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HCOPL: Files Accuracy

HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 28 JUNE 19721; 2

Remimeo

Establishment Officer Series 21

FILES ACCURACY

As files are the vital operational line it is of the GREATEST IMPORTANCE that ALL FILING IS ACCURATE.

A misfiled particle can be lost forever.

A missing item can throw out a whole evaluation or a sale.

Items get misfiled for four reasons:

1. Ignorance of the alphabet

2. Ignorance of geography

3. Ignorance of the vital role of the files

4. Personal out-ethics

The remedies therefore are:

1. ALL FILES PERSONNEL

a. MUST BE ABLE TO RATTLE OFF THE ALPHABET FORWARDS AND BACKWARDS.

b. They must be drilled then to be able to give the letter ahead of and behind each letter in the alphabet.

2. GEOGRAPHY must be known to files personnel, particularly the locations of orgs, cities, states and continents. This is done by drilling them on a map that has key locations related to files.

3. Method 6 W/Cing should be done on words connected with the post and action of filing. Then the value and purpose of the files they handle should be done by them.

4. Persons with out-ethics or on an ethics cycle should not be given filing as an amends as they are not drilled and are out of PT to say the least.

ETHICS ACTION

Anyone finding a misfiled particle should report it to the Ethics Officer or Master-at-Arms.

He must then quickly make every effort to locate who is misfiling and take rapid action.

The first action is to hat them as above.

Any repeat is an ethics offense handled by a court. If the E/O cannot find the person or does not act, he himself must comb all files and straighten up the particles.

SUMMARY

It is of vital interest both in ease of work and financially that all files are straight.

L. RON HUBBARD
Founder

Notes

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HCOPL: Ethics and Executives

HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex

HCO POLICY LETTER OF 3 MAY 1972RA1
Revised 7 September 2000

Remimeo
Executive Hats

IMPORTANT

Executive Series 12

ETHICS AND EXECUTIVES

Any person holding an executive post (head of department or above) is deemed an EXECUTIVE.

Evaluation has revealed that the breakdown in many orgs is a failure on the part of executives to wear their ethics and justice hats.

It has been found that below administrative Whys there is usually an ethics situation as well, which, unhandled, causes the administrative Why not to function or raise stats.

In an area which is downstat, it is the duty of an executive to investigate and find any out-ethics situation and get it corrected.

Ethics is a personal thing in relation to a group. Unethical people are those who do not have ethics in on themselves personally.

It is the responsibility of the executive to see to it that persons under his control and in his area get their personal ethics in and keep them in.

Dishonesty, false reports, an out-ethics personal life, should be looked for and, by persuasion, should be corrected.

When an executive sees such things, he or she must do all he can to get the person to get his own ethics in.

When an area is downstat, the executive must at once suspect an out-ethics scene with one or more of the personnel and must investigate and persuade the person to be more honest and ethical and correct the out-ethics condition found.

If this does not correct and if the person or area remains downstat, the executive must declare the person or area in Danger and apply HCO PL 9 Apr. 72, CORRECT DANGER CONDITION HANDLING.

The situation, if it does not correct, thereafter becomes a matter of full group justice with courts and Comm Evs. Persons whose ethics have remained out must be replaced.

The seniors of an executive are bound to enforce this policy and to use it on any executives whose personal ethics are out and who fail to apply it. It will be found that those who do not apply this policy letter have themselves certain dishonesties or out-ethics situations.

IT IS VITAL TO ANY ORGANIZATION, TO BE STRONG AND EFFECTIVE, TO BE ETHICAL.

THE MOST IMPORTANT ZONE OF ETHICAL CONDUCT IN AN ORGANIZATION IS AT OR NEAR THE TOP.

Ethical failure, at the top or just below it, can destroy an organization and make it downstat.

Historical examples are many.

THEREFORE, IT IS POLICY THAT AN EXECUTIVE MUST KEEP ETHICS IN ON HIMSELF AND THOSE BELOW HIM OR BE DISCIPLINED OR COMM EVED AND REMOVED FROM ANY POST OF AUTHORITY AND SOMEONE FOUND WHO IS HIMSELF ETHICAL AND CAN KEEP ETHICS IN ON THOSE UNDER HIS AUTHORITY.

The charge in any such case for a staff member or executive is FAILURE TO UPHOLD OR SET AN EXAMPLE OF HIGH ETHICAL STANDARDS.

Such offenses are composed of:

1. DISHONESTY,

2. Use of false statements to cover up a situation,

3. Representing a scene to be different than it actually is to cover up crimes and escape discipline,

4. Irregular 2D connections and practices,

5. Drug or alcoholic addiction,

6. Encouraging out-ethics,

7. Condoning or failing to effectively handle an out-ethics situation in self or others as an in-charge, officer or executive.

TECHNICAL

People with out-ethics withholds cannot see. This is proven by the brilliant return of perception of the environment in people audited effectively and at length on such processes.

Such people also seek to place a false environment there and actually see a false environment.

People whose ethics are low will enturbulate and upset a group as they are seeking to justify their harmful acts against the group. And this leads to more harmful acts.

Out-ethics people go rapidly into Treason against the group.

A person whose ethics have been out over a long period goes “out of valence.”

They are “not themselves.”

Happiness is only attained by those who are HONEST with themselves and others.

A group prospers only when each member in it has his own personal ethics in.

Even in a PTS (potential trouble source) person there must have been outethics conduct toward the suppressive personality he or she is connected with for the person to have become PTS in the first place.

People who are physically ill are PTS and are out-ethics toward the person or thing they are PTS to!

Thus a group to be happy and well, and for the group to prosper and endure, its individual members must have their own ethics in.

It is up to the executive or officer to see that this is the case and to DO the actions necessary to make it come about and the group an ethical group.

EXEC OR OFFICER’S STEPS FOR GETTING IN ETHICS ON A STAFF MEMBER

STEP 1

Inform the person personally he is in Danger condition by reason of acts or omissions, down stats, false reports or absence or 2D or whatever the circumstances are.

He is in fact IN Danger because somebody is going to act sooner or later to hit him.

He may be involved already in some other assignment of condition.

But this is between you and him.

HE IS IN DANGER BECAUSE YOU ARE HAVING TO BYPASS HIM TO GET HIS ETHICS IN, A THING HE SHOULD DO HIMSELF.

If he cooperates and completes this rundown and it comes out all right, you will help him.

If he doesn’t cooperate, you will have to use group justice procedures.

This is his chance to get ethics in on himself with your help before he really crashes.

When he accepts this fact, Step 1 is done. Go to Step 2.

STEP 2

Ethics is gotten in by definition on the person.

GET THE DEFINITIONS FULLY UNDERSTOOD.

The following words must be Method 4 word cleared on all the words and the words in their definitions on the person being handled.

“ETHICS: the study of the general nature of morals (morals [plural] [noun]: The principles of right and wrong conduct) and of the specific moral choices to be made by the individual in his relationship with others.”

“The rules or standards governing the conduct of the members of a profession.”

“JUSTICE: (1) moral rightness; equity. (2) honor, fairness. (3) good reason. (4) fair handling: due reward or treatment. (5) the administration and procedure of the law.”

“FALSE: contrary to fact or truth; without grounds; incorrect. Without meaning or sincerity; deceiving. Not keeping faith; treacherous. Resembling and being identified as a similar or related entity.”

“DISHONEST: disposed to lie, cheat, defraud or deceive.”

“PRETENSE: a false reason or excuse. A mere show without reality.”

“BETRAY: to be disloyal or faithless to.”

“OUT-ETHICS: an action or situation in which an individual is involved contrary to the ideals and best interests of his group. An act or situation or relationship contrary to the ethics standards, codes or ideals of the group or other members of the group. An act of omission or commission by an individual that could or has reduced the general effectiveness of a group or its other members. An individual act of omission or commission which impedes the general well-being of a group or impedes it in achieving its goals.”

Do not go to Step 3 of this until all the above words are cleared by Method 4 Word Clearing.

STEP 3

Ask the person what out-ethics situation he or she is involved in.

It may take the person some time to think of it or he may suppress it and be afraid to say it for fear of consequences. Reassure him that you are only trying to help him.

He may have brought it up in a session but did not apply it as out-ethics.

Coax him through this.

If his conduct and actions are poor or downstat, he for sure will be able to come up with an out-ethics personal scene.

Sometimes the person is secretly PTS and is connected to a suppressive or antagonistic person or group or thing. In such an instance he will roller-coaster as a case or on post or have accidents or be ill frequently. (See PTS tech for material on this and for future handling. HCO PL 9 Apr. 72R, CORRECT DANGER CONDITION HANDLING, but go on handling with these steps.)

Sometimes the person just uses PR (brags it up and won’t come clean). In this case, an auditing session is required.

If the person gets involved in self-listing, get him audited on HCOB 20 Apr. 72 II, C/S Series 78, PRODUCT PURPOSE AND WHY AND W/C ERROR CORRECTION, which gives the auditing session procedure. A person can become very upset over a wrong item. It is easily repaired, but it must be repaired if this happens.

By your own 2WC or whatever means or repair get this Step 3 to a clear-cut out-ethics situation, clearly stated. Do not forget to go on with this eventually if there is a delay in completing it. GIs will be in if correct.

STEP 4

Have the person work out how the out-ethics situation in which he or she is involved would be a betrayal of the group or make them false to the group or its ideals.

Do not make the person guilty. Just get them to see it themselves.

When they have seen this clearly and have cognited on it completely, go to next step.

STEP 5

The person is now ready to apply the FIRST DYNAMIC DANGER FORMULA to himself.

Give him this formula and explain it to him.

FIRST DYNAMIC FORMULA

The formula is converted for the first dynamic to:

1st 1: Bypass habits or normal routines.

1st 2: Handle the situation and any danger in it.

1st 3: Assign self a Danger condition.

1st 4: Get in your own personal ethics by finding what you are doing that is out-ethics and use self-discipline to correct it and get honest and straight.

1st 5: Reorganize your life so that the dangerous situation is not continually happening to you.

1st 6: Formulate and adopt firm policy that will hereafter detect and prevent the same situation from continuing to occur.

Now, usually the person is already involved in another group situation of down stats or overt products or bad appearance or low conditions, courts, Comm Evs, for something.

It does not matter what other condition he was in. From you he is in Danger.

So 1st 1 and 1st 2 above apply to the group situation he finds himself in.

He has to assign himself a Danger condition as he recognizes now he has been in danger from himself.

1st 4 has been begun by this rundown.

It is up to him or her to finish off 1st 4 by applying the material in Steps 2 and 3. He or she has to use self-discipline to correct his own out-ethics scene and get it honest and straight, with himself and the group.

1st 5 is obvious. If he doesn’t, he will just crash again.

1st 6, in formulating and adopting firm policy, he must be sure it aligns with the group endeavor.

When he has worked all this out AND DEMONSTRATED IT IN LIFE, he has completed the personal Danger Rundown.

He can then assign himself Emergency and follow the Emergency Formula (HCO PL 23 Sept. 67, Vol 0 OEC, EMERGENCY).

STEP 6

Review the person and his stats and appearance and personal life.

Satisfy yourself that the steps above and the out-ethics found were all of it.

That no wrong item has been found. That the person is not PTS.

Handle what you find. But if you find that the person did not improve and gave it all a brushoff, you must now take the group’s point of view and administer group justice.

Your protection of the person is at end because he had his chance and is apparently one of those people who depend on others to keep his ethics in for him and can’t keep them in himself. So use group justice procedures thereafter.

If the person made it and didn’t fall on his head and is moving on up now AS SHOWN BY HONEST STATS AND CONDITION OF HIS POST, you have had a nice win and things will go much, much better.

And that’s a win for everybody.

L. Ron Hubbard
Founder

Notes

  1. Document studied on the How to Confront and Shatter Suppression PTS/SP Course. (2001 ed.) ↩

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HCOPL: Ethics, The Design Of

HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex

HCO POLICY LETTER OF 7 DECEMBER 19691
Issue I

Remimeo
All Exec Hats
HCO Area Hat
I&R Hat

ETHICS, THE DESIGN OF

It is very easy for a staff member and even an Ethics Officer to completely misunderstand ethics and its functions. In a society run by SPs and controlled by incompetent police, the citizen almost engramically identifies any justice action or symbol with oppression.

Yet in the absence of true ethics no one can live with others and stats go down inevitably. So a justice function must exist to protect producers and decent people.

To give you an example, when a little boy this life, the  neighborhood a block around and the road from home to school were unusable. A bully about five years older than I named Leon Brown exerted a very bad influence over other children. With extortion by violence and blackmail and with corruption, he made the area very dangerous. The road to school was blocked by the five O’Connell kids, ranging from seven to fifteen who stopped and beat up any smaller child.

One couldn’t go to school safely and was hounded by the truant officer, a hulking brute complete with star, if one didn’t go to school.

When I was about six, I got very tired of a bloody nose and spankings because my clothes were torn and avidly learned “lumberjack fighting,” a crude form of judo, from my grandfather.

With this “superior tech” under my belt, I searched out and found alone the youngest O’Connell kid, a year older than I, and pulverized him. Then I found alone and took on the next in size and pulverized him. After that the O’Connell kids, all five, fled each time I showed up and the road to school was open and I convoyed other little kids so it was safe.

Then one day I got up on a nine-foot-high board fence and  waited until the twelve-year-old bully passed by and leaped off on him boots and all, and after the dust settled that neighborhood was safe for every kid in it.

So I learned about justice. Kids would come from blocks away to get help in their neighborhood. Finally for a mile around it was a safe environment for kids.

From this I learned two lessons:

1. Strength is nothing without skill and tech and, reversely, without skill and tech the strength of brutes is a matter of contempt.

2. Strength has two sides, one for good and one for evil. It is the intention that makes the difference.

__________

On further living I found that only those who sought only peace were ever butchered. The thousands of years of Jewish passivity earned them nothing but slaughter.

So things do not run right because one is holy or good. Things run right because one makes them run right.

Justice is a necessary action to any successful society. Without it the brute attacks the weak, the decent and the productive.

There are people who suppress. They are few. They often rise up to being in charge and then all things decay. They are essentially psychopathic personalities.

Such want position in order to kill. Such as Genghis Khan, Hitler, psychiatrists, psychopathic criminals, want power only to destroy. Covertly or overtly they pay only with death. They arrived where they arrived, in charge of things, because nobody when they were on their way up said “No.” They are monuments to the cowards, the reasonable people who didn’t put period to them while they were still only small bullies and still vulnerable.

Ethics has to get there before tech can occur. So when it doesn’t exist or goes out, then tech doesn’t occur and suppression sets in and death follows.

So if someone doesn’t hold the line, all become victims of oppression.

TWO SECTIONS

The Ethics Section is in Department 3. This department is called Inspections and Reports.

In small orgs there is only one person in that department.

Primarily his duties consist of inspecting and reporting to his divisional head and the Executive Council.

That is the first section’s function.

WHEN inspection reveals outness and reports (such as graphs or direct info to the EC) do not result in correction, THEN it is a matter for the second section.

The second section of Department 3 is Ethics.

Now it is an Ethics matter. If correctly reported outnesses that threaten the org are NOT corrected, then one assumes that suppression exists.

Because he has files of Damage Reports and chits and because he can see and investigate, the Ethics Officer locates WHO is causing outnesses and suppressing the org. By condition assignments, publication and Comm Evs he gets in ethics.

It occasionally happens that it is someone high up in the org. It sometimes happens his seniors or the Exec Council scold him for daring to report on things or to them. Then he knows the suppression is high up and he is delinquent in duty if he does not report it to the next highest org, and if no action there, right on up to the Sea Org. Anyone removing him for daring to report the factual results of his inspections can be severely handled by upper organizations. The Ethics Officer can only be in trouble if he fails to do his job and keep in ethics.

Hitting people with conditions is such a small part of ethics that it is almost an abandonment of post. Letting people be hit with wrong conditions is a Comm Ev offense.

Letting an SP collapse stats or an org is a shooting offense.

An Ethics Officer uses ethics to protect ethics upstats and keep the stats up and to smoke out crimes that push people and stats down. It is a simple function.

The basic duties of Dept 3 are what it says. Inspection and reports. These alone usually work. When they don’t and stats fall or people fall off the org board, one goes into ethics actions.

You don’t let incompetent and suppressive people on staff in the first place and you crowd ethics in on them if they’re found to be there.

You DON’T confuse an executive’s effort to get the stats up with suppression.

The E/O is making the environment safe so that production can occur and service can be given. He is making it unsafe for those who by neglect or continual errors or suppression push stats down and get good staff members to leave.

If none of this is well understood and yet someone is making it impossible to work, find a nine-foot-high board fence…

The E/O must know his ethics policy. He must understand why he is there.

And the rest of the people in the org should understand it too.

L. Ron Hubbard
Founder

Notes

  1. Document studied on the How to Confront and Shatter Suppression PTS/SP Course. (2001 ed.) ↩

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HCOPL: Ethics

HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex

HCO POLICY LETTER OF 18 JUNE 19681
(Also issued as FO 909)

Remimeo

ETHICS

The purpose of Ethics is

TO REMOVE COUNTER-INTENTIONS FROM THE ENVIRONMENT.

And having accomplished that the purpose becomes

TO REMOVE OTHER-INTENTIONEDNESS FROM THE ENVIRONMENT.

Thus progress can be made by all.

Many mechanisms can exist to mask a counter-intention.

One has an intention to expand the org. An “expert” says it is difficult as “The building society . . .” The impulse is to then handle the problem presented by the “expert,” whereas the correct ETHICS action is to remove his counter-intentionedness or other-intentionedness. If he were an EXPERT, he would simply say, “Okay. I’ll handle my end of the expansion.”

There are many ways to handle counter- and other-intentionedness.

There is a fine line between ethics and tech.

The point where a thetan goes mad is very exact. It is the point where he begins to obsessively stop something. From this the effort becomes generalized and he begins to stop lots of other things. When this includes anyone who or anything that would help him as well as those people and things that help, the being is suppressive. His intentions counter any other intention, particularly good intentions.

Other-intentionedness comes from unawareness or dispersal. It is handled by removing things which disperse others. Offering bottled medicine to cure “the blues” is a direct distraction. It is the purveyor of the distraction who is the target.

The person who enters a Scientology group to then sell other-answer is of course an enemy.

However we go about accomplishing the above is the action of Ethics. The above is the purpose.

L. Ron Hubbard
Founder

Notes

  1. Document studied on the How to Confront and Shatter Suppression PTS/SP Course. (2001 ed.) ↩

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HCOPL: Uses of Orgs

HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex

HCO POLICY LETTER OF 1 OCTOBER 19671

Remimeo

Admin Know-How Series 15

USES OF ORGS

There are two uses (violently opposed to each other) to which Scientology orgs can be put. They are:

1. To forward the advance of self and all dynamics toward total survival.

2. To use the great power and control of an org over others to defend oneself.

When a decent being goes to work in an org, he uses (1).

When a suppressive goes to work in an org, he uses (2).

When you get in ethics, the decent one raises his necessity level and measures up. The suppressive type blows (leaves).

It is of vital interest to all of us that we have orgs that serve to increase survival on all dynamics. And that we prevent orgs being used as means to oppress others.

The answer, oddly enough, is to GET IN ETHICS exactly on-policy and correctly. And we will advance.

L. Ron Hubbard
Founder

Notes

  1. Document studied on the How to Confront and Shatter Suppression PTS/SP Course. (2001 ed.) ↩