
Type = 3
iDate=10/9/63
Volnum=1
Issue=304
Rev=0
rDate=0/0/0
Addition=0
aDate=0/0/0
aRev=0
arDate=0/0/0

SHSpec-304 Destimulation of a Case




6309C10 SHSpec-304 Destimulation of a Case

     Use Arabic numerals to apply to routines; use Roman numerals to apply to
a body of data, e.g. "Scientology III", not "3".  Auditor Report Forms are
getting a standardized format.

     When handling service facs, you are handling stuff that can bypass more
stuff than any other thing there is.  If the PC gives you his service fac and
you refuse it, you have bypassed the major charge on his case, and he blows
his skull off.  The service fac is what keeps the environmental restimulation
restimulated.  When you are handling the service fac, you are handling what
makes aberration permanent.  Many PCs have second dynamic service facs.  This
has nothing to do with life, but it has to do with your situation on this
planet at this time.  The sickness and incidence of illness on this planet is
unusually high, because the way to make everybody wrong is obviously to
produce nothing.  Everybody counts on guys going ahead and making bodies,
keeping the civilization wheeling, to keep thetans interested enough so they
will keep reporting back.  The industrialist is in trouble at this time,
because he is producing.  On a whole-track basis, a thetan is in trouble
simply because of MEST.  That is how he looks at it.  If he could have
arranged never to have created anything, he would not now have anything to be
in trouble with, clearly.  So any creative activity is doomed to attack, and
the artists and musicians of this planet always attract



                                      502

someone who caves them in.  The same is true of industrialists, etc.  They
don't have enough force to protect their creativeness, so people attack them.
Therefore you find a lot of service facs having to do with the second
dynamic.

     R3SC is a thin-ice activity.  If you go one step too far, you are in the
soup.  So be careful to word questions with, "In this lifetime...." That way,
you will avoid a lot of trouble from over-restimulation, from getting onto the
whole track.  With service fac running, we are engaged upon key-out, not bank
erasure.  Keep the PC's attention on this lifetime.  And be careful, since it
easily goes to other areas, which can then easily become BPC.  That is the
second factor that makes service facs fraught with potential ARC breaks.  [The
first factor was that if the PC gives you his service fac and you refuse it,
you have bypassed the major charge on the case.]

     The moment you combine Scientology III with Scientology IV, you will
lose; you will have had it.  You will have left on the PC restimulation both
from the PT environment and from the whole track.  How do you handle this, so
as to avoid this situation?  Word questions so as to avoid all goal-type
answers.  If an item rocket reads, don't take it, since only GPM's rocket
read.  You could get away with running it, if you handled it very gingerly,
with "In this lifetime ...", and if you were very careful and didn't oppose
it.  You can note it for later reference.  The best way to avoid problems is
to ask questions that cannon be answered with a goal.  Asking for a safe
assumption about (item) is pretty safe, in that you don't get goals, but
asking for a safe solution to something tends to give you goals.  Service facs
are almost never, "To...." But they can be expressed that way.  Avoid it.

     Scientology III bypasses less charge, run skillfully, than Scientology
IV, just because you are not among so many potentially heavily charged
restimulatable things.  What you want to do with Scientology III is to
destimulate the case, so don't restimulate it.  In running service facs, you
can be wrong by restimulating -- the more you restimulate, the more wrong you
are.  The value of destimulation appeared in the search for TA action, which
is the only way to advance the case.  The whole track is too restimulative for
most PCs.  Getting into it produces over-restimulation and stops TA action.
The only reason that the TA doesn't move is that the PC is in
over-restimulation.

     Take a room and fill it half full of cotton bales (representing charge).
A person in that room won't be able to move too well.  Then put some more
cotton bales in the room -- now the person will have even more trouble
moving.  Trying to handle the situation by putting even more cotton bales in
the room stops his entirely.  The proper course of action is to get rid of as
much as you can that is already there.  Clearing is getting all the false data
and this lifetime restimulation off the case prior to recovering the truth.
One gets very good TA action doing Scientology III just by working on that
line.

     Any case is over-restimulated when you start work on it.  The basic
mechanism of entrapment is to keep the person's attention diverted, to
financial matters, for instance, to keep kicking him ground with various forms
of trouble and worry so that he doesn't have a chance to observe what is
really going on.  The thetan wants something out of this planet, and he thinks
there is some pay.  He thinks that he is getting something out of it.  The
trap wouldn't run at all unless the thetan was so busy in it that he never had



                                      503

time to look at it.  If he could see the trap, he could get out of it, but his
attention gets diverted in it.  He then makes foolish decisions to hold off
foolish confusion and gets still more entrapped. It is a perfected system of
attention fixing, shifting, and dispersal, a real trap, not just a cynical
snide comment.  Those aspects of this planet that you protest are probably
there to excite protest and over-restimulation, e.g. finances.  Money is a bum
itsa.  What is it?  In socialism, you can never buy yourself off.  You stay
tied down.

     Life is a constant restimulation.  The PC comes into session subject to
all this environmental restimulation.  Restimulation comes in several
different forms [See Fig. 21].

     1. PT environment.

     2. Restimulated bank, restimulated by the service fac.  Actually, there
        is an interrelationship between environmental restimulation and
        service fac restimulation, in that the PC wouldn't have the PTP of
        environmental restimulation if it weren't for service facs.

     3. Auditing restimulation: what has been restimulated in auditing and not
        erased.

     4. Current session restimulation: what you are going to restimulate in
        the session, or what you are in the process of restimulating in
        session.

     5. Auditor restimulation: restimulation occurring simply from being
        audited, if the auditor is rough, restimulation from flubs.

All of these sources of restimulation are interactive.  To some degree, they
all hinge on the service fac.  Cross-restimulation occurs; the only core on
which it sits is the service fac.  The service fac keeps the environment
restimulated.  It has great bearing on other forms of restimulation and
prevents their discharge.  However, it can be knocked out.

FIGURE 21: THE SERVICE FACSIMILE AND RESTIMULATION

                              [GRAPHICS INSERTED]



                                      504

     The most notable thing about the service fac is that the thetan is doing
it, right now. He is making himself right and someone else wrong, all on his
own cockeyed determinism.  He is keeping the GPM in restimulation because he
is using the service fac.  He is mocking up his bank, and he is the effect of
it too, but he is responsible for everything that is happening to him.  The
preceding is happening right now.  He is doing it; it is decisional.

     How does the auditor restimulate something?  By putting the PC's
attention or letting the PC's attention go on any heretofore inert charge that
can be restimulated, i.e. anything that is not already discharged.  The PC is
totally incapable of causing trouble in a session.  The auditor can let the
PC's attention wander all over, restimulating anything his service fac directs
him to.  You wouldn't have psychosomatic illness unless the thetan had, as all
do, the service fac that the best way to handle a situation is to get sick.
That is a service fac that goes backtrack easily.

     The way an auditor restimulates something is to let the PC's attention
wander to it or to mention it.  How much it gets restimulated just depends on
how often you mention it and with what intensity.  The mechanism of
restimulation is "name it".  The way to get an ARC break is to name something
and permit no itsa.  This gives you instant BPC, as when the auditor says,
"Sorry about that last session we had." Another way to get an ARC break is to
let the actions of the session bar the discharge of materials already
restimulated.  E.g. the PC comes into session itsa-ing, and the auditor
"getting model session in", shuts the PC up.  Auditors often ask silly
questions to be sociable, then shut the PC up in order to start the session,
cutting the itsa line.  An auditor can goof at start of session by putting in
a whatsit, e.g. "How are you doing?", and then not letting the PC itsa: "We're
going to start the session now."  You can do this any time.  It results in an
explosion.

     On an uncleared PC, the service fac is interacting with whatever else is
restimulated, so the PC is putting in a continuous restimulative factor in
sessions.  You will get restimulation trouble as long as a PC has a prominent
service facsimile.  Getting one out of the way knocks about half the potential
restimulation out of the way.  Audit smoothly as you do it.  If you, the
auditor, do the tiniest little thing wrong when you are approaching a service
fac, the PC targets you as the one to be made wrong.  Provide good, specific,
small targets for the PC's attention, and don't let his attention slide
around.  It is a trick to find a service fac without restimulating
everything.  Here are some tips:

     1. Audit smoothly.  This is the solution to session restimulation.

     2. Restimulate no more in your current auditing than you have to.  Don't
        start naming a whole bunch of things.

     3. Give the PC frequent "on auditing" prepchecks to handle charge from
        past auditing.  Do this every five or six sessions.

     4. Keep up with the PT environment.  Audit at least 2 1/2 hours a week.

In a case that was over-restimulated, one would look to see what was practical
to cut out.  Normally, the auditor would be concerned with reducing the
auditing restimulation.  This is often overdone by:

     a) Excessively big targets.

     b) Loss of control of the itsa line.  The auditor lets the PC talk too
        much.



                                      505

     One reason an auditor goofs is that he has his own service fac.  He is
unwittingly trying to make LRH or the tech wrong.  He will usually come around
when this is pointed out.  Another phenomenon is that, as you look for the
PC's service fac and jog it, he will target you to be made wrong, which can be
fairly restimulative and make the auditor flub.  One way to handle that would
be to switch auditors.

     You want to key out service facs, so in assessing, always use "In this
lifetime." You don't want whole track.

     "Only a GPM rocket reads."

     If you have a room full of cotton bales, you won't get anywhere with that
[finding the service fac] directly, because there is no room to move around.
But you can reduce the restimulation in other ways.  If you handle all
auditing on the basis of reducing restimulation, you will seldom be wrong.
Any PC who is running badly is doing so because of over-restimulation.  Any
solution of the auditing situation or the case has to take into account
reduction of restimulation, either by discharge or destimulation.  You can
destimulate the person's life somewhat.  You can reduce one or more of the
five sources of restimulation [See p. 503, above].  You could destimulate any
restimulatable area -- whatever you can, in fact, work with.  Then audit out
this lifetime service facs. "A case is as hard to run as it is restimulated"
-- no more than that.  Anything that reduces restimulation on the case is
valid auditing.  For instance, you could destimulate past therapies.
Psychiatrists add more environmental restimulation than they pick off a case,
so of course they fail.


L. Ron Hubbard


Type = 3
iDate=11/9/63
Volnum=1
Issue=306
Rev=0
rDate=0/0/0
Addition=0
aDate=0/0/0
aRev=0
arDate=0/0/0

SHSpec-306 Service Facs and GPM's




6309C11 SHSpec-306 Service Facs and GPM's

     HCOB 8May63 "Routine 3 -- The Nature of Formation of GPM" says, "The
early GPM's contacted are implants.  This does not mean the PC's own GPM's do
not exist." The PC's own GPM has power and velocity over an implant GPM in a
ratio of 1000 or 100,000 to 1.  There is a great difference in order of
magnitude.  The whole and entire amount of implanted GPM's -- all together --
are one RI of one of LRH's GPM's: the oppterm goals, which is one of about a
hundred RI's on a personal GPM, which extends from trillions 30 to trillions
20 on the track and is actually still continuing.

     A number of you have some protest on the length of the time track --
multiple trillions of trillions, etc.  "Modern times" is trillions 13 to now
-- the stuff that is likely to influence the PC in PT.

     What you are doing in R3SC is "fooling around with the PC's current RI in
his existing PT goal line of his current truncated goal [GPM]." There is an
opposition to it.  Clearing up this stuff is clearing a dumbbell pair out of
the PC's own GPM, restimulated in PT, out of sequence on the track.  The PC's
goal will fall out of this with a thud.  It is probable that while you are
listing for the PC's service fac, you will get the PC's goal, rocket reading.

     The amount of aberration required to reduce power must be comparable to
the power reduced.  To account for the reduction of power of the thetan, we
must find some force of equal power that could aberrate him.  All the implant
GPM's did was to confuse you as to what was your goal and what was an
implanted goal.  Implanted goals were installed backwards, from top to
bottom.  An actual GPM is run the way it was lived: from bottom to top.  Use
R3M2



                                      506

to run actual GPM's.

     [R3M2 is apparently a variant of R3M.  R3M is a method of running the
sequence of actual GPM's, RI by RI, starting either with an RI or with a
rocket-reading goal.  Starting with the goal, the first RI is obtained by
using a "goal oppose list", also known as a "source list", more or less with
the wording, "Who or what would (the goal) oppose?" Subsequent RI's are
obtained by "RI oppose lists".  These have to be listed right-way-to.  There
are different rules for finding the item on these two sorts of lists.  Each
RI, after it is found, is packaged by relating it to the goal and to the RI
found just before it, and, when verified, is added to the line plot.  This
packaging step also lets you know when you have entered a new GPM, as the RI's
will no longer relate to the goal previously found.  When this happens, the
new goal is found by doing a new goals list for a new rocket reading goal.  Or
the PC may volunteer the new goal.  You can also start R3M with an RI, perhaps
one that was obtained from R2-12.  In this case, you just keep doing RI oppose
lists and getting new RI's.  By the time you have several RI's, the PC will
give you his goal.  But you continue with the RI oppose lists.  Other
references on R3M are to be found on p. 382, above.]

     Don't use an early actual goal as a service fac [and try to run it as
such.] If you do this, you are making the guy look down the goals channel.
The goal in an actual GPM is the furthest item from PT, being the bottom
terminal.  When you get the PC to reach down for that goal, he is, to some
slight degree, traveling through time between that goal and PT, and he livens
up the whole track, which is a lot of charge.  It is like looking down between
the rows of the Helatrobus implants.  You get a tunnel of blackness.  That is
what happens when you reach down a GPM.  The same thing happens with the PC's
GPM channel, only it is a quite different order of magnitude.  With the
Helatrobus implant, it is not so good to do this, but with the PC's own actual
GPM channel, it is like having your head shot off with a sixteen inch cannon.
The residual charge in an actual GPM is incomparably greater.

     If the goal comes up as you look for a service fac, put it in the
Auditor's Report Form, clearly marked with a red circle, and don't do much
with it, except in R3M2.  If you run it, you are getting the PC to look down
through the GPM to the beginning of some track, with at least a hundred RI's
between you and it.  You will get TA, etc., if you run it as a service fac,
but the PC running it will scuff up his track.

     The PC's own GPM looks like a black island, floating.  It is quite
meaty.  They come in different sizes, but each is a distinct size.  You are
running the PC back and forth from the bottom of a mass maybe three feet
thick, 75 feet long, and 30 feet wide.  You could well restimulate so much
mass that the TA will, all of a sudden, freeze up.  You would have to remedy
this by working out the GYM with R3M2.  The PC's own GPM has the beauty of
disintegrating as you work with it.  You get rocket-reading blowdowns.  The
black islands turn grey, then start shaking and fraying, like opaque jello
that someone left in the sun.  The power in this early GPM is commensurate
with the native power of a thetan, i.e.  there is a lot of charge on it.  This
charge doesn't discharge through the PC or the meter, luckily.



                                      507

     The technology for handling this is all in R3N [See pp. 414, 426,
456-457, above] and R3M2.  RI's relate to a goal, but each as its own central
postulate, with regard to the goal.  This is true of every RI in the PC's
GPM.  For instance, the current RI might have a central postulate of "to ring
bells", where the goal is "to go to school".  You might get an oppterm of
people who bring their lunches.  Without knowing the goal, this would be
puzzling.  That's why it would be an aberrative factor.

     R3SC will land you somewhere in the vicinity of the current oppterm or
terminal of the PC's own GPM. as it applies to PT, or it may land you near
some old RI that is in restimulation in PT.  That will be the source of the
PC's PT restimulation.  With R3SC, you can knock that in the head.  You can
pull its central postulate.  But when you try to make the service fac make
sense, you may find it impossible to do so until you relate it to his goal, by
running R3M2.  So that is actually what you are auditing when you find the
service fac.

     You could find a service fac without a meter by having the PC write a
list of solutions, until he is easy about it and feels that it is complete,
then looking on the list for the solution that makes the least sense.
However, when seen as an RI, such things can be seen to make sense.

     When you are handling a service fac, you are handling the central
postulate of an RI.  So running R3SC disintegrates the RI.  The thinkingness
of the RI is sometimes different from its beingness.  E.g. you may have the
RI, "a lame man", but from that, you may not know what the significance is
that lies within it, i.e. you may not know what the central postulate is.  You
could list for this and find it.  It may turn out to be "lameness".

     Things can be audited nicely without being related to the GPM where they
occur, even though, under these circumstances, they might not make sense.  A
service fac is actually not a whole RI, but just the central postulate of an
RI.  You are handling the central postulate of an RI when you are handling a
service fac, so you get a disintegration.

     A being assumes an identity because it has a solution in the middle of
it.  For instance, in the middle of the identity, "a lame man", we may find
"lameness" as a solution to something.  Sometimes an RI comes up as its own
thinkingness, but a beingness RI in particular may have an idea at its core.
An RI always has an idea at its core, but sometimes you don't have the central
idea when you have the RI.  Given the RI, you could list for the central
significance, which is "an automatic solution.  It's safe.  It solves
everything." [This safe solution would be the service fac.] That is how an RI
is generated.  The thetan has an idee fixe, so he never has to inspect in
order to solve, so therefore he never as-ises the mass, so therefore he gets
caught in the middle of the mass.  If the thetan does this with a goal, he
gets an accumulation of RI's resulting from this goal.  Each of these RI's has
the goal carried through into it, but there is also a new idea that makes each
RI.  And that whole mass comes together as a GPM, so you get this huge mass,
this huge block of energy, with its separate items in it.  They don't appear
separate.  The whole thing is all squashed together from so much attack and so
little inspection.  The whole thing is dominated by one goal, e.g. "to go to
school", which is common to every RI or identity within it.  This is what it
is accumulates it.  But that goal, all by itself, is no-inspection; it is a
way to solve all problems, totally uninspected, in a fixed



                                      508

way.  For instance, the goal "to solve all problems, go to school", is a
totally uninspected solution and now gathers to itself identities who have
this idea, as well as other characteristics.  Because the goal is uninspected,
automatic, and fixed, it generates into itself the second step of identities,
e.g. "an idiot child", that have the goal as a central idea, but which already
have their own characteristics.  They have the main idea -- the goal -- as
dominant, but the characteristic of the identity, after it is no longer able
to carry out the postulate, is something like that of an idiot child.  The
idea of "an idiot child" is "people like unintelligence." So the central idea
may be "unintelligence solves everything", but the RI is "an idiot child".
The only way that it could exist in the first place was that the thetan had
the idea of the goal. ["to solve all problems, go to school".]

     So there are three types of ideas in GPM's:

     1. The goal of the GPM.  This is the first postulate and central idea of
        the GPM.

     2. The central idea or postulate of the RI, which in itself forbids
        inspection.

     3. The identity or individuality or the RI.  This is the accumulation of
        mass that results from the fact that (1) and (2), above, being fixed,
        uninspected solutions, forbid itsa and hence forbid an as-isness from
        occurring.

That is the anatomy of an RI, but it also tells us what a service fac is.

     This is what gives us the dwindling spiral of abilities.  RI's,
substitutions of ideas for thetans, the thetan's O/W's -- all these get piled
up on these fixed ideas.  The biggest fixed idea was a goal, which then
developed into a GPM.

     "That which is not inspected tends to persist," because it is never
as-ised.  What happens?  A person gets Hell knocked out of him.  The RI and
its significance is the constant invitation to attack, but it is never the
right enemy.  The constant O/W and battling that ensues from this fact
accumulates as the mass of an RI.

     It is interesting that an idea is most easily substituted for a thetan
because it has no mass and seems to contain some wisdom.  "I am a guard"
implies "I don't have to understand or inspect." The thetan has tried to
"solve" a screw-up with a fixed idea or postulate.  This is a sort of
"sweeping under the rug" that permits no inspection, therefore no as-isness,
therefore persistence.  Any idea is liable to become substituted for a thetan,
because he does it himself.  When one gives up on one goal, one gets another.
For instance, say the last three or four mountain ranges the thetan built fell
down and fouled up his planet.  So, on the ideal planet, "Never build
mountains" becomes the solution that holds all the confusion uninspected.  It
is "solved" instead.  Sooner or later, we will find him running a Society for
the Prevention of Building Mountains.  He is now an identity.  He is the idea,
"Never build mountains", substituted for a thetan.  The PC keeps abandoning
old solutions as they fail, and keeps getting new goals.  This is covered in
R3M, basically, except for finding the PC's own goal and distinguishing it
from implant goals.

     So be alert to anything you find in R3SC that rocket reads, but don't run
it with service fac tech.  You can't run a GPM with service fac tech, but you
can run one RI with it.  But that rocket read is more than just a service
fac.  R3SC does handle the RI that is part of the PC's PT environment.



                                      509

     If you find an RI, and your PC is having energy doing odd things to him,
giving ghastly sensations, body distortion sensations, etc., the PC is liable
to disclaim the RI in an effort to get away from it all.  Getting towards the
service fac causes qualms and invalidation in a PC.  The service fac is
"pro-survival", so he doesn't want to give it up.  Don't Q and A with that
invalidation.  To do so will just restimulate it worse.  If the invalidation
occurs, pick up everything found as a service fac and finish it off
standardly, with all of the R3SC steps.  When a stable datum is pulled out and
not run off completely, you leave some of the confusion behind.  So just get
it with R3SC.  If you take the stable datum half way out of a confusion, you
leave the confusion.  This is what happens when you leave R3SC on something
half-run.  The result is that the person will get foggy; his memory will
deteriorate.  If you took the stable datum all the way out, you would blow the
confusion.

     The postulate in the center of the RI is so far downscale that it is
twenty TA divisions below "hide".  It is an idea that has turned into MEST.
You run it only as far as cognition, but it may enter at any of these levels:

     1. Solutions.

     2. Right/wrong.

     3. Domination.

     4. Survival.

But a real GPM item service fac goes through the steps of:

     1. Solutions.

     2. Right/wrong.

     3. Domination.

     4. Survival.

     5. Domination.

     6. Right/wrong.

Then the next:

     1. Solutions.

     2. Right/wrong.

     3. Domination.

     4. Survival.

     Etc.

Again, the service fac may enter at any of these stages.  It starts off
reasonably sensible, but becomes very weird, like "cows are kissable" as a
safe solution to "how to repair motor cars".  This service fac will turn out
to be intimately related to "solution" or "domination", etc., in the PC's
mind.  When you try to run it, the PC may not be able to fit it in on
"right/wrong", so check it over on the other buttons.  He may well cognite on
it and blow the charge.  You could then see how it is a solution, how it would
make or has made him right and others wrong, around and around on the buttons,
until the PC is out of answers and the buttons are clean.  Do an 18-button
prepcheck, and it will all cool down.

     The auditor is always in danger of grabbing the GPM accidentally, getting
the goal instead of the service fac.  This has advantages too, since the PC's
goal is hard to sort out from implant goals.  The PC's own RI's are probably
what make implant goals read.  They read off the top of the PC's own RI's.
The service fac doesn't have to rocket read.  You can accept one that does,
but be equally prepared to take one that just ticks.



                                      510

     The PC's service fac is his current solution, his current RI, monitored
by the goal.  It is a very aberrated stable datum.  It is an unexamined
solution that keeps the PC from doing anything.  It was a decent solution when
the thetan first got hold of it, but then it started running his life.
Therefore, it does not even vaguely take care of environmental enturbulation.
[The rule:  "When in doubt, communicate," is an attempt to overcome the effect
of service facs.]

     You have to work at it to do R3SC wrong.  The best way to do it wrong is
to be completely unthorough, to leave everything unflat.  The PC will get very
confused, from having all his stable data pulled away.  When you handle a
service fac, all the incomplete cycles that the service fac has caused hit the
PC at once.  This generates confusion.  When the service fac running is not
completed, the confusion gets even worse.  So it is a good idea, from time to
time, to clean up what you have done.  Get it all finished up.  Some service
facs won't run quite in the order given for R3SC (see p. 509).  It may start
on a later step than "right/wrong", or earlier, at "solutions".  A real
service fac behaves outrageously, in that regard.  Something else that isn't
a service fac may be far more mannerly, while still giving TA action.

     Keep your eyes peeled for the PC's goal, since this is the best means of
finding it that we have developed.  Keep running service facs until the case
is in good shape and the PC's goal has shown up.  You get the best TA on the
PC's own GPM channel.  You can use R3M2 when you get his goal, but that is not
your immediate purpose.  R3SC is for destimulating the PT environment factor.


L. Ron Hubbard


Type = 3
iDate=12/9/63
Volnum=1
Issue=305
Rev=0
rDate=0/0/0
Addition=0
aDate=0/0/0
aRev=0
arDate=0/0/0

SHSpec-305 Service Facs




6309C12 SHSpec-305 Service Facs

     The difficulty with getting a PC's case forward is that the PC has a
hidden standard, which is that by which he measures his progress.  It is often
unknown, even to the PC.  That is why it is "hidden".

     An aberration is an out-of-control exaggeration of the positive or
negative of anything a thetan can do. [Hence Aristotle's doctrine of the
Golden Mean.] The fact that something is normal doesn't mean that it isn't
aberrated.  For instance, the difficulty of exteriorization is accepted, but
it is not anything much in line with the thetan's abilities.  So departure
from the normal is no particular index of case state.  Auditors sometimes have
trouble because a PC runs too easily.  So in judging case level, don't use the
PC's behavior as an index.  Use the amount of TA motion.

     By running service facs, the case can change very quickly.  So worrying
about the PC's "normal" behavior is unnecessary and irrelevant.  It is easier
to measure a person's case against some scales of abilities than against
behavior, and it is more accurate.  The condition of restimulation of the case
has more to do with understanding the PC and handling him effectively than
does the PC's behavior.  The only things you worry about with a PC are:

     1. Can he do the process?

     2. Is he getting any gains?

     3. Is he getting TA motion?



                                      511

     The fact that someone has a hidden standard merely means that he has a
chronic restimulation that is throwing extra charge on the case. It is some
facsimile, or whatever, in chronic restimulation.  If it was changed in the
session, the PC had a gain.  If you got TA, some of the chronic restimulation
will have gone, so the PC will have had a gain and will probably say so.
That, unfortunately, isn't all that happens with a hidden standard.  The PC is
also trying to fit every process to this thing, to resolve it.  He is so
introverted in session as a result that he doesn't as-is anything, and you
don't get TA action.  Time and the TA fit together, and the PC drags his
hidden standard facsimile up into every incident, or whatever, in order to
evaluate it.  Therefore, the PC is always misdating something.  The hidden
standard isn't the date of it, whatever date he is in.  That is why it is the
most effective TA stopper.

     There is a way of getting rid of the hidden standard: a process called
R3T, now called R4T.  In this process, one simply asks the PC for his chronic
psychosomatic -- what he is experiencing and what is always present.  He
answers, and you date it, whatever it is.  Then you get the itsa line in on
it.  In most cases, that is the end of the hidden standard.

     The hidden standard always expresses itself physiologically.  It is never
hidden physically.  It will be what the PC complains about.  Sometimes it will
take you an hour or so of itsa to find out what it is.  When the PC spots it,
he will feel better, and you will have been getting TA.  Don't let him start
giving you problems, or you have had it, since problems are not itsa.  So
perhaps you should stick to, "What physical condition are you trying to
solve?"

     He will finally itsa it out, if he doesn't tell you all at once.  If he
gives it to you right off the bat, you might get some TA with, "When has this
troubled you in auditing?" or " ... in this lifetime?" You can take it up with
R3T and date it, taking it back as far as need be.  Sometimes dating it will
cause it to blow on the spot, especially if you don't get it so narrowed down
that you get the PC into an engram and have to run it with R3R, or, if he gets
stuck in his own GPM, with R3M2, or if in another GPM, with R3N.  [R3T seems
to be the precursor to the date portion of the date/locate, for handling
intractable pressure somatics.] R3T is commonly overrun.  You've got to watch
the PC.  When you first start using R3T, you are likely to overrun it roughly
80% of the time.  Eventually you get slippy and stop overrunning it.

     Not every PC has a hidden standard, to the point where it ruins the
auditing.  But a hidden standard exists in every case that has a difficult or
delicate TA, that the auditor has to worry about.  So R3T is the weapon to use
to get the TA moving again, when all else has failed.  R3T can fix it, but a
little goes a long way.  Don't try to run the whole case with R3T, since if
you tried to do this, you could end up with a messed-up PC.  However, you
could do R3T on everything the PC is worried about in PT.  You could clear
somebody with R3T, as long as you you kept good control over the PC and just
dated all his PT hidden standards.

     The service fac has to be severely located on the time track in this
lifetime, so that it will key out.  Handle every hidden standard that the PC
could dream up.  But don't let him pull anything up from the back track in the
meantime.  Use TR-2.  If R3SC goes nowhere, you can still clear the PC using
R3T.  The tough case is the PC whose service fac is his hidden standard.  The
only workable handling is carefully to get it dated.



                                      512

     This is all destimulation, so you have to be careful not to run
anything.  The reason you are trying to destimulate the case is so that the PC
doesn't have PTP's, so that he can put his attention on the session.  If you
start a destimulating action and then go backtrack and start running
something, the PC will get restimulated.  And if the PC's service fac includes
making you wrong, that is the first thing he will do.  He will try to
restimulate more than he can handle.  How do you keep the itsa line in on a PC
that wants to restimulate more?  Be awful damn careful of your whatsits.
Remove all social actions and chit-chat from your auditing.  Avoid all violent
attention shifts, and attention shifts directed by a whatsit, and don't direct
the PC's attention in a way that ARC breaks him, so that he has to get even
with you by whatsiting.

     The type of model session to use on a case that isn't getting much TA is
your W-unit type model session: no social frills.  [W unit was next after the
V unit, which was heavily supervised R2-10 and R2-12 on a co-audit basis.  W
unit contained ruds, havingness, CCH's, and assists.  It used "GF model
session" or "goal finders model session".  See HCOPL 8Dec62 "Training -- Saint
Hill Special Briefing Course: Summary of Subjects by Units" for a description
of W, X, Y, and Z units.  GF model session is given in HCOB 15Oct 2 "Goal
Finders Model Session".  This bulletin is not on the SHSBC.]
Over-restimulation leads to self-invalidation and invalidation of scientology
and other dynamics.  The PC invalidates his own case, chews himself up all the
time, and he doesn't know.  So let that be a warning sign to you.

     The case, minus the service fac, is subject to less restimulation because
he pulls in fewer PTP's in his environment.  A case without good processing
gains has PTP's.  The way to handle them is by handling service facs.  There
is a way of listing for service facs that nails PTP's:

     1. "What's a safe assumption about your environment?"

     2. "What would be a safe method of handling your problems, here and now
        in life?"

This is only one of many solutions to this situation.  Such a question will
drop into your lap the stable datum that the person is using to hold at bay
various sectors of his existence.  So in that respect, it becomes a method of
destimulating the environment.  You wind up with what he uses to handle his
family, his job, etc.  Take the PC's whole environment to pieces.  Find out
where his life is in conflict and what it is in conflict with, in PT.  Get
what PT consists of.  This orients the PC and is good Scientology I.  [See p.
479, above, for a description of Scientology I.  Note also the similarity to
the PT environment list in expanded dianetics.] You should both categorize
things and locate them spatially.  This is good for the PC's itsa.  After you
have all of PT, use the above process on it.  You could plot the PT
environment out and find where most of the PC's problems are.  The PC gets
gloomiest when talking about this area.  The TA dies down as you keep talking
about it, indicating that there are more problems there than the PC can
confront.  He can't put any itsa into the vicinity.

     As the PC looks at the stable datum that he is using to hold sectors of
existence at bay, and as he finds out more about it, you will get his confront
on the environment increasing and increasing, as his ability to differentiate
comes up.  This is a terrific HGC approach.



                                      513

     Now that you know about the hot spots and fixated areas in the PC's
environment, you have subjects where he can't itsa.  You can assess by rising
TA to get a zone where there is a service fac in operation.  As long as one
can't itsa something, he will continue to have PTP's with it, so since the PC
can't confront the areas of rising TA, he will have PTP's there, make
mistakes, etc.  The frequency of PTP's is the measure of no-confront.
No-confront is caused by a substitute confront, which is a service facsimile.
It isn't that the thetan can't confront.  It is that as long as the PC has the
service fac, the things he is not-confronting can keep caving him in and
restimulating him.  Here is a lesson that you should learn about life:  Don't
stay in places that you don't want to keep confronting, because your
non-confronting will lead you to pick up a stable datum to do your confronting
for you in that vicinity, and the next thing you know, this is going to be a
gorgeous piece of mass and will give you more PTP's than you can ordinarily
count, and your life will become very restimulative.  The rising TA is less
observable than the PC's attitude.  If the PC hasn't got anything to say about
something, he isn't observing it.  Something is observing it for him, and that
something is a service fac.  Find this and run R3SC steps on it.

     If you are having trouble with R3SC, you have collided with the RI of the
PC's ongoing GPM.  It will still handle with R3SC, if with some difficulty.

     You use several assessments to get something to run on R3SC.  You can use
a scientology List One assessment or a discussion of PT doingness and
environment, with observation of where the PC goes downtone and where the TA
rises, indicating areas where the PC can't confront and itsa.  When you run
the brackets step of R3SC, you will get TA by as-ising stable data and letting
confusion fly off.  Do a thorough PC Assessment Sheet.  You can use the PC
Assessment Sheet to find out about the PC's PT, if you treat it as a leisurely
2WC activity, looking for TA action, not data, i.e.  doing it as an R3SC
assessment.  When dealing with this lifetime, let the itsa run free.  When
dealing with past track, control the itsa line very closely.  A  assessment
at Scientology IV is a rapid, bang-bang assessment.


L. Ron Hubbard


Type = 3
iDate=17/9/63
Volnum=1
Issue=307
Rev=0
rDate=0/0/0
Addition=0
aDate=0/0/0
aRev=0
arDate=0/0/0

SHSpec-307 What You Are Auditing




6309C17 SHSpec-307 What You Are Auditing

     We are interested in the total concept of what you are processing.  The
idea of old-time psychotherapy is completely useless.  We have always gone
along with the notion that the ideas of old-time psychotherapies had some
historical interest, but they are worthless.  All we can say for the old-time
psychotherapists is that they tried.  And they did give people the idea that
something could be done.

     In dianetics, we talked about the mental image picture.  This is handled
today with R3R.  It is great that we can now get any PC to see facsimiles,
just by getting the date and duration.  But the therapeutic value of dianetics
is limited, since it handles free track, which is relatively unaberrative.
The aberrative value of free track isn't enough to keep someone from being
clear or OT.  You could run R3R for a long time and never get there.
Frequently you can of course, heal psychosomatic illness with R3R.
Unfortunately, the wins you get with it are sporadic.  This makes it a
dangerous technology, since you will keep going on hoping for a repeat win.
It is an excellent piece of training technology, however, and it is very
useful for an assist.



                                      514

     R3N handles implanted goals and materials.  [See p. 414, above] People
keep on worrying whether the fact that they have implants means that they were
implanters.  What is the relative value of this implanting?  The value of it
is that, without a knowledge of implant goals and implanting, you can easily
get a PC's own actual track mixed up in then, and you will always be confused
on the subject.  An auditor would mess up the PC thoroughly if he ran an
actual GPM as an implant GPM or vice versa.  R3N is very good as a way of
teaching the form of a GPM.  It gives lots of practice getting rocket reads,
etc.  Implant GPM's have practically no aberrative value, compared to that of
a PC's own actual GPM's.  What implanters did was to take the form of an
actual GPM, as made by a thetan, and mock up a synthetic GPM with his own goal
(in some cases), and implant it.  Some implant GPM's were given several
times.  That was very confusing to thetans, because it was a parody and a
mockery of the thetan's own actions.  Implant GPM's were intended to key in
the thetan's actual GPM.  They were somewhat successful at doing this, but
they didn't manage to scramble up the actual GPM.  Undoubtedly, implant GPM's
influenced the thetan's postulate of his next goal, or some of his RI's,
however.  The implant GPM makes the thetan feel sad about the universe.

     But the implanter did us a favor, in that he gave us a training ground
that can be used to gain familiarity with GPM's without wrapping the PC around
too many telephone poles.  The implant GPM has no real impingement on the PC.
He has never been upset about its RI's.  But when you get one of his own RI's,
you will get charge off, cognitions, etc.

     An actual GPM looks more like the Gorilla GPM.  It is more "natural". TA
action lies in the actual GPM, because it is much much much more aberrative
than an implant GPM.  It is difficult to get at the actual GPM.  Finding the
goal of the PC has always been a struggle.  We have just speeded it up by
using the service fac to find the goal.  The service fac is "the top RI
(terminal) of the PC's actual PT developing GPM." The reason that the PC's
goal was so hard to find was that PT, bearing down hard on the goal, the GPM,
all its RI's, and particularly the RI's in PT, kept the PC sufficiently
over-restimulated that the TA was stuck.  And the rocket read is suppressed if
you can't immediately find the PC's goal.  All the PT sources of restimulation
are bearing down on the PT RI and oppterm, the last two items of the goal that
the PC has and is living with in PT.  This is all happening because of the
PC's own postulate: the service fac.  The mystery of stuck TA is the
environment impinging on the PT RI's, which are held there by the PC's
postulate.  So the PC is doing something there, and we have the service fac.

     When you find the service fac in its entirety, you have the top or next
to top pair of RI's in the PC's actual GPM.  The PC's own GPM will now RR,
providing you unburden it.

     Here is the situation:  The PC is very over-restimulated by PT, and he is
keeping himself super-aberrated with stable data like, "Horses sleep in beds,"
on the goal "to ride".  The PT goal is so overburdened by PT that if you find
a goal at all, you will find it 'way down the track at trillions 50 or
trillions 30.  If you try to run that one, the PC's bank goes, "Creak:" All
the back track charge is smashing him forward towards PT.  His attention is
pinned in PT, and the goal you have found seems unreal to him.  It is probably
a dichotomy of his PT goal.



                                      515

     R3SC, run successfully, occasionally gives a fall which you will see in
the next session as accelerated falls on everything you are running.  In the
next session, as you are nulling a list, you start seeing rocket reads.  The
bank has loosened up enough so that you are reaching locks as the PC
differentiates.  Soon you may get a rocket reading goal showing up, which
keeps rocket reading.  Now we have arrived among the last four or five GPM's,
not necessarily at the most recent GPM.  As they approach PT, the GPM's are so
restimulated and jammed up that it is hard to be sure that you have the most
recent one.  When you get a goal, e.g. "to hide", test it to see if it is an
implant goal.  If it isn't, oppose it.  You want the PC in good shape before
you do this, since you are about to drag him through three or four actual
GPM's.  Say you have the goal, "to have nothing worth taking".  This will seem
to be the PT GPM.  Check, "Who or what would oppose _______ ?", and get the
next goal.  You may have to do this again.  By now, the PC is very
uncomfortable.  Try to oppose whatever you get.  Keep doing oppose lists until
you get the PT goal.  Test it out thoroughly, and list for the latest terminal
of the goal, e.g. "not to be so slimy".  When you get the latest terminal, the
similarity or connection to his service fac will be clear.  He could have gone
over to the enemy camp, where he is about to start a new GPM.  The PC may, in
this case, be feeling pretty awful and may start rejecting the goal.  He is
dramatizing the RI terminal that he is in, which may oppose his goal.  The way
to run the GPM is as accurately as possible.  Just keep listing your way down
to the bottom of it, not missing RI's or getting off into other goals.  When
you get to the bottom, go around and run it back up, to get the remaining 50%
of the GPM's RI's that you missed on the way down.  Implant GPM's are all
backwards, but an actual GPM is "laid in" as it was lived.  So the bottom is
earliest in an actual GPM.  Don't go farther south than the bottom.  Otherwise
you might get into a foreign GPM.  Don't fool around too much at the bottom.
The goal throws the whole GPM into violent restimulation.  Don't find RI's for
goals you don't have.  That is the only thing that turns off a rocket read.

     Note that, with R3SC, you are looking for RI's with no goal.  So how long
can you keep looking for service facs without finding the goal?  Because you
are shredding up a rocket read, chewing it up.  There is some danger in it,
although the way it works, it is probably OK for 15-50 hours.  The phenomenon
of shredding up rocket reads doesn't start to appear until the PC's goal shows
up.  When the goal does show up, put it down prominently in a box, labelled as
a goal.  We haven't yet seen R3SC turn off rocket reads.  But the rule is
valid, so some caution is in order.

     Using this analysis and program, we have programmed OT well within reach
by making goal finding easier.  We have also found a method of straightening
out PT which is useful any time we run into trouble with running an actual
GPM.  The condition, when this happens, is that PT is now an overwhelm to the
PC.  So if you are running an actual GPM and having trouble, we now have a
handle:

     1. Scout out the possibility that we have run a bunch of RI's without
        goals.

     2. Do an ARC break assessment.



                                      516

     3. Do a case analysis checking for:

           a) Going into the next GPM.

           b) Skipped GPM's.

           c) Listing backwards.

           d) Implant goals.

           Etc.

     4. Run R3SC, assuming that the current RI is in restimulation.  Clear
        would be attainable then.  R3SC is a good way to end off an R3M2
        intensive.

     You can get the state of clear at any time, with one proviso:  The most
dangerous time to use R3SC is at the outset, before finding the first actual
GPM, because you are finding RI's for no known goal.  Yet this is also the
easiest time to run R3SC.  So the auditor must be alert for any rocket reading
goal.  If he finds one, he must mark it clearly.  He has to find out what goal
it is, because you only want to run the last goal, closest to PT.  The system
that you know as the service facsimile is the system that applies to every RI
in every GPM the PC has.  It is the system that has aberrated the PC.  All PCs
have done this.  The service fac cum laude for every GPM is the goal as an
RI.  It accumulates mass in the form of subsidiary RI's.

     The point where you look for the PC's goal is when, using R3SC, you have
rehabilitated the PC's RR.  You should always run a case on the latest point
of his aberration.  That keeps his PT cleaned up; it keeps his ruds in.  His
skills as an OT will slowly be rehabilitated.  He advances as a being, in
relation to PT.  Therefore he advances smoothly and calmly, with regard to
PT.  You won't get flukey manics turning on and off (roller-coastering)
because of dropping earlier on the track than is real to the PC.  This, in
fact, is the cause of manic behavior.  The PC's ARC is down because of
unreality, which occurs when he is run over his head, so he can't cope with
the aberration that is thrown at him.  It is actually doubtful that the PC
could make it to OT unless you continually handled the aberrative factors of
PT.  It is best to cut the case back from PT.  This gives a better reality
factor and smoother, stabler gains.  Running smoothly, cutting back from PT,
cuts down the time you will require, also.  The PC will be cogniting on PT,
having wins, etc.  No PC ever really progresses beyond his PTP.  That is the
secret of processing.

     At any given moment in auditing, the PC is introverted at the level of
what is now live in PT.  His thinking about PT is colored by and introverted
into the RI's that he is sitting in, so they can discharge against PT.
Therefore, his power is consistently and continuously cut back to practically
nothing.  We have to handle this.  The PC's perception of what actually is a
PTP improves with time, so he is seeing bigger and bigger PTP's, as we go back
along the actual GPM, [or as he progresses in auditing.]  All progress is
measured by the PC's ability to perceive a PTP.  The measure of a PC's power
is the extent of his PTP.  It isn't how far he can reach.  It is how wide his
PTP is.  In every case, it is the PC's reaction to PT that is creating the
problem.  Beyond that, there are no problems.  As RI's are peeled off the GPM
and new RI's come up into PT, new problems appear to the PC.

     The PC is being an RI, and therefore it is his service fac.  Underlying
it is many more RI's, his current GPM, etc.  Fortunately, there are only
twenty or thirty actual GPM's on the whole track.  This puts us on the sunny
side of a thousand hours to OT, and perhaps even within 500 hours of OT.



                                      517


L. Ron Hubbard


Type = 3
iDate=18/9/63
Volnum=1
Issue=308
Rev=0
rDate=0/0/0
Addition=0
aDate=0/0/0
aRev=0
arDate=0/0/0

SHSpec-308 Saint Hill Service Fac Handling




6309C18 SHSpec-308 Saint Hill Service Fac Handling

     It is adventurous to go in to handle something, like the mind, without
knowing what you are doing.  Every case and every practitioner in the field of
the mind has been concentrated on one aspect of existence and dedicated to
observing existence only through that aspect.  So no wonder little has been
discovered, and less applied.  Knowledge about the mind means freedom for life
and beings in this universe.  Therefore, anyone who is after enslavement is
also in favor of ignorance about the mind.  There are two ways to make people
ignorant:

     1. Deny any information at all.

     2. Substitute false data.  This is an easier and more effective way.

Add to this the fact that:

     3. Everyone is mired in his own favorite data

and you've got a good trap.

     The way to overcome ignorance is to find the precise mechanics that apply
to all minds, because this will be a broader truth that overrides all the
minor data on which people are fixated.  False relay of the basic truth,
dropping out bits, could again make a slavery, because it would deviate enough
from the generally recognized broad truth and degenerate into opinion and
fixed data.  This is the difficulty that scientology has had to deal with over
the years.  The solution is results, because once the technology is producing
results, you get no arguments.  So the whole contest has not been for the
achievement of certain truths.  We have had these for years.  Rather, the
contest has been for workability, so that we can get an application of those
truths, so that we can get a rapid release of attention from "favorite data"
and so that there is a demonstration that by using the truth, a greater
freedom is attained.

     The one reason why you can't get a PC to see that he can get a release of
attention by virtue of applying general truths is because of his favorite
data, his fixed idea.  He considers that any other truths have to agree with
this favorite idea in order to be true.  He is sure that all horses sleep in
beds.  This is not only his fixed data; it is his total data.  Any data that
doesn't contribute to it, he will discard.  To a person with a service fac,
his idea of truth is whether something fits his idee fixe.  A person may have
his attention fixed to a varying extent.  So a person whose attention is not
totally fixed may obtain fringe benefits from studying scientology.  To the
degree that a person's attention is fixed, he is not able to explore the
perimeter of his ideas and therefore cannot see a greater truth.  So he is
more entrapped than someone who is less fixed.  The greater the fixation, the
closer to psychosis.  Psychosis is the state in which the individual has only
the idee fixe.  The degree of enslavement is the degree to which the
individual is fixated on the fixed idea.

     If you try to communicate a datum to someone with a very fixed idea, the
datum will be received as false, unless you indicate the fixed idea.  If you
communicate some idea that fits with the fixed idea, it will be accepted as
true.  It could be that any other datum you then communicate will be taken as
true.  But these data will not be inspected.



                                      518

     False data is worse than none, as far as entrapment is concerned.  It is
like putting up a sign pointing over a cliff and saying, "This way lies
freedom." One can only get fixated on falsehood, never on truth.  Truth is an
all-freeing mechanism.  If freedom is not obtained, the truth in question must
be to some degree limited, either in conception, reception, or application.
Therefore, anything you are worried about must have a falsehood connected with
it.  There is always a lie connected to anything that you are having trouble
with.

     A session goes well if and only if you get TA action.  The discovery that
a PC's case gain can be measured directly by TA action seems simple, but it is
an advance in technology beyond anything in the past fifty thousand years,
since it takes judgement of improvement out of the realm of opinion and
possible inability to observe, on the part of the auditor or the PC.

     All confusions and masses must be there because they are held in
abeyance, so far as observation is concerned, and will not as-is, because of a
stable datum.  A stable datum prevents observation of the environment or these
masses, and therefore accumulates masses.  What is wrong with a mind is that a
stable datum is a substitute for observation.  A person:

     1. Ceased to inspect.

     2. Fell back from living.

     3. Let everything go to pieces.

     4. Chose a stable datum instead of inspecting.

     5. Got an accumulation of mass and confusion.

When you shake up the stable datum by taking apart some of its ramifications,
confusion can start to flow off.

     The amount of TA determines whether or not the PC had a good session, no
matter what the PC says.  There is no opinion about it at all.  Good TA means
that the PC will feel better.  Bad TA means almost invariably that the PC
won't feel good.

     "A stable datum is held in place by the confusion it's supposed to
confront and doesn't." Instead of remedying the confusion, as it was supposed
to do, and as inspection would have done, it collects more confusion.  Like a
dam, the more confusion it is supposed to hold in place, the more confusion
batters at it, so the more confusion accumulates around it, like twisting a
fork in a bowl of taffy.  Modern science and other mental technologies have
taken a stable datum that Man is an animal and that the mind is a brain.  The
idea that Man is mass is a stable datum in a confusion, that is persistently
dramatized.  Try to tell the modern scientist about stuck flows, and he will
think that you are giving him a lecture on blood and the causes of coronary
thrombosis.  They can't be taught until you get them to inspect some thoughts
that they have had about brains.  Modern science has "Man equals the brain" as
a stable datum.

     What can you do for someone who is totally bound in and fixated, to the
point where he is being a stable datum?  You could take a datum of enormous
magnitude and hold a gun on this person and say, "Believe it, or we shoot
you!" That substitutes a force-datum for inspection.  Ultimately, it fails,
because it is just another stable datum with an associated confusion.  That is
why I.Q. usually deteriorates with years of schooling, since "modern
education" is usually just laying in more and more uninspected stable data.
You would have a whole new area of education if you said, "Look over this data
and sort out what is true in it." You should have the student inspect data and
find what is right or wrong about it.



                                      519

This is of limited usefulness as long as everyone has his own fixed idea by
which to tell rightness from wrongness.  Another way to go about it would be
to free up people's ideas, so that their perimeter of inspection increases, so
that they can inspect the data that lies before them.  You lead them up with a
disciplined action that leads them to their fixed idea.  When they have
spotted and disposed of that, they are free to inspect and move up to higher
levels of truth.

     Therefore it is important to find the PC's central fixed idea as soon as
possible, thus freeing him to inspect more broadly.  You free a being by
freeing him, not by making him wiser.  Exteriorization and even the state of
OT depends on getting greater freedom, not more wisdom, because with the
freedom, wisdom will be attainable and will take place anyway.  By
concentrating on the wisdom, you are all too likely to fall into the idea of
the implanted stable datum.  Freeing attention leads to freeing the being,
since all that can trap a being is his attention.  A thetan can only trap
himself by:

     1. Being unwilling to confront things that are not interesting to
        him.

     2. Being unwilling to back out of situations in which he has lost
        interest.

     3. Being unwilling to move off and go his way but still, somehow, be
        responsible for where he was.

Various combinations of the above lead to the individual trapping himself by
leaving some inanimate postulate in his place, to confront confusions for
him.  E.g. "I have an unconscious mind that does all that." The unconscious
mind is that totality of stable data that is holding back that totality of
confusion that the individual is no longer aware of but is still doing.

     So when you are looking for the PC's service fac, you will be looking for
that on which his attention is most fixated in PT.  Fetish objects are just
things associated in some way with a person's service fac.  Any cousin to the
service fac that you find will give you TA, as the confusion can flow.  The
service fac is the last pair of RI's, formed at the top of the last
(truncated) GPM postulated.  It has a lot of locks and "cousins" which you
will be able to pick up first.  It is actually impossible to find the exact
pair of items as the service fac.  The PC has to know that they are part of
that GPM before he will recognize them.  They must be seen as part of the
bank, before they are recognizable to the PC.  They have to be related to the
last goal and to the last two RI's.  You need these three data in addition.
You won't find the service fac, but try anyway, because that is where you will
find the last actual GPM.  It is those two top RI's that have the PC so
restimulated that PT is restimulative and his TA won't move.  So you have no
choice but to find the PT goal of the PC.

     Having found the goal, find the top oppterm of its GPM by asking, "Who or
what would be the latest idea formed, concerning this goal, 'to catch
catfish'?" Make a reasonable-sized list.  List it to clean needle and null to
a reading item.  Prepcheck it after the PC has cognited for awhile.  Then you
might see it rocket read.  The difficulty in finding PCs' goals has always
been in getting them to rocket read.  You can do this whole operation with
only ticks and no RR, until you have prepchecked the top oppterm.



                                      520

     Here is how to do it:

     1. Find what you hope is his service fac.  This gives you enough TA so
        some charge is off.  Hunt and punch around until you know you've got
        something that will get good TA action, either on "right/wrong",
        prepcheck, or something.  Don't do anything with it.  It is not the
        real service fac.  This keeps the PC's tone and morale up, by virtue
        of getting some TA off it, or by having the promise of getting TA off
        it.

     2. Start looking for the GPM.  If things bog down while looking for his
        goal, you can still run the item from (1) for awhile and give him some
        TA.

     3. This could go on for a couple of sessions, until you get a goal that
        ticks and that keeps going, "Tick!", which reads as an actual goal,
        probably from the past track.  It is not likely to be the PT goal.
        So:

     4. Use goal-oppose to get up to PT.  So you oppose the goal, do the same
        check on it, then oppose that goal and get another one.  Check each
        new goal found as being for sure an actual goal.  Check if it is the
        PT goal.  The PC will be very interested in what you find, since they
        are his actual goals.  Keep doing this until, eventually, you will
        reach his PT goal.

     5. When you reach his PT goal and you oppose it, the list goes nowhere.
        It keeps developing more and more TA.  The PC won't ARC break, because
        you are listing towards his future postulates, and unburdening the PT
        goal.  By the above phenomena, you know that you have the PT goal.

     6. You check this; make sure it is the PT goal.

     7. List for the top oppterm, which may or may not be opposed yet.  You
        could find out where the PC is on the GPM by asking him if he has
        started to oppose the goal yet.  List to a clean needle, null it.
        Don't have two RR's on the list, etc.  Don't be too concerned with
        whether or not it is really the top oppterm.  The top oppterm will
        most likely give lots of needle action.  When you hit the top oppterm,
        the needle goes mad.

     8. After you have given the PC his item, you sit still and let him
        cognite.

     9. Put in big-mid-ruds on the item, as far as you can.

    10. Call the item; you will probably see it rocket read.

That is a fast, slippy way to get into the PC's current actual GPM, starting
with R3SC.  When you are on the goals finding step, check over any goals that
the PC may have mentioned earlier, that were seen to fire then.

     Having found the PT goal, you are ready to take the bank apart.  That
first RI accounts for all PT restimulation.  The reason why we haven't been
able to find goals on PCs is the overburden of the top terminal and oppterm
accumulating all the debris of PT and masking the top GPM, or any GPM, for
that matter.  Because of this masking action, we used to have to find goals
with ticks, instead of rocket reads.  When the top RI's and their accumulated
mass are gone, you are ready to roll right down the bank and back up again.
The PC gets TA, TA, TA:  Now he's got a new problem:  We are in a new GPM and
can go get it in the same way.



                                      521


L. Ron Hubbard


Type = 3
iDate=25/9/63
Volnum=1
Issue=310
Rev=0
rDate=0/0/0
Addition=0
aDate=0/0/0
aRev=0
arDate=0/0/0

SHSpec-310 Summary II: Scientology 0




6309C25 SHSpec-310 Summary II: Scientology 0

     [Note: Summary I was probably 6306C19 SHSpec-276 "Summary of Modern
Auditing", pp. 421-423, above.]

     In the material covered since 24Ju163, plus CCH's and touch assists, we
have basically all the material in scientology.

     Every level of scientology contains, in vignette, all the levels of
scientology.  Scientology 0 deals with the problems, confusions, and
wrongnesses of existence, with the identification of those zones of chaos,
falsity, and upset.  People go around thinking that healing, including mental
healing, is all solved.  Scientology 0 points out that they are unsolved
areas.  This level is easy to work with, because all you have to do is to find
falsities and wrongnesses.  It is a matter of degree how much you reveal and
point out.  You don't want to open up too much Scientology 0 too fast.  This
requires judgment.  It is a level that has no TA in it, unless you talk about
false solutions.  It is better to talk about solutions than problems.  Don't
imply that there are only problems.  This gives the audience no TA.  The last
stable datum anyone can get in is a tolerance of a terrible condition.  It is
best to talk about false solutions, but this is Scientology I.  Scientology I
gets the false solutions off.  Scientology 0 just recognizes existing chaos.
A typical question on Scientology 0 would be, "Do you find your home noisy? Do
you like your job?" The idea is to give the person the idea that his life
might be better.  That is the sole therapeutic action of Scientology 0:  hope,
instilled by identifying problems and giving a faint hope for change.  This is
quite workable.  This level says:

     1. There is a problem.

     2. Maybe something can be done about it (hope factor).

A view of Scientology 0 is a view of the world as it exists.  We need this, as
a legitimate level of inspection.

     Scientology 0 is in processing, to the extent that, in order to find a
service fac, you have to find what problems the PC has.  That is the
Scientology 0 factor, at that level.  A little of this goes a long way.

     In all auditing, you have to keep the H-factor in.  Scientology 0 is very
acceptable on a public level, if you keep it very mild, as far as the degree
of hope you offer is concerned.  If someone comes in with all sorts of
problems, take only one and tell him that maybe you can do something about
it.  Pick out some small possible gain and put some hope in on it.  A person
can have this.  He can give up just a little of his service fac, so this gets
around the service fac a little.  Don't promise the sun and the moon.  That is
too much.  It is unacceptable. It threatens his service fac.  So what you've
got to do is to take one thing and put in a very little hope.  That is
acceptable.  That is confrontable.  You have to judge what is confrontable,
and give him neither too much nor too little.

     If you ever gave somebody a drill on Scientology 0. you would give him a
long list of confusions and have him pick out the one or ones that people
could confront.  There always something that you can get a PC to confront, on
any dynamic.  The trick is that there is something to be done about any
condition, that the person can do.  The elements of hope are:

     1. There is something that can be done about it.

     2. There is something that you can confront and do about it.

In processing, if the PC gets in trouble, just getting him to tell



                                      522

you about it can raise his tone level, because that is doing something about
it.  In Scientology IV, never force the PC forward.  If the hill is too steep,
don't push.  Be willing for the PC not to do it.  But at Scientology 0, find
something that a person can do and get him to do it.  Remember gradients when
giving advice to people.  If you advise people this way, your advice will be
followed, and you will win.  Don't ever suggest that they do something that
they "know" "can't be done".

     Nobody ever gives anybody anything they can do, in social work.
Consequently, you get socialism and total indigence.  And you get social
workers who go terribly downtone, because they have given the client an
overwhelm and ARC broken him by telling him something that he knows can't be
done, because of some stable datum that he has adopted.

     At Scientology 0, it doesn't matter if you put the itsa line in or he
does.  Even in R3SC, you can offer things to the PC that you noticed had
gotten TA and run them.  They may be quite confrontable things and therefore
not really the service fac, but you could get TA running them.  A person who
can only confront getting mad at the auditor, can confront getting mad at him
because he is the person's best friend.  This is the secret of the ARC breaky
PC.  He is ARC broken in the world at large, and it is safe to get mad at the
auditor.  People may get mad at their friends, because that is all that is
safe.  [Perhaps marital squabbles exist by virtue of this mechanism.] The
Scientology 0 aspect of existence is that you don't tell people about problems
that you know are unreal to them, that they can't do anything about, and
expect them to be enthusiastic about doing something about them.  People
aren't even capable of observing an existing condition.  They destroy one's
stable datum that "seeing is believing", or that if people just saw something
with their own eyes, they would believe.  They don't even see.  That's the
trouble.  Don't ever bother to try to prove anything to a person with a fixed
idea in an area.  Even if he sees it, he won't believe it.  There is no
ability to observe.  There is only a generality or service fac, instead of
observation and judgment.  This person is incapable of asking, "What is the
situation?" The easiest thing to relay, then, is an idea that doesn't violate
the reality and confront level of the person who is receiving it.  If he can't
look, he can get something trustworthily looked at.

     Someone who can confront only in a small area will be able to be
effective only within that area.  When his confront comes up, he will get
larger problems to handle.  He will solve these problems, if they are the real
problems, and not some lower-scale mockery.

     To have real justice, you have to have the real situation actually looked
at, as unbiasedly as possible. If all during your career in this universe you
had only operated on the real facts, you would be in fine shape.

     If you are going to have a group operate on any cleared level, you've got
to take the service fac out of the group, as far as you can.  The
characteristics of a service fac are:

     1. Non-observation

     2. A generality substituting for judgment.

You can't utterly remove those on an absolute basis from all situations
everywhere, but you can go a long way in this direction.



                                      523

The formula for successful handling of a case or of a third dynamic is:

     1. What is the situation:

     2. What part of it is potentially confrontable?

     3. What part of that can someone actually do something about?

Neglect of this can give you case failures.  That is the usual reason for case
failure:  Someone made an inadequate observation of the confusions of the case
and didn't handle the case on the basis of what the auditor and PC could
confront.  The auditor should look over two aspects of a case:

     1. Problems and difficulties that he can see in the case.

     2. The ones the PC can see.  These are often quite different.

There is a certain level of PC difficulties that the auditor thinks is
confrontable, and then there is what a PC thinks is confrontable.  If the
auditor pays no attention to the PC's view of problems and difficulties, he
will have some loses.  There is also the question of what the auditor can
confront about the case, vs.  the PC's view of what part of his problems, as
he sees them, he can confront.  Then there is also the level of doingness the
auditor can confront and the PC's idea of what he can do about those
difficulties he can confront.

     Thus there are six factors in the auditor-PC relationship at Scientology
0:

     1. Difficulties the PC is in that the auditor can perceive.

     2. What the auditor can confront.

     3. What the auditor is capable of doing about it.

     4. The PC's estimation of his difficulties.

     5. Which difficulty is confrontable for him?

     6. What is he willing to do about it?

You can get case failures by mis-estimation of any one of these.  This becomes
quite important when you can't get TA action.  Then a little discussion with
the PC can be very enlightening.

     The greatest use of this survey is in odd advices to PCs.  Advice is
something we ordinarily ignore because of fear of evaluating.  But Scientology
0 is the level of giving advice.  Using the above survey would make you a very
successful advisor, whose advice would always be followed:

     1. Get an estimation of the problem situation.

     2. Find what part, no matter how small, he could confront.

     3. Get what of that he can do something about.

     4. Get what he could do about that.

     5. Tell him to do it.  When you find out what the PC can do, be militant
        about his doing it.

He will think you are a genius.  But you are just getting him to actually
estimate the situation and do what he thinks he can do about it.  When someone
acts on that, he gets a larger reality, more confront, etc.  The cycle can be
repeated, after being successful once.  The only difficulty is that PCs'
confidence can rise faster than their real doingness.  Sometimes PCs
overestimate their confront ability, so undercut what they think they can do.
Just get them to do that point that they can do, and you will have agreement,
because you haven't told them anything that they think is false.

     Scientology 0 is the level at which one gets an estimation of the case or
situation.  If you can get the other guy to estimate the situation, you seldom
have to.  Scientology 0 deals with confront.  Life is successfully lived with
Scientology 0 well in.  You probably came downscale just because it was out.



                                      524


L. Ron Hubbard


Type = 3
iDate=26/9/63
Volnum=1
Issue=311
Rev=0
rDate=0/0/0
Addition=0
aDate=0/0/0
aRev=0
arDate=0/0/0

SHSpec-311 Summary III: About Level IV Auditing




6309C26 SHSpec-311 Summary III: About Level IV Auditing

     Do not underestimate the difficulty of R3 processes that look for the
PC's goal.  What saves our bacon is R3SC, which permits unburdening of the
bank by removing the two top RI's.  R3SC gives you a variety of locks, which
can be called possible service facs.  You get perhaps five or six of these.
Pick the one that gives the most TA to list goals on.  It won't be the RI, but
it will give you the entrance point for the goal.  Then you can try to find a
goal which that fits, by asking, "What goal would/might relate to (possible
service fac, obtained from R3SC)?" The over-restimulation of the top RI's was
what made finding the PC's goal difficult and prevented the goal from rocket
reading.

     To parallel with processing what the mind is doing has always been the
basic mission of processing.  The mind is holding in the PC's two postulated
RI's, based on his most recent goal.  On top of those, we will have locks.
Finding the locks takes charge off the RI's.  We list goals against a lock
that gave good TA.  Since it has been unburdened, the goal can rocket read.
If you get the wrong goal, i.e. too early a goal, you can oppose it to get up
to the PT goal.  Note that a PT goal is not very high-toned.  It tends to be
a pretty degraded one.

     When you've got the PT goal, you want the top terminal.  This is hard to
find, because the GPM is truncated, incomplete.  You can find out roughly
where the PC is in the GPM and get the terminal, by getting the PC to list,
"What are you in PT that relates to (the goal)?" On all other GPM's, you can
ask for the top oppterm, but not in the case of the PT GPM.  This is the
truncated GPM.

     The programming for any actual GPM, whether a totally formed one or a
truncated one, is to find the top RI's, go down through the GPM to the bottom,
and take out the bottom-plus-one RI.  You may have to find the next goal to
get the bottom oppterm.  You want the goal as an RI discharged, and you want
what it opposes totally flat.  You want the PC totally out of that bank before
you repair it.  You do it this way, because the goal as an RI and its
opposition hold everything fixed and rigid in the bank until they are gone.
Go all the way down; then come up.  Check the items you found on the way down
to see if any are still ticking.  If so, they came from an incomplete list.
Abandon that item and complete the list it came from.  From this, you will get
a whole new series of RI's to do.

     The reason why we don't go from the bottom of the bank to the top is that
the goal is part and parcel of every RI.  It you listed starting at the
bottom, from the goal as oppterm, you tend to beef up the whole bank.  You
throw every RI alive, and the PC can't reach them.  He will have a very heavy
time.  You could find yourself getting turned around and heading for the
bottom of the bank again.  It is easier to go from the top down, partly
because the PC has been implanted with thousands of GPM's backwards.  The main
reason is that the PC is more interested in the later RI's than the earlier
ones.  Also, you are unburdening as you go down.

     Coming up past actual goals, while doing the goals oppose lists [See p.
520, above], restimulates the PC more than if you just got the PT goal right
off the bat, but this procedure is acceptable, so long as you don't try to run
some far backtrack GPM.  If you foolishly start to run one, you are committed
to running it all the way out.  And it will be difficult, since it is unreal
and inapplicable to his PT condition.  It is a great strain on the auditor
and the PC.  The only reason why you get old backtrack



                                      525

GPM's being restimulated in PT and coming up, for example, in R3SC would be
something like:

     1. The past goal may be some kind of dichotomy with the PT goal or with a
        goal near PT.

     2. It seems safe.  It is far from anything that is wrong with the PC.

Even if the goal you were running turns out not to be the PT goal, finish
running it.  Then take another shot at the PT goal.  When you have the PT
goal, start listing for the terminal of the first pair of RI's.  Then go right
on down the PT GPM.  Clean out the whole bottom of the GPM.  When you have
cleaned out the whole PT GPM, you have to find the goal of the next GPM down.
Then [find] the top oppterm of this goal.  That is easy.  You just ask, "Who
or what would (the goal as an RI) oppose?" Then, despite the PC's protest
about it, go back and clean up the PT GPM, picking up any RI's that you missed
on the way down.  When it is all cleaned up, you can put a polish on it by
prepchecking the auditing of it and prepchecking the goal.  Sometimes the TA
will go up and stick, because the PC's interest is in the next bank down.  All
you have to do about this is to call it to the PC's attention, and the TA will
come down.  If you don't finish up a GPM, it will give you trouble from then
on.  When you do your next GPM, do the same -- top to bottom and clean it up
in reverse.  When you get two or more items ticking on this step, always take
the one nearest the top and work on it.  Say you have three items ticking as
you read the line plot.  Take the top one.  Then you won't have to worry about
the other two.  They will fly off and cease to be part of the list.  Recheck
for ticks, etc., until there are no more reactions.

     Get the idea of a short-circuited electric blanket 35ft by 3ft by 10ft,
coal-black, or fuzzy black with grey undertones.  Sometimes it is grey.  This
object is one actual GPM of the PC's.  It is made of ideas.  Both a GPM and a
block of concrete are "ideas".  If you get an actual GPM out of sequence and
get items out of other GPM's, they pile up on the PC and jam here and there.
A PC can get GPM's out of sequence and maul them about.  Say you have a carpet
of these things that stretches about a mile.  At the bottom is the earliest
past. Say you take the third from the beginning of track and insert it between
the third and fourth GPM's back from PT.  Now criss-cross the items from the
early GPM with the items from the fourth GPM back.  When you do a case
analysis, you park two of the GPM's over to the left.  Now you find more items
in the GPM that is ten back.  You find wrong items, and it goes out of gear
and is thought of as long in the past.  It goes out with three that are
twenty-five yards away.  This is longshoremen's work.  In livingness, the PC
may have found a new use for an old goal.  He may have pulled it out of line.
So an auditor gets at it, goofs, and you have debris all over the place.  It
is a mechanical proposition, like diving into tar pits.  It is that physical.
When you run a GPM correctly, the PC will start getting repetitive rocket
reads, as the GPM folds up.  As the PC's perception comes up, he can start to
see the GPM discharge and fall apart.  Sometimes you have to run two or three
GPM before he sees these things.  The further back on the track GPM's are, the
bigger they get.  They are like black islands.  The PC can energize the whole
thing by raking his thetan paws over it, grubbing around in it.  Sometimes he
activates his own suppress, and it all goes black.  Sometimes the PC gets into
a "creak" of BPC in his vicinity, where he feels pulled or pushed into an odd
shape by unidentified BPC.



                                      526

     When a PC is in trouble, you have a new tool to use: analysis of whatever
you've got.  For instance, when you find an RI, before accepting it do an RI
analysis on it:

     1. Make sure there are no bypassed RI's.

     2. Find out whether it came off an incomplete list.

     3. Find out whether the wording in it is correct.

     4. Find out whether its position in the bank is correct.

     5. Find out if it is from the right goal, i.e. not from some other GPM.

If one of these reads, finding out now saves time and trouble.  It is the same
with a goal.  We want to know if it is an implant goal or an actual goal and
whether it is in the right place, etc.  Don't expect an analysis to be
completely valid, however.  The case can be so charged that nothing reads, or
that not enough can be seen to sort out what is there, because of charge.  So
we have the rule:  Complete process cycles of action begun on the PC, given
available time.  And when you do a case analysis, do it and then complete what
you were doing before you did the analysis.  E.g., you were opposing
"catgut".  The PC is in a creak.  You do a case analysis and find out that you
had a wrongly-worded goal.  Fine.  Now go back and finish opposing "catgut".

     Case analysis has shown up the fact that auditors have Q and A'd by
finding something wrong, going off to fix it, and then never completing the
action they were previously on.  This would be enough to keep PCs from going
to OT.  The case analysis is there to take the creak out, not to be followed.
It is the same situation as with an ARC break assessment.  You want to find
the BPC, not to do something about it.  If you get a case into a repair
session with lots of incomplete cycles, which is now in the middle of
something else, finish what the PC is in the middle of, because that is where
his interest is.  Or take the cycle the PC's attention is stuck in.  Do that
one first.  This is not necessarily the earliest cycle left incomplete.
However, sometimes the PC's interest is in the case analysis, and the
auditor's interest is in the case analysis.  It is more interesting than
hod-work.  The PC wants to lay bricks and make things pretty.  If you find out
that the item you are listing against is wrong, don't try to complete the
list.  Complete the earlier list that you got the wrong item from.  The
general rule of completing auditing cycles of actions begun on the PC needs to
be applied, using one's judgment about importances and working from
fundamentals.


L. Ron Hubbard


Type = 3
iDate=15/10/63
Volnum=1
Issue=312
Rev=0
rDate=0/0/0
Addition=0
aDate=0/0/0
aRev=0
arDate=0/0/0

SHSpec-312 Essentials of Auditing




6310C15 SHSpec-312 Essentials of Auditing

     The relay of information from one mind to another is communication,
education.  Therefore, the ARC triangle operates.  If you can take effort out
of the comm line, you can normally get a fast, accurate comm line.  But when a
comm line loses enough mass, it becomes unstable.  That is what happens with a
verbal data line.  Sometimes there is data on tapes but not in bulletins.
This is unfortunate, since sometimes there is data in the tapes that could
make all the difference.  But you can't hold a duplicatable standard because
it isn't down anywhere in writing. With no-mass data, e.g. verbal data, it
gets altered in the relay.  There is always some data that escapes the solid
comm lines, so you can't get all the data.  For this reason, you have to
reduce things to their fundamentals, keeping what is important.  You can
always have communication of fundamentals, both for educational purposes and
because to reduce something to fundamentals makes one understand it better.



                                      527

     The relay of data from mind A to mind B is susceptible to many
alter-ises.  There are almost as many sets of alter-ises as there are minds
for the data to be transferred through.  This also occurs on the time-stream.
We probably have very little grip on what was thought in 1800.  There was a
tremendous change in manners in the U.S. because of the telephone, movies,
radio, TV, and the automobile.  You can overload a comm line by putting too
great a volume of data on it, so that it doesn't communicate.  The door to
learning can be shut that way, too.  Students sometimes feel overwhelmed by
data and long for some fundamentals.  An overloaded comm line is overloaded
because of insufficient time to peruse the material being communicated.  You
can also have too little or too varied communication.  Scientology's data is
basically research data, at present.  It is not yet sifted and clarified into
fundamentals and less fundamental data.  We started with the definition of an
auditor as "one who listens and computes".  Thirteen years later, it turns out
that "listens" is the fundamental, not the "and computes" which was part of
the original definition.  In the meantime, a lot of other data got added
which, in fact, was only added because there was insufficient understanding of
the original definition.  There is a datum in the sciences:  A subject has
arbitrary data in it in direct proportion to its distance from the actual
comprehension of its basics.  So you get into pure opinion and arbitraries, as
in art.  There is nothing actually known about a subject when the subject is
nothing but opinion.  Opinion present is proportional to knowledge absent.
For instance, when psychological testing requires the opinion of the tester,
you know that nothing is known.

     A developmental line is an ambitious, self-critical line which is trying
to achieve a parsimony of information.  The data keep condensing and becoming
more fundamental, with importances well evaluated.  This evaluation factor is
missing in other philosophies, e.g. that of Krishnamurti.  krishnamurti on
"time" is great, but it is not evaluated for importance by him.  It isn't true
that you are studying LRH's case.  The struggle has been to rise above one's
case and the colorations given by the condition of this planet, etc.  This has
been quite successful.

     Whenever things get more fundamental, a bucketful of items drop out,
which can make one wonder, "What is stable, from the past?" The stable data
are the Axioms, the Logics, and Prelogics, the fundamental material of the
Philadelphia Lectures, and the behavior of a thetan.  The only thing changed
was the idea of exteriorization.  What will a person do, when brought to a
point where he doesn't have to be in a body?  We used to think that he would
move out of his body.  This is not what he will do.  He will move his body off
of him, because we have changed him upscale to where he could hold a
position.  The Factors, and ARC triangle, and scales of all sorts -- these are
stable.

     What has altered is applied technology, not the theory.  Better, more
efficient ways of applying the theory have been discovered.  It is
re-evaluation of data as applied tech that you are seeing.  And because you
are studying to become an auditor, not a theoretician, you need to know
application.  What gives you a headache, if anything, is trying to apply the
theory to a case so as to get a result.  All your bulletins are addressed to
this subject.



                                      528

     The data that you are using to square away an aberrated student or PC has
to be absolutely, fundamentally true.  The Project 80 HCOB [Actually, HCOPL
21Aug63 "Change of Organizational Targets -- Project 80, A Preview", p. 1,
where "Scientology" is defined as "The common people's science of life and
betterment".] drew some criticism because of one phrase: "the common people's
science of the mind".  Oddly enough, this is the one inaccurate phrase in the
bulletin.  The critics didn't spot that fact.  They just objected to the
phrase.  The mind tends to fixate on those things that contain an alter-is of
truth.  And an alter-is of truth is the thing that most resists the truth of
the situation.  It is an aberrated stable datum.  Where you have a slightly
altered truth that you try to give to someone who has already got an altered
truth on the same subject, the two will come into conflict, which promotes all
sorts of bad applied technology.  It is like trying to drive a truck through a
truck, when you have two alter-ised truths in conflict.

     To try to understand an aberrated datum through another aberrated datum
results in complications.  So if you are studying a body of data that has any
alteration from the fundamental that should be there, and you have an
alteration that is contrary to the altered datum that you are trying to
assimilate, you get a dog's breakfast.  You never look at what is wrong with
the datum that you are trying to assimilate.  The conflict won't resolve,
because you have a vested interest in trying to make it fit with an aberrated
datum.  You get conflict of aberrated data against each other, overlaid with
opinions.

     You have a PC, who is a gold mine of aberrated stable data.  If any datum
which you are using to solve that case is the least bit curved, the case won't
resolve, but will develop new complications.  Therefore the mass of technology
that grows up in scientology is centered around applied technology.  You get
masses of data that subside when a fundamental is clarified.  So the greatest
possible truth has to be used in application.  Hence research is directed at
finding the clearest fundamental possible.  We have gone a long way and have
made great gains, but we still have to cope with the randomity in the person
who is assimilating and trying to apply the data.

     "If you, in assimilation of data, are assimilating, to the slightest
degree, data, up against a miscomprehension or an allness, which you are
putting in place of the auditor, you don't get an assimilation.  You have
difficulty assimilating the data.  But you can assimilate the data.  Your
trouble comes when you turn around and take the data you've assimilated and
altered in some fashion, and then try to apply it to the case that is sitting
in front of you.  The alter-ises in that data will then bring about a
non-resolution of that case you are confronted with.  The only solvent is
truth.  Even though absolutes are unobtainable, truth, in a very refined form
-- the purest possible -- is the only thing that will resolve cases all the
way, because it is the one thing that the aberrated case cannot argue with."
Therefore you as an auditor, desiring results, have no business twisting the
technology.  There is, fortunately, a considerable zone of tolerance that
permits the tech to work, even when it is imperfectly applied, as long as you
stay within this zone of tolerance.  But the tech has to be as nearly perfect
as possible.  The tech, heretofore, was too imperfect ever to work.  It has
been LRH's task to bring about a recognition



                                      529

of fundamentals that is sufficiently great and a tech that is sufficiently
great to overcome a lot of this alter-is.  This task is a thousand times
greater than the task of simply presenting what is necessary to resolve the
case.  We have to present if so accurately that the PC can still alter it and
the auditor alter it, and still have a resolution of cases.  This is an heroic
problem.

     The amount of difficulty that you have with cases is directly
proportional to the amount of aberration or alter-is that you are adding to
the data that you are trying to apply.  It is also [inversely] proportional to
the purity and assimilatability of the material that you are asked to study.
That is a tough one, but it is pretty well handled.  The way you solve
solutions is solutions.  Wherever LRH has made a little mistake or a wrong
emphasis, there has been trouble, because the additional alter-is added by the
auditor takes it far enough from truth to make it flukey to apply.  [LRH, in
describing some horrendous auditing error, says:] "It's a good thing, kids,
that I'm almost indestructible.  These things usually get done to me, first!"

     Level IV makes an OT, but it can't be varied 1/18th of an inch from its
procedure and still work.  There was a hole in it that appeared when it was
imperfectly applied:  There are three types of goals that will rocket read:

     1. An actual goal, with no GPM connected with it.

     2. An implanted goal.

     3. An actual GPM.  Any GPM can have in it up to a hundred actual goals,
        plus the goal of the GPM.

But there is another source of a rocket read:

     4. A phrase in an engram.  This won't necessarily rocket read, but
        it might.

Even a PC's life or session goals can be free actual goals.  Every now and
then, one will rocket read.  It is probably a lock on an RI.  If you run it as
an actual GPM goal, you can even find items -- from the nearest implants, or
other GPM's or locks.  But there was no GPM there in the first place.  So when
you find a goal rocket-reading, you should check on the meter:

     1. Is this an actual GPM'

     2. Is this an implant GPM?

     3. Is this no GPM?

Auditors have been asking, "Is this an actual goal?", etc., instead.  This can
wrap you around telegraph poles, because you will be trying to oppose it, when
it is a lock on something.  And you can do this, pulling things all out of
place, for awhile -- until the PC crashes in flames.

     The three comm lines in session include the itsa-maker line (the PC's
line into the bank), the whatsit line, and the itsa line.  It is an error to
cut the PC's comm line to the bank in order to "put in the itsa line".  This
stems from a misunderstanding of the auditor's role as listener.  The error
could also have come from a failure to communicate the importance of the PC to
bank (itsa-maker) line.  Since it was obvious to LRH that that was what
auditing is all about, he didn't mention its importance.  It is where the itsa
line comes from.  Without it, the itsa line has nothing to carry.  The auditor
is actually there to get the PC to confront his bank.  The charge blows off to
the degree that it's confronted, and this is represented by the itsa line.
The itsa line is a report on what has been as-ised, [that] gives it its flow."
The reason why that communication wasn't accepted or didn't go through is the
reason why the auditor is having trouble auditing.



                                      530

     Education is acceptable to a technical end only when it is conceived
pretty purely and relayed well.  Technical data must:

     1. Be conceived purely.

     2. Be relayed well.

     3. Be received accurately.

Its test, in scientology, is results.  Auditors can also have trouble because
they have glommed onto some older datum and made it an "all", but there is
this overriding fact that "no datum I give you is a substitute for you.
That's the burning thing to remember as an auditor." A datum won't audit a
PC.  The only thing that can handle auditing is a live thetan, because that is
all that can handle the complications that come up.  You've got to have
technology, but the live thetan in the chair is necessary to audit the PC.


L. Ron Hubbard


Type = 3
iDate=16/10/63
Volnum=1
Issue=313
Rev=0
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arDate=0/0/0

SHSpec-313 The Itsa Maker Line




6310C16 SHSpec-313 The Itsa Maker Line

     The itsa-maker line is the line you are guiding as an auditor, which
sorts out the things in the case and gets the material that is reported to the
auditor as itsa.  The itsa occurs at the end of this line.  The line from the
PC to the auditor is the itsa communication line.  Itsa is the identification
of isness (or wasness).  It is a simple commodity.  Until an itsa is
recognized, it is only a potential itsa.  Auditors can make a mistake by
thinking that there is a potential itsa, where there is only a nothingness.
This is the commonest method by which an auditor refutes itsa.  The meter
version of it is cleaning a clean.  This is demanding more than the PC's got.
If you repeat the question, this makes the PC feel as though you haven't
accepted his itsa.  When you do this, in effect, you deny the itsa that you
have received.  You have cut the itsa comm line by refuting the itsa that was
offered.  You may think that the ARC break was caused by your cutting the comm
line, but it was really the invalidation of the PC's itsa that did it.  The
auditor is likely to try to cure this situation by asking whether he has
interrupted the PC.  That is also cleaning a clean, so the ARC break
intensifies.  You haven't interrupted the communication.  You have enforced
it; You have to keep in mind what you are trying to do, which is to get TA
action.  All the significance on the case will have to be handled at Level IV
anyway, so at Levels I, II, and III, what counts is TA action. [For a
description of these levels, see p. 462, above.  See also recent tape on Level
IV: pp. 524-526.  above.] Everything wrong with the PC, except how and why he
started to make a time track in the first place, comes out of his GPM's
anyway.

     Level IV is the scientologist's level.  The preceding levels mainly set
the PC up for Level IV.  "I don't think ... that anyone will make OT except a
trained auditor." A trained auditor's confront is up.  He knows what he is
dealing with. Etc.  Probably the basic barrier on the track, in mental
sciences, has been specializing in results without also trying to make
everyone into a pro, a causer.  PCs have been audited on Level IV in HGC's.
They have no understanding of what is occurring.  They ARC break easily.  They
don't have the confront.  Mainly, they aren't educated enough to understand
what is going on, so they get upset by reason of unknownnesses.



                                      531

     There is only one way that GPM's can be run.  You must find and run the
PT GPM first, then keep going on down the track to prime postulate, then
repair.  You can't do it as you have been previously told to because you will
get items out of other GPM's.  You can't repair a GPM until you have gone
through the whole thing.  But you can't afford to make a single mistake,
because you will spend amazing amounts of time correcting it.

     You've got tremendous processes at Levels I, II, and III.  So you should
be able to sit down with a raw public PC and turn out 35 divisions of TA in
your first 2 1/2 hours, on any PC, anyplace.  If you can't do this, it is
because of lack of understanding of one of the basic points of auditing, like
the itsa-maker line.  You might have some wild idea about something basic.  It
might even be a scientology datum, magnified out of all proportion to its true
importance.  For instance, you may think, "PCs never answer the auditing
command," so you always get the itsa from the meter and leave the PC out, thus
destroying the itsa-maker line.  You and the meter can act as a "substitute
thetan", "perceiving" things in the bank that the PC isn't perceiving.  At
Level IV, the material is sub-itsa.  You have to depend on the meter at Level
IV, because the PC can't itsa what is in the GPM without some assistance.  The
auditor can undercut this with the meter and find out what the goal is,
because it rocket-reads.  But if we rely too much on the meter, we cut the
PC's itsa-maker line.  You still have to stay in comm with the PC and avoid
invalidating his itsa and cutting his itsa-maker line.  This doesn't mean that
you should be very careful.  It just means that you should know what you are
handling and how to handle it.  Get observant, so that you can tell when the
PC is introverted, when he has said all he wants to say, etc. "In session"
means:

     not only 1. Interested in own case,

     but also 2. With the itsa-maker line in on his case, not on the auditor,
                 but under the auditor's control.

     (The top of the GPM is hard to run; it is resistant to processing.)

     Since the itsa-maker line is invisible to the auditor, the auditor has to
"synthesize" what is going on.  The itsa-line is not a unit area
think-think-thinking.  It is an actual line between the thetan and a real
thing: the bank.

     An auditor who attracts or rapidly shifts the PC's attention to himself
has moved the itsa-maker line to himself, and it has become a whatsit:
"What's wrong with the auditor?", etc.  The itsa-maker is what makes TA
occur.  It is the PC's attention line.  An ARC break is caused by a sudden
shift of attention.

     You should be aware that perfection in the control of the PC's attention
and perfect handling of the itsa-maker line is impossible.  You will make a
couple of mistakes in this per session, even if you are an expert.  What
counts is how adroitly you can wriggle out of whatever you get into, not how
careful you are to stay out of trouble.  It helps to spot the birth of an ARC
break well in advance of its overt appearance.  An ARC break is much easier to
handle, early on, and you won't have audited over the out-rud.

     If, even implicitly. you give the PC an order to shut up and let you
write, the PC will do it and keep doing it.  PC's and the bank generally do
what the auditor apparently wants.  Non-verbal behavior may communicate an
auditor's desire to the PC.  Auditors' main goofs consist of giving apparent
orders that they aren't aware of and don't intend, like, "Stop inspecting your
bank and



                                      532

put your attention on the E-meter." This may occur when the auditor fiddles
with the meter a lot.  Fumbling takes away the auditor's control of the
itsa-maker line by shifting the PC's attention to the auditor and the goof.
The bank always does what the auditor orders.  It takes a combination of the
auditor's orders and the PC's inspection to get the bank handled.  Randomity
will occur.  The auditor who is allergic to unforeseen circumstances would do
better to go to an old ladies' home.

     To get a bank inspected:

     1. The auditor must direct the itsa-maker line.

     2. The PC must put in the itsa-maker line.

     How does an auditor straighten these things out?  For one thing, he can
audit smoothly, getting good TA, so that he has a cushion [to use in working
with the PC].  Don't fix something when the PC is running well.  Something
that upsets you does not need to be handled, if the PC wasn't concerned, as
long as the itsa-maker line isn't affected.  In other words, don't repair a
nonexistent situation.  If you try to repair something that didn't upset the
PC, you are cleaning a clean, and you will get an ARC break.  Sometimes the
auditor gets conscience-stricken.  This should not be.  Remember that when you
ask a PC about something, you put his attention on it.  You can also put a PC
on a whatsit by being so conscientious that you are always looking for what is
wrong.  You should only repair auditing when auditing isn't occurring.  Case
repair is otherwise an interruption of auditing.


L. Ron Hubbard


Type = 3
iDate=17/10/63
Volnum=1
Issue=314
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rDate=0/0/0
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SHSpec-314 Levels of Auditing




6310C17 SHSpec-314 Levels of Auditing

     Getting TA motion is a common denominator of all scientology activities.
The state of case of the PC has practically nothing to do with your ability to
get TA motion on him.  Some day you will cognite that if you don't yank the
PC's attention off of his case, and if you give him something to itsa, and if
you don't stop him, he will get TA motion.  You can reduce TA motion by being
unpredictable as an auditor, e.g. by varying the form of model session.  Keep
the session drill constant and predictable from session to session, or the PC
will start running a whatsit on the auditor.  Then the auditor runs itsa on
the PC, and you get no TA.

     The auditor, not the PC, is in complete control of the bank.  The bank
always does what you tell it to do.  The PC sometimes does and usually tries
to.

     When a new style of auditing is released, like "listen style", auditors
at first go to pieces.  They will start introducing some listen-style into
formal auditing.  You should let the PC itsa the item or goal, but that's
all.  If you let the PC itsa the bank, you will have a sick PC on your hands.
The TA might move for awhile, but the over-restimulation that the PC could get
into will lock up the TA pretty soon.  The things that you are handling in the
bank are the things that prevent itsa, so letting the PC itsa around in the
bank isn't effective.  The PC will restimulate that which prevents him from
itsa-ing, so he won't be able to itsa.  Level IV is all sub-itsa, but when you
give the PC an item, do let him cognite and itsa on it, or you will stack up
missed withholds, BPC, and high and stuck TA.  This presents a bit of a
problem, since, e.g., when the auditor stops the PC from wandering into the
wrong GPM, there is BPC, which can produce a fierce ARC break.  What you have
to do is to audit fast enough and positively enough, so that the PC never gets
a chance to wander.



                                      533

     The two great dangers in Level IV auditing are:

     1. The tendency for a goals list to be underlisted.

     2. The tendency for an item list to be overlisted.

     When you fumble a command, you are not in control of the PC's itsa-ing of
his bank.  But you are in absolute control of the bank, so if you fumble a
list, the bank will fumble.  So the bank fumbles, unseen to you.  The PC's
attention line is on the point where you fumbled.  Therefore, the bank has
shifted under that scanner, and the PC's attention goes off onto other things,
because you have shifted other things into his view with your fumbling.  Soon
after such a fumble, the PC will add something to the session -- some kind of
yip-yap, not necessarily critical.  You did something that showed that you did
not have control of the PC's bank.  You distracted the PC's itsa-maker line
and shifted the bank underneath it with this goof.  So you are going to get
some other stuff.  It isn't neat and clean.  The PC's attention will now be
somewhere you don't want it.  If there is any BPC lying around, the goof, or
cutting the itsa line, will key it in, and you will get an ARC break.  You
will get a dispersal of attention.  The itsa goes all over the time track.
There is always BPC in a session.  You can't avoid it.  The BPC is either from
past auditing or from this session.  "The key-in of BPC is always some
communication failure", e.g. cut comm or refuted itsa, on the part of the
auditor.  You could even get a wrong goal, and if you audited very smoothly,
you could audit without giving the PC a single ARC break, because it takes a
cut comm line to restimulate any BPC, even when it is there.  The fact that
there is BPC does not mean that there has to be an ARC break, but the fact
that there is an ARC break does mean that there was some BPC.  BPC, via a
rough spot in auditing, via a session key-in -- cut comm, etc. -- gives rise
to an ARC break.  A wrong goal may cause a very uncomfortable PC, but need not
cause an ARC break.  Whether there is an ARC break from BPC is entirely
dependent on the auditor.  Of course, the more BPC there is in the session,
the tinier the mistake could be, that could key it in.

     The cycle of any ARC break is:

     1. Bypassed charge.

     2. A rough spot that gives the PC a little dispersion.

     3. A cut line on the rough spot.

     4. The ARC break.

Dead on the ARC break, you will find a little misdemeanor, but ten minutes to
1 1/2 hours earlier, you will find a nice nasty misdemeanor.  For instance,
you might find that some sort of forcingness was going on.

     Guide the PC's attention; don't force it.  The bank does move to whatever
the auditor says.  Running an engram is like developing a picture.  Just have
the PC look at it.  You can move his attention over it repetitively.  This
procedure will develop his picture of whatever was there.  LRH did this with a
PC who was dead in his head.  LRH moved the PC to a non-significant date and
moved him through the next half hour, over and over.  The PC got to where he
was reading the mail that he had read at the time that LRH moved him to, word
for word.  If you get the date and duration of any picture on the back track,
the picture will turn on.  The only thing that fouls this up is:



                                      534

     1. The comm line is too lousy for the PC to report that he has done it.
        There are several ways to prevent a PC from reporting what he sees.
        You can also foul up the comm line by refusing to take the PC's data.
        You could fail to believe that you were moving the date under the PC's
        attention.

     2. The track is stuck in something.

     You can demonstrate the above phenomenon by taking some non-significant
date and getting the PC to pick up everything in it by moving him through it
enough.  This is even easier than getting aberrated incidents, since there is
no charge debarring it.  Running a chargeless incident is a test of an
auditor's tech, because there is nothing there but the auditing.  If you don't
go goofy and demand more than the PC has, you can get the picture.  You may
not get the PC's state of consciousness [in the incident], unless you spend a
long time on it.  It would be a good test of auditing.  There is no upset
present, except what the auditor introduces.  If your auditing is rough, you
will find that when you are trying to get the PC's attention on the rough
stuff of Level IV, his confront will be lowered, his confidence will suffer,
and his ability to itsa will be lessened.  The PC will only have difficulty on
what he can confront and do if you make difficulty for the PC.  Additions to
the comm cycle do make trouble for the PC.

     So keep itsa where it belongs.  When you've got a nice long item list (20
items long), give the PC his item.  Let him look at it and cognite.  When he
has done so, you can show him the list and ask him how the other items
relate.  Now you will get more TA and more confusion blowing off.

     Once you have learned how to audit Level IV, it will seem easy.  The fast
way to arrive at that point is to do it.


L. Ron Hubbard


Type = 3
iDate=22/10/63
Volnum=1
Issue=316
Rev=0
rDate=0/0/0
Addition=0
aDate=0/0/0
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SHSpec-316 The Integration of Auditing




6310C22 SHSpec-316 The Integration of Auditing

     Your difficulties in auditing are all made, manufactured by you  In this
universe, difficulty always has to be manufactured.  Living beings are theta
beings.  They have to work pretty hard to be entheta beings.  One may not be
aware of the labor involved, but it is still being done.

     There would be no mass in the bank if it were not being created in the
instant in which it has an effect on the individual.  A thetan creates his own
bank.  It is not that a thetan has created his own bank; it is that he is
creating his own bank at this instant.  There is no such thing as continued
creation.  All creation must be done at the moment it is perceived.  There can
be utterly unconscious creation.  That is the source of the reactive mind.
The reason a thetan is creating is contained in the things he is creating,
trickily enough.  The thetan creates the item, "creativeness", which then
forces him to create.  A person generally can't confront what it is that is
causing him to create, or what he is creating to cause himself to create.  He
is not confronting the fact that he is creating it, so it is "gone" [not-ised,
not as-ised].  The difficulty with this creativeness is that, in view of the
fact that the thetan can create so much automatically, he cannot differentiate
what he is creating, so he cannot as-is what he is creating.



                                      535

     The easiest thing someone can do is to create.  An artist who is sweating
over his creation has put some arbitrary barriers there, such as a time
barrier (e.g. it must be done in a fortnight), or economic barriers (e.g. he
has to sell it or he can't eat), and possibly material barriers (e.g. the
paint he has must be used, even if it is sub-optimal).  You could sort this
out with him easily.

     This action, taken to its final form, is R4.  "You audit out all the
GPM's and RI's....  You're auditing out the barriers which a person has put in
his own road in order to prevent imagined oppositions from having an effect
upon him....  A game of shadows." We tend to pooh-pooh the trouble that the
bank causes him, because it is shadows, but the individual does in fact have
to be bailed out if groups, etc., are going to be made effective.  "Anything
that's wrong with an organization is being created now by the organization."
It is the same with the individual.  Difficulties in auditing are all made.
In this universe, difficulties have to be manufactured.

     Except for the question of succession, a benevolent monarchy is the most
nearly ideal form of government.  People won't accept it because it might fail
"next year".  A benevolent people is preferable to a benevolent monarchy.  You
can't work with anything but the individual, if you want to succeed.  The
individual is the only thing there, and the only thing that will ever be
there, so he's got to be in good shape.  In any given organization, there is
enough theta to make it whiz, unless someone is keeping it from whizzing.

     Livingness is monitored by the amount of arbitraries to which it is
devoted.  The amount of livingness present is reduced by the amount of
livingness invested in not-livingness, in arbitrary factors.  It isn't really
reduced, strictly speaking, because it is all recoverable by auditing, by
as-ising the not-livingness.  Auditing is recovering the water from the mud
pies, the theta from the arbitraries (the entheta and enMEST).  TA action is
the flow of theta coming out of the mud.  The "mud" is the bank.

     Why can't you audit a PC who has screaming PTP's?  Because there is too
much attention (theta) invested in the PTP's (entheta).  An auditor's action
is to find some entheta and to invest it in an orderly fashion, to recover
more theta from entheta.  When there is never any theta present, you have
psychology and psychiatry.

     When there is no theta present, you have over-restimulation, and you get
no TA action.  There has to be some PC there.  If the PC is unconscious, i.e.
all mud, you have to run some CCH-type process to get him aware enough to be
audited.  Take a PC who is pinned down in a fox hole.  He is out of food and
ammunition, with mortar shells beginning to bracket him in.  That is how some
PCs feel:  They don't dare take their attention off of PT.  All you can do is
to find out what the mind is doing and parallel it.

     In Routine 4, a PC can get so keyed in that he doesn't want to continue
auditing on R4.  A person with a heavy PTP on the perimeter of his
consciousness that you have eased off [with lower-level processes] , who was
doing fine at getting RI's before, now won't run as well.  He gets fewer
items; they don't fire, etc.  This happens because the PC has attention
invested in PTP's.  The same thing happens at lower levels with the TA [being
stuck].  There is no free attention with which to as-is aberrated stable
data.  At Levels I, II, and III, the PC can run into Level IV, when neither
the auditor, the PC, nor the process are equipped to handle Level IV,



                                      536

because there is actually more potential over-restimulation of the PC's PTP on
the PC's track than there is in his present time environment.  When you look
at GPM's and their RI's, there is more potential restimulation on the track
than there is in present time.  So the PC could be more restimulated by reason
of keyed-in GPM's and RI's than by simply getting knocked off in present
time.

     This liability is answered by auditing goals with, "In this lifetime...."
prepchecks.  If the PC has given you some goal, you could get rid of the Level
IV potentiality with such a prepcheck, probably.  But you will find, while
doing Level IV, that a prepcheck of this kind is messy to work with, when you
have already found the PT goal.  You get to the bottom of the second GPM and
end session with the TA at 3.0.  A week later, the PC comes in with the TA at
5.0.  Something has keyed him in.  Mid-ruds don't handle.  2WC on what has
happened in the intervening week doesn't handle.  So you go on to list for the
next goal, and the TA goes down.  It was the next goal that had the case
restimulated.  The PC went around talking about it.  "I told Joe it was a
_______ or a _______ ."  One of them, at least, was a wrong goal!  And finding
the next goal was the only thing that would bring the TA down.

     So auditors at Levels I, II, and III should be able to assess an ARC
break assessment that includes "Goal restimulated" and "Item restimulated".
If you hit one of those, the TA will come down.

     PTP's almost always appear on the goals channels.  The PC thinks that he
is influenced by one or two RI's and that his character is formed by one
goal.  In reality, it is the whole bank that influences him.  A PTP usually
occurs as a key-in of an RI or a GPM, of one or another of the PC's goals.  A
chronic PTP is a keyed-in GPM, out of sequence.  That can cause psychosomatic
illness.  An educated PC will respond to an L4 or case analysis that spots the
fact that a GPM concerning that illness has keyed in.

     If, with good, smooth, spot-on auditing, there is no TA action, then R4
has gotten in the road.  Spend a session or two analyzing the case.  Don't try
to date a GPM, because it may span trillions to the X power of years.  You can
date the top and the bottom of the GPM.  This will cause the GPM to move in.
Find by case analysis what caused some chronic illness (An RI? A GPM? An
Implant GPM?  An actual goal?, etc.)  Actual goals stick on GPM's as locks.
By themselves they are not aberrative.  GPM's out of sequence gives
psychosomatic illness.  RI's can pull chunks of GPM's along with them, when
the PC gets into the wrong GPM because of some similarity.

     The bank isn't all chaotic.  It is actually pretty neat, basically.  [See
Fig. 227 It consists of thirty "bricks", laid end to end, each composed of
forty sub-sections (RI's).  When you start thinking of the mind as a vehicle
of thought, you are already licked in handling it.  It is not a vehicle of
thought.  It is made out of things, like bricks and tar.  The spots of tar on
the bricks are the implant GPM's.  Actual goals, thousands of them, are stuck
onto each brick, like lumps of dough.  The GPM's look like black energy
masses.  That's why thetans get restimulated by black energy masses.  The
GPM's can get shoved out of order.  Say bricks five through eight have been
inserted in between bricks 19 and 20, etc.

FIGURE 22: ACTUAL GPM's IN THE BANK

                              [GRAPHICS INSERTED]

Level I auditors don't have any business trying to straighten out GPM's. The
meter is necessary, because a PC restimulated by the bank can't perceive the
bank and can audit it.  Hence, there are three essential parts of auditing:

     1. The PC's body.

     2. The E-meter.

     3. The auditor.



                                      538

     Level II and III auditors should be skilled in ARC break assessments.
They can prepcheck goals "In this lifetime ..." and can do Level IV-type ARC
break assessments, if they can bridge the comm gap with the PC.  There is one
case that cannot be patched up well at Levels II and III.  A case that has
been run badly on R4, that has been thoroughly loused up, can only be remedied
by having a Class IV auditor straighten it all up.  You could prepcheck or
analyze a wrong goal and find out what it is and perhaps where it belongs,
etc.  Any case that has had goals run would probably do very well with a List
4 and a case analysis, to sort things out and slip them back into line.

     The bank is full of pictures, but the GPM's are what need to be sorted
out and gotten rid of.  At lower levels, you don't disturb the GPM's as a
rule.  As you go up, you get closer to them, until at Level III, with service
facs, you could get a rocket-reading goal, which you may or may not be
well-advised to do anything with, since it may be the fifth goal back.

     Everyone's ability to create is so good that they can keep creating a
whole bank.  They underestimate their own power to create and stop
themselves.  People get stuck in their own mazes and are now lost in their own
creations.  They will never sort themselves out of the maze by themselves.
They don't want to be this way, even though they are creating what entraps
them.  Every now and then, a thetan in the between-lives area tries to sort
out the stuff.  But this stuff is all sub-itsa, and without a meter or anyone
to itsa it to, it is hopeless.  Even now, knowing all about the GPM's, one
couldn't make it without a body or a meter.  [Cf. the Buddhist conception that
the only condition from which one can reach enlightenment is that of being in
a human body.] LRH has tried meterless systems, but none has ever succeeded.
An auditor is necessary, because a thetan restimulated by his own bank can't
see it, but an auditor, not restimulated, can see it, with an E-meter.

     As an auditor, you must realize how slight the barriers are, in fact,
until R4M2 no longer seems difficult or complicated to you.  LRH knows that
auditing at this level can happen, because he has been through it, all the way
from the complication to the simplicity.

     So you start at the top and start going back, goal-oppose, RI's, RI's,
RI's, making no mistakes.  When things go all weird, you straighten it all out
and come back up to PT with it all aligned.

     There are different types and styles of auditing, but keep in mind the
fact that it is the same bank, no matter what level or what PC you are
auditing.  Level III is the only level that is really dicey, since you are
moving RI's and GPM's around in your search for service facs.

     You can audit.  The only reason you feel you can't is because of
difficulties that you conceive to exist.



                                      539


L. Ron Hubbard


Type = 3
iDate=5/11/63
Volnum=1
Issue=321
Rev=0
rDate=0/0/0
Addition=0
aDate=0/0/0
aRev=0
arDate=0/0/0

SHSpec-321 Three Zones of Auditing




6311C05 SHSpec-321 Three Zones of Auditing

     As an auditor, you can now be found out -- by the TA motion that you get
on your PCs.  An accomplished auditor can get TA at will.  TA motion has to be
prevented by the auditor, to keep it from occurring.  It is prevented by:

     1. Additive complications.

     2. Failure to recognize basics.

There are three zones of auditing and applied scientology:

     1. Basic auditing.

     2. Case analysis.

     3. Routine 4.

So there are three zones of expertise, which you should recognize as separate
areas of performance.  To be expert, the auditor must be good in all three
zones.  Someone could do technique perfectly, but, lacking basic auditing and
understanding of what the mind consists of, he will not get anywhere.

     LRH's auditing is perfectly mechanical and by-the-book, doing R4.  He
goes along, doing it until the PC either gets to the end of the processing
cycle, or until the PC has fallen on his head.  In the latter case, he becomes
a case analyst, using a different set of data, namely, "How do banks go
together?" The PC can say anything he likes about the situation, as long as
there is TA.  When the PC is done, the case analyst goes looking for why the
list is misbehaving.  Having done an analysis, the auditor knows that the
accuracy of the analysis is subject to question because of the charge on the
case, so any charge gotten off will make a more accurate analysis possible,
until all charge is gone.  Only factors that are present now are analyzed.  No
former analysis is relied on.  No analysis is valid after its date of
inception, because more charge may meanwhile have been taken off the case.
The accuracy of case analysis depends on the PC's ability to itsa.  So
case-analyses shift.  They are always conditional and time-specific.

     There is a trick of not speaking invalidatively, while not buying
something the PC is selling.  The PC says that X is his goal.  You say,
"Fine.  I'll check it out. (Calls the goal) I'm sorry.  That didn't read."

     In a case analysis, you look at the source that you got a list from, as
well as the possibility that the PC was ARC broken or not answering the
auditing question, etc.  When you find the right answer, you will get some TA
action.  It will correct to something like it should be.  When you reach that
point, you go back to being an auditor, being mechanical, etc., and you give
the question.  You go back to what you were doing.  You never wear both hats
at the same time.  Just wear the hat that is needed at the time.

     There is one hat that you wear all the time: the basic auditing hat.
Lacking that, it doesn't matter how good you are at the other two.  Basic
auditing is giving someone something to talk about, letting him talk, letting
him know that he has said it, when he has, and running an E-meter all the
while.  The basic auditing hat includes:

     1. TR's.  Acknowledge at the end of the complete cycle of action.  If
        the answer involves only one itsa, ack at the end of one itsa.  If it
        occurs after fifty itsas, ack after 50 itsas.

     2. The Auditor's Code.

     3. Metering.

     4. Itsa line handling.



                                      540

     All basic auditing actions are co-ordinated with the PC.  There are four
elements to what happened in a session:

     1. What the PC did.

     2. What the auditor did.

     3. What the bank did.

     4. What the meter did.

The auditor's actions in the session are relatively unimportant.  The most
unseen character in the world is an auditor in session.  He is about as
visible as a drop of water in a stream.  This is an almost perfect example of
a thetan with no mass.  The important actions in the session are the
performance of the PC, the PC's bank, and the E-meter.  The auditor's actions
only matter to the degree that they interfered with the PC's actions.  An
auditor's actions can be anything, so long as they are not destructive to the
session.  An auditor runs mostly on a lack of action.  Auditing is a third
dynamic activity.  The auditor merely runs it.  Basic auditing is like the
firebox of the ship's engine.  The-tech is like the generating equipment.  The
big engine is the bank.  This is not so great an analogy.

     All an ARC break means is that something has gone wrong in the case
analysis department, not in the basic auditing department.  A wrong goal found
can be listed smooth as silk, but any later slip will produce an ARC break.
Basic auditing can always be improved.  It is not a bunch of do's and don'ts.
It is a thetan sitting in the auditing chair, running the PC and the PC's
bank, verifying it on the meter, and keeping up both the small and the large
auditing cycles.  There are no rules or tricks in it anywhere that solve all
its problems, because it is not a complicated action.  You make it far more
complicated than it is.

     The zone of auditing called R4, mentioned earlier in the lecture [p. 539,
above], is really technique of any sort.  These three zones of auditing apply
at lower levels too, in the same order of use and importance: basic auditing,
then technique and case analysis. If you get confused in your own mind about
what's what, you will think that you need a new technique, when your technique
is fine but your basic auditing is out.  You think that you are being trained
as auditors, when in actuality you are simply being untrained from all the
complications which, during the vast vistas of time, you have accumulated,
with regard to human relationships and minds.

     A person believes that if he takes too much responsibility for one of
these sectors, it is liable to go wrong.  That is just because he is
unconfident.  The think on it is, "It is best to let the PC run the session
because (hidden datum) if anything goes wrong, then it isn't really my fault."
And this is called, "Making the PC self-determined." Or the opposite think can
occur, "The PC doesn't know what he is talking about.  He will get himself in
trouble and I will be to blame.  So therefore I had better do everything in
the session and not permit the PC to do anything in the session, because if
you depend on the PC, that will make him guilty, and that is like blaming the
PC.  You really shouldn't do that.  So we will relieve the PC of all
responsibility.  We will [get our itsa from] the meter." But what is all this
worry about it going wrong?  An effort not to have wrongness is not a
session.



                                      541

     There is very little to teach in basic auditing.  There is the PC's
attention line.  You keep it on some area of the bank until he has said all
that is there, and when he is finished, you see that he is, and you tell him
that he is done.  You can produce TA action with, "Do birds fly?", with good
basic auditing, surprisingly enough.

     Auditing is doing basic auditing, running a process, and having an
analysis of the case that justifies running the process and that tells you
when the process is flat.  Auditing is these three departments.  The most
important part of the session is the PC.  The next most important part is the
PC's bank, the next is the meter and its verification of what is going on, and
the least visible part (though the most important part as far as the beingness
of the session is concerned) is the auditor.

     A session is an irreplacable section of time that will never occur
again.  So what happens in the session is important.  The important questions
for a session are:

     1. What actually happened in the session?

     2. Was there TA action?

     3. Was the PC's ability to itsa and confront improved?

     4. Was the PC's bank straightened out?

Those are the important things, not whether you appear in session in costume,
so long as when you appear in session, your appearance doesn't impede the
session.  Appearance is only important in that it could be distracting or
disturbing.

     Basic auditing training is simply the average action best calculated to
produce a result in a session, with minimal impedance of session gain.  There
is no completely proper auditing action, except as measured against these
elements.  All your self-criticism is badly spent.  It is whether you produce
results that really matters.


L. Ron Hubbard


Type = 3
iDate=7/11/63
Volnum=1
Issue=322
Rev=0
rDate=0/0/0
Addition=0
aDate=0/0/0
aRev=0
arDate=0/0/0

SHSpec-322 Relationship of Training to OT




6311C07 SHSpec-322 Relationship of Training to OT

     You are very fortunate people, to come all the way down the track, having
done all those stupid things, and to wind up here with a chance out.  The
chance is as good as you can audit, and not a bit better.  The number of
raw-meat PCs that will go out through the roof is nonexistent.  Unless they
become fully trained auditors, they won't make it.  The raw meat case is very
easy to audit, but what you are doing is auditing the charge off the top
RI's.  A scientologist appears to be a tougher case because the charge is off
of those.  You will have to find the two top RI's, now. and go on down the
bank.

     You can't go on and run the bank on someone who hasn't a clue about his
mind, who doesn't know what is there, frontwards and backwards.  The PC's RI's
only disintegrate when found in their right locations, even though they can be
found out of position.  So don't worry about a case getting messed up by RI's
being found in the wrong place.  Goals which have already been run can mess
things up.  All you can do if an RI or a GPM has been run is to date them.
Even after you have run an RI, you can verify it by dating.  The reason for
this is that, in running it, you pulled it a little out of its own
time-sphere.  So you can still get a bit of a bang on dating it and
reorienting it.  You are just getting the idea of it, which is still there in
position.  The mass is already gone.



                                      542

     Sooner or later, someone will take a lot of clay and work out the mind
with the PC, an unusually smart PC, who will get it and go on being audited,
with understanding, but this will be a very rare occurrence.  Getting someone
to be responsible for a session occurs on a gradient.  The people who start on
an HCA course, etc., are already pre-selected, just by the fact that they
enrolled.  Any of them, including any upper-level auditor, including LRH, gets
nervous over PCs, wondering if the TA is moving, the PC doing OK, etc.  That
is to be expected.  People who persist into upper levels of training are
further pre-determined by their willingness to continue in the face of
struggle and disappointment.

     There is an additional problem:  Where do you take over the PC's itsa, so
as to allow him to itsa just enough, neither cutting it short nor letting the
PC wander around mucking things up.  These points vary from PC to PC, and with
the same PC, as he gets more able.  Some PCs have good perception, and if they
say it is so, it probably is so.  With other PCs, you can count on it. that if
they say "It's a _______ ," it isn't.  You should be increasing the PC's
perception of and confront on his own bank.  So as the PC gets closer to OT,
you should have him in good enough shape so that he can perceive what is there
to be run next.  Where you can deduce change in the PC, you are, of course,
changing the values by which you audit.  Also, the PC's itsa can deteriorate,
if he has had some loses and the case is going sideways and backwards.  You
will have to take over more responsibility for directing his attention, until
he is fixed up.  Cases are always different from one moment to the next.

     Low-level cases "run on 'fat'....  They have charge leaking out of their
ears." When you have gotten off the "fat" that exists on the two top RI's, you
have got the whole bank to deal with.  Now you have to be a genius to find
some "fat" to get off the case, and the case is more likely to get ARC broken
from the aspect of cleaning cleans.  This makes you a very good auditor.  What
happens when someone is in the position of doing R4?  They are probably
somewhat trained by now, but they will need more training.  The surest way to
get to be OT is to be a highly trained auditor, for various reasons, including
the aplomb that it takes to confront the bank.  A case is on its way to OT
when the first GPM has been run out.  This can take up to two years after
finding the first (not necessarily the most recent) goal.  Running out that
first (top) GPM is more Hell for the PC than anything the thetan has thought
of confronting, and this is true for several reasons:  the state of the
technology, the hazards of the auditing, possible errors, previous errors, the
lack of the PC's perception of the PT GPM because of its PT restimulators,
etc., etc.  Raw meat, not understanding what is happening, won't put up with
it.  They can't confront it.

     Even though a goal is an incorrect goal, it could be that only its
position is incorrect, not its wording.  You can get wrong items, a wrong line
plot, for an implant GPM, without turning off the rocket read.  But if you
take an actual GPM and try to run it on an implant pattern, it turns off the
rocket read right now, and it turns off any other meter phenomena as well.



                                      543

     There is another horrible datum:  An actual goal, invalidated, will now
behave like a wrong goal.  It will turn on the same creaks as a really wrong
goal.  The PC will ARC break the same way.  It will read as a wrong goal.  It
will turn off ARC breaks when indicated.  And so forth.  So now, after you do
a case analysis, prepcheck everything found, so that you don't discard an
actual goal.  It is possible that a wrong goal, sufficiently asserted and
validated, might behave like a right goal.  One thing will still be the case:
any actually wrong goal, or an actual goal run as an implant goal, will turn
off the rocket read within two or three items.  This saves you from running a
wrong goal.  You won't have any rocket read to run it with!  What is dangerous
is that an actual goal, thoroughly invalidated, will be consistently discarded
by the auditor.  He and the PC agree that "to spit" is a wrong goal, and they
continue looking for the next GPM in line or the PT GPM, but they will never
find it.  Many are called, and few ever hit the top of the bank.  These are
the sorts of errors that can occur and that make R4 Hell for PC and auditor.
Nothing will make it easier, because that is happening with all the data, the
best-trained auditor, and the most educated PCs.  R4 takes a high degree of
skill, compounded with a phenomenal degree of luck.

     With hindsight, one can see how things got off the track, but as one
proceeds, one is walking in the dark with a thousandth of a millimeter
peephole.  What takes time in R4 is the mistake.  The worse R4 goes, the
harder it gets for the PC and the auditor to see what is the true state of
affairs.  However, don't put attention on not making mistakes, because the
effort not to make mistakes will produce mistakes, directly and indirectly.
Most of the auditing time is consumed in handling mistakes, and most of the
mistakes you make are in trying not to make mistakes.  Anything that can make
a meter go out, or any condition that can get you an erroneous read, is then
susceptible to throwing out a case analysis, and your own efforts to
straighten out a case analysis are susceptible to throwing out a case
analysis.  And a case analysis can be wrong in the first place.  OK.  Those
are the nerves with which you live.  So the only questions for a case analysis
and the only points of randomity should be:

     1. Exactly what is happening with this bank that I am handling?

     2. Exactly how is it going together?

     3. What are the contributive data I have, with which to make up my mind
        about the situations in this bank?

     So you have to have basic auditing and techniques down to the
no-attention state, because there are enough hazards and difficulties in case
analysis, so that you have no attention to spare for anything else.  The ideal
scene with the auditor and the PC is still going to be a porcupine-juggling
act.  You should be able to "think bank", so as to be able to parallel the
PC's mind well enough to figure out what is happening with the bank in front
of you.  That is plenty to confront and handle.

     Therefore training is a vital part of becoming an OT.  Thus, in the short
run, many are called, but few are chosen, though eventually all can make it by
the training route.



                                      544


L. Ron Hubbard


Type = 3
iDate=27/17/63
Volnum=1
Issue=330
Rev=0
rDate=0/0/0
Addition=0
aDate=0/0/0
aRev=0
arDate=0/0/0

SHSpec-330 TVD 25: Auditing Demo and Comments by LRH




6317C27 SHSpec-330 TVD 25: Auditing Demo and Comments by LRH

     [LRH critiques three student TVD's, during and after the TVD's.  The
sessions are ruds and havingness sessions.]

     If a PC gives himself the auditing question, he is self-auditing, so the
auditor should reassert control by giving the question.

     Half a dial havingness isn't enough.  The needle should bounce twice, for
a Saint Hill student.  If the havingness isn't that good, then it is too low
for the PC to be audited.  The PC is hungry, tired, has PTP's, or (mainly) he
has withholds.  So run some O/W, run havingness, and fix it up.  Missed
withholds cause low havingness, as well as environmental and other causes.

     On auditing in general, modern faults fall under not knowing model
session well enough.  Letting the PC itsa is one thing, but sitting silently
and inviting itsa, without having asked a question, is another.  There is a
happy medium between cutting the PC's itsa and doing nothing at all.  You
clean a clean by sitting and looking at a PC who has nothing to say, or who
has said all, or when you haven't asked a question.  The PC will ARC break.

     Failures in basic auditing are the usual reason for no progress of a
case.  You cannot apply a technique, in the absence of basic auditing.


L. Ron Hubbard


Type = 3
iDate=28/11/63
Volnum=1
Issue=324
Rev=0
rDate=0/0/0
Addition=0
aDate=0/0/0
aRev=0
arDate=0/0/0

SHSpec-324 Seven Classifications of Auditing




6311C28 SHSpec-324 Seven Classifications of Auditing

     Scientology will go as far as it works, not as far as it is
administered.  Therefore, LRH has focussed on full technological development
first, with the administrative picture to come later, when the technical data
was completed.  The administrative pattern could not be let out without having
the technical data together.  The tech data turned out to be an account of a
highly precise, coordinated activity.  It turned out that people couldn't be
audited at high levels unless brought there gradiently.  This turns out to be
true at lower levels too.  People have to understand what is being asked.

     There is always a repercussion to any stimulus-response cycle (or
cause-distance-effect cycle), the response being a new stimulus-response
(cause-distance-effect) cycle.  So every stimulus response cycle has a return
stimulus response cycle, where the first response acts as the second
stimulus.  The philosophic conundrum is that you cannot act without
consequences in this universe.  The Buddhist answer to this conundrum is,
"Cause nothing." [I.e., by not building up Karma] We have another solution:
audit it out.  But only a trained scientologist will grasp this.  The
questions of "What is right conduct?" and "Can you ever really cause
anything?" come up. here.  If you try to trace back the cause of something,
you can get into difficulty.  Say a guy is shot with a rifle.  You can try to
trace back the cause to the finger tightening, to the thought or intention
behind this, to the motive, to early childhood, to mother, ad absurdum.  To
solve the problem of where cause started, you could say it started nowhere.
But that doesn't really solve anything.



                                      545

     People get so interested in the cause end of the cause-distance-effect
line that they never look for the other end.  They never look to see what
cause comes back from the effect point.  For instance, Oswald fired a rifle,
and twenty-four hours later he is shot dead.  "A cause-effect cycle always
leads to a cause-effect cycle." There is room for lots of think about it, but
one simple fact applies in this universe:  you can't cause something without
receiving some sort of effect in return, in this universe.  The magnitude of
the effect may differ.  There is the question of how much you can confront.
How much you cause is monitored only by how much you can confront.  If you can
confront getting shot, shoot.  Moral conduct would consist of only causing
those things that could be confronted by those to whom it is caused.  That is
a route around the overt-motivator sequence: [Cf. the "two rules for happy
living" in Scientology: A New Slant on Life, pp. 23-28.] [Cause only what
others can confront." If you do this, you lead a rather unrestimulated life.
If you are causing things that others can't confront without great detriment,
such as starting a war, you can expect to get your head knocked off
eventually, even though you think you could confront it.  An overt is the
generation of effects that are unconfrontable, and the motivator will be
someone causing an effect that you can't confront.  That is the story of this
universe.

     Self-determined thought is "not permitted" in this universe.  The message
of this universe is "All thought occurs by association." But this is not
true.  What is omitted from this is that at any moment, a thetan can get an
idea, totally independent of all other ideas, by an independent postulation.
[Not by stimulus-response; by prime motion.] That is what puts randomity into
the whole picture.  Psychologists and earlier philosophers didn't believe in
independent postulation, or they missed it.  Lacking independent postulation,
there is a trap.  They will argue that you can't think of an independent
thought because whenever you do, you will find that there is another thought
with which it is associated.  In trying to disprove this, you go into
agreement with it, so you can't disprove it.  This is the old "hippopotamus"
mechanism:  "Don't think of the word, 'hippopotamus'," was part of the
alchemists' formula for the transmutation of baser elements into gold.  [Cf.
the "Think a thought" process, in PAB 54, pp. 2-3.] People want to predict
human behavior, so they never look at the fact that human behavior can be
unpredictable and take this datum into account as part of their predictions.
This denial of the human being's ability to be unpredictable takes away
self-determinism of think in this universe.

     Now we get up to the question of how much think a person can tolerate.
Running overts on the man in the street, we get motivators instead of overts,
all put forward as "overts on self".  This relates to the concept of
responsibility.  The man in the street thinks that it is all being done to
him.  That is why Book One has such appeal.  In scientology, the emphasis is
on "You done it." Thus scientology has a higher responsibility level than
dianetics.  This makes scientology higher-toned.  However, it is harder to
attract people to scientology, on that account, than to dianetics.
Irresponsibility is very popular.  People prefer to think that they never
started an action, that they never really caused anything.



                                      546

     This relates to the thinkingness of a criminal.  The criminal "knows that
nobody owns [anything] anywhere, but 'they' have entered into a conspiracy [by
which] they pretend that people think People own things.  And this is done for
only one reason:  these other people pretend this to get [him] in trouble [and
to] be nasty to him....  Courts ... exist, not because there is such a thing as
crime, ... [but] so that they can pretend outrageous and unreasonable things,
so that they can get [him]." So criminals have a total reality of the
uncriminality of criminal acts.  Criminal acts aren't criminal to the
criminal.  The cops have picked up some of our think on this, e.g. the idea
that criminals can't work.  But they don't realize that the person they
arrested for overtly stealing a car knows that the police are a bunch of
frauds.  The car never belonged to anybody, and the police are fraudulently
pretending that cars are owned, in order to get this fellow in trouble.  MEST
goes to pieces around criminals, because they "know" no one owns anything.
The criminal's reality is basically a neurosis which, at lower levels, becomes
a psychosis.  For instance, another characteristic of the criminal is the
notion, "I didn't shoot anyone because there is no one there." Everything is a
figment of his imagination.  [Solipsism].  His imagination gives him a
universe, which he knows is delusory.  Even the guy in the street has the idea
that something was done to him that accounts for his condition.  He feels that
all responsibility for his state of beingness is exterior to him.  The common
denominator of most thought is, "It was done to me." Responsibility lies
without, not within this individual.  Failed or would-be writers used to get
LRH's goat by saying, "I always wanted to write, but I didn't have the
education." They were saying this to LRH, who was trying to get rid of the
phobias had instilled in him:

     When you disseminate scientology, you err by not estimating the amount of
cause that the person is willing to accept.  You are willing to assume some
degree of cause, but he is not.  And he will find the thought of overt
causation and responsibility to be unreal.  He believes that he is the total
effect of life.  There is some truth to this: the PC can be the effect of a
tremendous number of things, to the extent that he can't see himself as
cause.  You might be able to reach him at this level:  "At some time in life,
in some area, if you look it over very carefully, you may find that you had
something to do with what happened.  For instance, perhaps once you decided to
read a book and did it." That he might agree with.  You give him a rule he
might apply, e.g. communication, or how to do a touch assist right, and he
will find that he has caused something, by experience.  This approach is more
effective than that of giving him the theoretical, philosophical data.  He
realizes that he is causing the effect.

     People mostly want "the comfortable agony" of being at effect.  Catholics
get to thinking, "Heresy:", if you tell them that they can cause effects or
create things.  They are the toughest nuts to crack: people who are saddled
with religious superstition are the hardest to bring out of this rut.  In
Ireland, the lecture on creation laid an egg every week for this reason.
"Create" is the wrong word to use.  "Cause" would be better, though even that
is hard for people to admit.  The areas where one knows everyone fails are
those of communication, relationships with people, and health.  Those are
desirable effects, so if you give the individual tools and let him find that
he can cause an effect in these areas,



                                      547

you have snapped him out of the cycle of "Be nothing but an effect.  To cause
is impossible," etc.  It is not that the man in the street isn't interested in
philosophy.  It is just that he has failed at it.  The savants have made the
field seem unapproachable, but what they are concerned with isn't live
philosophy, anyway.  The real philosopher is the little guy in the street, who
actually is concerned with questions like, "Who am I?", "What am I?", "What am
I doing here?", "What are people?", "What happens to me when I die?", "Why
don't people like me?", etc.  In short, the real philosophers are people like
you and me.  And those are the basic questions that philosophy hasn't
answered, but pretends to have answered at an unattainable level.  For many,
this failed attempt to arrive at answers to these basic questions led to the
service fac, "God made everything." [Cf. "The why is God."]

     We come to no full stop in this search until we realize that every being
is an independent being, who is himself capable of expressing a thought or
intention independent of any other thought or intention at any moment.  The
idea that Man is or can be cause cracks the back of philosophy.  When we
recognize that every individual is capable of being causative, we have no
scarcity of answers.  When we realize that it is the degree to which an
individual can accept or execute causation, independent of other influences,
that brings about his state of case, we have then cracked the whole riddle of
philosophy.  And training a person gives him the idea that he can cause an
effect.

     As soon as we've got a time stream, then all "befores" influence all
"afters" [Post hoc, ergo propter hoc fallacy].  Then we can prove that nobody
can be cause, because the time stream exists.  This holds water, until we
realize that the time stream itself is capable of being influenced by
postulate.  The time stream can both be caused and escaped from.  It this is
possible, then we have a level of cause that is senior to the time stream.

     In disseminating scientology, if you only tell people things about it on
which you yourself have excellent reality and which you have experienced, you
will find that you communicate like a shot to everybody, because the R-factor
in you is so high that you cannot help but put it across to others.  Complete
truth from the point of origin does get across, with effect.  It isn't the
startling thing you say; it's the real thing you say.  And it isn't whether it
is real to the other guy.  It whether it is real to you.

     The classification scale is a scale of "willingness to accept cause over
one's destiny and that of others." It gives the degree of being at cause.
Madmen get into obsessive cause, as a lower-scale mockery.  But you could find
where someone is on this scale every time, by finding what he has done and
withheld and feels responsible for -- i.e. what his O/W's are.

     Cause is not expressed in actions in life, but in case responses.  It is
cause over one's own case that is important, where we are concerned.  People
make progress in processing or they don't.  If they don't, they set the same
goals, session after session.  If the PC's goals change violently, from one
session to the next, there was an ARC break.  Cases don't leap from one case
state to another.  They gradiently and smoothly become more at cause over more
matter, energy, space, time, and other beings.  The person isn't necessarily
becoming more causative; he is more capable of cause.  He can handle his mind
better.  He is therefore capable of handling other things better.  His
responses in processing are your best possible indicator.  This is not a quick
test, however, so it tends to be neglected.



                                      548

     Case progress is a direct index of cause.  You don't realize how far you
have come until you ask someone on the street whether he has any problems, and
you find that he is living in a madhouse, from his viewpoint.

     The seven classes of auditor are really eight, because they start at
zero, an unclassed class, plus seven classes.  [See HCOPL 26Nov63 "Certificate
and Classification Changes:  Everyone Classified" for a description of the
classes.] A person could be a Class Zero and have a certificate, without being
of a class.  That is important, because there are always some people who work
very hard and pass their checksheet [but don't make the grade].  They get a
certificate, showing that they were there.  Classification means more than
just getting the certificate.  A Class Zero certificate is not a sign of being
classed.  There are all sorts of valuable processes lying back along the line,
and they fit into various slots.  For instance, a Class II will be studying
comm lags of equal length, as a sign of when to end a process.

     This is all an effort to graduate cases on up the line.  LRH has found
that they do not advance further than they are trained, so this is the
creation of a bridge from lower to higher levels.  This increases information
and skill and auditing availability right on up.  The way it is now, people
don't know where they are or where they are going or what is expected of
them.  There are professional PCs from 1950, waiting for someone to process
them to OT, whose cases haven't improved much.

     There will be a chart with all the processes and training skills of each
class on it, all the way up.  At some late date, there will be a textbook all
the way up.


L. Ron Hubbard


Type = 3
iDate=3/12/63
Volnum=1
Issue=325
Rev=0
rDate=0/0/0
Addition=0
aDate=0/0/0
aRev=0
arDate=0/0/0

SHSpec-325 Certifications and Classifications




6312C03 SHSpec-325 Certifications and Classifications

     [See HCOPL 26Nov63 "Certificate and Classification Changes: Everyone
Classified"]

     Why have we put in the classification and certification system?  The
original method of dissemination, a very successful one, was to gather a group
who "had troubles" and wanted processing, and give them some training, setting
up co-audits, and supervising them, charging a small fee for the supervision
and having them pay only for patch-up sessions, as needed.  The textbook was
The Original Thesis, distributed in mimeo.  The auditing was clumsy, but some
fantastic things would happen.

     When the Foundations were formed, not at LRH's instigation, there were
lots of bosses around, and many schools of technology developed.  They started
training on the basis of letting someone hang around for a month or so, to
pick up what was going on.  That was Parker Morgan's idea.  This started the
Academy.  These first auditors were trained to audit others, not to co-audit.
LRH taught them straightwire.  The same fault turned up here as in the earlier
group:  people wanted only to be processed, not to process anyone.  This is a
destructive action, because it denies training and dissemination and neglects
the people who keep it going.  If you want lots of auditing to do, get lots of
co-auditing going.  There are always lots of patch-ups to do.



                                      549

     So the central organizations of 1950 went into the processing business.
And everybody they processed who wanted only processing and who didn't want to
give anything for it, introverted.  The purely PC person doesn't ever
disseminate, despite all his gains and ability, because he never mentions his
auditing, unless you do something wrong.  This is the phenomenon of negative
gain.  If something is eradicated properly, the PC never says anything about
it, because it is gone.  The "pure PC" remains at the effect point and needs
to be moved to the cause point, to some degree, with respect to scientology.
People who co-audit, disseminate.  A central organization can also make the
above mistake:  They can concentrate on income from the HGC and neglect
training auditors.

     Co-audits do produce a lot of randomity -- all sorts of goofs do occur,
but that means repairs, which can be done in the HGC.

     The individual who is helping someone else while he is being helped gets
his attention extroverted and introverted during the time the co-audit is on.
Life gets off the first dynamic, often for the first time.  It puts a person
in a better frame of mind to combine both flows.  Furthermore, a person can
progress only so far without an increase of understanding, which comes from
training.

     The PC starts, at Level I, with itsa, just talking about his problems,
etc.  [Assists and R1C are at this level.]

     Then he changes, gets better, and moves up to Level II, where repetitive
auditing gets used, and where it is the number of commands per unit of
auditing time that determines the PC's progress.  This principle carries
through to the highest level of OT processes.  The PC no longer gets TA from
wandering around in itsa.  So now you have to start pounding TA out of him
with smoothly run repetitive questions.  [CCH's, straightwire, and O/W are at
this level.]

     Then the PC moves up to Level III: R2H [See p. 426, above].  The auditor
has to be able to get the PC to spot things, like BPC, and if the PC has no
reality on it, he will drift around.  You may have had the idea that the
higher the process, the more it would do for the case.  Well, the process that
does the most for the case is the one that is realest to the case at his state
of case.  That is a new look, a technical revision.  The PC will get maximal
gains on the process that is the most real.  The further his case is from
optimum, the more tiny little things are real and the more big tough things
are unreal.  We were running people over their heads in 1950.  They couldn't
confront engrams, but they did fine on straightwire processes.  A PC who is
being asked for self-determined changes for a prepcheck [See Problems
Intensive procedure, p. 292, above.] may not believe that he has ever decided
to do anything.  He may need to be run on some lower-level process, like, "Get
the idea of deciding to change/not to change," until he cognites that he can
decide and, eventually, that he has decided.  It takes an educated PC to run
ARC break processes, because you are asking the PC to look at a complicated
area.  Unless he knows something about it, it is too confusing and there is
too much charge in his way.

     Then, at Level IV, we handle service facsimiles.  The service fac is a
very esoteric thing to conceive of.  The PC has to take over responsibility
for his own illness.  That is impossible for lower-level cases.  Missed
withhold running is at this level, because missed withholds take a higher
level of responsibility to run than O/W.  At this level, we also get ARC break
assessments and case programming.



                                      550

     At Level V, the PC gradually starts getting reality on the idea that he
has had other bodies and other identities, with some acquaintance, at first
with the past 2500 years. [At this level, he works with implants, engrams,
whole track, and gets whole track case analysis.]

     At Level VI, the PC gradually gets reality on track, back to trillions to
the eighth power, where the earliest implants are.  [At this level, he runs OT
processes, his own (actual) GPM's, and old R3 and R4 processes.]

     Then, at Level VII, he will get reality on track back to trillions to the
200th>s.  That is a real sweep of time.  Here, he finds that one GPM will
cover from trillions 29 to trillions 21.  Dating gets crude when the numbers
are that large.  At this level, when the PC has all the bank run out, there
are various drills for OT's: Route 1, Change of Space Processing, etc.  [For
Route 1, see The Creation of Human Ability, pp. 33-43.  This includes Change
of Space processing, done in connection with the Grand Tour.  The Grand Tour
consisted merely of getting the PC to be at different places in the physical
universe.  The change of space aspect added an alternation of being at these
different locations with being in the auditing room. The PC is made to run
Change of Space on any area until that area is in PT.  This process is also
known as R1-9.] It is questionable whether any of these drills are necessary.
LRH has found that if he is exterior, all he needs to do is to itsa to an
auditor for awhile to get over feeling queasy about whether he can hold his
position in space.

     As far as we are concerned, the whole problem is one of dissemination,
smooth processing, and keeping the bridge open behind us.  The smoothest way
to do it would be to insist that the individual doesn't outstrip his training
level with his processing level.  How do you guarantee that someone will make
it all the way?  That is an important question.  There is the economic
question too.  If it would take 1500 to 2000 hours, at $10.00 per hour, just
to be processed, then even if it were possible to go OT in this way, it would
be too expensive for most people.  How much would training fees add up to?
Let's say $5000 to $6000.  That makes it more possible.  This cost could be
decreased further by requiring that each preceding course be very thoroughly
done, so that each subsequent course would be shorter.  The student would, of
course, get unlimited processing, provided he was expert enough to keep his
co-auditor.  Thus the reality level of advance is cared for, which takes care
of dissemination.

     So any HCA/HPA could train people at HAS up to Class I.  This would give
this individual a co-audit area that he could cope with.  Level II training
would be given in some district.  It would not be too expensive, nor too
long.  About thirty days is the most that most people could spend.  Then you
would have higher levels of co-audit going.  You would need textbooks for each
level, with all the relevant technology, question and answer sections, and
exams, that would really ensure that the person has got the data, etc.

     The system of the private scientology practitioner who takes people in,
processes them, and ejects them hasn't been generally successful, although a
few have done it.  This system is following a system set forth by the healing
professions, which we aren't.  It took the healing professions a long time to
get this going, anyway.  Private clubs also have privileges which are denied
to members of the public, who have "government protection".



                                      551

     The certification system handles people who do the theory part of the
course, but not for classification.  Classification is shown by Roman
numeral.  If a student is studying for the next class, he can do the
processes of that class, provided that he has the next-lower classification.
But he can't do any higher processes without getting a higher classification.

     What about Class 0 and Class I?  Class 0 has to be double.  The person is
being trained for the HAS certificate, and you have to consider him a class of
some sort, going for the HAS certificate.  Then you have HAS Certificate,
Classed [Class I].  That condition doesn't occur again.  After that, the
student always has a certificate to put a class on.

     There are cases all over scientology that are parked because they skipped
one of these levels and tried to leap into upper-level processes, while still
worried about the environment.  It is true that only at the upper levels do
you really resolve what is wrong with the case.  It is also true that you have
no chance to get at that without getting what is on top out of the way.  This
also reduces the randomity and dangers connected with processing results.


L. Ron Hubbard


Type = 3
iDate=4/12/63
Volnum=1
Issue=326
Rev=0
rDate=0/0/0
Addition=0
aDate=0/0/0
aRev=0
arDate=0/0/0

SHSpec-326 TVD 24: Basic Auditing




6312C04 SHSpec-326 TVD 24: Basic Auditing

     [This is a combined lecture and demonstration, to show the presence of
auditing and what basic auditing is.]

     Auditors have misunderstood what itsa is, giving rise to awful results.
They are getting their PCs to draw pictures, giving the PC nothing to do, and
handling nothing.  The place to get your basic auditing together is at Class
II.  Basic auditing handles the PC, handles the session, handles the auditing
comm cycle, and handles the meter, regardless of what else is occurring.  It
is no different at Class II than at Class IV.

     LRH has been improving his own auditing for the past few months.  Basic
auditing should be very smooth.  LRH has been improving his basic auditing in
the area of observing the PC to see when he has said all that he is going to
say, then acknowledging him.  One can play it safe by saying nothing, but that
is cleaning a clean, comm lagging, inviting more itsa when there is nothing
there.  Stringing out a bunch of unnecessary acknowledgments is also a comm
lag.  Keep the session rolling.  That is what gets good TA.  Just sitting
there listening is Level I auditing.  It doesn't work at higher levels.

     LRH found that he was causing the PC's dirty needle.  He also found that
he had to increase the PC's ability to itsa by using the meter to get
information only when the PC couldn't supply it.  He found that it is
necessary to remain silent, while the TA is in fast motion.  But one doesn't
wait after that to see if the TA will move again.  At Level VI, the motion you
get after the BD on an item is coming from the next level.

     Taking up and handling the PC's problems, at session start, during the
session, or at end of session, is part of basic auditing.

     Basic auditing is:

     1. Getting the PC to itsa.

     2. Promoting and increasing the PC's itsa, by letting the PC find data,
        not relying on the meter to do it.  However, don't give the PC the
        feeling that he is getting no help.

     3. Not talking while the TA is in fast motion, but not waiting for the TA
        to stop jumping around.

     4. Handling any PTP's at session start, as they arise, or at session
        end.



                                      552

     [The TVD tape follows, with LRH auditing MSH.  The tape is intended to
show basic auditing, as well as technique.  It starts out with ruds, then gets
into a goal-oppose list.  LRH finds the PC's PT goal, finds where the PC is in
the GPM, and finds her top terminal.  He finds the wrong top oppterm.]

     Technical note:  The top oppterm of the PT GPM, unlike any other in the
whole bank, should blow up and shouldn't keep on reading.  It should just go,
and it didn't.  So the auditor knows by now that it is a wrong item, since it
didn't blow, and that the PC is "selling" it.  So here we get into a tremble
and scramble.  The PC is getting ARC breaky because the PC has a wrong item.
If you missed the itsa once, here, you would get a screaming ARC break,
because the out session rud would key in the BPC of the OT process.

     [They do some more work with the top oppterm.  PC still won't agree that
the top oppterm is incorrect.  However, they do verify the correct terminal.]

     Listing it straightened it out.  The top oppterm turned out to be "Being
disobedient".

     LRH points out the basic auditing of the session: letting the PC itsa;
not leaving the PC with nothing to itsa.  The PC should have been ARC broken
by taking the wrong top oppterm and abandoning the right terminal.

     The PC's ability to itsa is the road out.  Keep the session driven.  Keep
it going.  Take action.  Promote and increase the PC's itsa.  It is the
auditor's job to make a session out of it.


L. Ron Hubbard


Type = 3
iDate=5/12/63
Volnum=1
Issue=327
Rev=0
rDate=0/0/0
Addition=0
aDate=0/0/0
aRev=0
arDate=0/0/0

SHSpec-327 Basic Auditing




6312C05 SHSpec-327 Basic Auditing

     [Some of the data in this tape is also to be found in HCOB 26Nov63 "All
Levels Star Rating:  A New Triangle:  Basic Auditing, Technique, Case
Analysis".]

     The problems of auditing are divided into three categories:

     1. Basic auditing.

     2. Technique.

     3. Case analysis.

"Technique" means the exact patter and procedure for getting something audited
on the PC.  We have dug up lots of old processes.  All of them are still
valid, except mock-up processes.  Processes like, "Spot three spots in your
body/in the room," run long enough, tend to exteriorize people.  Another
exteriorization process is, "Where aren't you?" These processes are OK if they
are not run to exteriorization.  Exteriorizing someone tends to result in his
coming back into his body more solidly, because he becomes alarmed.  He is
unstable.  This occurs at higher levels, e.g. Levels V or VI.  The PC tends to
come back in and hold harder.  Actually, what upsets him is the energy masses
that he is going through, which exert certain emotional responses upon him.

     The liability of these old lower-level processes is that they run the PC
into GPM's and can pull RI's out of line.  E.g. the liability of "Tell me
something you wouldn't mind forgetting," is that you could run into the RI,
"forgetting".  But such an occurrence is very rare.  People coming up through
Level III are in the charge of the top RI's, but they are getting
destimulated, as they get more



                                      553

oriented and wiser in their environments.  Just remember, when running a
repetitive process, that there is some danger of restimulating an RI,
especially if the process has a fancy or oddball wording.  You even run this
risk at Level I, when you ask, "What solutions have you had to that?", since
the track is just a series of solutions.  What saves your bacon is the PC's
lack of reality on other lifetimes.  Starting at Level III, you would be wise
to preface processes with "In this lifetime...." Do this for sure at Level IV,
since the PC's awareness has come up, and he will slip back on the track
pretty easily.  Your main problem will be the manic at Level I, who insists on
running only past track.

     This came up in Elizabeth, N.J., with the first Foundation, when a couple
of co-auditors could only find past-life engrams to run on each other.  Joe
Winter, Parker Morgan, and John Campbell tried to pass a motion to make
research on or mention of past lives off-limits, because it had bad public
presence.  They found out then that LRH could get mad.  Public presence has
nothing to do with the truth.  There is no such thing as acceptable truth.
That is really just a lie.  There is no room in "PR" or public image for
truth.  PR is nice, but don't build on it.  Build on truth.

     With most PCs, any attempt to go backtrack before their PTP's are handled
will produce nothing but disaster.  You are asking them to confront a big new
datum, when they can't even confront their environment.  Most processing
failures come from the attempt to process someone higher then his class.

     The classifications are laid out on a gradient scale of increasing
responsibility for self and the dynamics.  The processes laid out in any given
class form a gradient scale, too, plotted against increasing responsibility.
So it starts with motivators and ends with overts.  All this is still
techniques.  The programming of techniques is based on case analysis.  Every
level has its own case analysis.

     The three basic steps of case analysis are:

     1. Find out what the PC is sitting in.

     2. Get the PC to tell you about it fully.  Get any lies off.

     3. Handle it by locating and indicating charge as
        accurately as possible.

That is the pattern that you would use at any level.  This delivers the whole
world of healing to us.  It was a research target set last January, and it has
been met.

     At Level I, this could consist of getting the person to talk about some
illness that they have had.  At Levels II and III, you would find what
incident the person was sitting in.  In dianetics, this was done with an
age-flash.  At Level VI, it is done with all the tech of case analysis, asking
if it is an actual GPM, an implant GPM, etc.  At Level 0 it is, "How do you
feel today?  What have you done about it?  Do you feel better?"

     As a PC runs actual GPM's, the sub-itsa and the PC's ability to itsa come
closer and closer together.  On case analysis, they fold over about half way
to OT, where the PC's ability to itsa surpasses the meter.  If the PC doesn't
say itsa, the meter won't read.  The meter depends on mass and short-circuits
in the mass.  You will eventually reach a point where the person is
self-determined enough that unless they think it, it isn't so.  Somewhere
along the line, you will also run into their recognition that they are
creating all the mass.  What you will do there hasn't been worked out.  You
will have to get across it and back to the beginning and the earliest
postulates with regard to the making of mass and the creation of all this type
of bank  [see pp. 337-339, above].  It is a rough go, unless your basic
auditing is superb.



                                      554

     Your basic auditing at Levels II and III has to be magnificent, because
the PC doesn't know what you are talking about.  He has no nomenclature.  He
has no reality on it.  He can't put these things together smoothly.  The whole
burden, therefore, is on basic auditing, on handling the PC's itsa, improving
the PC's itsa.  Never give the itsa to the PC on the meter when he can give it
to you.  Don't refuse to check the meter if he asks, but wean him off it.

     The only things that vary in basic auditing are the addition of more
complicated metering, as you go up the levels.  Note that at Levels V and VI,
you never use a sensitivity higher than 8.  Other wise the needle is too
loose.

     Improving one's basic auditing is the way to improve the amount of TA
that one gets, given a particular technique used.  Dirty needles come solely
from out basic auditing [see HCOB 25Nov63 "Dirty Needles"].

     On Level VI, the TA moves around so much that you can't wait until the TA
stops to say something.  You have to talk when it slows down.  The PC will get
heat, during BD's, which will be suppressed if you talk, so that you will have
to get the suppress off the heat to get it to turn on again.  If there is
nothing going on, it is up to the auditor to start something.  If there is
something going on with the PC, then there is no need for the auditor to start
something.

     At the upper levels, basic auditing had better be as free from attention
as walking.  This sounds obvious, but it is horribly true.  You've got plenty
to do, with the meter.  You don't have time to record TA, except when you give
the question and when the TA blows down, when the PC gives the item.  Apart
from that, you need a TA counter to keep record of it.  Just don't move the TA
while the PC is moving around, or you will get a falsely high count.

     You've got to stop the needle at set with your thumb, in order not to cut
the PC's itsa while centering the needle.  You will put in a comm lag if you
delay while centering it, and the PC's attention will go to the meter.  There
are numerous tricks that you can do with meters.  For instance, you can brake
the needle to stop it from wobbling.  Know the needle well enough to be able
to spot a missed withhold without asking for it, or to repair havingness
without having to run any, by getting the PC to spot what upset his
havingness, etc.  You can know TA behavior well enough to spot trouble before
it arrives, so that you are not startled when the PC erupts.  At Level VI,
technique is an all-devouring monster.  You can spare no attention for the
meter or for basic auditing aspects such as the comm cycle.  There is no
zenith on how good your basic auditing can get.

     You could probably make some mistakes with techniques and case analysis
(not many), but you can't afford to make any mistakes with basic auditing,
especially if you do make a mistake in another area.  Nothing very serious
will happen to a PC because of technique or case analysis errors, especially
below Level VI, but basic auditing errors will pitch the PC on his head.  The
only serious things that can happen to a PC occur because of out basic
auditing.  PCs feel badly when basic auditing is out.  Invalidation is the
only way to turn on somatics at Level VI.  OT processes are as rough as there
is invalidation.  It isn't that items turn on pain.  It is that if you
invalidate a right item or goal, the PC can get good and sick.  This makes the
steps of case analysis mandatory.  But if your basic auditing is in, such that
the PC's itsa is in, you are less likely to make these mistakes, because the
PC's opinion and knowingness are consulted.



                                      555

     The greatest dividend you can get from training is improvement of your
basic auditing, to a point where you can relax and get technique and case
analysis to hum.  Get it perfected, and your tone arm motion will triple.


L. Ron Hubbard


Type = 3
iDate=10/12/63
Volnum=1
Issue=328
Rev=0
rDate=0/0/0
Addition=0
aDate=0/0/0
aRev=0
arDate=0/0/0

SHSpec-328 Scientology 0




6312C10 SHSpec-328 Scientology 0

     It works out this way: Having completed scientology research all the way
to the top, LRH has had to undercut it all, to find a new series of processes
and a new processing theory on which to build the edifice.  That is quite a
trick!  Knowing the upper strata only makes it harder to build the lower
strata, because you see it so clearly that it is hard to see how someone else,
lacking your knowledge, could miss it.  You can know exactly what is wrong
with somebody, but if he knows differently, you can't get him to see your
solution or your view of the problem.

     LRH finally has a Scientology 0 to undercut Scientology I.  It was a
description of the environment and what is wrong with it.  It has nothing to
do with the person's mind at all.  Scientology I is the isness of things, and
it takes care of the mind as well, but Scientology 0 takes care of the
environment.  It is summable up as The Dangerous Environment.  That sums up:

     1. What you are talking about.

     2. The frame of mind of the person talking with you.

     Look around and find something that isn't threatening you or pushing a
PTP on you or trying to exteriorize you.  This will help to pull your
attention out of the threatening environment.  It allows differentiation to
come about instead of identification.

     Many people are professional dangerous environment makers.  The "chaos
merchants" push dangerous environments on people in a sensationalized form.
This includes politicians, newspapermen, policemen, etc.  They spread
confusion and upset and breed fear of the environment.  This is the same thing
that a blackmailer or an extortionist does.  They make the environment seem
more dangerous than it is.  They sell the dangerous environment 100%.  The
avidity of their sell can be used by the scientologist, by means of a sort of
"theta-judo", practiced on them.  Understanding Scientology 0 includes
understanding how to use the enemies of scientology, the chaos merchants.

     Toynbee, working out of libraries, came to a tremendous understanding of
life.  He says that the reason that the Mexican, for example, does not succeed
is that he has insufficient challenge in his environment.  Toynbee has
obviously never talked to any Mexicans. It is a myth that primitive peoples
get apathetic because of insufficient challenge in the environment.  The
challenge of the environment is actually overwhelming to downtrodden peoples,
primitive peoples, etc.  The environment is too dangerous for a fellow to have
ambition.  This is actually true of anyone who lives on earth.  The individual
on this planet, if he has not been able to achieve his destiny, is in an
environment that he finds overwhelming.  His methods of dealing with it are
inadequate, and his existence is as apathetic or as unhappy as his environment
seems to him to be overwhelming.  Get those principles down, and you will have
Scientology 0.

     A lot of people spend their time worrying the people around them to
death.  They spread confusion and upset, while wondering why their victims
don't get ahead.  These are small-scale chaos merchants, compared with
newspapers, but they are more intimate.



                                      556

Doctors get paid, not by the number of people who are well, but by the number
who are sick.  The police would go broke if the prisons didn't make more and
better criminals.  Police chiefs would be unimportant if they had few police
under them.  Newspaper reporters dream of a "big story", meaning a good
disaster.

     The environment is never as dangerous as it is made to appear.  A
solution to the threat of nuclear war could undoubtedly be found, especially
if there were a profit in it.  But anything that tends to make a calmer
environment meets and makes a ridge with anything that has a vested interested
in the fact and idea of a threatening environment.  The expansion of
scientology will lessen the amount of fear.  It will lower the stress
perceived by people as emanating from the environment.  Scientology would make
for a calmer environment.  It would not be a less interesting environment, but
a calmer one, one that is in less turmoil.  This could permit resurgence of
the individual, because he would be less enturbulated.  You would get a
beneficial spiral, where the threat of the environment would be dying out.
The chaos merchant doesn't like calming influences.  They threaten his
livelihood and survival.  On an individual level, a domestic chaos merchant
gets upset when his or her victim gets calmer, with exposure to scientology.
It is very disconcerting to a chaos merchant to be met with humor, instead of
seriousness.

     The true story of scientology is simple:  A Ph.D. develops a philosophy.
People find it interesting.  People find that it works.  People pass it along
to others.  It grows.  That is what the newspapers are trying to make a story
out of.  From their viewpoint, there is no story, because there is no
conflict.  You can amplify the story and get some statistics, but anything
else is distortion and lies, added on to make the story disturbing and
sensational.  But all disturbance folds up in the face of truth.

     In a universe kept going and continually disturbed by lies, all the basic
facts have been covered up, particularly those relating to life and death.
Many contrary data have existed.  Fundamental questions belong in philosophy,
but philosophy has become so decadent that it is no longer a source of truth.
It is, at best, a limited truth, and in going for truth, you have to go all
the way [see 6211C01 SHSpec-207 "The Road to Truth", pp. 325-329, above].  The
clean blade of truth cannot be stopped.  But if you talk truth, you had better
have your hands on it.  Socrates talked truth but didn't have a good enough
grip on it.

     When you start to introduce scientology to anyone, the first target would
be the environment, not the person's mind.  You could dream up processes,
based on the assumption that the person believes that the environment is too
dangerous for him.  Any relatively sane person will agree with you on that.
We know that it is being made to seem more dangerous than it is.  This is a
key point of Scientology 0.  So the person could be brought to perceive that
this is so by his own perception.  It is also a key point that the person's:

     1. Health,

     2. Sanity,

     3. Activity level,

 and 4. Ambition

are monitored by his concept of the dangerousness of the environment.  From
these factors, we can draw up an improvement program for any person.  We can
therefore improve these things in the individual without reference to his
mind.  We have dealt with this before, under the heading of controlling
environmental restimulation.  We



                                      557

know that to handle his problems terminatedly, we will have to handle the
mind.  Nevertheless, we can get very marked and noticeable gains and
improvements by handling his environment, since we know that most of the
threat that he is worried about is imaginary.

     The therapy could be as simple as, "Don't read the newspaper for two
weeks, and see if you don't feel better." At the end of two weeks, have him
read the newspapers for a week.  Get him to see whether he then feels better
or worse, so that he can decide.

     If he gets too upset or confused, tell him to look around the environment
and find something that isn't a threat to him.  A good havingness process [at
Scientology 0] is finding out what is a threat to a person, and running it as
a negative havingness process.  This is actually very sophisticated.  It could
be used at upper levels, run against some particular fear.  It is an improved
version of "Take a walk and look at things." This is positive education.  The
reason, "Take a walk; look it over," works is that the individual sees that
the environment isn't threatening him to the degree that he thought it was,
when he has inspected it.  So you could use a process like, "Look around you
and find something that isn't going to fall on you." At Scientology 0, you are
trying to get the individual to inspect the environment and find some greater
security in it.

     The general auditing approach would be, "Look around you and find out if
the environment is as threatening as it appears to be," but each person would
have to be handled individually.  You could get a person to look at the papers
on his desk that are threatening him, and find something in them that isn't a
threat.  That is "taking a walk" while he is sitting at his desk.  For a
person who feels that everyone is hostile to him, you could use, "Find
something that people say or do around here that isn't hostile to you," or
"Find one person in the organization that isn't actively hostile to you," or
"Was there anything said today that wasn't immediately and directly hostile to
you?" This could also be played in the direction of exaggeration, but then it
goes up to a higher level, in a mental direction:  "Get the idea of a Chinese
in every corner, shooting at you with Cong hatchets." You could use, "Look
around here and find something that isn't trying to exteriorize you." Etc.

     All this runs on the single auditing command, "Look." There is no effort
to get any itsa about it.  Almost any inspection of the environment is helpful
except a negative one.  If the PC has a secondary; if he has lost an
individual, in an environment where he has been with the person a lot, e.g. in
a love affair, you can use, "Look around here and find something that isn't
reminding you of (the ex-lover)."

     The mechanism here is that the person has identified everything in the
environment with his unrest.  Everything in the environment has become
identified with the threatening things in the environment.  The person's
charge on the environment can be destimulated by indicating things that are
not so threatening, thus getting a person to differentiate.  When
identification becomes differentiation, intelligence and judgment can return.

     An interesting commentary on the character of Man lies in the fact that
if you really want to interest people, at a lecture or P.E. course, you should
give them something that they can use to help others, rather than something
that will help themselves.  Man is basically good, and this is a proof.
Therefore, your supplementary advice should always go on the basis of "Who are
you trying to help to discover that the environment is less dangerous than it
seems?,



                                      558

You had better understand the data well enough, so that you can give it to him
well enough, so that he can use it and see a result, and then use it on
himself.  If you do this right, you will often get the cycle:

     1. The person finds out something to help Pete.

     2. It works on Pete.

     3. He decides to try to use it to help himself.

"Take a walk and look at things," is about the mildest advice you could give
someone.  It would be quite effective if he actually did it.  LRH did this,
and found that by putting tension on the beam with which he was looking at
things, he could pull himself forward, without having to walk.  This got
intriguing.  He went skimming his heels on the pavement until he noticed a cop
looking at him.

     The master question is, "What part of the environment isn't threatening?"
This question gets the person to differentiate.  You can also get him to
arrange his life a little.  If you can get a person to just plan a life in
which everything is calmer and less threatening, the life he is living becomes
calmer and less threatening.

     When you move this up into Scientology I and introduce communication
factors and show the person how to communicate with people, he will find that
he can produce an effect on people and that people are less threatening.  If
you keep havingness in mind, as you go up the levels, you never lose the
benefit of having the environment being less threatening, which you started at
Scientology 0.

     All people are trying to:

     1. Get out of the environment,

  or 2. Master the environment, if they can't escape.

Any thetan has these intentions, and has had them all the way up the
universe.  These are the only totally common PTP's of an environment.  The
individual would also like to find something to help his friends.  What you
need is a level of help that requires practically no education at all.  This
would become real to the individual.  Just the concept that he considers the
environment dangerous and would like to find the source of threat is an
enormous piece of wisdom to him, since before you identified it for him, he
was being it.  If you provide a therapy by telling him to stay away from the
things and people, etc., that upset him and find and associate with the things
that aren't a threat, he will make amazing progress.  This pushes a whole new
philosophy under the structure of scientology.


L. Ron Hubbard


Type = 3
iDate=12/12/63
Volnum=1
Issue=329
Rev=0
rDate=0/0/0
Addition=0
aDate=0/0/0
aRev=0
arDate=0/0/0

SHSpec-329 Summary of OT Processes




6312C12 SHSpec-329 Summary of OT Processes

     This is a fast and rapid summary of OT processes.  This is a matter of
record, not so much a matter of education.  This gives the record of the final
technology of bank running, which is now complete and unvarying.  The
technology is very precise.  It is extremely crisp.  You do not vary from it.
Some PCs become fixated on parts of the bank and argue with you about
structure.  For instance, seeing two RI's, the PC may think that he has two
and only two GPM's.  There are variations, as far as which implants someone
could have.  Someone might not have the Helatrobus implants, for instance.
But everyone on this planet has the Train implant.  There is a whole set of
implants around trillions 2, which are similar to the Helatrobus implants, and
for which we don't have the pattern.



                                      559

     You can get variations at Level V, but none at Level VI, or the person
wouldn't be here.  One person has not made different types of actual GPM's
than another.  You don't get variations at Level VI, but lack of data and an
overburdened case could bring about an apparent difference in the case.  The
differences are only mistakes made by the auditor and/or the PC.  Every actual
GPM is similar to every other actual GPM in basic composition [see Fig. 23t].
"The goal as an RI is always the first RI in the bank.  It then runs on up the
line on a 'solve' basis, not on an "oppose' basis." Each item is a problem
with its opposite item, going on up the bank, but those masses are actually
very huge spheres.  They are all the accumulated energies that anyone ever had
anything to do with, on this particular subject.  They have been lived
through, and they have been accumulated.

     Now an actual GPM has varying numbers of RI's.  On the middle track, the
GPM's have 16 to 18 RI's in them.  Late on the track, closer to PT, they go to
22 to 24 RI's.  Each one has a cross-over:  the middle pair of RI's.  If a GPM
has 20 RI's, at number ten you will [generally] get the cross-over. The
cross-over is very important.  That is where the PC ceases to be for the goal
and starts to be against it.  On the oppterm side, you get a progression up
through the cross-over point from the bottom oppterm, which is dead opposed to
the goal, to the top oppterm, which is dead for the goal.  And "on the
terminal side, you have the goal as an RI at the bottom, and it progresses, up
to the cross-over, for the goal and then, on a gradient scale, goes against
the goal.  The top terminal of actual GPM is dead against the goal." If the
goal were "to be strong", the top terminal would be something like "weak" or
"being weak".  That pattern has to be understood, or the PC will get in
trouble.

     The patterns are all similar, no matter what the GPM's position on the
time track is.  As you go earlier on the track, however, there is this
change:  You get more items for the goal, i.e. the cross-over point drifts
higher.  But the position of the cross-over is also monitored by whether the
PC as a thetan liked the goal or not.  The cross-over would occur very near
the bottom of a GPM whose goal the PC detests, e.g. "to be obedient".  You can
have the cross-over appear almost at the goal, on a goal that the PC detests,
perhaps in the first couple or three pairs.  But this is not an important
eccentricity.  Don't be alarmed by it.  That is the only variation in
cross-over.

     Another variation in actual GPM's is that earlier on the track, the time
span for a GPM is longer.  E.g. a "modern" GPM could span only a billion
years.  An early GPM could span trillions 20 to trillions 30 years.  There are
about (as a guess) 26 GPM's in a bank:  very few.  The closest-to-PT GPM can
be expected to be truncated, which makes it difficult to enter the track,
because the PT GPM may have any number of items in it.

     In a case analysis, you can only count on what blows down the TA.  The
E-meter is not wholly reliable, here.  The meter is only of relative use.  If
all is perfectly correct on the meter, you have a chance of being right.

     A GPM, when found, will read, if not forever.  It does give you nice long
rocket reads and blowdowns, when you find it.  But don't expect it to read
forever.

                                      560

FIGURE 23: STRUCTURE OF AN ACTUAL GPM

                              [GRAPHICS INSERTED]



                                      561

     Now the PT GPM being truncated, will have less than a full [complement of
RI's], which makes it hard to find its top.  The present GPM has some top
short of total attainment of the goal, on the oppterm side and short of total
opposition to the goal on the terminal side.  How short is the PT GPM?  Don't
cut your throat if you find after 75 hours that it only had two RI's, or if
you find that it is really the second GPM and is there in full.  You may not
find out that this is the case until you reach the eighth GPM.  You cannot be
sure that you have the PT GPM (or any other particular GPM).  You do the best
you can and always suspect that there are more RI's into PT, once the thing
can be repaired.  And you are getting charge off all the way.  It is not fatal
to make mistakes in doing this.  But don't underestimate the ability of these
processes to nearly kill the PC, if mishandled.  Say you skipped two GPM's and
started to run out the one below it.  The PC would feel like Hell.  A PC never
feels worse than on R4 done wrong.  But he can live through it.  It is the
auditor who is in danger.

     A wrongly worded GPM will shut off the RR.

     The PT GPM is the one you are working for, but it may not show up until
you have run an earlier GPM.

     The programming is done only one way, in running these things.  That is:
You find the PT GPM.  You find its top terminal.  You list the top terminal
for two items: the first oppterm and the second oppterm.  From the second
oppterm, you get the "solves it", by asking, "Who or what would it solve?",
and you go on down the bank.  So it is always the same: "You find the PT GPM.
You run all the items out of it.  Then you do a goals-oppose list and find the
next GPM and get its top oppterm, and then run all items out of it, and find
the next GPM ... , etc., until you get to the beginning of the time track."
You can cut in and find the second GPM first, by accident, and find out later
on that it is the second GPM, and then by doing goal oppose of it, you can
find the actual first GPM.  But that is at the risk of the game.  That is just
fixing a mistake.  Properly, you find the PT GPM or something that you could
believe was the PT GPM.  You then run all the items out of it.  Then you do a
goals-oppose list and find the next GPM.  You get its top oppterm and run all
items out of it.  Then you go on down the bank to the beginning of track.  And
that is the only program that is successful.  Taking any GPM that fires and
then trying to goal-oppose it to PT is not hard to do.  It is impossible!  You
end up with a messed-up track.

     You do this same program on every case, including cases that have had
goals found and run out in various ways.  You start with listing for the PT
GPM: "What is your present time actual GPM?" This can be a long list.  It
follows a "goals list" format.  When you get fifty items past the last RR seen
on listing and you are getting no TA while listing, the GPM is on that list
somewhere, and you find it by elimination.

     This sounds impossible, but this pattern has been successful whenever
tried.  PCs come up with the PT GPM every time.  Of course, it has to be an
educated PC.  If not, you don't have a prayer.  It takes terrific stability on
the part of the PC to hang in there when things get tight.  An untrained
person wouldn't stand for it.  It is not that he couldn't be gotten into it,
but he will panic when things go wrong and he feels terrible.  He won't have
the security of knowing that he can get out of what he got into.  It is
basically understanding that will carry him through.



                                      562

     [Here is a tabulated summary of the R4 procedure, as outlined in this
tape:

     1.  Do a PT goals list and get a goal.  List for the PT GPM using, "What
         is your present time actual GPM?" You use a goals-listing procedure.
         That is, you list fifty items past the last RR seen on listing.  If
         the TA is all run out, then the list is complete.  You then find the
         item by elimination.

     2.  Try to count the number of RI's in the PT GPM, then plot it up
         accordingly, and observe where the top of this GPM sits in relation
         to the cross-over point.  E.g. say you've got 12 RI's.  Then you know
         that the top pair is one pair past cross-over.  So the terminal is
         just a little bit against the goal.

     3.  Find the top terminal by listing, "What terminal are you sitting in
         now?"

     4.  List two lists from this same top terminal to get the top oppterm and
         the second oppterm of this truncated GPM.  Charge will expire on the
         top oppterm, so then you will get the second oppterm, because that is
         the way the pattern progresses, going down into the bank.  After
         getting the top oppterm, list "W/W wd solve (top oppterm)?" and get
         the top terminal back again.  Then take it down to the second oppterm
         (See Fig. 24).

     5.  Solve this across and continue to the bottom of the GPM.

     6.  Do a goal-oppose list to find the goal of the second GPM, using
         goals-listing procedure.

     7.  Take the goal as an RI from the PT GPM and list, "Who or what would
         it solve?", to find the top oppterm of the second GPM.

     8.  Take this top oppterm and list "Who or what would solve (the top
         oppterm)?", to get the top terminal of the second GPM.

     9.  Solve it across to get the second oppterm of the second GPM.

     10. Run all the items out of that GPM in a similar manner, and continue
         on down the bank using steps (6) to (10), above, to the beginning of
         the track.]

FIGURE 24: RUNNING THE TOP OF THE PRESENT TIME ACTUAL GPM



                                      563

     It is the PC who comes up with the answers.  He finds out what is going
wrong.  If you can get off any BPC, he will start giving you some good data
about what has gone wrong.  E.g. the PC's next GPM is found but won't read.
So a GPM has been missed.  There is so much inval on the goal that it reads as
a wrong goal.  So the PC says that some inval is present.  So the auditor
prepchecks the goal and on [the rocket read] comes, and off they go.  But
repair is too complex to do without help from the PC.  However, a PC can
"sell" an item, and if the auditor buys it, it can land the PC in the soup.
Also, if the RR doesn't pack up in the first five items down the bank, don't
let the PC sell you on the idea that it is a wrong goal, wrongly worded, or
misworded.  LRH once let a PC sell him on the idea that a goal was a wrong
goal.  He listed and found two new goals, without realizing that the PC had
merely gotten into a dramatization of one of the items of the goal's GPM, and
therefore so despised this goal that the PC wanted nothing to do with this
goal.

     Rule: If it is running all right, keep running.  Don't make trouble until
trouble happens, since it is trouble that consumes session time.  Take up
trouble as it comes.  If the PC does get in trouble, don't try to force the PC
on.  Stop and find out what is wrong and fix it.  Otherwise, you can
invalidate goals and items and make them read like wrong goals and items.

     The read you get on listing actual GPM items (and goals) is like nothing
you have seen elsewhere.  It is not an RR and it is not a fall, and it is not
anything else you have seen elsewhere.  A tick will never be the item.  The
real item hits a "rubber bumper" and forces its way through, like breaking
through a stone wall, and then falls on through to a BD.  These are item
reads.  Only an item read looks that way; nothing else does.  It goes the
whole dial and brings about a blowdown.  The rule in item-finding, is to list
as long as the PC wants to list, and then find the item on the early part of
the list.  That has variation.  The item could be wrongly worded, early on the
list, and reappear correctly worded later on the list, so that it looks as
though it actually appears later on the list.  The item lists are short,
especially compared to most goals lists.  You might have shorter goals lists,
however:  When the PC gets pretty educated, he can spot the goal right away.
The meter blows up, heat comes off, etc., etc.

     Here is an example of an LRH bank:  The goal-oppose question, "Who or
what would "destroy' oppose?" gave the next goal, which was "to worship".  "To
create" was a rocket-reading implant GPM.  "Worship" had nothing to do with
religion.  It was too early.  The earlier you go on the track, the simpler and
more direct the goals and items are.  As you go later, the items get more
dispersive and complicated.  Items like "certainty" and "predictability" and
solved by "unpredictability".  It will be a less neat pattern.  The thetan is
thinking more complexly, more involvedly.  He is in a more dispersed state.
On the middle and back track, the thetan is simpler.  As you get back to the
middle track, a word like the goal appears in 80% of the items.  On earlier
track, a word with the sense of the goal appears in almost 100% of the items.
Close to PT, you get tremendous variation in items and more complex goals that
are hard to get oppositions to, with the goal almost never appearing in the
items.  The hard end of the track is the PT end.  The thetan has less scope.
[The gap is] less wide between opposites.  There is more dispersion.  The
thetan is nattery, picky, and so forth.  You can see the dwindling spiral of
the thetan, as you look



                                      564

over these GPM's.  The chances are far against getting simple goals in PT.
Middle track goals are simple.  When you get two or three GPM's back, you
start getting simpler goals.  On the middle track, for instance, you get goals
like "to do", "to think", "to postulate".

     In later GPM's, there are more items and greater complexity.  The items
disperse more quickly from the basic goal area.  As was said earlier, the goal
word appears less frequently in the items.  But the pattern doesn't change.
The top oppterm is definitely the goal and the top terminal is definitely
against the goal.

     The hard things to list are the top terminal and the bottom oppterm.
That's shootin' into the blue.  The top terminal is very often, but not
always, controlled by the goal that you are about to get, i.e. the next goal
up.  The top terminal may or may not be similar to the next goal.  It could be
quite disrelated.  You can get fooled here.  The pattern might not hold, e.g.
the next goal might be the goal, "to postulate" and the top terminal might be
"sitting".  You can't predict the top terminal, except that it is opposite to
the goal of the GPM that it is in.

     The bottom oppterm is the "reason he done it".  Of course the real reason
he done it is the GPM he just lived through, but his particular penchant is
usually expressed in the bottom oppterm, because it is opposed by the goal as
an RI.  The bottom oppterm is going to say what the person is mad at, in the
PT GPM, like "civilization", or "financial institutions".  This one is hard to
get.  So the PC might miss it like mad.  The two bottom oppterms and the two
top terminals in the GPM forecast some difficulty.  The toughest to get are
the bottom oppterm and the top terminal.

     How do you list one of these things?  First, do your PT goals list and
get a goal.  Then try to count the number of RI's in that GPM [the presumptive
PT GPM].  Then plot it up accordingly.  Observe where it sits in relation to
where the cross-over point is.  Say you've got twelve RI's.  So you know that
you are one pair past the cross-over.  So the terminal is just a little bit
against the goal.  You can get the top terminal of the PT GPM by listing,
"What terminal are you sitting in now?" If you want to ask, "Why don't you
list for the top oppterm?", it is the same as asking, "Why don't you try to
list the bank?" It's the same question.  The PC doesn't know what's there,
relative to the top oppterm.  But he is sitting in and intimately connected
with, as himself, this top terminal, because that is the one that he is living
through life in.  Therefore it is easy to list for the top terminal.  So list
for the top terminal and find it.  Then list two lists from this same top
terminal and get:

     1. The top oppterm.

     2. The second oppterm.

You are able to do this because charge will expire on the top oppterm, when
you have found it, and therefore there won't be any more charge on this
oppterm.  You then get the second oppterm, because that is the way the bank
progresses, going down into the bank [See Fig. 24].  GPM's always proceed
downwards from the top oppterm.  Why this pattern for running the GPM?
Because if you get this higgledy-piggledy in the first GPM, you are going to
be kitty-corner from the oppterm to the next terminal below it, and that
doesn't solve!  The bank doesn't run that way and it doesn't solve that way,
and you will be in trouble.  So you get the two top oppterms, #1 and #2.
Sometimes you almost wreck yourself by getting both oppterms on the same list,
both firing:  But you really need two listings, so



                                      565

you can tell which is which.  So after getting the top oppterm, do "Who or
what would solve (the top oppterm)?" and get the top terminal back again.
Then take it down to the second oppterm.  Solve it across and go on down the
bank that way.  [See Fig. 24]

     Now "items always solve; goals always oppose." Never do a goals solve
list, e.g. "What goal would solve (a goal)?" The goal as an RI sounds like a
goal, but it is an item.  And that would be an item solve list for the next
lower top oppterm.

     So after you get the whole of the top bank, now do a goal-oppose list to
get the goal of the No. 2 GPM.  You now assess by elimination to get that
goal.  That's the end of all oppositions [until you are up to the point of
getting the goal for the next GPM].  But you still have an unsolved RI, which
is the goal as an RI at the bottom of the top GPM.  Opposing the goal as an RI
is the most critical action in the whole operation.  Take the goal as an RI
and list, "Who or what would it solve?", and get the top oppterm of the next
GPM, using a nice, beefy, long list on this one.  That is the touchiest part
of the bank.  If you get it wrong, it will be wrong from then on out.  If you
get a wrong top oppterm, you will go all over the place. You will have the
wrong GPM.  It is also the easiest to get wrong because it looks the
simplest.  The top oppterm is the final achievement of the goal that you have
just gotten from the goal-oppose list.  The PC is now against it.  E.g. on a
goal "to sneeze", the top oppterm would be "sneezing" or "people who sneeze",
or "sneezers" or "having to sneeze", etc.  If you get the top oppterm slightly
misworded, you have had it.  So do a nice long top oppterm list.  You want a
20 or 30 item list.  So don't take an item as the top oppterm just on the PC's
say-so.  You can tangle the whole bank.  Don't promote the PC's itsa on this
one!  If you buy the PC's delighted itsa, you are likely to get the third
terminal from the bottom and get the whole bank upside down.  The other place
where you disregard the PC's itsa is when you are halfway through a GPM with
the RR still on and he tells you that it is not his goal.  So get the list, on
listing for the top oppterm, null it with the PC's attention on it.  Ask which
item had heat.  Look around the area of that item, on the list, especially a
few items above the item that he mentioned.  See if you can get that area to
read.  Get the top oppterm and check it out.  Mow be very careful, when you
get the top terminal.  The wording is critical.

     The terminal has an opposite meaning to the bank at large.  When you have
the two top RI's, make sure that both of them are absolutely correct, before
you go on.  The alternative is to get a circular invalidation going, where you
are leaving wrong items behind you and listing from wrong items, correcting,
and going ahead into messed-up areas.  As you correct one item, another gets
messed up.  When you find a wrong item behind you, accept no items that you
found after you found the wrong item.  Re-do all the later lists.

     The way you check out a bank, when looking for a wrong item, is to go
back over it from the top, reading the items off with mathematical precision,
with the session ruds in.  The wrong item that you left behind you will tick
or rocket-read.  That is a proven rule.  If it reads, it is a wrong item,
invariably.  It is not that it wasn't opposed.  Being wrong, it reads and
throws into question all succeeding items.  Any items that occur after that,
if they are right, are so merely by coincidence.  So you have to list again,
through a muddied-up bank.  To correct the wrong item,



                                      566

take the list you got it from and look earlier, or later, if it was the first
or second item on the list.  Or the list could be incomplete.  But two items
reading in the same items list -- means nothing.  Listing rules don't apply to
items lists.  Listing rules apply to goals lists and only to goals lists.  You
can have six items reading on an item "solve" list, and it doesn't mean that
the list is incomplete.  One of the six reading items is the item, and you
don't continue the list.

     On a wrong goal, everything you write down reads for awhile, then nothing
reads.  The only thing that shuts off an RR is a wrong goal.  A wrong item
will not do so.  You can overrun the GPM and run into a GPM for which you have
no goal.  The only thing that shuts off an RR is not having the goal.  What
shuts down the RR is not having the goal, and this is the only way to shut off
an RR.  Even a slightly misworded goal will turn it off.  So if the RR
continues, you've got the right goal, so relax.  And once you get your goal,
don't call it again, until you get to the goal as an RI.  Refer to it by
number, and don't use the wording, "How does this RI relate to (the goal)?"
Use, "How does this RI relate to this GPM?", or " ... to GPM No. _______ ?"
The reason for this is that every time you call the goal, you pull the goal as
an RI up towards PT and disarrange the bank.  You save it, so that if you have
to use it later to prepcheck off inval in straightening things out, you can.
Or you might want to save it for use in later cleanup.  Even then, you still
say the goal as little as possible.  If you are prepchecking a GPM goal, use
"On this goal...." Don't keep repeating the goal, as this will drive the PC to
the bottom of the GPM.

     There are lots of things to know, lots of indicators, but only a few
simple rules, and they are dead on.  For instance, you ask, "Is this an actual
GPM?", after you have found the goal.  You always check it out.  When you have
run five or six GPM's, you get no response on the meter until the PC says it.
Then it reads.  As you go down the bank, the items will read when the PC says
it, not when you call it.  At first, [when the case is unburdened with R3SC,
etc.] the sub-itsa comes up towards the surface.  However, further on down the
line, you lose the sub-itsa again.  The sub-itsa line reverses with the itsa
line, eventually.

     Basic auditing must be very well in and the PC must be easily auditable.
You've got to promote his confidence and itsa, so that when you run out of the
E-meter, the PC can handle it.  You've got to be able to talk to the PC, and
the PC has to be able to talk to you, because in a few cases, itsa is all that
you will have to guide you through.

     The only thing that makes a bad basic auditor is a person who is afraid
of becoming OT or who sees a great deal of harm in being exteriorized or in
being set adrift alone without a body.  Or, the idea of setting people adrift
or alone without a body restimulates all those people that they have held down
and Stuck spears in the stomachs of.  That is exteriorization too.  Someone
whose basic auditing is poor at Levels II, III, or IV will have it fly out at
upper levels, because he gets so restimulated at the idea of exteriorizing.
Exterization restimulates murder, so you get the idea that he doesn't deserve
to be clear, etc.  Don't look for the significance to explain fear or terror
of exteriorization.  It is just GPM's shifting around and colliding, caused by
the thought of exteriorizing.  You can set someone up so they will do flawless
basic auditing for one session by running O/W.  This shows that they consider
auditing to be an overt.  This was first tested in Melbourne in 1960.



                                      567

     There are no ARC breaky PCs.  There are only bad basic auditors.  The PC
who is dangerous is the one who goes into propitiation or lower when ARC
broken.  Such a PC is harder to handle than one who screams.  Any PC, audited
beyond an ARC break, will go into the sad effect.  You could audit the auditor
on O/W for a short session, and he would give flawless sessions.

     This is a very important tape.  The exact patter is on the demo tape of
last Wednesday.  [Probably 6312C04 SHSpec-326 TVD 24:  Basic Auditing, pp.
551-552, above.]

     [LRH also mentions a color movie with all the tech in this area, and the
area of GPM's]


L. Ron Hubbard


Type = 3
iDate=31/12/63
Volnum=2
Issue=1
Rev=0
rDate=0/0/0
Addition=0
aDate=0/0/0
aRev=0
arDate=0/0/0

SHSpec-1 Indicators




6312C31 SHSpec-1 Indicators

     This was the year in which we achieved the technology of OT, and in which
we laid the bridge, with all the older processes from dianetics on.  It is the
year in which we had our hardest attacks since 1950.  These attacks are losing
or have lost.  The IRS lost its suit on LRH and MSH.  "IRS" means "Infernal
Ravening ..."!  The work for 1964 should include codification of materials,
writing textbooks for the different levels, etc.  Several techniques have been
developed for a higher-classed auditor to run on a lower-level PC.  We are
ready to open the door wide on the subject of psychosomatic healing.  We could
put it on an ethical basis by saying that if you don't get results on a
patient, you refund his money.

     Anybody who is receiving Level VI auditing [See p. 550, above, for a
description of this level.] from an auditor who flubs, goes through more
illnesses and psychosomatics than anyone can count.  LRH understands the
phenomenon of psychosomatics and is consequently a little contemptuous of
doctors' treatment of these conditions.  It is rather horrifying, from an
auditor's viewpoint, to see what is thought of the illness and how it is
treated.  The auditor would like to be able to see what goal it is, what RI,
what service fac, etc., when chaos reigns, caused by misalignment of the
psyche.  This is fascinating in its complexity and disillusioning in the
simplicity of its cause.

     The technology for handling the bank has finally been worked out. It is
complex, it takes expert auditing and an educated PC, but the result is an
OT.  This is a far higher result than was expected before 1962, to a degree
that it is unreal to most people.  At times, it is even unreal to LRH.

     Even when the auditor and the PC have tremendous skill, they can make
huge mistakes.  For instance, LRH has been looking for his PT GPM for months.
He has found seven so far, each one thought to be the PT one.  He has been
unburdening the track by running them as they were found.  He is aware of good
case advance since starting out.  Now his goals lists go for five or six
items, one rocket-reading, then it goes on by stacking it up, putting the GPM
on top of it, listing in to the top oppterm, to see if there was anything
there, to see if there was a GPM closer to PT.  "We handled four of them like
they were old sacks of straw." He finally got the PT GPM.  For the first time,
he looked forward and saw nothing there.  He woke up, wondered if a couple
were backwards: "Creak:" Got his considerations: no creak.  This is a far cry
from a few months ago, when he was wrapped around a telegraph pole with
regularity.



                                      568

     You made the early GPM's without having a body. So it is tough on bodies
to run into RI's, etc.  It is nice to be "outside", not subject to the body's
intolerance of temperature extremes.  The problem LRH ends the year with is
"As an OT, how do you drink Coca-Cola?" It doesn't evaporate like liquor, and
LRH is too big to get into the bottle.  He thought of putting it in a tub,
with ice.

     If you have wondered whether you will ever make it all the way, while you
are making it all the way, you will have many other periods when you will be
certain that you will never make it all the way.  That is the greatest
certainty that LRH can give you.  He has "known" many times that it was
impossible for you to make it.  But he has recovered.  The final end product
of scientology or of a thetan in this universe has been achieved in 1963,
whatever else can be said for the year.

Indicators

     This is a new subject.  Routine 6 [This is probably the procedure given
in the last tape.  See HCOPL 5May64 "Summary of Classification and Gradation
and Certification" p. 4.  See also p. 562, above, for a summary of this
procedure.] cannot be run without knowledge of indicators and of the proper
actions to do when certain things are present or not present.  Indicators are
present at every level.  There are good indicators and bad indicators.  To
know about bad indicators, you must know what good indicators are.  One needs
to know both, in order to have a datum to compare with.  For instance, you
don't cut the PC's itsa, because you want the good indicator of smooth needle
and cheerful PC, not because of fear of instructors.  In the field of, say,
music, one has some standards and expectations of how it should sound on hi-fi
equipment, etc.  That is the comparative datum, the good indicator, the
standard.  A test for hi-fi equipment is, "How should it sound?" Poor hi-fi
equipment sounds like you are in the lobby of the theater when the aisle doors
are closed.  If you walk down the aisle to about the center of the theater and
listen, that is what good hi-fi equipment should sound like.  People, watching
LRH's auditing on demos, have shown that they don't have a standard to judge
the session by.  LRH worked out good and bad indicators to make the standards
known and explicit.  If you know what is right with a session, you can tell
what is wrong with one.

Good indicators.

     People should be happy in session.  "The only frame of mind that you can
as-is in is a cheerful, high-toned [one].  The PC should be cheerfully
itsa-ing to the auditor.  If he runs a secondary, he runs grief off of it and
comes out of it, etc.  We get a picture of what the session should be, with
good indicators.  If they are not there, then bad indicators are there.  These
bad indicators should be handled, so as to get the good indicators back.  GI's
mean that the auditor should continue what he is doing.  BI's show that the
auditor should so something else.  The particular BI's that are present
determine what the auditor must do.  E.g., if the PC makes a critical remark
about the auditor, pull a missed withhold, do a session ARC break assessment,
or run O/W.  How the PC should look and sound; how the bank should respond;
how the meter should behave -- all these are the good indicators.

     (Note that at Levels V and VI, the male and female clear reads no longer
apply, since a thetan doesn't have a sex.)



                                      569

     The time to do something about a bad indicator is when you can't go on,
with good indicators, not just whenever a bad indicator shows up.  The broad
range of optimum TA range is 2.0 to 4.0.  The common range of TA excursion is
2.75 to 3.5.  There are three grades of bad indicators: light, medium, and
heavy.  They compare to the suddenness with which you must take action.

     1. The light indicator shows you that something is wrong, so that you can
        be alert for a need for action, but nothing necessarily needs to be
        done.

     2. On moderate BI's, action must be taken as soon as it can be
        comfortably done.

     3. On heavy BI's, emergency crash action must be taken right now.  An
        example of a grade 3 BI would be the PC not wanting auditing.

     4. A grade 4 BI would be something like a car going over a cliff.  You
        hear a dwindling scream.  This PC is never going to be audited again.

     GI's mean expected, not extraordinary.  Wanting auditing is more common
than you would expect.  It is a GI we take for granted.  If a lot of GI's are
present, a few BI's don't matter too much.

     An ordinary BI, not a VBI, would be the fact that the PC has a PTP.  You
tend to it promptly, since a PC with a PTP makes no progress.  A PC with an
ARC break gets worse with auditing, so that is a VVBI.  That is the only time
that auditing worsens a case.  So the GI's are: "PC in session, with no PTP
and no ARC break." This is something that one should know for auditing
supervision.  You cannot supervise by BI's; only by GI's, because when GI's
cease to exist, your action must be directed towards recreating them, not just
at eradicating BI's.

     You could base your expectations of case progress on how many GI's are
present.  For every GI not present, some BI is present.  Do the appropriate
thing to remove the BI, and get the GI back.  Know GI's more by heart than
BI's, since if there is a BI, you can always go to the textbook to figure it
out.  For instance, you notice that the PC keeps having PTP's.  You eventually
think of the datum that when the PC keeps having PTP's, his goals must be
totally divergent from the auditor's goals, and the session itself becomes the
PTP.  Don't act when BI's are not present.  Only correct what needs
correction!  Don't let a win on repairing one PC's BI's become the stable
datum for all PCs, who don't have the same BI's.

     This disposes of the idea that some PCs are auditable and others aren't.
You are an auditor, and the standard procedures on which you are being trained
are the way in which you materialize GI's in a session.  They are all
calculated to bring about GI's in the PC.  The gains of auditing are
astonishingly automatic, these days.  You just audit the PC on a standard
program.

     If BI's pop up, always take care of the worst one first.  Naturally you
want to get the heaviest BPC out of the way first and keep patching up the
case only until you can get back on the road.  The GI on an auditing question
is:

     1. The PC has received something to inspect.

     2. He inspects it.

     3. He tells you what he has inspected.  He answers the question fully, as
        far as he is concerned.

     4. Then you acknowledge.



                                      570

It doesn't matter if you gave him one command and he inspected fully and took
a half an hour to answer, or if you gave him many repetitive commands and he
fully answered the question.  He is going through an electronic circuit, and
he comes out the other end free of it, having inspected it.  If you cut his
itsa along the way, he gets lost in the middle of the labyrinth of electronic
material.  This gives rise to a dirty needle.  Just keep the PC going, with
GI's, building his confidence and not cutting his itsa, moving him along up
the line.



L. Ron Hubbard


Type = 3
iDate=7/1/64
Volnum=2
Issue=2
Rev=0
rDate=0/0/0
Addition=0
aDate=0/0/0
aRev=0
arDate=0/0/0

SHSpec-2 Good Indicators




6401C07 SHSpec-2 Good Indicators

     [Some of the material in this tape is also contained in HCOB 28Dec63
"Routine VI Indicators -- Part One:  Good Indicators".]

     The good indicators listed in HCOB 28Dec63 don't all apply to all
sessions, but most do.  They don't just apply to R6 sessions.  [For definition
of R6, see p. 568, above.] If you learn what good indicators are, you can spot
bad indicators.

     An auditor tends to look for wrongnesses.  That is the nature of
scientology.  Because if there weren't something wrong with Man, he wouldn't
be here.  Unlike other "-ologies", we see an individual as basically good,
able, and powerful.  This is the reverse of most people's approach, so the way
have to improve Man is also different.  We have tremendous evidence that our
concept is true and that the opposite one is erroneous.  For instance, we
found that children's I.Q.'s drop more and more, the longer they spend in
school, because the longer they stay there, the more false stable data get
shoved down their throats.

     Truth is demonstrated by workability, though some dispute a truth because
its workability challenges their favorite theories.  All present sciences have
built up to their current state on the basis of workability.  The idea of
deleting something in order to bring about a recovery from a bad condition is
not new with us, but the simplicity of asking someone for solutions that he
has had to the condition is a new departure.  You can ask what solutions and
decisions a person has had, relative to his lumbosis, and get a recovery, from
deletion of additives.  This is all part of the idea that adding something to
a being makes him feel worse.  Take a being who is feeling blah:  When we put
in mid-ruds, we are subtracting actions.  We are subtracting the livingness of
some period, and he will feel better.  LRH has made a more extreme test of
this theory.  He subtracted an insane being's body from him, by exteriorizing
him.  When exteriorized, the being was immediately sane.  Back in his body, he
was insane again.  This is not therapeutic.  It is just an experimental
technique.

     The good things of life are havingness at one's own choice.  The
individual's power of choice is the only thing he had to begin with, which
gave him power, capability, etc.  That power of choice has been consistently
and continually overthrown by giving him things he didn't want and taking away
from him things that he did want.



                                      571

     Someone who solves something and fixes the solution instead of just
confronting the thing is putting himself down in power.  In scientology, the
only right we have to educate anyone is that we are teaching things that are
as close to fact as they can be made.  And the technology of how it is put
together is so close to how it is put together that it runs itself out.  This
is the reason why scientology education doesn't have to usual bad effects of
education.  Scientology education runs itself out because it is so close to
the truth.  Whenever you have a solution to a problem, it gets stuck, except
in the case of scientology.  Scientology is the only solution in the universe
that erases itself.  You can do almost anything with scientology because of
this.  When scientology solves something, "it solves what has solved it."  Its
truths are shown to you so that you can reach other truths.  The data of
scientology is so minor, so sweet, and so pure, compared to all the other
types of solutions -- GPM's, RI's, service facs, electric shock treatment,
etc. -- that we don't come under the heading of adding aberrative data to the
individual as a solution to his difficulties.  Even if scientology data sits
there for awhile on top of some aberration, it will eventually reach through
the thing on which it is sitting, uproot it, and the truth of the data will
cause it to blow (as-is) along with what it "solved".  You are all sitting in
some RI [that could behave in this way].  An individual becomes aberrated by
additives.  His experiences in this universe are calculated to degrade and
depower him.  All you have to do is to pick up, to as-is, the mess, and you
will return him to power.  If you handle his school "education", for example,
his I.Q. will rise.

     The data of scientology "is a restimulation of more basic and fundamental
truths, which, restimulated, tend to blow later data." Some people can just
study scientology and leap out of bed, well.  This adds up to the fact that
Man, to date, is an added-to being.  Everything that has been added to him has
decreased his ability to cope.  We have gotten him dependent on tools and that
sort of thing.  The more you give a person to work with, e.g. the more
machines, etc., he is supposed to work with, the less he works.  His ability
to work is reduced by these additives.  Primitive cultures, with minimal
tools, work long and thoroughly to create aesthetic elements as part of
ordinary workaday objects.  Someone with lots of tools doesn't get much done.
For instance, the Esquimo, with very simple tools, elaborately decorates his
spear, whereas the person with drill presses, lathes, etc., says, "I can't do
this thing, because I have to have that other thing first." There's a
relationship between having to have and getting things done.  The more you
have, the less you tend to get done.  "Have to have" becomes "never do".  The
fellow who has to have and have in order to get anything done does very
little.  The Chinese carpenter, working with hand-made fish bone dowels and a
bow-drill, didn't have to have anything elaborate to drill a hole, etc.  Yet
he was able to get more done, by a good deal, than his western counterpart
with his elaborate tools.  You could have added to the universe of this
Chinese carpenter the postulate that "You can't do without certain tools,"
(Think about that wording:), to the point where he could no longer do.  That
is an aberrative side to some thetans' bent for collecting havingness, e.g.
LRH and his cameras.  In collecting cameras, he has paid less attention to any
one of them, so now he gets fewer pictures with more cameras.  There can be a
minimum amount of equipment needed to get a job done.  But an overwhelmed
being has to have and can't do.  The more you add to the workman, the less he
can accomplish.



                                      572

     "Because we are in the business of deleting wrongnesses from the
individual, we seldom look at rightnesses.  That is what is wrong with most
auditors." The recognition of the fact that a truth is present to be amplified
or increased is a vital part of auditing.  If you don't notice the rightnesses
present, you don't see the truth present, that can then be used to promote
more truth.  So nothing gets done.  If you only recognize wrongnesses, you
won't be able to pull anything up a gradient, because you won't think that you
have any rightnesses to work with.  Our only purpose in finding wrongnesses is
to increase rightnesses.  You have to look at wrongnesses to remedy them, but
you have to look at rightnesses to increase them.  Progress is built on a
gradient scale of rightnesses by which you delete wrongnesses, and they drop
away." Processing is an action by which wrongnesses can be deleted from the
case to the degree that rightness is present in the session." You cannot take
a case that has no rightnesses present and delete any wrongnesses.  Auditing
is the process of maintaining rightness so that you can delete wrongness.  You
are trying to get a right being.  If you don't continuously encourage right
beingness, you will never get a right being.  To correct a wrongness, you have
to have at least as much rightness present.  If rightness and wrongness are
equally balanced, it is a dangerous situation.  You are better off if the
rightnesses far outweigh the wrongnesses.  This will give you an easier job of
auditing.  The PC's ability to as-is is a rightness of varying magnitude.  A
PC who is pretty overwhelmed can't handle or as-is a large wrongness.  If you
delete good indicators from the session, the PC won't be able to as-is
anything.

     "A PC's ability to as-is or erase in a session is directly proportional
to the number of good indicators present in the session, ... and his inability
to cope in the session rises proportionally to the number of bad indicators in
the session."  If the good indicators have dropped out of the session, the
PC's ability to handle wrongnesses is much less.  You have got to get GI's
back in before you can expect the PC to handle what you want him to handle.
You have to retrograde the process to match the state of the PC, if he becomes
BI's.  For instance, you may have to run the PC on a touch assist or
havingness.

     You must watch, and if a good indicator goes out, you look for the bad
indicator (if you are slow), find out what happened, and correct it.  Bad
indicators don't necessarily appear when good indicators disappear.  They are
separate breeds of cat.  The auditor must always find out what is wrong, in a
session, before the PC finds out.  That is how you maintain altitude.  To
maintain optimal altitude, handle the scene when the good indicator goes out,
but before the bad indicator comes in.  Spotting the absence of a good
indicator and remedying the situation with a remedy of appropriate magnitude
will avoid the expense of auditing time on expensive repairs.  A light
indicator means that you should be alert; a medium indicator requires
correction; a heavy indicator means, "Emergency!" Any process has its own
series of bad indicators.  Bad indicators come in when good indicators go
out.  Don't spend your time looking for bad indicators.  Just know the good
indicators so well that when one of them goes out, climb on and handle.  Be
alert.  But don't always be looking for wrongnesses.



                                      573

                 Good Indicators in Routine 6 and Lower Levels

1.  PC cheerful.  In R6, no misemotion is allowable.  At lower levels, for
    instance, the good indicator would be the PC getting more cheerful.  In
    R3R, misemotion should be diminishing.  But at Level VI, the PC should be
    running like a grinning idiot.

2.  PC cogniting.  This should happen sometimes on any level.  Lack of
    cognition indicates that the PC has a PTP or an ARC break, or that he is
    running at a level above his reality.  At lower levels, the good indicator
    would be the PC cogniting.  At Level VI, the PC should be cogniting on
    RI's and goals.

3.  PC's items found are the ones that the PC thought they were.  At lower
    levels, it often turns out that what the PC thought was wrong is what was
    wrong.  The PC's fundamental rightnesses assert themselves.

4.  At Level VI: PC listing items briefly and accurately.  At lower levels,
    the good indicator is giving things to the auditor briefly and
    accurately.  The PC is finding things accurately and speedily.

5.  A properly-reading meter.  At Level VI, items found are not
    rocket-reading.  At lower levels, things found give the proper meter
    responses.

6.  At Level VI: short item lists.  At lower levels, it doesn't take a long
    time to get things done.

7.  Items found without a lot of wrassle.  At lower level, this translates as
    being able to get data from the PC without a big hassle.

8.  TA continuing in motion; TA not stuck.  This good indicator can be
    overridden by the good indicator of the PC easily and rapidly flattening
    processes.

9.  Active needle.  The needle is fluid or fluent, moving, not stuck.  A Mark
    V meter can be set at too high a sensitivity, giving the appearance of a
    more fluid-looking needle than you really have.  It moves around.  On the
    other hand, you may need high sensitivity for pulling withholds, etc.,
    where it doesn't matter if you clean a clean once in awhile.  On the other
    hand, if you leave the withhold, by using too low a sensitivity, you have
    had it.  For R6, sensitivity 8 is maximum for listing and 16 for
    mid-ruds.  You can have TA action with a gummy needle.  Watch for that.
    This is still a missing GI.  The needle should be swinging cleanly.

10. PC not being troubled by pains and somatics when answering auditing
    questions.  Or, any somatic the PC runs into discharges very rapidly.  A
    somatic that stays there and gets heavier is a bad indicator.  You want
    change somatics.

11. TA goes down when PC cognites.  You should get a further blowdown of the
    TA when the PC talks about something.

12. PC gets warm and stays warm in auditing or gets hot and unheats in
    auditing.  The PC doesn't get chilled.  Getting chilled is a BI.

13. PC's somatics turn on occasionally.  This is a GI at lower levels.  It is
    a BI in R6.

14. TA range 2.5 to 3.75.  TA range 2.25 to 3.0 is excellent.  This applies at
    any level.

15. Good TA action on spotting things.  The expected TA action for any level
    is the best indicator.

16. Getting reads on what you and the PC think is wrong.

17. PC has no PTP.  This is a good indicator, unless the PC is in total
    propitiation.  The bad indicator would be the PC's developing PTP's about
    the session, in session.



                                      574

18. PC satisfied after auditing and staying certain of the auditing solution.

19. PC not critical or ARC breaky -- always GI's.

20. PC happy and satisfied with the auditor, regardless of what the auditor is
    doing.

21. PC looking younger by reason of auditing.  This is not common, but it is a
    good indicator.

22. PC without weariness.

23. PC without aches, pains, or illnesses developed in auditing.

24. PC wanting more auditing.

25. PC confident and getting more confident.

26. PC's itsa free, but only extensive enough to cover the subject under
    discussion.  If the PC's itsa is too extensive, he is trying to stop the
    auditor from auditing.  The PC should itsa, but not too much.

27. Auditor understanding why it is the way it is when the PC explains it, or
    how it was the way it was.  The PC is saying things that make sense.  The
    auditor should be able to understand the PC.

[28.  PC there under his own volition. (Taken from next tape)]

If all these good indicators are present, you know that you are doing a good
job.


L. Ron Hubbard


Type = 3
iDate=9/1/64
Volnum=2
Issue=3
Rev=0
rDate=0/0/0
Addition=0
aDate=0/0/0
aRev=0
arDate=0/0/0

SHSpec-3 Bad Indicators




6401C09 SHSpec-3 Bad Indicators

     In trying to relay truth, it is always necessary to break it down into a
system by which it can be communicated.  The system that breaks auditing down
into basic auditing, technique, and case analysis is a useful one.  [See the
tape 6 11C05 SHSpec-321 "Three Zones of Auditing" and pp. 539-541, above.
Case analysis now breaks down into the general subjects:

     1.  Case analysis.

     2.  Good indicators.

     3.  Bad indicators.

     Case analysis consists of keeping a continuous eye on the PC's
indicators.  Case analysis is:

     1.  Noting when the GI's are still present.

     2.  Being alert and noting when one has dropped out.

     3.  Looking to see what BI has appeared.

     4.  Programming to remedy the BI with some appropriate technique.

Actually, there is a shifting back and forth between technique and case
analysis.  Case analysis contains programming.  [See The Book of Case
Remedies.]

     Bad indicators include the fact that the PC is in a body, not an OT:  The
corresponding good indicator would be that he is there of his own volition.

     The first bad indicator is that the PC looks like he doesn't want to be
in session anymore.  That is, a good indicator is gone, namely, the PC's being
there of his own volition.  The bad indicator is unwillingness to be there.
That is our first hurdle: no free choice, not there of his own volition.  That
ends the case analysis.



                                      575

     The above is a simple example of case analysis.  From there on, it is a
matter of selecting a process to fit the case level.  What technique to use to
handle this BI depends on the level of the PC and the auditor.  So case
analysis starts out with the observation that the expected indicator or
behavior, i.e. the natural behavior of a being, the good indicator, has gone
out.

     Good indicators are actually the natural behavior of a being.  "The world
[particularly since Freud, with his idea of the censor] has been crashing
along on this ... lie ... that inhibited behavior is social behavior and that
any uninhibited behavior is anti-social.  So the criminal is 'uninhibited', so
you have to ... punish him and put him in a cell ... , and if you inhibit him
enough, you will make a social being out of him.  [Actually, super-inhibition
brings about] social catastrophes." If you can't fix behavior, you can always
inhibit it.  You are suppressing it, though, and a thetan's forward actions
and desires do not fade away.  They only submerge.  "Impulses do not fade
away; they only submerge." This is Axiom 0: a thetan never gives up trying to
create an effect.

     ("Holding a grudge" is a 1.1 characteristic.  E.g. Henry VIII got even
with the pope by creating the Church of England.)

     This gives you a better understanding of people in general -- seeing what
happens when impulses meet with inhibition: people get even.  You will
understand history, teen agers, criminals, and everything a lot better if you
realize that a thetan never really gives up.  This is the secret of behavior.
This is why teen-agers so commonly reject their families:  The child never
forgives the parents for certain things, often tiny things.  You have to find
the source of a "rejection" or a "revolt".  Auditing easily brings this to the
fore.  The child rejects his parents to get even.  Besides, forgiveness, per
se, is propitiation.  The source of Man's ingratitude and the secret of
leadership is just the fact that a thetan never gives up.  "As an auditor, you
are just auditing all the nutty, aberrated, inhibited times when [the PC]
never gave up, when he postulated something silly, when he tried to do
something stupid." You can actually graph how some innocent goal or impulse
goes through this process of degradation:

     1.  It becomes inhibited, submerged, and warped.

     2.  It emerges at a lower level as an overt.

     3.  Below that, it emerges as a withhold.  You could graph that on any
         ambition.

     4.  Below that is unawareness, which submerges down to

     5.  Unconsciousness.

     6.  Humanoid.

That is how a goal becomes an overt, a withhold, unawareness, unconsciousness,
and, below that, humanoid.

     So when a being comes in for auditing, his being there of his own
volition is the biggest good indicator there is.  He is surrounded by bad
indicators, which you are going to eradicate.  The hope factor is put in by
validating whatever good indicators are present.  The next best indicator is
that the PC is getting better.  "Betterness", to us, means "less present, in
the sense of, 'My ankle is getting better.'" The pain, confusion, etc., is
less present.  "Betterment ... is the lessening of a bad condition."  So the
PC getting better, wrongnesses less present, is a good indicator.  This is
negative gain.  If all you did in a session were to validate the good
indicators that were present and attack and handle, one by one, the bad
indicators that were present, thereby restoring more good indicators, you
would get amazing results; you would be enormously successful.  The PC would
approach Native State.



                                      576

     Don't try to train or audit someone against his own volition, assuming
that you have tried and failed to change his mind.  It is a bad indicator.
All you need to be able to do is to spot GI's, and when GI's are not present,
to spot the bad indicator that is present, and to go ahead and handle it.  If
a case goes on talking about something, he hasn't gotten rid of it, and you
haven't yet achieved negative gain in the area.  All your lower-level gains
are based on destimulation and removal of BI's.  Progress on a case is
measured by the number of GI's that you are restoring.  This applies to Level
IV or below.  [Note that this is the precursor of grades auditing.]

Bad Indicator No. 1:

     PC nervous about auditing.

Level 0:   At the lowest levels, you assume that the PC is not there on his
           own determinism and work on fixing this up.  You want to have a PC
           who is not nervous about getting auditing.  At Level 0, discuss
           scientology with him.  Let him know what it is about.  Try to get
           him there under his own determinism.  Get him to decide.

Level I:   Discuss auditing, healing, therapies, etc.  Get his ideas about
           these things.  Reassure the PC that you are not auditing him to
           make him guilty.  You are only concerned with making the able more
           able.  Get what others' ideas or opinions are about treatment and
           what it might do to him.  Try to cope with the PC intellectually.
           Get into a general discussion of his being audited.

Level II:  Here, you could run a repetitive process, which could go as
           follows:  "What have you had to do which you didn't want to do?",
           or "What orders have you had to follow about your health?" General
           O/W would also be runnable at this level.

Level III: Pull missed withholds on auditing, past auditing, or treatment.
           Prepcheck any of those, or something like "On auditing goals ... "
           or "On being forced to be audited...." You could run R2H [Now
           renamed R3H].  You could do ARC break assessments or find the PC's
           basic ideas about being audited -- how he originally felt about
           it.

Level IV:  Here, you've got service facs, ARC breaks with auditors,
           practitioners, ARC breaks that the PC has had in past processing,
           etc., etc.  At Level IV, we can find one session that the person
           didn't want in the past, because of a withhold or something.  That
           would be a key point to knock out of the way.  You could run, "How
           would refusing to be audited make you right/others wrong?." "Why
           shouldn't you be audited?" is a crude but workable process, at this
           level.

Bad Indicator No. 2:

     PC unfriendly or cool towards the auditor; unappreciative of the auditor
or auditing.

     This opens the door to a large area of withholds, overts, cut comm, cut
itsa, etc.  You can run out of itsa by specializing in solutions only, not
problems, even though the TA motion comes from solutions.  Thus, you sacrifice
some present TA motion for a greater amount of future TA motion.  You could
spend fifty percent of your time on problems and fifty percent on solutions
and get more TA by not running out of itsa.  It is a fifty-fifty proposition.
This is because GPM's are fifty percent terminals (fixed solutions) and fifty
percent oppterms (fixed problems).  Both give good TA.



                                      577

Unfriendliness to the auditor could stem from the auditor's keeping the PC
from itsa-ing as area of interest, including problems.  You must get into
problems somewhat, so that the PC has something to talk about at all.  The PC
will get unfriendly if the auditor never gives him anything to talk about.

Level 0:   Get the PC to discuss what damage the auditor might do to him or
           her.  This is a lousy solution, since it asks for more "critical",
           but it is better than nothing.  Get the PC to explain why he
           shouldn't be audited.  This can get him quite friendly and right
           into session.

Level I:   Another low-level remedy would be, "How could you help me?" This
           raises the ARC of the PC.  You could also get the PC to explain any
           trouble he has gotten into by imparting confidences or talking too
           freely.  That also gets off a few missed withholds.  You could use,
           "What are you willing to talk to me about?".

Level II:  You could use similar processes here, as well as general O/W on
           auditors.

Level III: You could pull withholds missed by auditors.  You could prepcheck
           auditors, practitioners, help, or failed help, as indicated.

Level IV:  You work on help and failed help on a service fac basis, using:

              "If you were really helped by auditing, how would that make you
               wrong?"

              "If you weren't helped by auditing, how would that make you
               right?"

When PCs at Levels V, VI, and VII are unfriendly to auditors, there is some
foul-up in the root of the bank.

Bad Indicator No. 3:

     PC nervous about being audited in a particular auditing room.

That's the auditing environment.  These things always run down to some
horrendous PTP or ARC break.

Level 0:   Discuss the dangerousness of the environment.

Level I:   Discuss dangerous environments in general, the trouble he has had
           in auditing rooms, in practitioners' rooms.  Get solutions off --
           how he has solved it.

Level II:  Finding things that are safe.

Level III: Havingness.

Level IV:  Get associative restimulators.

     Here is a suggested exercise:  Make a list of bad indicators that could
be present if a homo sapiens were dragged in chains into your auditing room.
Then figure out what you might be able to do about these things.  Given enough
time, perhaps over a course of months, you should be able to turn him into a
high-flying PC by:

     1.  Seeing a good indicator missing.

     2.  Noting all the bad indicators.

     3.  Selecting the one that is most in the road of auditing.

     4.  Eradicating that one first.

     5.  Continue handling the BI's, one by one, by getting considerations
         off, etc., until no more BI's are present.

Using this procedure, you could get anyone, no matter how initially hostile he
was, to want auditing, on his own determinism, and not by overwhelming him.
Auditing is converting BI's to GI's.



                                      578

     As you work the case, remember that the person has had some impulses.
somewhere along the line, that got inhibited and submerged.  Handling those by
getting back to them will give a resurgence of the case.


L. Ron Hubbard


Type = 3
iDate=4/2/64
Volnum=2
Issue=4
Rev=0
rDate=0/0/0
Addition=0
aDate=0/0/0
aRev=0
arDate=0/0/0

SHSpec-4 Auditor Self-criticism




6402C04 SHSpec-4 Auditor Self-criticism

     Enough of this goofing off as auditors and students.  The subject of
self-criticism of auditing is very misunderstood, because it is too simple.
LRH has been researching R6 [See p. 568, above.] during January, on the theory
that it is better for him to get the body knocked off than for the rest of you
to get it.  R6 is incredibly complex, but totally necessary.  You need very
smooth basic auditing in order to make R6 work.

     Self-criticism simply means taping your session, listening to it, and
spotting what needs improvement.  One gets amazing responses to the question,
"What happened in the session?" Self-criticism of auditing is vital from Level
III on up.  The deeper you go into a case -- the more "reach" the processes
have -- the more nearly perfect your basic auditing must be.  Flubs impinge to
the same degree that the auditing does.  At Levels 0 and I, the auditor isn't
impinging very much.  Hence his flubs don't impinge much either.  At Level II,
with repetitive processing, there is more impingement and less tolerance of
flubs.  At Level III, you are using the meter to reach deeper than the PC's
unaided itsa.  Here, we have moved into an area where we can get hold of
things that the PC wasn't ready to give.  There is more impingement, so the
auditing must be better, since the flubs impinge more, too.  The greater the
charge you are dealing with, the greater the bypassed charge can be.  The
meter "mines" sub-itsa.  It increases the impingement of processing.  There is
one thing that always happens when you run somebody above his level and get
him into areas that he finds hard to confront:  You will get more BPC and ARC
breaky sessions.  The level of impingement of an error is greater than a PC
can tolerate, when the PC is audited above his level.  So up to Level IV, the
best handling of an ARC breaky PC is to reduce his level.  This certainly
doesn't apply at Levels V and VI, where the BPC comes from a wrong goal, a
wrong item, or whatever.  At these upper levels, reducing the PC's level will
just leave the wrongness, and the PC will go into a sad effect.  If you give a
person a wrong goal, he will dramatize it more than the right goal.  This
happens consistently in psychoanalysis.  "The only thing you get off a
psychoanalyzed PC is psychoanalytic computations ... a bunch of bunk ...
invented items." A wrong goal doesn't as-is; it beefs up.  Find the person's
right goal, and he will dramatize is less, which makes a somewhat goofy test
for rightness of a goal.  A person tends to dramatize a validated error more
than a genuine aberration.  Someone who has had errors validated also tends to
be very careful all the time.  This comes from some old advice he got.  You
can find the error by finding out what the person is being careful of.  If you
scan someone through his psychoanalysis, you will turn on all his old
symptoms.  If you keep it up, they will turn off by erasure.  Analysis cured
its patients by inventing new evils: the id, etc.  It is an alter-is, a
negative itsa.  The analysand examines things that never existed.



                                      579

     An auditor can wrongly date a somatic.  Then a later auditor can date
that somatic getting the same wrong date, and he can in fact get some
improvement of the somatic, by getting off some of the charge of the somatic's
being wrongly dated.  But he may be deceived into thinking that he has the
right date.  A person dramatizes a validated error more than an actual
aberration that has been contacted.  If you find that the PC is selling
something to you, do a case analysis:

          1.  Find out where he got the idea; where he is sitting.

          2.  Get his considerations off.

          3.  Find out where it really is, or whether it is really true.

     The reason why one attacks process errors in upper level processes
instead of since mid-ruds is that everything that happened between sessions is
sitting on top of the R6 error, and it is much quicker to find and correct the
error than to do the mid-ruds. [See Fig. 25]

FIGURE 25: R6 PROCESS ERRORS AND SINCE MID-RUDS

                              [GRAPHICS INSERTED]

     At Level IV, you are dealing with service facs, assessments, etc.  The PC
has to be able to spot and as-is his own wrongnesses and overts by that time.
By Level V, auditor errors impinge, and any piece of BPC left lying around
will get restimulated.  At Level VI, the amount of charge you are handling, RI
by RI, is huge and ferocious.  Now that the precisely correct commands have
been formulated, you have gotten away from some ARC breaks.  But if the
auditor fails to clear the command, it can act as giving the PC a wrong goal
or item.  Or if the auditor fails to understand what the PC said, you can get
immense ARC breaks.  For instance, the PC said the second RI from the bottom.
The auditor thought it was the seventh RI that the PC was talking about.  He
asks about the seventh RI to repair it.  The PC has a huge ARC break.



                                      580

     New demands are placed on one's basic auditing, as one moves up to higher
levels.  So, as he moves up the levels, this can make the auditor feel as
though he is auditing terribly.  The division into levels is primarily based
on what is demanded of the PC and secondarily on what is demanded of the
auditor.  But the two are almost parallel.  It is not possible to self-audit
R6.  R6 requires the impingement of an auditor calling the items to get the
charge off.  There is a point where a person becomes total cause over his own
mind.  Up to that point, an auditor is necessary.  If you have an ARC breaky
session, you can straighten it out by running O/W on the auditor to yourself.
You are in perfect order to use assist-type processes on your own mind.  But
solo auditing doesn't produce TA action, because of the two-terminal nature of
the universe.  In this universe, one terminal all by itself is inert.  A
thetan has become so enmeshed in this universe that he has taken the physical
universe laws to apply to himself.

     There are two things that chain a thetan down:

     1.  Mass, including space, energy, and time.

     2.  Significance.

Since 1950, we have known that someone could either dramatize nuttiness
physically or in thought.  The mass gives you somatics, and the significance
makes you think that you are nuts.  A GPM contains both thought and mass.
When you get the right mass and significance aligned with other masses and
significances, it vanishes, amazingly enough, as the thetan stops creating
it.  It doesn't dissipate into energy, although you do get heat.  It vanishes
as a no-create, without fireworks.

     If you keep changing only thought and not mass, you cannot make a change
in someone's condition.  You can't handle the mass which is causing, e.g., an
illness.  The levels are approaching the GPM by cleaning up charge on all the
locks and ramifications that are hung up on GPM's.  The levels are a
familiarization with what could blow your head off.  At the very least, the
levels familiarize the PC with heavy somatics.

     The auditing cycle is the basic discovery of dianetics and scientology.
All the way from Level 0 to Level VI you are using the same auditing cycle.
This is a two-pole universe, and without an auditor, or if you don't use the
auditing cycle properly, you don't get TA action adequate to a case
resolution.  In comm courses, the comm cycle does things to people, all by
itself.  It is so powerful that by itself, it produces results.  The auditor
should recognize it as his main tool.  It has to be as polished as you have
charge that can be bypassed on the case.  It has to be better and better as
the auditor audits higher and higher levels.  "The auditor's auditing must be
adequate to the level he is running.  His handling of the auditing cycle is
the only thing which is [creating] tone arm action." Only somewhere in Level
VII does the auditing cycle cease to be necessary.

     If you haven't got an auditor, you don't have TA action.  If you haven't
got enough charge off your case, you won't be able to do anything with it.  If
an auditor is aware that his handling of the auditing cycle is the only thing
that gets charge off the PC's case -- because the auditing comm cycle is what
makes him an auditor -- then he also knows that his auditing comm cycle must
be adequate for the level he is auditing.  Auditor self-criticism allows him
to see whether it is adequate.  You have a tendency to over-complicate the
auditing comm cycle for the level you are running.  TR-2 is the most
important, if not the only important,



                                      581

TR for a raw PC, since if you can let someone know that you have heard him,
that you have really received his comm, you could get a big result.  The other
TR's have to come in as the PC progresses up the levels.

     Here is the auditor self-criticism procedure:

     1.  Do a normal session.

     2.  Record it.  You should have 1 1/2 hours of tape, with the voices well
         discernable.  This is because the auditor's error is always earlier
         than a rough spot in the session, so you want to be able to listen to
         a good stretch of time.

     3.  As the session goes forward, the auditor notes BI's in session very
         carefully: meter misbehavior, any criticism by the PC, dirty needles,
         any worry, etc.

     4.  After the session, the auditor notices, in the session record, when
         in the session the BI's, DN, etc. appeared.

     5.  Listen to that area.

     6.  Go backwards, bit by bit, a few inches at a time, to find the
         breakdown of basic auditing that caused the BI or DN.  This should be
         a few minutes or seconds earlier.

     7.  Find what the auditor failed to communicate or carry out.

     8.  Do that with every rough spot, every noted BI.

If you follow this procedure, you will find the errors and see that you didn't
get away with the breakdowns in your auditing cycle, although at the time you
may have thought that you did.  You will find that if the PC snaps or snarls,
there is a rough auditing comm cycle just before that.

     "A PC never has a reaction in the session, independent of the auditor."
Anything that happens in a session, good or bad, happens with the auditor as
cause.  The auditor is the source of the session, 100%.  LRH found that, as he
moved up in levels of auditing, his auditing had to improve.  So other
auditors can improve too.  Knowing what is wrong, one can put it right, both
with one's auditing cycle and with the PC at the time, before the ARC break
hits:  "You're as good an auditor as you can handle the communication cycle,"
and you are as skilled an auditor as you can choose the right process to put
onto the auditing comm cycle.


L. Ron Hubbard

