What Are Man’s States of Existence?

Man is so visibly MAN that he overlooked in most of his philosophies and all of his sciences that there is more than one state of existence attainable by man. There are many states of existence besides that of man. This has been touched on by earlier philosophies. What is new about Scientology is that one being can attain several different states of existence in just one lifetime. Some savants amongst the Himalayas have worked in this direction. Gautama Siddhartha (Buddha) spoke of it. Fifteen or twenty years of hard work were said to result in a nebulous conclusion. With Scientology, there are no such uncertainties. These higher states can be attained through Dianetics and Scientology auditing.

Communication

We instinctively revere the great artist, painter or musician and society as a whole looks upon them as not quite ordinary beings. And they are not. They are a cut above man. He who can truly communicate to others is a higher being who builds new worlds.

Problems

What distinguishes civilized man as MAN is that he is mired into PROBLEMS which just get worse the more he “solves” them. The being who can recognize the actual source of problems and so see them vanish is too rare to be easily comprehended. When a being can do this — make problems vanish with a glance — he certainly is no longer “man.”

Relief

Man has never known, except in some of the rare miracle workers he regarded as saints, how to bring relief to various ills. The secret was that one is connecting oneself to what he abhors. To be able to easily bring relief to oneself and others from the hostilities and sufferings of life is a skill man has seen only in healers.

Freedom

Man is chained to the upsets in his past. He has never understood why he felt so upset and misunderstood about his family or people or situations. Most men dwell perpetually on troubles they have had. They lead sad lives. Freedom from the upsets of the past with the ability to face the future is almost an unknown condition to man.

Ability

Man’s abilities tend to be individually specialized. He is so intent upon some action that he is clumsy in performing others. When one moves out of fixed conditions, he can experience a huge resurgence in the ability to choose, partake in and enjoy new activities.

Power

Man can seldom handle POWER. He retreats from it or abuses it. When he has it he often misdirects it. One can, in Scientology, acquire the ability to stably handle power.

Clear

Here is a being who has forever vanquished his own reactive mind, the source of man’s misery. He has a very high degree of personal integrity and honesty, and is a living proof that man is basically good. His own basic beingness returns and his own personality flourishes.

Operating Thetan

By “operating” is meant “able to act and handle things” and by “thetan” is meant the spiritual being that is the basic self. “Theta” is Greek for thought or life or the spirit. An Operating Thetan then is one who can handle things without having to use a body of physical means. Basically one is oneself, can handle things and exist without physical support and assistance. It doesn’t mean one becomes God. It means one becomes wholly oneself.

A Comparison of Scientology to Earlier Therapies

Auditing is quite different, both in terms of approach and result, from other efforts which purport to be therapeutic. In psychoanalysis, for instance, the analyst does not accept what the person says but interprets it, evaluates his condition for him, reads sexual significance into the person’s statements and tells him why he is worried, all of which merely confuse a person further and have no therapeutic effect. In auditing, what the preclear says is never evaluated and his data is never refuted. To do so would totally violate the Auditor’s Code. Nor in auditing is the preclear encouraged to ramble on without guidance, ransacking the millions of incidents in his reactive mind and restimulating many, in the hope he might stumble across the right one.

In more brutal practices such as psychiatry, force (physical, chemical or surgical) is used to overwhelm the person’s ideas and behavior and render the patient quiet. There is no thought of gain or therapy here but only of making patients more manageable. Auditing bears no resemblance to any part of this field.

Likewise, auditing bears no resemblance to psychology, which is primarily the study of observing responses to stimuli and provides no means of producing actual improvement.

Other practices such as hypnotism consider that a person has to be put into a state of lessened awareness (i.e., a trance) before anything can be done. Auditing is quite the opposite and seeks to wake people up, not put them to sleep.

Some past efforts to help man tried to do so by enforcing moral codes or standards of behavior and conduct but, having no knowledge of the reactive mind or means to relieve its irrational dictates, they effected no lasting improvements.

Auditing is quite different from these past therapies, many of which were impositive and some, like psychiatry, which were actually harmful. In auditing one follows a precisely mapped route which leads to specific gains and it is only the individual being audited who says whether these have been achieved or not. The preclear determines when he has regained an ability or rid himself of a barrier to living, not anyone else. The auditor keeps working with the preclear until the preclear knows of his own volition that he has made it. It is not the auditor or anyone else in Scientology who says the preclear has made a gain. The preclear himself knows.

Given that the goal of auditing is rehabilitation of one’s own potentials, the gains can really be determined in no other way.

Auditing is made up of common denominators which apply to all life. There are no variables in auditing; the same procedures apply to all cases. This is a considerable achievement, and is the one which makes auditing Scientology’s most important use.

Only auditing restores to the individual his native potentials, enabling him to be the person he knows he really is. Only auditing frees a person from the traps of the reactive mind.

Scientology and Dianetics Auditing Results

Routine testing by Scientology organizations of every preclear has made Dianetics and Scientology the most validated practices in the field of the mind and spirit. Auditing gains which a person feels subjectively can be shown objectively through testing during the course of an auditing program. Numerous tests are used by technical staff to help gauge a preclear’s progress. There are IQ, personality, aptitude, coordination and other tests a preclear takes prior to starting an auditing program. These provide a prediction of how much auditing it may take to achieve a certain result with the preclear. When the preclear is retested afterwards, the improvements he is experiencing personally can be plotted on a graph which validates his gains. The results are used by the auditor to help determine further processes to audit.

Though testing is primarily meant to assist technical staff to deliver a preclear the greatest benefits in his auditing, the consistent results observed have changed man’s viewpoint of himself in many regards. Prior to Dianetics, psychiatry and psychology were adamant in their assertion that a person’s IQ could not be changed. Their pronouncements were disproven in the face of study after study wherein persons showed dramatic increases in IQ after auditing.

Another routine test is the Oxford Capacity Analysis (OCA). This test accurately measures the preclear’s estimation of ten different personality traits. These rise markedly in auditing, reflecting the preclear’s gains. Preclears report being calmer, more stable, more energetic and more outgoing as a direct result of auditing and scores on the OCA furnish corroborative data.

Aptitude tests are also a reliable indicator of auditing results. Improvements in aptitude test scores correlate with a decrease in accident-proneness. Many other tests are available which test coordination and different perceptions such as vision, hearing, colorblindness, balance and so on, and these, too, improve as a result of auditing.

Naturally, individual progress is variable since it is largely influenced by the preclear’s dedication and the frequency of sessions. Therefore, clearly defined rates of improvement are impossible to establish. The Church makes no claims or guarantees of the gains someone will make in auditing. Church staff, however, have seen so many remarkable improvements in test scores that they expect such as a matter of course.

What is an Electro-psychometer?

This instrument is called an Electro-psychometer, or E-Meter. The E-Meter measures the mental state or change of state of a person and thus is of enormous benefit to the auditor in helping the preclear locate areas to be handled. The reactive mind’s hidden nature requires utilization of a device capable of registering its effects – a function the E-Meter does accurately.When the E-Meter is operating and a person holds the meter’s electrodes, a very tiny flow of electrical energy (about 1.5 volts – less than a flashlight battery) passes down the wires of the E-Meter leads, through the person’s body and back into the E-Meter. The electrical flow is so small, there is no physical sensation when holding the electrodes.

The pictures in the mind contain energy and mass. The energy and force in pictures of experiences painful or upsetting to the person can have a harmful effect upon him. This harmful energy or force is called charge.

When the person holding the E-Meter electrodes thinks a thought, looks at a picture, reexperiences an incident or shifts some part of the reactive mind, he is moving and changing actual mental mass and energy. These changes in the mind influence the tiny flow of electrical energy generated by the E-Meter, causing the needle on its dial to move. The needle reactions on the E-Meter tell the auditor where the charge lies, and that it should be addressed by a process.

Different needle movements have exact meanings and the skill of an auditor includes a complete understanding of all meter reactions. Using the meter, the auditor ensures the process covers the correct area in order to discharge the harmful energy connected with that portion of the preclear’s reactive mind. When charge lessens, the person heightens his ability to think clearly in the area being addressed and his survival potential increases proportionately. As a result, the preclear discovers things about himself and his life – new realizations about existence, the milestones that mark his gains.These realizations result in a higher degree of awareness and consequently a greater ability to succeed.

How an Auditing Session is Conducted

Auditing then consists of certain elements: the preclear, the auditor, the auditing process, communication, the Auditor’s Code and the E-Meter. In combination, they address the reactive mind and effect its resolution.

The auditing session takes place in a quiet, comfortable place where it will not be disturbed. Usually the auditor and preclear are seated across a table or desk from one another with an E-Meter set up for the auditor’s use.

Before a program of auditing begins, the preclear is familiarized with the elements of auditing during a period of orientation so he knows what to expect in a session. The auditor also ensures the preclear has no distractions or upsets to prevent him from devoting his full attention to the process used in the session.

Different types of auditing are used for the preclear, depending upon his concerns during the session and his earlier auditing. Though auditing addresses the individual, and each individual is different, a precisely delineated gradient of processing steps is used to achieve personal freedom for everyone.

By use of exact questions and the E-Meter, the auditor first locates an area of charge in the preclear’s reactive mind to address with the process. When the auditor finds something in the reactive mind, the meter needle surges, indicating that the subject of his questioning contains charge.

Once an area of charge or upset has been located, the auditor then asks the process question or gives the directions needed to assist the preclear in examining it, because he is now inspecting his reactive mind.

The auditor guides the preclear to look at the area more thoroughly. He continues the process and makes notes of the meter reactions and data recovered by the preclear to help chart progress. He maintains the Auditor’s Code, never evaluating the data being recovered by the preclear. As the process continues, more and more data from that area of the reactive mind, heretofore hidden from the person’s conscious awareness, becomes available in the analytical mind of the preclear.

The process questions and directions help the preclear discharge the harmful energy or force connected with incidents or situations in his past. As the charge lessens, the preclear’s awareness of the area increases.

The auditor continues to guide the preclear’s attention to the area. Reactions on the E-Meter aid him to direct the preclear to pull more and more data, previously unknown to the preclear, out of the reactive mind and return it to his analytical awareness. Ultimately, the preclear becomes completely aware of the content and is able to view it as it is, without his awareness clouded by reactivity.

During auditing, a preclear has many realizations about life. Such discoveries are called, in Scientology, cognitions. A cognition is something a person has come to realize. It is a “What do you know, I just realized why I always felt that way about. . .” kind of statement. Cognitions result in a higher degree of awareness and consequently greater abilities to succeed in life. When such a realization occurs, that portion of the reactive mind ceases to register on the E-Meter and the needle freely sweeps the dial rhythmically back and forth, a phenomenon plainly visible to the auditor.

The preclear will have gained a higher degree of awareness and rid himself of, perhaps, an irrational fear, psychosomatic illness or disability. The source of what had been bothering him was previously unknown, but, once discovered, its power is nullified. That particular process employed in the auditing session has served its purpose and can be ended. The auditor now proceeds onto additional processes in further auditing the preclear.

As more and more areas of the reactive mind are addressed and alleviated through auditing, its adverse effects continue to lessen and the individual becomes happier and more in control of his life.

With auditing, a person can be more self-confident, effective and successful in his endeavors.

Why Auditing Works

In a session, the analytical mind of the preclear is assisted by the analytical mind of the auditor in order to vanquish the preclear’s reactive mind.

The preclear is victimized by his reactive mind. When this is restimulated, a person is affected by the harmful energy it contains. Since the reactive mind is hidden, the preclear cannot handle it by himself–witness the thousands of years man has philosophized, soul-searched and tried to understand himself and his motives with no lasting result. In the absence of an auditor, the strength of the preclear’s dynamic thrust is less than the force capable of being exerted by the reactive mind.

One of the primary reasons auditing works is because the strength of the auditor’s dynamic thrust is added to the preclear’s dynamic thrust and these two combined are greater than the single force of the preclear’s reactive mind. Working together and applying L. Ron Hubbard’s precise technology, the preclear’s reactive mind can be erased.

Each time an area of charge is released from the reactive mind, the preclear’s awareness increases. This increase of awareness builds from auditing session to auditing session and the preclear gradually becomes more and more aware of who he is, what has happened to him and what his true potentials and abilities are.

What is Scientology Auditing?

 

Although the purely philosophical aspects of L. Ron Hubbard’s work are sufficient in themselves to elevate this civilization, only auditing provides a precise path by which any individual may walk an exact route to higher states of spiritual awareness.

 

The goal of auditing is to restore beingness and ability. This is accomplished by (1) helping the individual rid himself of any spiritual disabilities and (2) increasing individual abilities. Obviously, both are necessary for an individual to achieve his full spiritual potential.

 

Auditing, then, deletes those things which have been added to the reactive mind through life’s painful experiences and addresses and improves one’s ability to confront and handle the factors in his life.

 

Through auditing one is able to look at his own existence and improve his ability to confront what he is and where he is. There are vast differences between the technology of auditing, a religious practice, and other practices. There is no use of hypnosis, trance techniques or drugs during auditing. The person being audited is completely aware of everything that happens. Auditing is precise, thoroughly codified and has exact procedures.

 

A person trained and qualified to better individuals through auditing is called an auditor. Auditor is defined as one who listens, from the Latin audire meaning to hear or listen. An auditor is a minister or minister-in-training of the Church of Scientology.

 

A person receiving auditing is called a preclear — from pre-Clear, a person not yet Clear. A preclear is a person who, through auditing, is finding out more about himself and life.

 

The period of time during which an auditor audits a preclear is called an auditing session. A session is conducted at an agreed-upon time established by the auditor and preclear.

 

 

Auditing uses processes — exact sets of questions asked or directions given by an auditor to help a person locate areas of spiritual distress, find out things about himself and improve his condition. There are many, many different auditing processes, and each one improves the individual’s ability to confront and handle part of his existence. When the specific objective of any one process is attained, the process is ended and another can then be used to address a different part of the person’s life.

 

An unlimited number of questions could, of course, be asked — which might or might not help a person. The accomplishment of Dianetics and Scientology is that L. Ron Hubbard isolated the exact questions and directions to bring about spiritual freedom.

 

The questions or directions of the process guide the person to inspect a certain part of his existence. What is found will naturally vary from person to person, since everyone’s experiences are different. Regardless of experience or background, however, the individual is assisted in locating not only areas of spiritual upset or difficulty in his life, but in locating the source of the upset. By doing this, any person is able to free himself of unwanted barriers that inhibit, stop or blunt his natural abilities and increase these abilities so that he becomes brighter and more spiritually able.

 

There are no variables in the technology of auditing, no random results or haphazard applications. Auditing is not a period of vague free association. Each process is exact in its design and in its application, and attains a definite result when correctly ministered.

 

Scientology auditing can bring any person from a condition of spiritual blindness to the brilliant joy of spiritual existence.

 

What is the Goal of Life?

One of the most fundamental breakthroughs of Dianetics is the concise statement of the goal of life itself. This, the dynamic principle of man’s existence, was discovered by L. Ron Hubbard. From this fundamental discovery many hitherto unanswered questions about man and life were resolved. The goal of life can be considered to be infinite survival. That man seeks to survive has long been known, but that it is his primary motivation is new. Man, as a life form, can be demonstrated to obey in all his action and purposes the one command: SURVIVE!

SURVIVE! is the common denominator of all life, and from it came the critical resolution of man’s ills and aberrations. Survival is not only the difference between life and death. Nor does it mean merely existing. It encompasses things like ideals, love and art as vital aspects. The better one is able to manage his life and increase his level of survival, the more he will have pleasure, abundance and satisfaction.

Pain, disappointment and failure are the result of actions which do not promote survival. Dianetics addresses these moments of pain and threat to survival, and it provides a precise technology to increase your ability to survive and live a happier, healthier life.

This is How to Actually Attain Your Goals

How does one get things done? How does one make a dream a reality or carry a plan through to completion? Many of us seem to have unrealized goals or incomplete plans and many of us face tasks that appear overwhelming, even impossible to achieve. This is true not only of individuals, but of companies and even countries. History is filled with failed projects.

In examining the subject of organization, L. Ron Hubbard developed an enormous body of technology to ensure the success of any group. In doing so, he also provided a solution to the most common of failings: the lack of ability to execute plans.

Plans can be carried through to fruition, but a number of vital steps must be taken, one after the other. You’ll learn what these steps are and how to apply them to anything – a personal ambition, a family, a group, a business and more. You’ll learn that your dreams can become real.

Administrative Scale

The achievement of one’s goals, no matter how large or small the endeavor, relies on goals, purposes and activities being aligned and organized.

A goal is not something that one decides upon which then miraculously comes to fruition, just because one decided it would. The attainment of a goal necessitates that certain actions be carried out in the real world which effect some change for the better and a step closer toward its accomplishment.

One can be working toward a goal, but discover that his actions do not yield any forward progress. This occurs not only for an individual in his life, but also for an organization, state or country of any size. This can be a result of the plans, actions and other factors not being aligned to attain the goal.

There are actually a number of subjects that make up an activity. Each of these must operate in a coordinated manner to achieve success in the intended accomplishment of the envisioned goal.

A scale has been developed in Scientology which gives a sequence (and relative seniority) of subjects relating to organization.

Goals
A goal is a known objective toward which actions are directed with the purpose of achieving that end.

Purposes
A purpose is a lesser goal applying to specific activities or subjects. It often expresses future intentions.

Policy
Policy consists of the operational rules or guides for the organization which are not subject to change.

Plans
A plan is a short-range broad intention thought up for the handling of a broad area to remedy it or expand it, or to obstruct or impede an opposition to expansion.

Programs
A program is a series of steps in sequence to carry out a plan.

Projects
A project is a sequence of steps written to carry out one step of a program.

Orders
An order is a verbal or written direction to carry out a program step or apply general policy.

Ideal Scenes
An ideal scene expresses what a scene or area ought to be. If one has not envisioned an ideal scene with which to compare the existing scene, he will not be able to recognize departures from it.

Statistics
A statistic is a number or amount compared to an earlier number or amount of the same thing. Statistics refer to the quantity of work done or the value of it.

Valuable Final Products
A valuable final product is a product that can be exchanged for the services or goods of the society.

This scale is worked up and worked down UNTIL IT IS (EACH ITEM) IN FULL AGREEMENT WITH THE REMAINING ITEMS.

In short, for success, all these items in the scale must agree with all other items in the scale on the same subject.

Let us take “golf balls” as a subject for the scale. Then all these scale items must be in agreement with one another on the subject of golf balls. It is an interesting exercise.

The scale also applies in a destructive subject. Like “cockroaches.”

When an item in the scale is not aligned with the other items, the project will be hindered, if not fail.

The skill with which all these items in any activity are aligned and gotten into action is called MANAGEMENT.

Group members only become upset when one or more of these points are not aligned to the rest and at least some group agreement.

Groups appear slow, inefficient, unhappy, inactive or quarrelsome only when these items are not aligned, made known and coordinated.

Any activity can be improved by debugging or aligning this scale in relation to the group activity.

As lack of agreement breeds lessened communication and lessened affinity, it follows that unreal items on the scale (not aligned) produce upsets and disaffection.

It then follows that when these scale items are well aligned with each other and the group, there will be high agreement, high communication and high affinity in the group.

Group mores aligned so and followed by the group gives one an ethical group and also establishes what will then be considered as harmful, contrasurvival acts in the group by group members.

This scale and its parts and ability to line them up are one of the most valuable tools of organization.

Making Planning an Actuality

For an individual, group or organization to achieve an intended goal requires knowledge of certain principles on the subject of organization.

When we look at organization in its most simple form, when we seek certain key actions or circumstances that make organization work, when we need a very simple, very vital rundown to teach people that will produce results, we find only a few points we need to stress.

The purpose of organization is TO MAKE PLANNING BECOME ACTUALITY.

An actuality is a state or thing that exists in reality.

Organization is not just a fancy, complex system, done for its own sake. That is bureaucracy at its worst. Graphs for the sake of graphs, rules for the sake of rules, only add up to failures.

The only virtue (not always a bad one) of a complex, unwieldy, meaningless bureaucratic structure is that it provides jobs for the friends of those in control. If it does not also bring about burdensome taxation and threatened bankruptcy by reason of the expense of maintaining it, and if it does not saddle a people or production employees with militant (aggressive) inspections and needless control, organization for the sake of providing employment is not evil but beyond providing employment is useless, and only when given too much authority is it destructive.

The kings of France and other lands used to invent titles and duties to give activity to the hordes of noble hangers-on to keep them at court, under surveillance, and out of mischief out in the provinces where they might stir up their own people. “Keeper of the Footstools,” “Holder of the Royal Nightgown” and other such titles were fought for, bought, sold and held with ferocity.

Status-seeking, the effort to become more important and have a personal reason for being and for being respected, gets in the road of honest efforts to effectively organize in order to get something done, in order to make something economically sound.

Organization for its own sake, in actual practice, usually erects a monster that becomes so hard to live with that it becomes overthrown. Production losses, high taxes, irritating or fearsome interference with the people or actual producers invites and accomplishes bankruptcy or revolt, usually both, even in commercial companies.

Therefore to be meaningful, useful and lasting, an organization (corporation, company, business, group, etc.) has to fit into the definition above:

TO MAKE PLANNING BECOME ACTUALITY

In companies and countries there is no real lack of dreaming. All but the most depraved (morally bad or corrupt) heads of companies or states wish to see specific or general improvement. This is also true of their executives and, as it forms the basis of nearly all revolts, it is certainly true of workers. From top to bottom, then, there is, in the large majority, a desire for improvement.

More food, more profit, more pay, more facilities and, in general, more and better of whatever they believe is good or beneficial. This also includes less of what they generally consider to be bad.

Programs which obtain general support consist of more of what is beneficial and less of what is detrimental. “More food, less disease,” “more beautiful buildings, less hovels,” “more leisure, less work,” “more activity, less unemployment,” are typical of valuable and acceptable programs.

But only to have a program is to have only a dream. In companies, in political parties, useful programs are very numerous. They suffer only from a lack of execution.

All sorts of variations of program failure occur. The program is too big. It is not generally considered desirable. It is not needed at all. It would benefit only a few. Such are surface reasons. The basic reason is lack of organization know-how.

Any program, too ambitious, partially acceptable, needed or not needed, could be put into effect if properly organized.

The five-year plans of some nations which were in vogue were almost all very valuable and almost all fell short of their objectives. The reason was not that they were unreal, too ambitious or generally unacceptable. The reason for any such failure was and is lack of organization.

It is not man’s dreams that fail him. It is the lack of know-how required to bring those dreams into actuality.

Good administration has two distinct targets:

1. To perpetuate (prolong the existence of) an existing company, culture or society,

2. To make planning become actuality.

Given a base on which to operate – which is to say land, people, equipment and a culture – one needs a good administrative pattern of some sort just to maintain it.

Thus (1) and (2) above become (2) only. The plan is “to continue the existing entity.” No company or country continues unless one continues to put it there. Thus an administrative system of some sort, no matter how crude, is necessary to perpetuate any group or any subdivision of a group. Even a king or headman or manager who has no other supporting system to whom one can bring disputes about land or water or pay is an administrative system. The foreman of a labor gang that only loads trucks has an astonishingly complex administrative system at work.

Companies and countries do not work just because they are there or because they are traditional. They are continuously put there by one or another form of administration.

When a whole system of administration moves out or gets lost or forgotten, collapse occurs unless a new or substitute system is at once moved into place.

Changing the head of a department, much less a general manager and much, much less a ruler, can destroy a portion or the whole since the old system, unknown, disregarded or forgotten, may cease and no new system which is understood is put in its place. Frequent transfers within a company or country can keep the entire group small, disordered and confused, since such transfers destroy what little administration there might have been.

Thus, if administrative shifts or errors or lack can collapse any type of group, it is vital to know the basic subject of organization.

Even if the group is at effect – which is to say originates nothing but only defends in the face of threatened disaster – it still must plan. And if it plans, somehow it must get the plan executed or done. Even a simple situation of an attacked fortress has to be defended by planning and doing the plan, no matter how crude. The order “Repel the invader who is storming the south wall” is the result of observation and planning no matter how brief or unthorough. Getting the south wall defended occurs by some system of administration even if it only consists of sergeants hearing the order and pushing their men to the south wall.

A company with heavy debts has to plan even if it is just to stall off creditors. And some administrative system has to exist even to do only that.

The terrible dismay of a young leader who plans a great and powerful new era only to find himself dealing with old and weak faults is attributable not to his “foolish ambition” or “lack of reality” but to his lack of organizational know-how.

Even elected presidents or prime ministers of democracies are victims of such terrible dismay. They do not, as is routinely asserted, “go back on their campaign promises” or “betray the people.” They, as well as their members of parliament, simply lack the rudiments (fundamentals) of organizational know-how. They cannot put their campaign promises into effect, not because they are too high-flown (sounding grand or important) but because they are politicians, not administrators.

To some men it seems enough to dream a wonderful dream. Just because they dreamed it they feel it should now take place. They become very provoked when it does not occur.

Whole nations, to say nothing of commercial firms or societies or groups, have spent decades in floundering turmoil because the basic dreams and plans were never brought to fruition (successful completion).

Whether one is planning for the affluence of the Appalachian Mountains or a new loading shed closer to the highway, the gap between the plan and the actuality will be found to be lack of administrative know-how.

Technical ignorance, finance, even lack of authority and unreal planning itself are none of them true barriers between planning and actuality.

Plans and Programs

There is, however, much to know of the techniques employed to draw up planning which will bring one’s dreams to realization. An initial step would be to comprehend the basic terms relating to the subject.

A plan is a description of the short-range broad intentions as to what one sees is required to handle a specific area. A plan would be expected to remedy nonoptimum circumstances in an area or expand it or to obstruct or impede an opposition to expansion.

For a plan to be carried out requires it be broken down into the specific actions necessary to accomplish what the plan intends to do. This is done by use of a program.

A program is a series of steps in sequence to carry out a plan. To write a program requires that a plan exist beforehand, even if only in the mind of the person writing the program. A step of a program is called a target.

A program is composed of targets. A target is an action which should be undertaken in order to achieve a desired objective.

There are several values of targets. Not all targets are the same value or importance. Each of these is described below.

Major Target

A major target is the desirable overall ambition being undertaken. This is highly generalized, such as “to become a trained Scientology practitioner.”

Other examples in different fields would be:

“To get all machinery and equipment in the company operational.”

“To acquire, set up, make ready and use a suitable property and facilities at reasonable low cost.”

“To get books being distributed to mail order customers and any stores or distributors.”

Jones looking at his empty garage

Jones thinking of how garage should look
A major target is the overall objective

Primary Targets

A primary target is one which deals with the organizational, personnel and communication-type steps that have to be kept in. These are a group of “understood” targets which, if overlooked, bring about inaction.

The first of these is: SOMEBODY THERE

Then: WORTHWHILE PURPOSE

Then: SOMEBODY TAKING RESPONSIBILITY FOR THE AREA OR ACTION

Then: FORM OF ORGANIZATION PLANNED WELL

Then: FORM OF ORGANIZATION HELD OR REESTABLISHED

Then: ORGANIZATION OPERATING

If we have the above “understood” targets, we can go on; but if these drop out or are not substituted for, then no matter what targets are set thereafter they will go rickety or fail entirely.

In the above there may be a continual necessity to reassert one or more of the “understood” targets WHILE trying to get further targets going.

Some examples of primary targets would be:

“Accept the job to which one is being assigned.”

“Read and understand the program which you will be doing.”

Hiring Chief Mechanic
Somebody there is an example of a primary target.

Vital Targets

A vital target is something that must be done to operate at all.

This requires an inspection of both the area one is operating into and the factors or materiel or organization with which we are operating.

One then finds those points (sometimes while operating) which stop or threaten future successes. And sets the overcoming of the vital ones as targets.

Some examples of these would be:

“Look into the circumstances one is inspecting with your own eyes; don’t accept another’s report.”

“Accept no orders from anyone other than your direct senior.”

“Do not let the supply of books falter in the country while the campaign is ongoing.”

“Maintain a high level of ethical behavior and set an excellent example in doing so.”

Giving Chief Mechanic vital target
A vital target must be in to operate successfully.

Conditional Targets

A conditional target is one which is done to find out data, or if a project can be done, where it can be done, etc.

You’ve seen chaps work all their lives to “get rich” or some such thing in order to “tour the world” and never make it. Some other fellow sets “tour the world” and goes directly at it and does it. So there is a type of target known as a conditional target: If I could just ________ then we could ________ and so accomplish ________. This is all right of course until it gets unreal.

There is a whole class of conditional targets that have no IF in them. These are legitimate targets. They have lots of WILL in them, “We will ________ and then _________.”

Sometimes sudden “breaks” show up and one must quickly take advantage of them. This is only “good luck.” One uses it and replans quickly when it happens. One is on shaky ground to count on “good luck” as a solution.

A valid conditional target would be:

“We will go there and see if the area is useful.”

Another example of a conditional target is:

“If there is a backlog of filing, then organize a short time period each day where the company’s employees assist in filing the particles in the correct files.”

All conditional targets are basically actions of gathering data first, and if it is okay, then go into action.

Jones thinking about getting busy
All conditional targets are basically actions of gathering
data first, and if it is okay, then go into action..

Operating Targets

An operating target is one which would set the direction of advance and qualify it. It normally includes a scheduled time by which it has to be complete so as to fit into other targets.

Sometimes the time is set as “BEFORE.” And there may be no time for the event that it must be done “before.” Thus it goes into a rush basis “just in case.”

Examples of operating targets would be:

“Advertise books in local magazines which are subscribed to by the type of audience who would be interested in these books.”

“Hire local labor to make adobe bricks for the walls.”

“Establish how the company newsletter can be most inexpensively mailed to the branch offices.”

“Clean up the President’s suite.”

“Send a courier with the return mail direct to the home office.”

Jobs to be done with check marks by some
An operating target would set the direction of advance and qualify it.

Working on cars

Production Targets

Setting quotas, usually against time, are production targets.

Examples of production targets would be:

“Next year’s tuition set aside by June.”

“Fifty thousand books bound by next month.”

As statistics most easily reflect production, an organization or activity can be so PRODUCTION TARGET conscious that it fails to set conditional, operating or primary targets. When this happens, then production is liable to collapse for lack of planning stated in other types of targets.

Production as the only target type can become so engulfing that conditional targets even when set are utterly neglected. Then operating and primary targets get very unreal and statistics go DOWN.

YOU HAVE TO INSPECT AND SURVEY AND GATHER DATA AND SET OPERATING AND PRIMARY TARGETS BEFORE YOU CAN SET PRODUCTION TARGETS.

A normal reason for down statistics on production is the vanishment of primary targets. These go out and nobody notices that this affects production badly. Production depends on other prior targets being kept in.

Showing raised production
Setting quotas, usually against time, are production targets.

The following is a concise summary of the different types of targets which make up a program.

Types of Targets

Major Targets
The broad general ambition, possibly covering a long, only approximated period of time. Such as “To attain greater security” or “To get the organization up to fifty employees.”

Primary Targets
The organizational, personnel, communication-type targets. These have to be kept in. These are the type of targets which deal with the terminals, communication routes, materiel and organizing boards. Example: “To put someone in charge of organizing it and have him set remaining primary targets.” Or “To reestablish the original communication system which has dropped out.”

Vital Targets
Those which must be done to operate at all, based on an inspection of the area in which one is operating.

Conditional Targets
Those which set up EITHER/OR, to find out data or if a project can be done or where or to whom.

Operating Targets
Those which lay out directions and actions or a schedule of events or timetable.

Production Targets
Those which set quantities like statistics.

To learn more, I suggest getting and reading the book The Problems of Work

What is Your Mind?

In Scientology, the mind is a communication and control system between the individual—i.e., the thetan—and his environment. The individual uses his mind to pose and resolve problems related to survival and to direct his efforts accordingly.

The mind is composed of mental image pictures which are recordings of past experiences. These mental images are what is often thought of as memory. They are three-dimensional color pictures with sound, smell and all other perceptions. These pictures are actually composed of energy. They have mass, they exist in space and appear when a person thinks of something. For example, a person who thinks of a cat will get a mental image picture of a cat.

The mind is made up of two parts—the analytical mind and the reactive mind. The analytical mind is the rational, conscious, aware mind which thinks, observes data, remembers it and resolves problems. The reactive mind works on a totally stimulus-response basis. It operates below the level of consciousness and is not under the individual’s control. The reactive mind exerts force and the power of command over his awareness, purposes, thoughts, body and actions.