots of HGC, or even HGC 2 or 3 or Special Cases, or anything else. Lots of that, the public always will buy auditing, and just keep over-hiring, over-training, numbers, you see. And then, with this idea of feed your staff in there every time there is a blank auditor. Not on a bit and piece basis, let me give you a warning on that. It won’t do you a bit of good to take Nancy Glutz and audit her for 2 hours in February, one hour in July and 5 hours in September. To hell with it. Put a PC tag on her, get the program there, and crash her through. There’s another point to this – no C/S could write a program that would cover that. Nobody could write the auditing program because it stale-dates, instantly, and one of the greatest points of outness you will find in Tech is stale-dating C/Ses and stale-dating programs. A C/S stale-dated one week is dangerous. A program stale-dated a month is sudden death. You pick up this folder, ‘What’s happened for the last month ?’ It’s the old principle that you have to audit them fast enough to get them competent in the environment they are in before the environment can knock their heads off again, and this stale-date means the fellow was audited, and then somebody did the next C/S, and he was fine, you see, but two weeks later he’s being audited, but it doesn’t go right at all. Now, what is going haywire with it ? Well, actually in the meantime he has been arrested, he’s lost his dog and his wife is suing him for divorce. And, you know, standard normal operating Earth procedure has been occurring. Now the bad part of this is I have actually kept track of this recently and I have found out something that will be of considerable value to you. I do, not a lot, but I do some, enough skull-watching that is to say I see somebody’s down, is having a hard time, and I will call for their folder - this is obviously a Qual Sec duty, and it certainly is something that Personnel Enhancement, and so on, as far as staff is concerned, would have as a duty whether it’s mentioned or not. Call for the fellow’s folder and look through it and see what’s cooking and do some sort of a program for it, or get some sort of program on it, and get the guy some auditing, see. Now in five instances I have done that of recent times and my C/S line fell out, it’s almost an unthinkable thing, nobody - its almost never happened before, but my C/S line fell out, that is to say when I sent down a folder with an LRH C/S in it, it, for the last 20 years was done in the morning before they audit any public PCs, practically, see. But all of a sudden, these things were being neglected for a period of time, and they stale-dated, and nobody told me that they hadn’t been done and that they had stale-dated, but people then trying to audit, or follow through this program of course were auditing a different situation and a different PC. You see, the PC’s case had changed and so on. One of them was permitted to stale-date since February. It just didn’t pick up the program and carry the thing through, due to pressures, terrific backlogs and pressures the thing was going in to. But it was something that hadn’t happened to me ever before, so it was a brand new experience. Five of these cases that I had already done this with, and they either lost their post or became seriously ill by the neglect of that. I followed them through, I checked it up during this last year and because the C/Ses weren’t done and the programs weren’t done, they would have handled them, don’t you see, and nothing was done with them, and they had a bad time, they had a bad time. If somebody had sat down and done those C/Ses, they wouldn’t have. I followed the thing through, we were doing an investigation on this, basically trying to find out why there wasn’t a rapid pick up of these things and straightening it out, and that was when it came up that the stale-dated, I’ve never had a stale-dated C/S or program before and when you stale-date programs and C/Ses you get into trouble. So, there is a certain amount of authority involved here. Now you understand that when we talk about a mini-Qual, we’re talking about a Qual in formation. That would, it would have to have a Personnel Enhancement, do you see. It would have to be able to do these programming, word clearing functions. We’re even getting fancy from a mini-Qual when we say it has to have a page. We’re getting very fancy when it has a medical officer. But all those functions are absolutely essential to the conduct of Department 13. The functions which are mentioned here you can’t live without, if those functions are out. Building Up the Mini-Qual [1:26:05] Now when we start to build this up further and we start to go into staff auditing, we could put a C/S in there who fed the cases through to an HGC, or we could put staff auditors in there. Now we’re getting up some place. Now at that time we would start putting in a Chaplain, so I'm just showing you you must regard this as a mini-Qual Org Board. It wouldn’t matter if you had one man in Department 13, he would be the programmer, the word clearing auditor, the purpose clearing auditor, he’d be the page and he’s be the medical officer. One man. Those functions are vital. Now, as you begin to build the thing up you will find out that you are starting to graduate up from a mini-Qual. You would start putting in somebody like a C/S and you would put a Chaplain. The Chaplain obviously belongs there, the Chaplain was originally in Qual, and gave the Ethics Officer so much trouble and gave the Qual people so much trouble that we eventually put him in to 6, but he does belong in 5. He belongs in Division 5. Because, when all else fails, why, they can still go to see the Chaplain, and we find out that it’s necessary to have somebody standing there to catch it and to reroute them for the, into the lines, because sometimes people neglect a person utterly and if he’s got some terminal he can go to, why maybe he can straighten it out and get un-bugged. So, that’s public. Now the second you put the Chaplain in there you’re starting to get into the public sphere. Now, you are already going to be in the public sphere if you start word clearing in such a way. If you start word clearing in such a way that you’re selling word clearing. Let me tell you a trick: be perfectly willing to C/S it and everything else but make sure they beef up the HGC and do the word clearing there. You got it ? Why ? Because your staff will cease to have word clearing. So regardless of where the word clearing is done, Department 13 is the Czar of word clearing. Even though HGC auditors were being grooved in, even though HGC auditors were being grooved in to word clearing, that sort of thing, you would groove them in to word clearing in Department 13. Wouldn’t matter who did it, you’re still responsible for it. The C/Sing of it is still done from here, but if you let go of that, to the degree that you suddenly – you see, this department can make an awful lot of money. This department can make money left and right, because word clearing is valuable. It gets word of mouth, strangely enough, like mad, and it’s very saleable, and you find at this point when public sale is denying the hatting and word clearing functions necessary to keep up your tech, make sure that that moves straight over to the HGC, while retaining control of the quality of it. It’s done by HGC auditors, you don’t want anything more to do with it as far as auditing is concerned, because you’re essentially there as an exporter of knowledge. you follow? So, you’ve got to keep word clearing in regardless of who does it, and you’ve got to make sure that you just don’t get swamped. Now you could actually start accounting for a third of the Org’s GI. Enthusiasm, the second you find yourself doing that you know very well nobody’s going to get hatted. What’s this Org going to do ? This Org is going to go into a depression right away. New staff ’s going to come on because it’s expanding. Nobody’s going to program them, nobody’s going to make sure they get down on training. Nobody’s going to propagandize the place ‘Hey, how about hatting these people, how about training them on their hats, how about this how about that !’ Second that goes out the Org’s going to head right straight for a non-delivery, or for such a bad quality delivery, that that boom’s gonna crash, and I must tell you something about booms and depressions. It has a great deal to do with Qual. When Qual does not keep up quality it goes into - and delivery, it goes into a depression. We have finally traced down exactly how this happens. They get GI, GI, GI. They get more and more GI, and then the GI starts to go down, and then the GI starts to go down further, so they scream harder and harder and get new tricks for GI and they try harder and harder to get more GI and the GI goes down. And then they try and work and work and work and work to get in GI, and try and try and try and try and try to get in GI and the stat goes down. We found out that that was the fault of the ECWW network and why it ran into booms and depressions and it’s even worse than that, it is why the society at large runs into booms and depressions. Booms and depressions were the bane of civilization up to about 1932. Now they’ve got one long depression. [laughter] Delivery and Booms and Depressions [1:31:44] It has to do with delivery. It has to do with delivery. You’ll find out that England’s collapse as an empire might be assigned to many political motives, but it ceased to deliver. You can’t get parts for English cars overseas. You can’t get this, you can’t get that. In England, in England you try to get a part for a motor. You know, ‘We’ll make it, it’ll be six months.’ They don’t deliver any more. That’s what’s happening to their pound and their currency. Let me tell you, there’s a success story going on right this minute. Somebody left Flag here, you’ll see it it’s in, I think, LRH ED 151. Left Flag here, went back to Toronto, Org there is all upset and the thing is gaa-gaa, this that and the other, and so on, and they’re getting, everybody’s been fighting for GI and ECUS was coming in there every 24 hours with a new mission. They weren’t missions, that was the trouble with them, uh, and uh, so on and there waa-waa-waa, the whole Org was coming apart. Guy went back there, he actually went up to ‘OK to Audit VI’, he had the idea of flubless auditing, we checked him through like mad on the thing, he went back, he was already an HSST, he just started this part of his hat, grabbing some folders, he was the Assistant Guardian, started grabbing some folders, ‘To hell with this, Tech’s out in this joint.’ He opened up a Cramming, and BOOM. It’s the only Org right now with it’s stats going right on up because it’s delivering like mad. Nobody else delivering. There’s a new stat been assigned to Orgs, there’s a new harass system been assigned to Orgs and so forth to get them to deliver, but that was what picked up the thing off the launching pad. Been reports in here about it, and so on. This thing has been subjected by the way to an analysis that you wouldn’t believe. If you went down into CIC, you’d see these huge tapes all spread around the walls and information put up all over there. That is all it is, and that is booms and depressions. So when they try to get GI without delivering, they spoil the public. If the delivery quality is poor, it wouldn’t matter how they screamed, if the’re not delivering good training, if they’re not delivering good auditing, if the stuff isn’t straight – that is the other thing. All they’ve got to do is tell them that something is verbal, or something isn’t done now, and the public leaves them alone in droves. Because basically it’s knowledge, you see, and that is the one Org, right this minute, that has it’s, it’s got it’s delivery stats are going right on up, and it’s got it’s GI going right on up and the area’s all cooling off and everything is getting into a fine, smooth, flow. Their main trouble right now is just volume. But, uh, they got it ! That’s the answer, it’s the answer to booms and depressions. So guys say ‘GI, GI, GI, GI.’ Well then Qual must say ‘Quality, quality, quality, quality, quality.’ ‘Deliver, deliver, deliver, deliver ! What do you mean, having a ten thousand dollar week last week without also having a ten thousand dollar delivery ?’ ‘Yes, yes, well I know you can’t deliver it in the same week and nobody is telling you to but you better deliver that backlog. How much undelivered services there is in this place ? Well, they’ll have to hire 142 auditors, and that’s 30 auditors per HGC and you’ll at one have to have …’ That’s the way to think, see. That tells you you’ll instantly have to have at least 5 C/Ses and 144 auditors, that’s good, let’s get busy ! [laughter] The Org Library [1:35:52] And it’s all got to be flubless, and they’ve all got to be on the ball and it’s all got to be done yesterday. Anybody can get in GI. Oh, it takes a trick, but it doesn’t take very many people to get in a GI. It takes quite an organization to deliver. It takes a very hot organization, with a very, very, very hot Qual to deliver flublessly, so that brings us to 14. Fourteen has something that they have never had before. Pubs Org is doing a great job of assembling policy. It’s got it assembled, it’s publishing it, there will be auxiliary books and so forth to supplement the OEC volumes. There will be more to catch up with Policy been issued since. But they’ve done a great job. It’s taken years. So that makes your job on that much easier, and they also are now beginning, because many of them are already in print. They’re now beginning on equivalent volumes of OEC volumes, with all bulletins published consecutively. Following that will be a transcription of all tapes. That’s quite a ways up the line. But, an Org library, now there’s certain packs, let us take an ASHO. An ASHO that does not have available Power packs, I mean, an SH that doesn’t have available Power packs. Bhoo, it’s a bad show. You’ll fine most Power auditors and C/S’es particularly, and so on, assemble their own packs and their own library and so on. Well, so, great, that’s fine. You’re not a substitute for that. It’s an Org library, and you just get your hands on at least two of every pack on Tech or Policy or anything else that has ever been issued, and you put a great big red stripe with a great big stamp on the master copy, which mustn’t be removed from the area, and you carefully sign out any spares that you have and you get them recovered. In other words, you have an actual library, not just some books lying around. And if you were really building the thing up, you should have a copy of every tape ever made. Now, that’s quite a library, but we were actually, would be in a position up the line to furnish that, but you certainly shoud have a basic copy of every tape being used in HCI, not just all the tapes in HCI. And that’s a full library. Now you are in the business of knowledge, well, that’s where it’s concentrated in the Org. Now, the duties of the librarian have not been written up but they are simple enough. They do the standard duties of a librarian. They never let the master copy out. They could have some area there where somebody can sit and read and look up something. They always have a master copy of everything they own and they answer questions. Now that takes an interesting librarian because he’s the technical information centre. Tech Information Centre, so if there’s any other technology that you are using such as the lawnmower and so forth, he’s got it, too. So all booklets about all equipment in the Org also belong in that library. Now that librarian has got to be enough on the ball to be able to look up this volume or be able to tell the guy ‘Look in that volume, and here it is.’ Now there’s actually technical indexes have been made and we have been trying to get them issued, but they’re being issued along with this HCOB series. You’ll find that the OEC volumes are extremely good in their indexing. Information, where can a guy go to see it ? Not to be told verbally, where can the guy go to see it ? And so on. Well, that is Department 14’s library, that’s the Knowledge Centre. And so you don’t get verbal data lines, or anything of the sort and you also can get this kind of a situation. Some senior in Division 2 tells this fellow immediately to move out all of those CF folders and so forth because they’re not using those now, and something, and he says it’s in policy they should, and this fellow says ‘Doesn’t sound very sensible to me, but urr-urr-urr.’ He’s got to have some place to go where somebody will tell him what policy to look up. He may be quite green, he may not be that well trained, do you follow. What IS policy on this subject ? Well, a librarian should be able to inform him. It’s not that he can backflash, particularly, but he would be guilty of following an illegal order, and following the illegal orders is what tears these Orgs to pieces. Guys do illegal duties, they do projects which have never been OK’ed. They can be told anything. I saw a whole Org ruined one time when someone just sat there and told every staff member whatever they wanted to do, it’s against policy. ‘Ah well, that’s against policy. Well, that’s fine, that’s a good idea to actually write invoices on people when they come in and pay money, but it’s against policy.’ It was almost that corny. Tore the Org to pieces. Actually the Org is just recently begun to lift it’s head. It was Washington, DC. Cramming and the Library [1:42:25] There was no place anybody could go to find out what policy was. It was very scarce in the Org. Now that is also there because you’ve got your Cramming Section there. So what happens with Cramming ? Guy goes in, he’s told that he must not list more items past the BDFN item and he’s told by the C/S that he mustn’t list any additional items past this and that he must immediately go to Cramming and is - something or other, something or other – and he’s flunked, and so on. Now if there isn’t an existing body of HCOBs in packs on the subject of Listing and Nulling and so forth, he could be left in a complete fog. He could think this was true. Happens that it isn’t. It isn’t true, and sometimes in cases that are really jammed up and whose ruds are kind of woo-ah while you’re nulling, you have to list further to get the charge off the thing. The listing is still giving you TA action but he’s already past the item. Actually, he will put it back on the list if you will keep going further, sometimes he won’t. And that is about the only time you get hung up. But if the guy keeps giving you items and you didn’t write them down, you chopped him off, why you would have a session ARC break, so it doesn’t appear anyplace in Listing and Nulling policy, well where could he, where could such an auditor go to check it up ? Now he’s sent to Cramming, so he goes in cramming, looks this up and he doesn’t find it. In other words, his tech can not be invalidated and thrown out, and that is the principal method by which auditors are ruined. They’re told the tech exists and they are invalidated for using proper tech. They’re told tech exists which doesn’t exist. If Cramming doesn’t immediately have fully available a full library of tech, then you’ve got a mystery. There’s a mystery someplace, right ? It's a hole, do you follow me ? So if you’re gonna cram, force-feed, knowledge into a guy, for God’s sakes have the proper materials to force-feed him with. You got it ? So a Cramming which exists without a library would be a curse. It isn’t what your Cramming Officer knows. A Cramming Officer will get thoroughly smart, and a Cramming Officer actually has to be right on the ball, so that he doesn’t feed a bunch of stuff in because very often he has to be enough on the ball to be able to look at this guy and say ‘What’s he doing ?’ And a clever Cramming Officer just solves them left and right because of visual observation. ‘Here, sit down, do TRs with this guy.’ ‘Oh, it’s quite obvious that his TRs are out.’ Another fellow could never get any reads on a list and all his lists were all null. PC with his interiorization rundown out, he’s got overts and he’s got everything, and so forth and yet the whole list that should have picked this up is null. Well, that’s an awful mystery. Well, we found out that the guy had his meter clear over here on the left hand side of him and he couldn’t possibly see the list and the meter at the same time, so I don’t know what he thought he was doing. Well, the Cramming Officer simply picks this up, adjusts, shows him where to put his meter, shows him line of sight and prances around, then found out that he wore glasses with such a thick rim that when he looked here he couldn’t see there. So he had to solve his glasses and he finally salvaged and made an auditor who had lists that could read, but the Cramming Officer also has his visual observation, but he mustn’t be throwing a whole bunch of hidden data into the auditors or you won’t wind up with flubless tech. Now your whole key, here, to flubless auditing in an Org is contained right here in Department 14. And if you’re gonna ever have upstats and an expanding Org, that tech has got to be flubless, and if you’re ever gonna have flubless tech, you’ve got to have to have a functioning 14. It’s got to have an intern supervisor, it’s got to have a library, it’s got to have a Cramming Officer and now believe it or not we are talking about a mini-Qual. God knows what you could make out of this. You could have seven different cramming supervisors, and cramming could be sold and, uh, uh, intern supervisors and you could have five intern courses running simultaneously. This thing could really be up to a big dress parade proposition, see. Got so many personnel now it has to have a special personnel officer. [laughter] So the key to flubless auditing is right here. Now with the development and re-release of word clearing, and with the tremendous bearing that has upon the efficiency and happiness of, and orderliness of an Org, administratively as well as technically, with that re-codification and simplification, because you find that’s very easy to do, very easy to train people to do that, you’ve got the entrance point of Qual, and now your Department 14 is easily afforded because the Org’s much more affluent. Not because you’re making money in 13. Thirteen makes money all over the Org. Now you can really afford to go for broke on 14. You never let anybody, I don’t care if he’s an HSST that has audited for 17 years in Seattle. If he has never had any OKs to audit, and has never been checked out in any way, shape or form, and so forth, you’re gonna intern him till you find out what it is all about, and you get that auditing flubless. Knowledge, Drill, and Misunderstood Words [1:49:22] Now, auditing is flubless either because they don’t know or they haven’t drilled or because of misunderstood words, and that’s the only three reasons. They don’t know, they haven’t drilled or they have a misunderstood word. You say ‘Well, the guy could be blind and he couldn’t audit.’ Haw, haw, haw, there is a sonic E-Meter [laugh]. Yes, it is true that a person who rock slams, that has evil intention toward the organization will try to pull the rug out from beneath him. Funny part of it is if you just word clear him it will desensitize. If you follow down the subject of the rock slam, you can also find the evil purpose that motivates him and pull it. It’s very easy to make somebody sane. People are aberrated because of misunderstood words. People are insane because of evil purposes, so you’ve got the whole package right here, because on Purpose Clearing you inevitably will turn on the rock slam. If the guy’s crazy, you will turn on the rock slam when you Purpose Clear him. Now with that proviso that until that’s handled, you’re not likely to make much of an auditor, but you can still desensitize it oddly enough with word clearing, to the point where he hasn’t got to wreck PCs. So you really have got it in the bag, and that’s what flubless auditing consists of, see ? Knowledge, drill, misunderstood word. Now you say ‘Drills ? Well, yes.’ Actually, we’re just packaging up a drills course which has a drill for every auditing action, the wildest thing you ever saw in your life. It hasn’t been piloted out to amount to anything yet but it’s been done by experts and that goes right in the direction of your cramming section. Regardless of whether you taught a drills course, this fellow can’t seem to do Listing and Nulling. Well, there’s Listing and Nulling drills. So it’s in, written down, and these are the steps, so the cramming officer simply would have to take this, hand it to him, Listing and Nulling, he just does the steps with the meter sitting there and he goes through it on a, sort of a doll proposition until he only gets the steps down and he says ‘Oh, I see, oh - I’ve got it !’ You know. He goes through the motions, because it’s the confusion of sequence of motions is what he’s up against, he’s unsure of them. So the second the cramming officer can pick out from a whole pack of great big long, thick pack of drills, he can pick the drills that the fellow has been flunking in his auditing and make him drill those things and the second that you can get him, set him up with another guy and have him read the bulletins he’s supposed to be doing on Method 2, and pick up the misunderstood words. If you’ve got a library there that has the information in it, boy, you’ve got it made. Flubless auditing, piece of cake. For instance, I found two cases the other day that had been bunged up. They brought them out straight, but I found two cases that had been bunged up the other day and they were bunged up because the interior exteriorization pack wasn’t understood. They corrected it last. It wasn’t understood. Now that, somewhere in that mess there’s a misunderstood word. See, a cramming officer has to chose amongst these things. The guy hasn’t got the knowledge, the drill is out, or he’s got a misunderstood word, and cramming gets to be a piece of cake because to that you only have to add observation and he can look at this fellow, and this fellow, actually, is auditing with a right hand meter but he’s a left hand auditor. He doesn’t know that a left handed meter is available. There is ! And so your cramming becomes much more, much simpler, but that is the direction to which you’re going in Cramming, right now dub it along. Get the cramming officer, get ‘em checked out on the bulletins, get them to do this, get them to do that, but you’re in a position right now, the second you get this Qual functioning, to say the most likely reason he missed it, there are two most likely reasons he missed it, he never read it in the first place, [whispers] which is by the way the commonest reason. [laughter] You’ll, a whole group of auditors will go in and run some new rundown without ever reading a bulletin, they ought to be shot, but they do it every time. You see a new piece of tech come into the Org, anything like this,that they're supposed to be doing that they haven’t been doing. First think in Qual ‘Let’s round them up, get ‘em to read it and check it out.’ First thought, first guy comes up with a question ‘I don’t understand how this cancels out …’ and so on. ‘Isn’t there some confusion…’ Word clear him, see. That’s the pattern think. Material they haven’t been doing, check it out. Have funny considerations on it, word clearing Method 2. Bang, bang, you get it ? So that makes you a very simple cramming area. The Intern Course [1:55:32] Now we’ve just got through putting together the whole intern setup, from A to Izzard, and I got that investigated like mad and we put that together and I grooved it in and so forth, and it’s pretty good. On every one of those sheets, however, there isn’t a word clearer of the material of the subject and it’s now being put on the intern check sheets, so that before, after the guy comes out of the academy and you word clear him and everybody word clears him. He’s all set, he’s fine, he’s in beautiful condition, good auditor all ready to start, then the first thought as he goes in as an intern is ‘What are we going to do with this fellow, you know, off the street ?’ Entirely different think. Now that’s been present for years. Most Ds of P, who were very smart in the old days would not let an auditor audit unless he’d been trained in the HGC. Well, you’re the substitute for that. That was the think, because they just, it was just too hard to work with them, they weren’t practiced enough. So, they had to be checked over, and there’s certain things you have to know to be an HGC auditor that’s different than just knowing how to audit. So, we’ve got a nice intern course. It has nice packs, and so on, and the lower parts of that course apply to every Org. So you’ve got it, made, made in the shade. Here’s an intern course. You can intern, you’ve got your drills packs coming right up. They are now being mimeographed at this moment. So, now we’ve, they’ve put the Chaplain over here in the wrong area on my card, so make your correction. Your Chaplain goes back to Enhancement 13. There’s a correction of this Policy Letter 14 Aug. Your staff training officer and staff processing officer also move over into that other area. It doesn’t much matter where they are there, it doesn’t much matter if they are there, but remember that that is the individual. Now, basically, you are dealing with the public in Department 14 and you’re dealing with the whole Org. As you expand, you will find there’s an Org correction section. Department 13, you are dealing with the individual staff member. Here you’re dealing with the broad subject of technology and getting it grooved in. The happiness and performance of duty and other things of the individual staff member is the business of 13. You see how the division is here ? Alright you say, well it’s mean of me to throw you a curve here at the last minute but I’m just looking at what has been written up and laid down, and your mini-Qual actually requires that you take care of the individual staff member in 13 and that you take care of the Org and its production in 14, and those are your division between the two things. Now I’m telling you some things here that are based on very long line experience with having worked with a Qual, and I worked with a Qual very hard here in the last couple of years. All of the materials that we have, not only worked with a, everything that was at this moment, everything that is the HGC or the Tech Division at this particular time was once a Qual here. So we’ve seen practically everything that can go wrong in a Qual and right in a Qual and see how the lines go and how they don’t go and we’re in a position of having piloted the living daylights out of Quals. Also the first Qual that went in at Saint Hill was a fairly successful Qual. So that everything that went in at Saint Hill is over here in Department 15, the original Qual, whatever it was. The Chaplain was in Qual then, but he’s moved back over. So, what do we look at here, what do we look at here, we’re looking at Qual I and I and Department 15, we’re looking at the Student Examiner, the PC Examiner, we’re looking at Certs and Awards, and that is all beautifully covered in policy, and was one of the things that was a Qual and everybody has that. So there isn’t anything new or strange being introduced into that area at all. You find out most Orgs have something vaguely resembling an Examiner and they have something vaguely resembling a Certs and Awards, so you don’t disturb them, give them some help if you can and then you put together a mini-Qual. Mostly, be the construction of two more departments. Building Up Qual [2:00:16] Now there undoubtedly will be things constructed on this line, there will undoubtedly be evolutions and so forth, but this is very easily the best Qual that I have ever seen. It’s a doll baby. When I first took a look at this I said ‘Look, that’s very easy to get in. It is very easy to train auditors for it, Ah so !’ Now the technology which it uses is not very extensive, now let’s see if we can’t build up this technology so that it is well packaged, drills course, you see. This Qual will be so popular nobody will think of reducing it or scanting it, because it’s hung on the solid anchor point there of Department 13, Word Clearing. Yeah, well, let’s take a look here. We’ve got something new, we’ve got really, what is basically, we could call it, to begin with, a mini-Qual because we just slide Word Clearing in, then we say we really gotta have more extensive cramming facilities. That requires more of a library, so now that requires the librarian is really the Org Information Officer. Ah, for we have to have a bigger room here. It should have a counter, you see, and we need a whole classroom for our Intern Course, and so on, so it’s strictly a camel in the tent caper. He puts his nose in and then he gets his eyes in and then he gets his ears in because this is gonna build up, because it will build up viably, 'cause the more effective this Qual is, the better that Org is going to function. What’s wrong with those stats right up there, the length and breadth of anywhere, is lack of flubless auditing, lack of flubless training, course supervision not on at all, ‘What is a Course PL ?’, that sort of thing. Guy’s read it, but he doesn’t know the word ‘course’. [laugh] Ah, so they only got in trouble when they didn’t deliver. So obviously they aren’t delivering because somebody doesn’t understand something. Well, somebody must not have understood something about the original thing. The reason you sell auditing and training is to deliver it. Well, if they can’t deliver auditing and training, well they’re gonna collect a lot of money and they are going to have to refund. Collect a lot of money, use it all up, and not gonna deliver anything in the area, people are going to be very upset, and that stat is going to go d-o-w-n, d-o-w-n, and it wouldn’t matter how many people with how many circuses moved into the area to get the GI up, that GI is going to go down. do you see ? Because it isn’t money that exports, it is knowledge. Money just continues too far will contract the area. Now that doesn’t mean you shouldn’t make money, but make sure that that money is counted in terms of paid deliveries, and Qual is right there to make sure that the quality of those paid deliveries and their volume is great, and the morale factor enters in. You say Department 13 is dedicated mostly to the morale of the individual staff member – ‘Can he do his job ? His individual requirements, and so forth.’ Fine, that’s fine, but the basis of morale is production. If a guy doesn’t produce no matter how many ice cream sodas he is served, with staff serving girls in bikinis, per hour, his morale is gonna to go splat. It’s his own production that brings up his morale because that also brings up his pride Now, as far as morale is concerned, the guy starts producing and he’s producing, and he produces this and that, he can end cycle on this, that and the other thing, because in production the cycle starts, changes and stops, and at those stops, why you get a morale surge and then all of a sudden if auditing is flubless you are gonna have people walking around and congratulating the staff and it’s all getting very cheerful and happy and uptone, and we and people start running instead of crawling along and things start happening around the place and it generated enough speed of particle flow to generate power, and the organization becomes very powerful. The germ which starts all that is Qual, and it’s the mini Org-board that you’ve got right here. Get it in bit by bit by bit. Build the thing up, next thing you know the Org will rise in direct proportion to the success of Qual. I wish you luck, thank you.