6503C16 SHSpec-55 The Progress and Future of Scientology

In 1950, people used to yammer at LRH about fixing up the organization.
He was caught flat-footed when DMSMH was published. No one expected it to be
a best-seller, but it was. And it stayed at the top of the list for months.
The publishing firm that published it was overwhelmed by it. When others set
up the foundation and asked LRH to run it, he said, "OK." But he had no
management control. He proposed some ideas then, which are only now being put
into action. Until about July, 1950, his attitude was, "Well, I just wrote
it." The name "LRH" was getting very popular, but he was trying to avoid the
hat. But he was setting the place up, giving eight hours or so of lecture a
day, getting the building, the furniture, etc. The building had three main
railroad lines -- one on each side. LRH used to fix up PCs that other
auditors couldn't handle. He started the HAS course, using the data straight
out of Book One. The students all went onto the original HCA course.

The word "Hubbard", in "Hubbard Dianetic Auditor" and in other titles,
was chosen by the Elizabeth and L.A. auditors. LRH went along with it, with
certain misgivings. A few days before the publication of DMSMH, Palmer, at
the Explorer's Club, offered LRH an expedition to the Dodecanese Islands,
south of Greece, to find a sunken ship with statuary. The deeper into 1950 it
got, the better the expedition looked! The organization took more and more of
LRH's time. LRH was still telling people this kind of thing. The general
manager said to LRH, "You must front up the organization. These people are
depending on you." LRH found out that Joe Winter was squirreling, telling
people that dianetics was developed by some nonexistent group of scientists
and that auditing was an art with nothing scientific about it. Contemporary
subjects were things like psychodrama [Moreno et al.]; these things looked
good, but they didn't work.

So two hours after the first meeting [of the Dianetic Foundation?], LRH
put his time on the line and took responsibility for the development of the
subject, rather reluctantly. He wasn't prepared to make his life an open
book, because it was too incredible for people to believe, and they would call
him a liar.

LRH is not in bad favor with Washington senators, etc. In 1955, if he
had wanted to, LRH could have gotten legislation passed that would have
protected scientology. The FBI was very nice, when he wanted to find out who,
out of about 200 staff people, were communists. They told him who were not
communists: about thirty out of 200! There was an airplane waiting to take
LRH to St. Louis and put him in a spin-bin. Fortunately, the people who were
sent to get him weren't as well trained in combat as he was. He took care of
them. This all occurred subsequent to LRH taking on his hat. It has taken
fifteen years to get to a state where the hat could be worn, because LRH's hat
assaults the foundations of the society we live in by talking about freeing
Man, bettering Man, etc. Ours is a philosophy that says that people can't be
lied to -- that we can see through the black magic spells. This is an
interesting civilization, because people don't know who they are, where they
are, where they are going, or what they are doing. You start laying truth on
the line, and confusion starts to blow off. The early days of dianetics
followed that rule. We got through it, because, in July [1955], LRH wore his
hat of being him, and no one has been able to throw him off it since.

LRH is also capable of occupying a subordinate role. LRH worried for
awhile that he was one of those guys who can only lead and cannot follow.
However, he was delighted to find out, in the Navy, that he was also an
excellent subordinate. But to occupy a top-dog role ... all the way up -- you
know: there's no government or any mystic vision back of you -- and confront
everything simultaneously, and stand there regardless of the dead cats, the
alarm clocks, and bricks, and everything else which are coming your way ... --
that took some doing: And that's all you look at when you look at this early
history. [It was] a stable datum, going into a very very aberrated world....
From where I looked, it looked awful lonesome, occasionally. It [took] some
doing," and some confront. We have changed things in the world. We have
changed psychology, for one thing. It wasn't done alone. Early staffs took a
beating at times, e.g. in Philadelphia, when fifteen or twenty cops came to
arrest LRH as a witness in a bankruptcy hearing. By the time the Federal
Marshalls got to LRH, they were utterly demoralized. They took him downtown,
before a judge, and there was great embarrassment, when the lies from the
Wichita Foundation were uncovered.

But we have been standing still, waiting for the dead cats to clear from
the air. Our early history is that of trying, at first unsuccessfully, to
just hold a position. Putting in dianetics as a stable datum blew off enough
confusion in the society so that we could move. For a long time, it was
impossible to hold a position stably. Hence the way the early Foundations
moved around. LRH was standing there as a being, but as an organization, we
couldn't stand up. LRH's idea was to do his research and get it to the point
where there was dependable gain there for every case -- easily attainable and
deliverable. He paid no attention to the dead cats. That may have been rough
on people. The group has been asking him to advance a line into society,
while he has been fixing up the technology so that it could be delivered. He
has kept organizations running, but he has not put much time in on
organization, comparatively.

In the early days, "the reason we didn't deliver was that there was no
way to enforce the way to do it." Dianetics got enturbulated because
unstraight tech, poorly delivered, prevented case advance. And "there wasn't
any way you could discipline the administration of the technology." To
discipline the administration of the tech, the following is required:

1. You've got to have the technology, and not hidden standards.

2. You've got to be able to make it known.

3. You have to police its use, i.e. to make sure that it is that
technology that is applied.

That is the 1-2-3 of an administration. Early on, we lacked not only the tech
to handle simple things, like O/W and PT concerns of the PC, but also the
means to see that what we did have got applied. Dianetics was not, and we are
not, just an idea, a book, a copyright, or a nice philosophy lying in a book
on a shelf. We are bringing live human beings up to recognition of their own
beingness, and that is a live action. We don't face it, because it is easier
to confront a concept than a live being. We have never been anything but
beings, going through society. When we started up the line, it was the
enturbulation of the trillions starting to blow. We had more ways to knock
out the whole track than to get the overt out of the last hour. We had
started to make a hole in the collective aberration of mankind. It was we, as
beings, making the hole, not the idea, not with good tools, not with
administration to enforce what tech we had.

You are perfectly right to say, "It's Ron's fault that it didn't all go
smoothly." "I should have been an OT who came to earth and got ahold of
someone named Moses and said, 'Hey, Moses! Here are some rules. Now you go
back and front for me.' Is there anything wrong with that story? Can you
imagine anyone doing that, if he had all that power? No, no! This didn't
happen. It just required more nerve to stand up by yourself."

The people who attacked us are dead or in terrible shape. The
organizations that attacked us are weaker. We have held the fort
successfully, and we can now begin to do what we want, rather than what we
have to do. We are holding our position as an organization now. We are able
to get tech applied. Our organization takes the form we want it to take. In
1950, LRH said, "It will go as far as it works." He has been pushing the tech
to its limit, despite pleas to take over the admin. "Things are becoming more
orderly." Now LRH is in a position to put in administrative form and
structure. We had gotten ourselves to a position where we were holding
ourselves from expanding.

Now the instructor can wear his hat, in the course. "The action of
administration is simply smoothing out the enturbulence of the environment."
When you introduce someone to scientology, he can run into lots of confusion
with the other people in his environment. He has changed, and they haven't.
As an individual, he goes through what scientology, as a group, has gone
through. However, it won't take him fifteen years to get up to a point where
he can hold his case gain!

There is a terrific relationship between the environment, the individual,
and the speed with which a process works. The earlier auditing on a case is
"a race between the auditor and [the PC's] environment." That was true of the
introduction of dianetics and scientology into the environment, also. That
was also a race.

The guy who has an early win in scientology tells his friends, and confusion
blows off, which may spin him in. He gets inval, etc. He has put in a stable
datum and can't hold his position in the resultant confusion. You've got to
get a process working on somebody, that is effective enough so that the
environment won't knock him down faster than you can pull him up. You have to
deliver to him the kind of technology that he can somehow stand up with. You
must not unsettle him, e.g. with R6. You want him to be stable. Furthermore,
you want to give him some administrative protection. Today, you have been
given weapons of administrative protection for your PC, as well as a method of
forcing a PC to take action and not keep messing up in his environment.

We are more powerful and things are more stable than ever before, and
will continue to be so, as long as we follow the channels of the
administrative system, as long as our mutual understanding of the existing
situation and the lessons of what we have been through are applied. We have
had lines that were blocked. LRH is pulling out the blocks, now, putting in
comm lines, etc. The trick is to avoid unsettling lines that are already in
and working. The goal is an accelerating curve. We are past the critical
point of organizational case gain. Now we can hold our gains. Now we have to
get in comm lines and put policy to work. If you want to strengthen an
organization, just find the blocks to expansion and pull them out. Open up
your comm lines, put your barriers on the edges of the lines to channel them,
and put life into the group.

Last summer, LRH changed the whole org board to make it more workable.
This action resulted in smoother flows and less upset. We are about to
complete that reorganization, without cutting out any working lines, but
paralleling them. Duplicative functions are being cut out, so there is less
traffic. All we ask of a staff member is to discipline his comm line. There
is no vast rush to get the tech all published. We need to get the
organizational lines in first, so that when we hit the society with new
material, there will be lines for the traffic to flow on.

The levels checksheets and processes are ready for release. The
processes are simpler than you would expect.

Earlier technology was more advanced in some instances than later tech.
For instance, the material in the Philadelphia Doctorate Course is Level VII
material. The old technology was workable, ever since Excalibur was written
in 1938. But the chances of it being received, followed, or applied were
remote. We are now moving ahead to some law and order, which smooths things
out. Man was too far down to know that he was confused. Now he can come up
through the confusion.