HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
Admin Know-How Series 12
PTS SECTIONS, PERSONNEL AND EXECS
An org has certain sections, units, personnel and executives who go PTS to suppressive elements in the society.
If one knows this, one becomes less puzzled by noncompliances and trouble in those quarters. One can also do something effective if one realizes why.
Legal, Accounts and Construction and lesser units tend to go PTS very easily.
A “PTS” is a potential trouble source by reason of contact with a suppressive person or group.
Suppression is “a harmful intention or action against which one cannot fight back.” Thus when one can do anything about it, it is less suppressive.
Thus Legal goes PTS being in contact with SP courts and with SP or PTS attorney firms as well as confronting suppressives who are seeking to injure the org through various suppressive actions.
Accounts goes PTS through various tax and government supervision suppressions.
An Estate Branch listening to Town and Country Planning or zoning suppressives tends to go PTS.
In a standard-issue corporation the labor relations contact point, continually messed up by labor agitators who could do the company in and regulations protecting such, tends to go PTS.
An Ethics Officer may become PTS.
The Dead File Unit may go PTS on all the entheta letters.
As such PTS personnel impinges on top executives, these can also go PTS and the org gets harmed to say the least.
As one cannot easily disconnect from suppressive society points without leaving the society, it remains that an executive must handle, if not the SP social groups, at least the situation developing from them and into the org.
Ideally one removes the SPs in the social groups. But where that is not possible one can do several things:
a. Limit the number of org personnel such groups contact.
b. Give such org personnel as do contact such suppressive elements S&Ds occasionally.
c. Change such personnel frequently.
d. Develop a system to restrain the SP from easily influencing such org personnel as may remain in contact.
e. Work gradually but steadily into a position to be able to remove suppressives from the social groups in question, such as becoming more influential as an org, suing, exposing, public education and other means.
The first indicator an org executive has of a unit or staff member going PTS is noncompliance. Such personnel are being overwhelmed in various ways by the SP social groups and have no energy left to undertake their duties or forward org programs.
Another indicator is the amount of illness and lack of case progress on the part of such PTS staff members.
A third indicator is an executive getting the hat of such a personnel on his own plate.
An executive who doesn’t notice such indicators and act is being in turn PTS, or simply isn’t of executive caliber.
METHODS OF BALKING
There are several methods by which a staff member acting as an org contact point in connection with suppressives can balk the agents of SP groups.
One is to always tape-record visibly whatever the agent from such a suppressive group says. “Ah, Mr. Figuretwist of the Tax Division? Good. Now wait a moment so I can record whatever you say. Good. It’s now recording. Go ahead.”
We used to handle the Internal “Revenue” Service of the US this way quite successfully.
The org contact point always stopping the IRS inspector they sent around, turning on a portable recorder and then, and not until then, letting the man speak. Quite effective. That org only got into tax trouble when it stopped doing this. After the recording was dropped out as drill, the SP utterances of IRS agents were in full cry at the staff and they went PTS and began to make crazy errors and ignore org orders re tax.
Any time such agents come around, they try to get as many staff into it as possible. And yap and yap and threaten and enturbulate. One must put them in Coventry (silence treatment) from staff other than the contact point. Staff members of a unit that could go PTS must be ordered to walk off without a word whenever such an agent shows up. No “bull sessions” or arguments with such a person. The staff personnel who handles should point at the agent if other staff is about and say some key word like “This is a government man” at which all other staff in the unit turns its back or pointedly walks off. If you do this, such agents can’t take offense but they get very uneasy, transact quickly, forget their mission to be enturbulative and go away soon. Don’t ever think politeness will help you. Tipping one’s hat to snakes never stopped a person getting bitten. Walking off has.
Staffs are so “reasonable” they think these SP group representatives are there for necessary purposes or serve some purpose or can be reasoned with—all of which is nonsense.
There are no good reporters. There are no good government or SP group agents. The longer you try to be nice, the worse off you will be. And the sooner one learns this, the happier he will be.
Some staff member in such contact points in the org should be the only one who handles and all other staff should be given chits for talking to such a person.
This limits the area of enturbulation. The handling staff member can become expert. But even so, watch for bad indicators in that staff member, and the moment they show up, change the contact point.
Never give such persons access to persons high up in the org-or unit. Turn such over to special personnel who can get the business over with at once and get the agent off the premises soon.
If you see a manager snapping terminals with such agents, transfer him to another post in the org. Unless you do so, he’ll soon cease complying with policy and will soon have the place falling apart.
When such agents act or sound very suppressive, get them investigated, find the scandal and attack. It is a fortunate truth that such people also have crimes in their background that can be found. Find and expose them.
SPs are at war. Pleasant conduct, mean conduct, any conduct at all is simply more war. So wage the back action as a battle.
In all the history of Scientology no interviewing reporter ever helped. They all meant the worst when they acted their best and we are always sorry ever to have spoken. Even if the reporter is all right, his newspaper isn’t and will twist his story. We have done best when we have blocked off reporters and worst when we’ve been nice. So the moral is, a person from an SP group will eventually make an org or some part of it PTS regardless of the agent’s conduct.
These words may seem harsh and unreasonable, yet truth is truth and only when we ignore it do we get fouled up. Agents from SP groups lead to PTS staff, units or sections, leads to noncompliance, leads to a mess.
It isn’t just imagination that SPs attack Scientology. The evidence has been around in plenty for sixteen years.
We began to prosper the day we cut public SPs’ correspondence off the org lines and sent it to dead file. Our executives began to function, policy began to be followed and we began to grow.
So we’ll attain new expansion just by applying what is in this policy letter.
I personally find such agents rather pitiful in their attempts to make trouble.
I think the contemporary attempts to upset us and accusations of things we never do quite prove the fact such mean us no good. But many staff and executives try desperately to be nice to them.
Handle the business they present as effectively as possible on special channels. Don’t be nice. Limit their reach. And have less noncompliance and a far more effective and happier org. After all, real suppressives only constitute about 2½ percent of the total population. Why spend more than 2½ percent of your time on them?
The whole stunt is realizing that certain groups are SP and recognizing them and then handling them.
Be alert and stay alive. It won’t always be this way.
L. Ron Hubbard