6504C06 SHSpec-57 The Org Board and Livingness

     [Reference: HCOPL 3Apr65.  Not available in OEC volumes.]

     HCOPL 3Apr65 gives basic organization in detail.

     The present org board is an old Galactic Civilization board with a couple
of departments missing.

     The org board is a philosophical machine.  A command chart covers only
one aspect of organizational functioning.  A true org board must take care of
what happens.  If a function is not expressed on the org board, it will be
worn by everybody, unknowingly.  When you put a box on an org board, it will
be filled.

     Men cannot work as a team without policy.  Even bad policy will at least
make a team, if it is followed.  Policy is the extant agreement of the group.
Without this agreement, you only get individual action.

     If an organization is better organized than other organizations, it
wouldn't have to do anything spectacular about the other organizations [by way
of competing with them or battling with them].  Every war traces back to wild
out-policy.

     If we come up the line as people, as individuals, and also as part of the
team, we won't get into all the trouble we got into as roarin', screamin'
individuals, 'way back on the track.  We will be able to make it all the way,
because we will be able to keep order all the way.

     Case stability depends upon the smooth organization of individuals.
Without an organization, the tech would drop out, in time.

     The organization must be close to flawless.  Once you have put the
organization in concrete and started it rolling, if it is almost right, you
have had it, because it will become an all-devouring monster, and it will fail
by the germs of its own destruction.  And what destroys almost any
organization is its own germs.  It's the things it laid in.  It's the things
you did, not the things that were done to you.  The only way you can come down
is for having made a mistake yourself.  There must always be that prior
mistake.  Sometimes it is very slight and unpredictable, apparently.  When a
curve goes down, there are lots of errors.  There is no one major error.  You
must have understandings, not understanding.

     There are 265 x 6 separate dynamic urges in Man and 265 x 6 x 18 separate
causations.  There was an effort to make them so numerous that no one could
embrace them. [Actual GPM's?]

     Organizational policy must be comprehensible.  The org board must
express:

     1.  Function.

     2.  Duties.

     3.  Sequences of actions.

     4.  Authorities.

The org board gives the cycle of raw meat to OT: the cycles of actions that a
person would undertake, from the public.  It became a public org board, too.
The public enters from the left and proceeds to the right.

     In life:

     1.  You must have an impulse into a channel.

     2.  The edges of a channel must be held firm.

     3.  The barriers in the channel must be removed.

     4.  The non-compliance of forwardings in the channel must be taken care
     of.

     5.  The distractions must be removed from the borders of the channel.

     6.  There must be some place for something going down the channel to
         arrive at.

This is the definition of life.  Life, without that channel, won't exist.
That is livingness: going along a certain course, impelled by a purpose, with
some place to arrive.  This also gives us all the levels of the gradation
program.  Clear is a baby OT.  His next bank is the physical universe.

     The first point on the org board is the Office of LRH.  This used to be
HASI.  This deals with:

     1.  Authority

     2.  LRH's material.

     3.  LRH's signature.

The main thing about this department is the issuance of conditions.  The first
cog is that there is a condition.  Hence, this is the entrance point for raw
meat.  He thinks others will take care of him.  However, he must recognize his
condition, or he will die.  Others tell him that his condition is that he will
die.  Scientology says, "You don't have to die, or get sick, etc."  All
processes from that point on contain a condition.

     After you have a condition, you had better communicate with it.  Hence
the next department is the Department of Communications, and the name of the
level is"communication".

     The next level is "perception": the Department of Inspections and
Reports.  Communication must precede perception.

     The next point is orientation.  The individual finds out that he has been
living in a nightmare.  This is the Department of Compilation.  After you have
accumulated notes, you can put them together and hand them to people, so that
they can get oriented.  [Cf. these Briefing Course notes.]

     Perceptions get compiled into understandings, so the next department is
understandings, i.e. the Department of Publications.  This department
publishes what is to be understood or what is understood.  Understanding is
just telling yourself what is understood.

     The next department, the Department of Promotion, is under "purposes".
The only thing the Prom-Reg ever handles is purposes.  The PC, at this level
on the gradation chart, has arrived at "purposes", i.e. R6.  He has gotten
rid of false purposes; he has achieved the state of clear, in its new 1964
definition.   [See tape 6409C03 SHSpec-38 "Clearing -- What It Is", pp.
664-667, above.]

     The above is all under HCO.  HCO is a double-barreled division.  It
comprises the following:

                                   HCO Div 1

                               Communication Sec

HCO also comprises:

                              Dissemination Div 2

                                 Understanding

                                 HCO Dissem Sec

                 Compilations       Publications      Promotion

                 Orientation        Understanding       Purpose

     If you cross two divisions on a hat, from that point on, you have jammed
the ability of an organization to expand.  Don't have one person on hats in
two different divisions.  Therefore six people are necessary, in order to have
an org: one for each division.  When an organization gets fairly big, you
cross departmental hats at your peril.

                                   Org Div 3

                                    [Energy]

                                   [Org Sec]

         Dept. of Organization    Dept. of Finance    Dept of Materiel

               Direction              Energy                Body

                                                      Personnel feeding

                                                      Personnel housing

Division 3 has to hold things together, e.g. the physical plant.  It is also
involved in financial planning.

                                   Tech Div 4

                                   [Activity]

                                   [Tech Sec]

      [Tech Services]      [Dept. of Training]    [Dept. of Processing]

         Estimation             Activity                Production

     [Later: Prediction]                          (Here, you get a result,
                                                   not a product.)

Division 4 has to do with what you do, the doingness.

     There has been a neglected factor [on the Galactic Confederation org
board]: the product.  An organization has to qualify the product.  It must
find out what made the product fall down. [I.e.  there is a need for a "lost
battles" division.] You must not let the person who trains students examine
them.

                                   Qual Div 5

                                 [Enhancement]

                                   [Qual Sec]

[The last two departments, above, were originally in reverse sequence]

     Scientology is the ability to change conditions.  But we have to decide
what conditions we want to change.  You have to convince people that the
product of scientology is valuable.  The alternative is sitting on an island,
out of communication. [It is the product that is distributed.]

                               Distribution Div 6

                                   [Clearing]

                               [Distribution Sec]

[Dept of ?]                      Clearing (Starts the Org Board all over again.)

Product

     You can take your life and find out which division is missing.

     Note that there are six divisions and sixteen departments.  To expand the
org board, each department would have primarily six sections, with sixteen
sub-sections.  Each one of these subsections, in turn, may have six
"divisions", with sixteen "departments".  Each divisional head knows all the
department hats in his division, and something about all other departmental
hats.  This gives you, basically, six hats and a staff member hat.  There
should be two admin personnel for every tech person.

     If any hats below you on the org board are empty, you are responsible for
them.

