The PR man does not think in huge masses. He thinks in group types within the masses. PR is an activity concerned with presentation and audience. Even when he writes a news release, he "slants" it for a publication that reaches a type of audience and he writes it for that audience (modified by editorial idiosyncracies). A PR surveys in terms of special publics. Then he presents his material so as to influence that particular public. He doesn't offer stories about wheelchairs to the teenage public or Mickey Mouse prizes to the elderly public. If he is a good PR man. All releases should be designed to reach a special public. When you mix it up you fail. When you get it straight and survey it you succeed. The "police public" is not going to buy the glories of hash. The "criminal public" isn't going to go into raptures over the "heroes in blue". All expert PR is aimed at a specific, carefully surveyed, special audience called a 66 public". When you know that you can grasp the subject of PR. When you can use it expertly you are a Pro PR! To give some examples of wrong publics, Ron's Journal was designed for org staffs as an intimate chat with staff members to let them in on what's going on and what we're planning so that staffs could be informative to the Scientology public. It was a "staff public" medium of communication. Somebody (in NY) broke the rules, played it to the Scientology Public. Then somebody else figured it was a substitute for a Congress and dropped Congresses. The exact end result was to cut totally my comm line to org staffs. The other day I heard how staffs missed hearing from me. If my line to staffs in orgs is going to be played to PE attendees, that's it. Wrong public. No comm line to staffs. I do a briefing of SO members on Flag, some dim wit uses it to play to Public Div Public. Wrong public. So that line is cut. Clear News publishes Treason orders on students to promote an AO! Wrong public. Clear News is used for an FSM Newsletter. Wrong public. Clearing Course Fliers go to new book buyers. Wrong public. Letter Registrars write to people on a mailing list sent in by a mail order house. Wrong public. A conclusion someone not knowledgeable in PR technique could reach would be "Promotion doesn't work". Promotion never works on wrong publics. 400 THE SYSTEM The PR has to figure out his precise publics. There may be several distinct types. Then he has to survey and look over the reactions of each different type. He then plans and designs his communication and offerings for each one. An orderly org has each different public categorized and labeled in Address. Then the PR sends the right message to the right public in each case. There may be a dozen different messages if there are a dozen different publics. Each one is right for that public. The PR is after a result, a call in, a reply, a response. The right message in the right form to the right public gets the result. A wrong message to the wrong public simply costs lots of money and gets no result. Even if a PR is engaged in "moulding public opinion" it still requires a different message to each different public. L. RON HUBBARD Founder LRH:rr.rd Copyright (DI970 by L. Ron Hubbard ALL RIGHTS RESERVED 401 HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 9 OCTOBER 1970 Remimeo Personnel Hats PR Checksheets Personnel Seties No. I 1 PR Seties No. 4 THE PR PERSONALITY A Public Relations personnel has to be spot on in (a) Confronting (b) Organizing (c) Working CONFRONT In Confronting, a shy or retiring PR is not about to handle suppressive persons or situations. A PR must be able to stand up to and handle the more wild situations easily and with composure. When he does not, his confront blows and any sense of presentation or organization would go up in smoke. A PTS (Potential Trouble Source) person or one who roller coasters case-wise or one who tends to retreat has no business in PR. His connections that make him PTS and his case would have to be handled fully before he could make good on PR lines. ORGANIZE In Organizing, a PR has to be able not only to organize something well but to organize it faultlessly in a flash. Every action a PR takes concerns groups and therefore has to be organized down to the finest detail; otherwise it will just be a mob scene and a very bad presentation. A PR who can confront, can "think on his feet" and grasp and handle situations rapidly and who can organize in a flash will succeed as a PR. WORK The last essential ingredient of a PR is the ability to WORK. When appointing people to PR training the person's work record is very very important. The ability to address letters, push around files, haul furniture into place, handle towering stacks of admin in. nothing flat are all PR requisites. To be able to tear out to Poughkeepsie before lunch and set up the Baby Contest and build a scene for a press conference on catfish before two and get dressed, meet the governor by 6 is WORK. It takes sweat and push and energy. A PR should be able to get out a trade paper in hours where an "editor" might take weeks. The ability to work must be established in a potential PR before wasting any 402 training time as a PR who can't work fails every time. DELUSORY REQUIREMENTS People think a PR must be charming, brilliant, able to inspire, etc, etc. These are fine if they exist. But they are actually secondary qualities in a PR. Lack of the (a), (b), (c) qualities is why you see PRs begin to hit the bottle, get sick, fail. If a PR is also charming, brilliant, able to inspire, he is a real winner. Possibly one is born with all these qualities every few generations. Personnel in appointing and training PR must look for the wish to be a PR and (a), (b) and (c). And anyone taking up PR who does so to escape hard work will fail as it IS hard work. A real top PR wants to be one, has the abilities of (a), (b) and (c) and is trained hard and well on the subject. Then you have a real stat raiser, a real winner, a real empire builder. L. RON HUBBARD Founder LRH: sb. rd Copyright (c) 1970 by L. Ron Hubbard ALL RIGHTS RESERVED [Note: Some mimeo issues of this Policy Letter were issued with an error in the fourth line; which read (c) Confront Worlin instead of the correct (c) Working. HCO Policy Letter of 11 April 1972, PR Series 4 Addition 'red the replacement of any faulty copy found, either loose or bound in packs, correction of stencils with the incorrect text before any copies were run off from it, and immediate correction of any translation made from the incorrect copy. it also ordered that where a student had used an incorrect copy in his study, that a correct copy be sent to him at once, with a request by the current course's Supervisor that he check out on it star-rated, and enclosing a copy of HCO P/L 1 1 April 1972. The copy as it appears above is correct.] 403 HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 18 NOVEMBER 1970 Issue 11 Remimeo PR Series No. 5 PR DEFINITION The definition of Public Relations is very precise. The definition is not given sufficient importance in the texts and it is way down in the middle of most books. It is what the subject is all about and without it the subject doesn't make sense. (And doesn't make sense to many PR Pros either.) It took me a whole hour to clear this definition and misunderstoods of it and related words on a PR student. It should be meter cleared. Every word in it should be clay tabled. THE DUTY AND PURPOSE OF A PUBLIC RELATIONS MAN IS THE INTERPRETATION OF TOP MANAGEMENT POLICY TO THE DIFFERENT PUBLICS OF THE COMPANY-TO ADVISE TOP MANAGEMENT SO THAT POLICY IF LACKING CAN BE SET-TO MAKE THE COMPANY ITS ACTIONS OR PRODUCTS KNOWN ACCEPTED AND UNDERSTOOD BY THE DIFFERENT PUBLICS-AND TO ASSIST THE COM- PANY TO EXIST IN A FAVORABLE OPERATING CLIMATE SO THAT IT CAN EXPAND PROSPER AND BE VIABLE. If a PR man understands all that so he can apply it rapidly and perfectly, he will then be in a position to know what PR procedures are and do his job. L. RON HUBBARD Founder LRH:sb.rd Copyright (c) 1970 by L. Ron Hubbard ALL RIGHTS RESERVED 404 HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF I I MAY 1971 Issue 11 Remimeo PR Series 6 OPINION LEADERS An "Opinion Leader" is that being to whom others look for interpretation of publicity or events. Through wisdom, proximity to data sources, personality or other factors including popularity itself, certain members of the group, company, communi- ty or nation are looked to by others for evaluation. In the teething days of Public Relations, George Creel, who conducted the massive Liberty Loan drives for the US government considered that it was enough to batter avalanches of publicity down on the heads of the "general public". Given enough money, enough media of communication and no real opposition this proved successful enough. But as time unreeled, some unsung PR man recognized the fact that the "general" public was made up of smaller groups. Churches, social clubs, factories, and thousands of other large or small groupings of the population were what made up the "general" public. Each of these groups had its own "opinion leader" and within each group there were smaller groups who each in turn had its own opinion leader. "To whom do they listen?" "Whose opinion do they accept?" "Whom do they trust?" "On whom do they depend?" are the questions, which, answered, identify the opinion leader of the group, large or small. Further, the opinion leader of a very large group, in turn is interpreted by the opinion leaders of the smaller units which go to make up the larger group. As an example, government spokesman X puts out Bulletin A on the radio and TV and into the press. He is NOT talking to masses of people. He is in reality talking to opinion leaders. On a crucial question there will not be a reaction to X until the listeners have heard what their opinion leaders have to say about Bulletin A. If there have been other issuances like Bulletin A, the opinion leaders will have voiced their own. opinions. Their groups will then know the attitude. In this case Bulletin A will receive an apparent "general public" reaction. In short, the opinion about Bulletin As will have been pre-formed by the opinion leaders. This makes it look like there is mass public opinion without opinion leaders. One of the great dangers of PR practice comes from not really knowing the subject well enough or in twisting it or in losing bits of it. Having discovered the principle that "opinion leaders" form public opinion not the "general" public, many PR people forget it, or didn't give it enough importance or even in some cases chose to be willfully destructive of their employers. It should be very obvious that if general public reaction to an event is dependent upon the reaction and interpretation of opinion leaders, then a PR action's success depends upon favorably influencing the opinion leaders of that part of the population one is trying to reach and calculating what opinion leaders one can neglect or even offend. This would be almost mathematical in computation. Spokesman X issuing a Bulletin A that offended 55% of the opinion leaders would get, roughly, a 55% opposing reaction from the whole public. Surveys for the identities of opinion leaders would then become a MAJOR activity of PR in any area and for any type of message or event. Even a rough estimation, which is easily done, would serve better than no thought of it at all. PR men go for Very Important People. PR wears this out beyond belief. But it is an alter-is. VIPs to PR are only opinion leaders. A Government minister is tagged automatically by PR people as a VIP because his car has flags and he is a minister. Yet 405 he may be a drunken nephew whose opinion is about as welcome to his colleagues as a hangover. So he may be a VIP but he is not an opinion leader. When he says "blue", his colleagues think "black" and the opinion leaders in the public think "red". The only PR use of this minister would be to get him to embrace and speak up for someone you wanted shot or some cause you wanted opposed! There is such a situation currently in a man called Goodrich or some such name, head of FDA in Washington. 32 years in that agency, big record. Head of it = VIP. All he has to do is open his mouth and his staff writhes, congress spits and opinion leaders say no-no-no. So he could only be used to oppose something you wanted popular. So it's very lazy PR to assume that a "VIP" is worth knowing or using. Sometimes VIPs are also opinion leaders. Celebrities are more often opinion leaders as they arrive at their role by popular acclaim. But even here one has to operate with good sense. Paul Robeson, the great American singer, was used by Communists in the 1930s to popularize their cause. It did not achieve this. Paul Robeson championing his own race probably would have advanced Civil Rights legislation greatly. The misuse brought anti-Communists to believe that all the Negroes would now become a Communist Fifth Column and brought about strong opposition to Negroes and to Communists. The rule that should not be violated is to use an opinion leader only to further an opinion he could have visibly. The equation must add up with all factors of a kind, not a strange factor interjected into the sequence. Like music, you don't introduce a wrong note in the scale if you want harmonious rendition. Robeson (black singer)-opinion leader of blacks-Communism. Too odd a sequence. Robeson (black singer)-opinion leader of blacks-black relief. Obvious sequence. The equation: Bertrand Russell (British philosopher)-Academic opinion leader-Communism: caused a strengthening of the Communist cause because he was a thought symbol and 4 6anybody was free to think" and "they're always forming odd ideas in the halls of learning". His statement "Better red than dead" was a classic PR caper. It was widely quoted. Helped Russell, of whom few ever would have heard, and possibly helped Communism, at least to be talked about, and obviously was picked up by the group in which Russell existed. To the rest of us this may have sounded like naked atomic war threat and war-mongering. But it was the proper use of a foreign opinion leader by a large group. Now if the paragraph above jarred on you in any way or seemed to espouse a strange cause, etc, etc, you will have the reason why PR men cannot always see clearly and objectively. They themselves are too involved in causes and pros and cons to remain pan-determined (viewing or handling all sides). By permitting prejudice to get in the way of handling opinions a PR man loses control of his subject. He becomes so violently partisan that many of his stable data become blurred or abused. Thus the subject of opinion leaders can become abandoned. Disagreement with the views of some of them remove not only the opinion leaders but the whole subject of opinion leaders out of use. While conducting themselves like status mad prima donnas, seeking to exist mainly by PR techniques, most people in government power positions are remarkably badly served by their PR men and by their own prejudices or jealousies. Essentially, a person in Power is not the same person seeking power. Maintaining power is a different subject than attaining power. A politician by definition is someone who handles people. Even the word means people". Thus the subject of "public relations" does a natural closure with government. Yet the alteration of the subject of PR and its misuse, neglect or abuse by government PR men could be in itself a considerable study. The vast majority of population unrest stems from the misuse, neglect or abuse of PR technology by governments, even those governments that consider themselves experts. A politician commonly is boosted to power by opinion leaders. This could be called the "will of the people". Once he has attained power the garden variety 406 politician of this age finds himself committed to special interests that have little to do with the "will of the people". Few are the politicians who have the integrity to continue to look to the people-the opinion leaders-who put them there. Thus, now apparently serving other masters they appear to have been false in their earlier pretensions. Not remaining true to their opinion leaders politicians as a general subject acquires a cynical reputation with the "people". A Labour leader in England, put into power by opinion leaders, then spends his time in office talking about bankers, banking, deficits and all that mumbo-jumbo of modern government, speaks hostilely about unions, seeks to restrain shop stewards and union bosses, puts on a tax to penalize any company that hires someone and then has the dullness to wonder why he took a beating at the polls eventually and lost. He turned on his opinion leaders. Where were his vaunted PR experts? The US government routinely achieves the impossible of turning the bulk of the population against it on most issues. Its politicians are regularly forced to maintain their positions by huge avalanches of public funds. Hiring more and more police and spies for more and more government police agencies, the government is becoming less and less popular. "Patriotism" and "idealism" are now considered dirty words. Why? How did this get this bad? Well, one reason is that government PR is continually recoiling on the government. Either they don't hire good PR men or if they do, they don't take their advice. Or their PR men don't know their subject or aren't permitted to practice it. The general unrest and unpopularity is largely traceable to a violent disregard of the subject of opinion leaders. Attaining power is done usually by the consent of or with the help of the opinion leaders. Arrival in a position of power too often causes the person to shift the basis of his operation. He is now associating with different people in a power strata. It would require quite an effort of will to not be seduced. Having achieved power by opinion leaders the person may forget them and seek to maintain power by other means or by force. This is essentially a violation of the power formula which indicates one should not disconnect. By disconnecting from the previous opinion leaders the person begins his own demise. This is terribly easy to do in the case of government. It is so easy for a government to use FORCE that a disregard of previous opinion leaders can occur. Money power is usually available to persons who rise to positions of leadership and can be, like force, a substitute. Thus a truly suborned leader would desert "opinion leader" as a basis of power and begin to use FORCE and MONEY to hold his position. But when one assumes a position of power, regard for opinion leaders should broaden, not be dropped. The astute leader on his way up may tread heavily on the opinion leaders of the opposition. This has its benefits in reinforcing the favor of opinion leaders for him. But it also has its liabilities for, now in power, he may have serious enemies who are all the more perturbed now that they too have him as a leader. Few politicians-indeed few men who move into any kind of power-ever satisfactorily solve this problem. The very able ones do solve it and become far more powerful as a result since they do not violate the power formula. Not only does the brilliant leader refuse to disconnect from the opinion leaders who put him there through "public approval", he also connects with the previously opposing opinion leaders. If truly magnificent he gains the good opinion of former hostile opinion leaders without decreasing the good will of the opinion leaders who put him there. This actually defines the difference between a second rate politician and a real statesman' The genius required to arrive at such solutions cannot be underestima- ted, but the formula of achieving it is elementary PR. The leader of the "blues" (supported of course by the opinion leaders of the "blues") rises to power in the teeth of "green" opposition. Now in power, he has sway over both the blues and the greens. The blue's opinion is that this should signal a panorama of dead greens. But unless this rule is to be just one long bloodbath it is now necessary to cool off tempers all around, preserve blue support and win green support. That is an elementary equation. 407 Attilas and Huns and Genghis Khans solved this by simply murdering all imagined hostile elements. They may be known in history but politically they built nothing that endured. Even the pyramids of skulls vanished. Men like Hitler went so far in reverse in handling this problem as to finally slaughter even their adherents. ---------- In the general field of human activities every different or specialized group can be considered a political unit. It elects with a wide variety of formalities or lack of them its leaders and when different agencies than themselves elect them (inheritance, appointments from without) the group at least elects its opinion leaders if only by listening. And people strive to be opinion leaders and also back down or otherwise react when someone else is so "elected". So being an opinion leader involves the responsibility of maintaining the position by remaining well informed or personable or whatever else seems to be required. One has to decide in some degree what he is an opinion leader for or against or at least about. And one has to set a zone or have one set for him in which he operates. A usual example is the family. Often someonejn it is the opinion leader. It is not necessarily the one with the money or the force. Where one member or clique has the money or force and uses these and the opinion leader is someone else, strife and domestic upset may result. All the children may look to an aunt for their styles, thoughts and approval. Where this runs counter to the money-force persons, somebody is going to have a broken home or a horrible old age. Such is human prejudice-or ignorance-that the money-force persons almost never dream of winning the support of the opinion leader aunt by sound but popular policy based on consultation. The right answer of course is for the money-force power to operate in consultation with the opinion leader. This is true all the way on up to government sized groups. Money-force may bribe and break necks but it really never does become the leader in the absence of the approval of a majority of opinion leaders. Prosperity and an easy rule depend utterly upon the cooperation of opinion leaders. The US government in the last few decades has seemed obsessed with the antagonizing or destruction of opinion leaders. Using the broad mass approach long since found faulty in PR activities, the US government has lately sought to reach the "public" without that annoying step of reaching and getting the approval of opinion leaders. Instead, an army of spies from every agency, (according to the Committee of Senator Erin) descend upon any and every popular leader, hound him, annoy him, discredit him. Even managers of businesses are so plagued by government they can hardly do their work. This is also true of England and other countries. The unrest in the United States and some other countries is traceable directly to this fantastic omission in their PR technical expertise. They not only do not seek the favor of opinion leaders, they actively harass and seek to destroy them. In return the opinion leaders feel endangered and have and state opinions accordingly. The power of the government drops back on money and force only. Governmental survival is thus greatly impaired. The so-called "mass news media" by which is meant newspapers, TV, radio and magazines, has the fault built into its title. It cannot and never will reach any masses directly. It reaches only through opinion leaders. It has to quote this one and that one which it fancies as an opinion leader. But it never finds out WHO the opinion leaders are. Newspaper editorials are a direct effort to force opinion. They quote the opinions of other papers just as though these were opinion leaders. They believe they "mould public opinion" but PR men long since have given up this idea and even greet it with raucous laughter. 408 Newspapers have ceased to wonder about their rapid demise. They are getting fewer fast. They thought it was radio. Then TV. It wasn't. Willy Hearst's 1890 yellow journalism and scandal mongering began to dig the grave of the newspaper that many decades ago. Hear this: while seeking to control public opinion, newspapers began to strike viciously at opinion leaders. Name him, sooner or later any really important opinion leader in the area would be hit with scandal. It happened so often that opinion leaders automatically began to say, "Don't believe the newspapers". The day of the newspaper is dead. The not mourned London Daily Mail hit one too many opinion leaders one too many times. And nobody believed it anymore and nobody bought it. And it folded. So government or newspaper or church or hockey club, the same rule applies. The good will of the opinion leaders is necessary for survival. Not the good opinion of the masses! Since that cannot be reached. The Russian state talks down about individualism. The "cult of the individual" is a bad thing. Their internal police is vital to them. They have forgotten that the Czar's Okhrana destroyed the Czar by destroying every opinion leader amongst the people whom they could seize or slay. Almost amusingly, the US government has taken over the exact operational pattern of the Okhrana. You can hardly get to your desk through the government forms and mobs of spies urging the staff to commit crimes so they can be arrested or holding out bribes to falsify the tax reports. All one has to do is mention the US government in a pop program and he'll have 3 army sergeants from G-2 pushing the band out of the way. That's the way it was in pre-1917 Russia just before the opinion leaders decided NO in one final blood-bath. So as I said earlier in this series PR is dangerous stuff if one doesn't really know it and if one only applies half of it. Omitting the opinion leader is bad enough. Seeking to destroy him is far far worse. Yes, one says, but how about the violent opposition? How about that fellow? Well, he's a problem. But he is an opinion leader. One has to decide how much of an opinion leader he is. If you don't handle a would-be opinion leader who is anti but who is NOT an opinion leader, people get cross. The decision here stems from (a) Is he talking about actual abuses? or (b) Is he just lying? In either case one has certain courses of action. If the abuses are actual, work to remedy them. If he is just lying, lay out the truth. If he really isn't an opinion leader, ignore him. But one can only interfere with him or remove him if many, many are getting cross because you don't. But that's a risky business. As a rule, only that dissident person should be removed who is speaking in your name and on your lines and using your power to do you down. And then he can only be removed off your lines as you are under no obligation to finance or empower your own opposition. That's suicide. He is not an opinion leader but a traitor for he owes his power to you. Usually anti-opinion leaders are made by neglect. PR wise one has to catch them early and handle. Abuses by those in charge are never put right by force. They are only worsened. 409 Perhaps there is no excuse whatever to use force to enforce an opinion. Wars are notorious for failing to solve. You can always find a point years or decades before the war when a point existed that PR and cooperative rule could have solved. PR imperfectly known or unknown as a subject leads to big trouble. PR is powerless when it doesn't know. PR loses when it neglects. Early enough, PR alone does it. Later PR with concessions are needed. Then PR is out and only force is thought to serve. This would be a DETERIORATING SITUATION. The longer PR takes to catch it up the more imminent loss or force become. From this technically adept PR could be seen to have too limited a role in the affairs of nations or groups. The way to attain a more dominant role with PR is first to know it well, next to be sure others who should understand it and then to use it effectively. As it is a subject which is meant to reach masses, remember that it must reach them through opinion leaders. Opinion leaders may or may not be VIPs. But they are, whoever they are, barber or king, VIPs to the PR. Thus surveys for opinion leaders are necessary. And the opinions of opinion leaders must be known. And for heaven's sake restrain the boss from shooting opinion leaders no matter how just his wrath. But also don't tell him Dr. Kutzbrain is an opinion leader just because he talks to two nurses and his wife. Peace is not necessarily a target of PR. Survival is. And Survival requires some control of opinion. When this becomes control of numbers of people PR is only accomplished through opinion leaders. L. RON HUBBARD Founder LRH:nt.rd Copyright (c) 1971 by L. Ron Hubbard ALL RIGHTS RESERVED 410 HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF I I MAY 1971 Issue III Remimeo PR Series 7 BLACK PR About the most involved employment of PR is its covert use in destroying the repute of individuals and groups. More correctly this is technically called BLACK PROPAGANDA. Basically it is an intelligence technique. It can be a serious error to cross Intelligence and PR. These are two different fields. They have two distinctly different technologies. A PR man must also know something of intelligence technology. Otherwise one day he will be left gaping. Intelligence is intelligence. PR is PR. When you gather information by intelligence procedures and at once employ it for PR, the result is likely to be poor. It is not that it isn't done. It's that it isn't very effective. Also it is an act of desperation. PR IS OVERT. INTELLIGENCE IS COVERT. PR is at its best when it begins and ends overtly. Intelligence is best when it begins and ends covertly. PR with an open demand by known authors, a demonstration, a conference is normal PR. Intelligence trembles on the edge of PR when filched data explodes a storm in the public. It recoils when the authors are then known. Black Propaganda is in its technical accuracy, a covert operation where unknown authors publicly effect a derogatory reaction and then remain unknown. The effect of Black Propaganda is largely wiped out by "Oh, it was the Germans who set them up." So PR enters intelligence in this way: One finds who set up the Black Propaganda and explodes that into public view. This use of PR is almost that of an auditor to the group. One is disclosing hidden sources of aberration. To use intelligence to find where they hid the body and then flip over into wide publicity is not very powerful in actual practice. There better be a body there and one better tell the police not the public. If there are no effective police, then one has the problem of police action. Exploding it to the public ideally is an effort to make the public a vigilante committee. Modern publics seldom rise this high. Educated publics seldom explode to the explosion. A PR man who thinks taking Blitz & Company's crimes to the public is really just dreaming hopefully-without foundation. It may or may not hurt Blitz. It might recoil. The ability of the public to stand around and look stupidly at a dripping handed murderer without doing a thing about it is a symptom of our civilization. They ought to act. They don't. You can form an opinion amongst them but governing bodies won't consult it. Exposure is not an effective road to action. It can be to opinion. It is slow. Then what is effective? 411 INTELLIGENCE By definition Intelligence is covert. Under cover. If it is kept so all the way it is effective. When Intelligence surfaces it becomes very ineffective. Threat and mystery are a lot of the power of intelligence. Publicity blows it. Take the Red Orchestra, World War 11, Stalingrad Campaign. In Berlin Schultz-Boysen and other highly placed Russian agents got the whole German plan of the battle that was to be Stalingrad. Brilliant and covert intelligence. They passed it to the Russians. Brilliant and covert comm. The boss at Centre in Moscow put the ring's names and addresses in a code radio message. The Germans of course broke the code. The Germans rounded them up and messily executed them on meat-hooks. The Germans had no other battle plans but contemplated not attacking Stalingrad that way. This put the whole coup at risk. Then the Germans did use the plans the Russians knew and that was the beginning of the end of WW 11. So TWO exposures threatei-ied the success of this intelligence coup. One was the stupid radio message. The other was the realization the Russians had the battle plans. Exposure is the basic threat of intelligence. PR is the willful broadcast of information, The two don't mix well. BLACKPROPAGANDA Possibly used since the morning pale of history, Black Propaganda was developed by the British and German services in World War I into a fine art. The word "propaganda" means putting out slanted information to populations. One propagandizes the enemy population or one's own or neutrals. In popular interpretation it is a parade of lies or half truths or exaggerations. PR and advertising technology and mass news media are employed as well as word of mouth and posters. The trouble with it is that it can often be disproven, discrediting the utterers of it. It may serve the moment but after a war it leaves a very bad taste. If one is engaging on a campaign of this nature, its success depends on sticking to the truth and being able to document it. The entire black propaganda campaign conducted for 21 years against Scientology began to fold up in its 16th year because never at any time did its instigators (a) have any factual adverse data or (b) tell the truth. The Scientology movement continued if only by heroic means and much sacrifice. But at last nobody of any note believed the propaganda. The attackers pulled in on themselves a counter attack based on penetrating horrible documented truth. It required intelligence-like tactics to discover who it was exactly. The "dead agent caper" was used to disprove the lies. This consisted of counter-documenting any area where the lies were circulated. The lie "they were -- " is countered by a document showing "they were not." This causes the source of the lie and any other statements from that source to be discarded. That real trouble and damage was caused Scientology is not to be discounted. The brilliance of the defense was fantastic. The depth and inroads the propagandists reached was alarming. BUT THEY DIDN'T MAKE IT. Some Black Propaganda campaigns have won in other areas, not Scientology. The British got the US. into World War I with Black Propaganda, despite a president elected on a peace platform. 412 Many individuals have been destroyed by Black Propaganda. Wilhelm Reich was by the lies and violence of the FDA. So Black Propaganda is not a certain result technology. It is costly. It makes fantastic trouble. Essentially it is NOT a PR campaign. It is a cross between PR and Intelligence. The technique is: A hidden source injects lies and derogatory data into public view. Since it is a hidden source, it requires an intelligence approach to successfully end it. In the meanwhile the "dead agent caper" is the best tool to counter it. Legal action can restrain such a campaign but is chancy unless one knows the source or at least has counter-documents. It is risky solely because "law" is unpredictable. However legal action has a definite role in restraining, not in ending such a campaign. A good policy when faced with a Black Propaganda campaign is to defend as best you can (dead agent and legal restraints) while you find out (intelligence) WHO is doing it. Then, confrontation can occur. Finding and suing false whos can make things much more involved. Black Propaganda counter-campaigns are inevitable. One engages upon them whether he would or no. These are engaged on while one narrows down the area to an exact WHO. For instance, one knows the whatsits are attacking one. Thus he can counter-attack the whatsits. But what are the whatsits exactly? and to whom are they connected? and exactly WHO, an individual always, is keeping it going? These last three have to be answered eventually. And that requires an intelligence type search. THE CROSS So there is where Intelligence and PR cross. When PR goes into Black Propaganda (hidden source using lies and defamation to destroy) it has crossed intelligence with publicity. They don't mix well. The action is risky to engage upon as it may run into an ex-intelligence officer or trained intellige nce personnel. It may also run into a dead agent caper or legal restraint. Anyone engaging in Black Propaganda is either using a wrong way to right a wrong or confessing he can't make it in open competition. PROTEST PR Outright Protest PR, based on facts is a legitimate method of attempting to right wrongs. It has to be kept overt. It has to be true. Protest PR can include demonstrations, hard news stories and any PR mechanism. Minorities have learned that only Protest PR can get attention from politicians or lofty institutions or negligent or arrogant bosses. Where Protest PR is felt to be a necessity, neglect has already occurred on the issues. The riots of Panama some years ago were very violent, verging on open war. This followed the negligence of the US in negotiating new treaties, a matter arranged for long ago and arrogantly skipped for several years by the US. The slaves were freed in 1864 but were either misused or neglected for the next century and finally became a key racial problem full of demonstrations and riots and social unrest. Imperfect redress of wrongs following these then continued the riots. This is probably the biggest PR mess of the last century and a half wobbling this way and that. It is still in the stage of Protest PR, possibly because it went so very, very long unhandled. 413 The only real recourse these people had was Protest PR. Recently, black Congressmen were refused audience by the President and had to stage a demonstration before it was granted. But Protest PR did obtain an audience. The silliest idea of modern times is conscription. Drafted soldiers might possibly be excused as a levee en masse but not as the habit of government in peace and war just to overcome their lack of ability to make the country worth fighting for and the armed services a stable attractive career. This is all the more foolish since hardly anyone in history ever had any trouble recruiting an army that could pay for one. Even Gibbon remarks on it as an amazingly easy thing to do in any civilization. And that is true today. So Conscription is continued. Facing every young man with an arbitrary military future was a bad thing. Napoleon invented it and he lost. Protest PR was the answer used to contest it. Met by force and violence, it has not halted. Somebody will have to give the country a nobler cause more decently prosecuted, will have to better the services and conditions and will have to admit men without demanding their right names or perfect physique and make them immune to recall for civil offenses. Probably that army would fight well. Conscript services are too expensive, too inefficient and too ready to revolt for any sane government to use them. But here this unhandled wrong has to resort to Protest PR. So Protest PR has its place. It is a fine art. It is the subject of fantastic skill and tech. It is not good. But it does work and it is used as a last resort when normal hearings and good sense fail. When money and force lead and opinion leaders are unheeded, when special privilege enters management or government, Protest PR, the strike, the demonstration, is the tool employed. If that doesn't work, or if it is crushed, subversive actions, general intelligence actions, Black Propaganda and other evils occur. PR used soon enough can avert much of these consequences. But there are always two in any fight and the other side may not want to live and so set themselves up. Intelligent early PR is the best remedy. But it is not always possible. L. RON HUBBARD Founder LRH:sb.rd Copyright (Z 1971 by L. Ron Hubbard ALL RIGHTS RESERVED 414 HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 28 MAY 1971 Remimeo PR Series 8 TOO LITTLE TOO LATE The hallmark of bad promotion is "Too Little Too Late". Probably the most aggravating and most suppressive error that can be made by those doing promotion or other PR actions, is to plan or announce an event too close to the date for anyone to come. Typical report "Only 50 came to the Congress. I guess it just wasn't popular." An exec hearing this can validly suspect "too little too late" as the real WHY. He would be 95% right without even querying further. "When did you announce the July I Congress?" Usual true answer: June 25! "How many mailings were sent?" Usual true answer: 500 "because FP What other promotion was done?" Usual true answer: None. Reason for only 50 at the Congress: "Too little promotion announced too late for anyone to come." Often this factor is hidden. Other more dramatic reasons, not the true WHYs are advanced. "There was a football match the same date." "We are in disrepute." "There is an anti-campaign." "The press Yap, yap, yap. All lies. It was just too little promotion too late. "Nobody showed up for the VIP dinner." The right response to this is "When did you send the invitations?" "Well, you see, FP wouldn't give us any stamps so "WHEN did you send the invitations?" "The same morning as the dinner was held." "Were they engraved?" "No we sort of ran them off on mimeo." Just why event failures are 95% traced "handled at the last moment without proper planning and without proper verified addresses and without enough posh or volume" is itself a mystery. Undermanned PR section is the most charitable reason. PR in reality is about 80% preparation of the event and about 20% event. If the preparation is not planned and prepared fully well in advance of the event, the events fail. Off the cuff PR is sometimes necessary. But usually made necessary by lack of foresight and hard work. There is a rule about this: THE SUCCESS OF ANY EVENT IS DIRECTLY PROPORTIONAL TO THE TIMELY PREPARATION. In other words, poor preparation made too late gives an unsuccessful event. 415 PR is hard work. But the hard work mostly occurs before there is any public view of it. The work in the event itself is pie. You see these beautifully staged affairs, these flawless polished occurrences. They look so effortless. Well, they LOOK effortless because a fantastic amount of preparation went in to them ahead of time. A well attended event is planned and drilled and announced ages ahead of the occurrence. Even a mere dinner has to be announced at least a week in advance. PRs who don't work hard to plan and drill and who don't announce in time with enough promotion have, flops. So PR flops come from failures to plan, drill, promote enough and in plenty of time. Therefore PR successes are best guaranteed by data gathering, sharp planning, heavy drilling, timely announcement and adequate promotion. Even a surprise event has to be handled this way for everyone except those for whom the surprise is intended. So gather the data that will guide planning, plan well, program it, do all the clerical actions necessary, announce it in ample time, drill all those connected with it heavily until they're flawless and then stage it. And there you are, a "spontaneous", highly successful event. Whether it's a protest march, a press conference, a Congress, a new Course or dinner for VIPs or even just friends, if it's to be a success, prepare it and announce it widely in plenty of time. There was this grave where they buried a failed PR man. And on the headstone they put, "George Backlog. Too Little, Too Late." They had to shoot him because he broke the company's leg. ------------------- A mediocre event very well prepared and announced well and in time will succeed better than the most splendid event done off the cuff. The next time you see empty seats remember and use this P/L. Or better still do it right in the first place. L. RON HUBBARD Founder LRH:sb.rd Copyright (c) 1971 by L. Ron Hubbard ALL RIGHTS RESERVED 416 HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 30 MAY 1971 Remimeo PR Series 9 MANNERS The original procedure developed by Man to oil the machinery of human relationships was "Good Manners". Various other terms that describe this procedure are-politeness, decorum, formality, etiquette, form, courtesy, refinement, polish, culture, civility, courtliness and respect. Even the most primitive cultures had highly developed rituals of human relationship. In studying 21 different primitive races, which I did first hand, I was continually impressed with the formalities which attended their interpersonal and intertribal and interracial relationships. Throughout all races, "bad manners" are condemned. Those with "bad manners" are REJECTED. Thus the primary technology of public relations was "Manners". Therefore a public relations man or team that has not drilled and mastered the manners accepted as "good manners" by those being contacted will fail. Such a PR man or team may know all the senior PR tech and yet fail miserably on the sole basis of "exhibiting bad manners". "Good manners" sum up to (a) granting importance to the other person and (b) using the two way communication cycle (as in Dianetics 55). Whatever motions or rituals are, these two factors are involved. Thus a PR violating them will find himself and his program rejected. Arrogance and Force may win dominion and control but will never win acceptance and respect. For all his "mental technology" the psychiatrist or psychologist could never win applause or general goodwill because they are personally (a) arrogant beyond belief (b) hold others in scathing contempt ("man is an animal", "people are all insane", etc). Born from Bismarck's military attitude these subjects have borrowed as well the attitude which made the Nazis an object of worldwide condemnation. No matter how many people were maimed or killed, the Nazi would never have dominated the world anymore than their "mental scientists" will ever win over humanity. They just don't have "good manners"; i.e. they do not (a) consider or give others a feeling of importance and (b) they are total strangers to a comm cycle. SUCCESSFUL PR All successful PR, then, is built upon the bedrock of good manners as these are the first technology developed to ease human relations. Good manners are much more widely known and respected than PR tech. Therefore NO PR tech will be successful if this element is omitted. 417 Brushing off "mere guards" as beneath one's notice while one goes after a contact with their boss can be fatal. Who talks to their boss? These "mere guards". Making an appointment and not keeping it, issuing an invitation too late for it to be accepted, not offering food or a drink, not standing up when a lady or important man enters, treating one's subordinates like lackeys in public, raising one's voice harshly in public, interrupting what someone else is saying to "do something important", not saying thank you or good night-these are all "bad manners". People who do these or a thousand other discourtesies are mentally rejected by those with whom they come into contact. As PR is basically acceptance then bad manners defeat it utterly. A successful PR person has to have good manners. This is not hard. One has to assess his attitude toward others and iron it out. Are they individually important? One has to have his two way comm cycle perfect so perfect it is so natural that it is never noticed. Given those two things, a PR can now learn the bits of ritual that go to make up the procedure that is considered "good manners" in the group with which he is associating. Then given PR tech correctly used, one has successful PR. IMPORTANCE You have no idea how important people are. There is a reversed ratio-those at the bottom have a self importance far greater than those at the top who are important. A char lady's concept of her own importance is far greater than that of a successful general manager! Ignore people at your peril. Flattery is not very useful, is often suspect, as it does not come from a sincere belief and the falsity in it is detectable to all but a fool. A person's importance is made evident to him by showing him respect, or just by assuring him he is visible and acceptable. To see and acknowledge the existence of someone is a granting of their importance. To know their name and their connections also establishes importance. Asserting one's own importance is about as acceptable as a dead cat at a wedding. People have value and are important. Big or small they are important. If you know that you are half way home with good manners. Thus PR can occur. COMMUNICATION The Two Way Comm Cycle is more important than the content. The content of the comm, the meaning to be put across to another or others is secondary to the fact of a Two-Way Comm cycle. Comm exists to be replied to or used. 418 Comm without the Comm cycle being in first must exist before it carries any message. Messages do not travel on no-line. Advertising is always violating this. Buy Beanos! Into the empty air. Other things must establish the line. And the line must be such as to obtain an answer, either by use or purchase or reply. A funny example was a letter writer who without preamble or reason told people to buy a multi-thousand dollar package without even an explanation of its use or value. Response zero. No comm line. He was writing to a name but not really to anyone. In social intercourse a comm cycle must be established before any acceptance of the speaker can occur. Then one might get across a message. Good manners require a two way comm cycle. This is even true of social letters and phone calls. Out of this one gets "telling the hostess good night as one leaves". One really has to understand the two way comm cycle to have really good manners. Without a two way comm cycle, PR is pretty poor stuff. PRIMITIVES If an American Indian's ritual of conference was so exact and complex, if a thousand other primitive races had precise social conduct and forms of address, then it is not too much to ask modern man to have good manners as well. But "good manners" are less apparent in our times than they once were. This comes about because the intermingling of so many races and customs have tended to destroy the ritual patterns once well established in the smaller units. So one appears to behold a sloppy age of manners. This is no excuse to have bad manners. One can have excellent manners by just observing: (a) Importance of people (b) 2 Way Comm Cycle (c) Local rituals observed as proper conduct. These are the first musts of a PR man or woman. On that foundation can be built an acceptable PR presence that makes PR succeed. L. RON HUBBARD Founder LRH:nt.rd Copyright (c) 1971 by L. Ron Hubbard ALL RIGHTS RESERVED 419 HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 2 JUNE 1971 Issue 11 Remimeo PRO Course Checksheet Div 6 Sec Hat Dept 16 Hats PR Series No. 10 BREAKTHROUGH PR AND PRODUCTION TONE SCALE SURVEYS (Reference: FEBC Tape No. I which contains the full text.) THE LAWS OF PR THE PRIMARY BARRIER TO PRODUCTION IS HUMAN EMOTION AND REACTION. PR IS THE SOCIAL TECHNOLOGY OF HANDLING AND CHANGING HUMAN EMOTION AND REACTION. A LOW PRODUCTION AREA IS OUT-MORALE BECAUSE IT IS LOW PRODUCTION. IF YOU CAN NURSE THE AREA UP TO PRODUCTION YOIJ HAVE MORALE. DON'T USE NEGATIVE ARC IN A PR SURVEY. MAKE IT LIGHT SO IT INVOLVES COMMUNICATION. .................. To get a PR survey done in an area that is barriered against production, you begin by writing down three VERY DIRECT questions that you want answered. One question for each of BE, DO, HAVE. On a Survey of Lower Stobovia central command point, the 3 direct questions could be: I . (BE) Do you want this joint to succeed? 2. (DO) Are you personally going to be active in getting this show on the road? 3. (HAVE) Are you going to directly assist Scientology to acquire Lower Slobovia? Now you translate these into the field of human emotion. Each direct question is concerned with one or more of A, R and C. You put down by your direct question what each question is concerned with. In the example above, 1. is A 2. is A or C 3. is R. You now phrase a question to which you will get a reaction, and that reaction you get has to be the reaction of the individual to the direct question, but you get that reaction by asking him a different question translated into terms of emotion that will give you his reaction willy-nilly. He can figure his way round the direct question to give 420 you a PR answer. He cannot help but give you his reaction if you involve his emotions. The direct question does not involve his emotions so that he doesn't give a reaction you can observe clearly as the reaction to the question. Having established your BE, DO, HAVE questions and added your connotations of A, R, C, you can translate the direct question into a survey question that involves his emotions and gives you his reaction. The examples above could translate as follows: I . Do you think that increased efficiency in management would bring about a more desirable organization? 2. Would it be more pleasant working within such a ftamework? 3. Have you envisioned improvements that would occur in Lower Slobovia if Scientology were more widely used? Now you pretest the survey mentally, paying attention to dictation and comprehension, rephrasing to ensure adequate communication without losing any of the sense of your question, per the Art formula. The Surveyor contacts the people to be surveyed, asks his questions and makes notes of the answers given; he also makes sure he notes the reaction. He should write down the Tone Level of the reaction to each question. He doesn't handle anything-just the question, recording the answer and the reaction. Tabulation of the results gives you a majority of reactions on one Tone Level. You can now design your PR Campaign on a Tone Level half or one notch above that level and be sure to obtain wide agreement, by the rules contained in Science of Survival. Thus the barrier of human emotion and reaction is removed. The duty and function of PR is to remove the barrier of human emotion and reaction. You hit at the heart of reaction when you get into human involvement. You hit at the basic on any production situation when you get into BE, DO, HAVE. You hit at his emotion when you address his A, R, C. So you involve him when you get his emotion and thus his reaction. You can strip off the verbiage in the survey and its tabulation and get a numerical answer (Tone Level figure) for each question. Different publics can be PRed. Finance Publics for example, as well as Production Publics-sometimes finance people get into conflicts with Production. PR is always perfectly okay as long as it is real. If not real, it acts as a stop. You find the R by establishing if there is a situation to begin with, surveying to get the Tone Level, figuring out the average response of the group on each question-and design a PR campaign to handle. There is a 1-2-3 not quite figured out in designing the Campaign. But these are the basic concepts of the science of PR. It covers the field of manipulation of human emotion. LRH:nt.rd Copyright co 1971 L. RON HUBBARD by L. Ron Hubbard Founder ALL RIGHTS RESERVED 421 HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 15 JUNE 1972 Remimeo PR Series 11 PR AREA CONTROL THREE GRADES OF PR These are the three grades of PR: Perfect PR: GOOD WORKS WELL PUBLICIZED. Inadequate PR: GOOD WORKS WHICH SPEAK FOR THEMSELVES. Enemy PR: BAD WORKS FALSELY PUBLICIZED. Extracted from LRH Conference Notes by LRH:DH:nt.rd CS-6 Copyright (c) 1972 for by L. Ron Hubbard L. RON HUBBARD ALL RIGHTS RESERVED Founder SEA ORGANIZATION FLAG ORDER 3094 16 December 1971 Ship Port Captain's Office Div 6 SO Orgs Flag Div 6 PRO AREA CONTROL PRO (Public Relations Office) Area (port and town and country) Control (regulate, start change and stop from cause point) is the basic action of the Port Captain's Office (or Div 6 in an org). Customs, Immigration, dockmasters, police, officials, town officials, inhabitants, country officials, country inhabitants, and the lines and activities of all these as they affect the ship or org are the subject of "PRO Area Control". The tech of how this is done is found in the book "Effective PR", the PR Series P/Ls, FOs and FSOS. It is a technology. The extent of one's PRO Area Control can be measured at once by counting up the points one is not controlling from the Company or org viewpoint and the points one IS controlling. This gives you a ratio like 3 to 6 or one half. Example: Immigration and Customs are NOT doing what we want. Agents, Dockmasters and Police are. Thus we have 2/3rds effective PRO Area Control. This is poor, showing a 113 failure. Now the tech to apply is a survey of all five points to find out, let us say, what they want one to be, what they want one to do, and what they want to have from one. (See FEBC Tape on PR.) Then one surveys further to find out what problem they are trying to solve by having us be, do, have these things. This puts us at cause because we can now handle their misinformation, reassure their suspicions and generally increase ARC. A project to get all required points now known in and followed would now be done and executed. Result - PRO Area Control. L. RON HUBBARD LRH:nt.rd Commodore 422 HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 5 OCTOBER 1971 Remimeo Gdn Office PR Series 12 PROPAGANDA BY REDEFINITION OF WORDS A long term propaganda technique used by socialists (Communists and Nazis alike) is of interest to PR practitioners. I know of no place it is mentioned in PR literature. But the data had verbal circulation in intelligence circles and is in constant current use. The trick is-WORDS ARE REDEFINED TO MEAN SOMETHING ELSE TO THE ADVANTAGE OF THE PROPAGANDIST. A prime example is the word CAPITALIST. Once it meant "one who makes his income from the interest of loaning money to others". That is still the definition in economics. Through propaganda redefinition a capitalist became a person of wealth who invested in business (making him an owner, not a banker) and currently is someone who exploits others, urges war and stamps on workers! In short the word is changing in meaning by the efforts of those who are trying to own everything in the country under the guise of being the workers' friend. Totalitarian socialism must eradicate the private owner in order to grab the property for themselves. Hence, an intense concentration on redefining the word "Capitalist" and "Capitalism". Many instances of this exist. They are not "natural" changes in language. They are propaganda changes, carefully planned and campaigned in order to obtain a public opinion advantage for the group doing the propaganda. Given enough repetition of the redefinition public opinion can be altered by altering the meaning of a word. The technique is good or bad depending on the ultimate objective of the propagandist. "Psychiatry" and "psychiatrist" are easily redefined to mean "an anti-social enemy of the people". This takes the kill crazy psychiatrist off the preferred list of professions. This is a good use of the technique as for a century the psychiatrist has been setting an all time record for inhumanity to man. The redefinition of words is done by associating different emotions and symbols with the word than were intended. The American Medical Association and the National Association for Mental Health in England and South Africa and the "British Psychological Association" in Australia have been working very hard to redefine Scientology in the public mind. Two things occur because of this-the Scientologists are redefining "doctor", psychiatry" and "psychology" to mean "undesirable anti-social elements" and are trying to stabilize the actual meaning of "Scientology". The AMA has even gotten US dictionaries to redefine "Dianetics" as a pseudo-science from Science Fiction". Fortunately the public does not respect and is not responding to Mass news 423 media. Mass news media believes it steers public opinion, but in actual fact can get a reverse effect. "The capitalistic AMA is seeking to deny the people the benefits of new discoveries such as Scientology because it would eradicate the great profits the AMA makes from the psychosomatic illnesses of the people," would be a statement reversing the reversal of meaning. One has to find, pinpoint and denounce the propagandists to make headway against such an effort of redefinition. One brands the propagandist and blows the effort to redefine, using a steady standard PR campaign to do so. One can also use redefinition by exposing the effort to redefine. A case in point is the word "Psychology". Webster's International Dictionary of the English Language-1829 defines "Psychology: A discourse or treatise on the human soul; the doctrine of the nature and properties of the soul." Webster's High School Dictionary-1892 "Psychology: The powers and function of the soul." Merriam Webster's 3rd International Dictionary-1961 "Psychology: the science of mind or mental phenomena or activities; the study of the biological organism (as man) and the physical and social environment." Somewhere along the way, Man lost his soul! We pinpoint when and we find Professor Wundt, 1879, being urged by Bismarck at the period of Germany's greatest militarism, trying to get a philosophy that will get his soldiers to kill men. And we find Hegel, the "great" German philosopher, the idol of super-socialists, stressing that WAR is VITAL to the mental health of people. Out of this we can redefine modern psychology as a German military system used to condition men for war and subsidized in American and other universities at the time the government was having trouble with the draft. A reasonable discourse on why "they" had to push psychology would of course be a way of redefining an already redefined word, "Psychology". The way to redefine a word is to get the new definition repeated as often as possible. Thus it is necessary to redefine medicine, psychiatry and psychology downward and define Dianetics and Scientology upwards. This, so far as words are concerned, is the public opinion battle for belief in your definitions, and not those of the opposition. A consistent, repeated effort is the key to any success with this technique of propaganda. One must know how to do it. L. RON HUBBARD Founder LRH:mes.rd Copyright (c) 1971 by L. Ron Hubbard ALL RIGHTS RESERVED 424 HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 5 DECEMBER 1971 Issue 11 Remimeo Div 2 Hats Div 6 Hats PR Cse Checksheet PR Series No. 13 HOW TO DO A PR SURVEY SURVEY means "a careful examination of something as a whole and in detail". The word "survey" as used in Public Relations terminology means to carefully examine public opinion with regard to an idea, a product, an aspect of life, or any other subject. By examining in detail (person to person surveying) one can arrive at a whole view of public opinion on a subject by tabulating highest percentage of popular response. The purpose of this Policy Letter is to describe the two most important aspects of surveying so that 100% successful results can be obtained every time. Though there are many different types of surveys, the method used is the same. The two components of surveying are: I . The Mechanics of doing the survey itself. 2. The Beingness of the surveyor. THE MECHANICS The actions involved in doing a survey are simple and few. The first thing you do is establish the questions you are going to ask into the public to find out what is wanted and needed, popular or unpopular or whatever. Creating the survey questions is a technology in itself and is covered primarily in HCO Policy Letter 2 June 1971 PR Series No. 10. After the questions are established they are mimeoed on survey forms or typed on a piece of plain paper for the surveyor to refer to. If one were doing a survey in a city where large numbers of people are interviewed the survey forms might be most practical. However, all that is needed for most surveys is a clipboard with plenty of plain paper and several ball point pens. The survey question page is then placed on top of the pad of paper and flipped back while taking notes of the interview. The only materials needed for a survey are several ball point pens (so running out of ink in the middle of the survey doesn't cause interruption), plenty of paper and a clipboard. To begin a survey, you simply walk up to a person and in a friendly manner introduce yourself (if a stranger) and ask to survey them. If additional R-Factor is requested, it is given and then the survey is begun. Ask the person the first question, flip back the question page and take down the answer. Be sure to number the answers corresponding to the question number being asked. You needn't write down every word as the person speaks to you but get the most important points. You will find, after practice surveying, you can write almost everything down. After the person has answered the first question, thank him or her with good TRs 425 to acknowledge that comm cycle and go to the next question. All you have to do is BE THERE, be INTERESTED in what the person is saying, and take down his answers. At the end of the survey thank the person very much. The person will most likely be thanking you by this point as people LOVE to be asked their opinion of things. And having another terminal grant beingness to this and listen attentively is a rare and valuable experience to many. Then go to the next person and repeat the same procedure. This is all there is to the mechanical action of surveying. The final tabulation of a survey is very simple. The following data was written and compiled while conducting an Ethnic Survey. I . Count all the surveys. 2. Establish various categories of answers for each question by listing answers briefly as you go through the surveys. 3. Soon you will be able to merely mark a slant by each category, the slant meaning one more answer of a similar nature. 4. Then you total the answers given for a particular category of answer. Let's say you had 1,500 answers of a similar nature to one question and your total number of surveys is 2,500. This means 60% gave that similar type of answer (I 500). 2500 5. You then list each question and under that question list the categories of answers and the percentage from the highest to the lowest. 6. The only mistake you can make is not to realize the similarity of answers and so have a great diversity of categories. BEINGNESS OF THE SURVEYOR Just as an Auditor has to have his TRs in, has to abide by the Auditor's Code and BE there as a terminal for the pc to communicate to, so must a Surveyor. Outward appearance of the surveyor must be clean, tidy, and the dress ethnically acceptable for whichever public is being surveyed. A successful surveyor must have a high affinity for other beings-friends or complete strangers. A friendly NATURAL approach to people is required. A sincere smile and good TRs is the door opener. And CONFRONT. You have to,reach out to complete strangers and get them interested in themselves enough to let you know where their Reality is at so you can help them. This is completely natural to any trained Scientologist anyway. A Scientologist knows the formula of communication, knows to grant beingness to another, and that ARC = Understanding. With these factors and the basic TRs in, the person being interviewed will feel relaxed about communicating his ideas and Realities. This is all there is to surveying, and you will be amazed with the results attained! Listed below are some DON'TS just to make sure possible pitfalls are known about and avoided. I . Don't dress in an unclean or unethnic way. That would automatically make you unwelcome. 2. Don't be short of materials and have to fumble for a pen or survey form. The person might walk off from you in the meantime if you're doing a survey on the street. 426 3. Don't be backward or shy. Would make you look unconfident of your own product or purpose for being there. 4. Don't overwhelm with forceful overzealous approach or comm. 5. Don't be over-serious, or on the other hand giddy. Anything phony is absolutely detrimental. 6. Don't do socially unacceptable practices like chewing gum loudly, biting your fingernails or any one of dozens of other little annoyances. 7. Don't be in too much of a hurry. The person must feel you CARE about what he feels and thinks. 8. Don't be propitiative or the other extreme condescending. Be YOURSELF, in valence and confident. 9. Don't cut a person's comm or be gruff in any way. 10. Don't act super-sweet either. Be friendly and BUSINESSLIKE. As a matter of interest, there is a certain PR textbook which describes a method of surveying called "depth interview". It is said that this method takes highly trained interviewers and skilled analysts. Now these fellows think a successful surveyor needs years of training of some kind or another. But because you have the technology to UNDERSTAND the basics of the mind, yourself and other people, you accomplish what seems miraculous by any other standards. The miracles of Survey results are easily attainable and valuable. But don't be surprised if other people still think you're a genius. LRH Personal PRO for L. R HUBBARD Founder LRH:SC:nt.rd Copyright (c) 1971 by L. Ron Hubbard ALL RIGHTS RESERVED 427 HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 7 JANUARY 1972 Remimeo Issue 11 ED Hats Div 2 Hats PR Series No. 14 Div 6 Hats PR Cse Checksheet CREATING SURVEY QUESTIONS The purpose of this policy letter is to fully document how survey questions, to evoke human emotion and reaction, are derived. Included are examples of actual surveys done, showing the SITUATION, the SURVEY QUESTIONS, the SURVEY RESULTS and resulting PR PROGRAM to handle. A good many of the surveys were done within the org to find human emotion and reaction barriers to production amongst staff members. The examples are given in chronological order so that one may see how the survey and PR technology was evolved by Ron during the years of 1970 and 197 1. SURVEY EXAMPLE I SITUATION: Due to various causes, morale is not what it should be aboard. The full intention of Command is to have things running smoothly and safely for all hands. Major Target: To interview each individual crew member and obtain his honest state of opinion regarding his post and issues. Vital Targets: 1. Not to interrupt the work of or worsen the situation. 2. To improve matters by survey. 3. To obtain data so that a new sensible reality can be established by PR programs. Primary Targets: 1. Provide yourself with paper, clip board and ball points. 2. Work at this at optimum periods. Operating Targets: 1. To approach persons individually. Draw them out of groups. 2. Just listen and prompt and question. Don't interrupt or interject, Don't comment on what they say to them. 3. Make useful, not necessarily voluminous, notes. 4. Cover each question. 5. Excerpt results. 6. Design programs to handle what is found. QUESTIONS AND RESULTS: Survey R-factor - The Commodore wants your opinion on certain matters to help handle them. A) What do you feel command intention really is? 33% 1. Clear the Planet. 31% 2. Something planned from Source or high org executive to be carried out by staff members. 16% 3. Everyone doing his job and getting the show on the road. 7% 4. Well trained crew in tech, policy and seamanship. 428 5% 5. Provide safe environment so LRH can get on with his research. 5% 6. Successful management of outer orgs. 3% 7. Miscellaneous. B) What do you feel you should know more about to get your job done? 30% 1. Tech, Policy and Seamanship. 22% 2. OEC Policy. 2 Wo 3. Specifics relating to hat. 14% 4. Nothing in particular. 9% 5. More briefing re: schedules and Flag Org actions with outer orgs. 5% 6. Scientology tech. 0% 7. Miscellaneous. C) What do you really need to get your job done? 32% 1. Nothing in particular. 2 001o 2. More training. 17% 3. Specifics pertaining to hats. 13% 4. More time (without arbitraries and distractions). 8% 5. More personnel. 7% 6. To be left alone to get on with it. 3% 7. More briefing of ship schedules for planning work cycles. D) What would you like to see us doing? 31% 1 . Expanding Scientology around the planet. 21% 2. Group co-operation and co-ordination. 16% 3. Crew getting trained and OT. 14% 4. What we are doing. 13% 5. Moving more and to different ports. 3% 6. Getting stats up in outer orgs. 2% 7. Miscellaneous. E) What changes should occur? 30% 1 . What we are doing is good. 24% 2. More expansion in the field for more flow of recruits to Flag. 20% 3. More trained personnel in tech and policy. 13% 4. More briefing of the crew on Flag Org operations. 7% 5. Specifics relating to post. 4% 6. No opinion. 2% 7. Miscellaneous. The following is an item from the Flag Orders of the Day with regard to one tabulated survey by LRH. FRI 24 April 1970 "SURVEY The survey of the Ship's Company purposes and opinions has been completed and all hands are thanked for their contribution to it. Results will be issued in due course. There is an astonishing similarity in the answers which demonstrates we are all of similar opinion on vital questions. It discloses there is far less dissidence in the company than might have been supposed. We are a true group. The survey will be of great use in future planning. LRH, COMMODORE" 429 SURVEY EXAMPLE 2 SITUATION: "INJURY SURVEY Please interview the 5 people recently injured to discover what's going on? I've never had any injured people like this. All in this port. See if you can 2 way comm it and get some common denominator. Love, Ron" RESULTS: The Common Denominator found followed this pattern: I . EXTERIOR at time of injury. 2. Attention OFF the body. 3. Physical contest being engaged in. 4. NO PAIN involved (though 2 needed stitches!). 5. NO MISEMOTION at having injury, mild interest only. 6. A feeling of POWERFULNESS prior to injury. Following is an item entered in the next day's Orders of the Day by LRH. 4 June 1970 "INJURIES Those recently injured were not PTS. Survey showed they were exterior and feeling powerful and didn't watch where they were sending the body. LRH, COMMODORE" SURVEY EXAMPLE 3 SITUATION: A cross-section survey is needed on what we are thought to be aiming for. QUESTIONS AND RESULTS: 1. What is your conception of what we are doing currently? A) Getting the ship's company trained up in specialist seamanship and then admin functions. B) Getting Scientology tech fully back in use and orgs running smoothly. 2. What is your idea of the ideal we are working towards? Immediately - smooth running Sea Org and Scn networks. Ultimately - a clear and sane planet. 3. What is being done to achieve it? Strengthening ourselves internally while keeping our external lines operating. 4. Do you feel we are making it? Yes! 5. Does anything need to be changed so we can make it faster? More training. More processing. Any counter intention removed. More promotion. Faster and wider acceptance of Scii. 6. When do you think we will make it? Current ship programs 2-6 months. Scientology org programs 1-2 years. Planetary Scn influence 2-5 years. Real Planetary control 10-20 years. An LRH OODay item of the next day comments on the survey results. 430 24 June 1970 "SURVEY The cross-section survey just done regarding what we are doing showed 'very good results, and the answers were quite consistent'. We sure have group agreement on what we are doing! There were very good indicators on this survey. There was an overall feeling of confidence among all those surveyed (a 28 person cross-section of the ship). There was confidence that we are progressing on a steady and positive uptrend and that the next few years will show monumental victories in our favor. LRH, COMMODORE" BREAKTHROUGH During the month of January 1971 LRH made a major advance in the subject of PR and surveying. That is-PR Surveying in combination with the Tone Scale tech. He discovered the BASIC LAWS of PR as contained in PR Series 10. Thus, ONE SURVEYS TO FIND THE REALITY OF A PERSON ABOUT SOMETHING. The person's Tone Level about this subject is noted. This tone level establishes the Affinity or lack of, the person has about the subject. Emotion is A. A is the Tone Scale. (NOTE: The person's tone level toward the SURVEYOR and about the SUBJECT may be two entirely different tone bands so don't get them confused. The person may be in Enthusiasm toward the Surveyor but Antagonism about the subject being surveyed. It is the latter tone level which is of value. People don't just have a tone. They have a tone toward something.) You survey to determine the R (reality) of each person so as to raise the A about the subject through the PR campaign. You're looking for agreement. This is the key to SALESMANSHIP. To get agreement you come down to the point where the guy will agree with you. You determine the R (Reality) they agreed with. Translate this into A (affinity tone). R is monitored by A attitude. You then raise the R 1/2 to I tone band and this establishes the C (comm) level. The following item by LRH in the Orders of the Day of 25 Jan 71 summarizes this. ,,PR Some more PR data has been developed. The same public varies by Continent. One tests the tone with R questions, reads the A off the Tone Scale, develops the program at the A half a tone above and uses the R of that tone. R to A, up half, A of that to new R desired. Gives one the Pgm that Communicates, raises tone. A survey of a tone must be a tone about something. See Science of Survival's Chart of Human Emotion. Read the book. The new and future bible of PR followed by 8-8008 for the graduate PR expert! Finally came into its own! LRH, COMMODORE" 25.1.71 On 18 January 1971 Ron made a tape entitled PR Becomes a Subject which outlines the basic laws of PR. An excerpt follows. "PUBLIC RELATIONS IS FOR THE HANDLING AND CONTROL OF HUMAN EMOTION AND REACTION. IT'S A THIRD DYNAMIC TECHNOLOGY. So how do you make up survey questions? It's simple. You get three questions: One is the equivalent of BE, one is equivalent of DO, one is equivalent of HAVE. BE, DO, HAVE-three questions. Above and below it you could have a couple of null questions. You're trying to find out if somebody on the assembly line likes automobiles. He's building them, does he like them? Well, that's an easy one because it's already a human emotion. 'Do you like automobiles?' Well, let's find out if he's going to work on the assembly line. Let's make it a little bit tougher. Now we're going 431 to find out 'Are you going to work on the assembly line?' Alright, we go around and say 'Are you going to work on the assembly line?' and the guy says 'No' and the next guy says 'Yes' and so forth ... you get no place. So THEREFORE, YOU TAKE THE QUESTIONS YOU WANT TO KNOW ON THE SUBJECT OF BE, DO, HAVE AND YOU ENCODE THEM INTO HUMAN EMOTION USING THE ARC TRIANGLE. We don't care whether you put A or R or C after each question. YOU'RE GOING TO TRANSLATE THE BASIC QUESTION THAT YOU KNOW INTO HUMAN EMOTION IN ORDER TO OBTAIN INVOLVEMENT AND YOU IMMEDIATELY HAVE INVOLVEMENT. So you get the true answer, don't you? But the target of your subject is of course the control of human emotion and reaction. So if that is the case, then you would have to have involvement in human emotion and reaction. So how do you put this question together? THIS SUBJECT IS THE CONTROL OF HUMAN EMOTION AND REACTION, SO THEREFORE THE QUESTIONS OF YOUR SURVEY HAVE TO BE WHAT YOU WANT TO KNOW TRANSPORTED OVER INTO A HUMAN EMOTION AND REACTION. BE: 'Do automobiles exist?' translated once across for an A, is 'Do you like automobiles?' Now you will get then an emotional response which can be plotted. Now why all this? Because THE PRIMARY BARRIER TO PRODUCTION IS HUMAN EMOTION AND REACTION. THAT'S THE PRIMARY BARRIER TO PRODUCTION. All at once we know where PR lives. THERE'S ITS USE. NOT IN GETTING SOMEBODY TO BECOME A MAN OF EXTINCTION BY DRINKING SEAGRAM'S WHISKEY TO AID AND ASSIST ADVERTISING WHICH WOULD BE A MINOR USE, BUT ACTUALLY TO SOUND OUT THE PUBLIC TO WHICH THE CAMPAIGN IS ADDRESSED SO AS TO HANDLE THE HUMAN EMOTION AND REACTION. Now to trace it back through. The basic law that we're involved with then is: The primary barrier to production is human emotion and reaction. Public relations is the technology of handling and changing human emotion, handling and controlling human emotion and reaction. SO YOU HAVE TO FIND OUT WHAT IS THE HUMAN EMOTION AND REACTION SO YOU GET AN ENCODING OF THE QUESTION, THREE QUESTIONS, ONE BE, ONE DO, ONE HAVE. YOU TRANSLATE THOSE OVER INTO AN EMOTIONAL QUESTION BY ADDING THE ARC TRIANGLE. YOU PLOT THAT NOW. YOU GET YOUR HUMAN EMOTIONS IN RESPONSE TO THESE QUESTIONS. YOU ADD THEM UP. YOU PUT YOUR PROGRAM TOGETHER AGAINST THE TONE SCALE, ONE HALF TO ONE BAND ABOVE. YOU WILL HAVE A PRETTY UNIFORMLY SUCCESSFUL METHOD OF REACH. SO WHEN ALL SEEMS TOO GRIM AND YOU CAN'T SEEM TO GET YOUR POINT ACROSS AND YOU CAN'T SEEM TO GET YOUR PRODUCT AND IT JUST WON'T ORGANIZE THAT WAY, THEN YOU DO HAVE A TOOL AND THAT TOOL IS CALLED PR. AND IT HAS ITS OWN TECHNOLOGY AND WE HAVE MADE A BREAKTHROUGH IN THIS SUBJECT." EXAMPLE As an example of this, let's pretend we want to survey HCO. The ED of the org has an idea not a person in HCO is hatted, though a major product of HCO is Personnel Hatted. In this HCO there may be some counter-opinion re getting hats on. The implementation of policy of Management is the first line of PR. We're trying to obtain data to popularize and remove barriers from hatting. It may very well be hatting is the least popular function of HCO. Developing the Survey Questions 1. You make a statement of a possible situation. (ie: It may be hatting is the least popular function of HCO.) 432 2. You then think up several BLUNT, head-on type questions. BE: What is your hat? DO: What do you actually do? HAVE: What is your product? 3. You then convert those questions so you get a HUMAN ELEMENT. In t at way you get an involvement. A PR question must always contain a "human" or "being involvement". BE: Are you interested in your hat? DO: Do your duties align with your own purpose? HAVE: Do you consider your product contributes to the group? A further question encoded could be: DIRECT: Are you being trained in your Hat? to ENCODED: Do you find the training you are getting on your hat interesting? The purpose of this survey would be to obtain data to popularize and remove the barriers from hatting. Re: PROD UCTION VALIDATION OF ACCOMPLISHMENT IS GARDEN VARIETY PR. ----------------- ONE RULE ABOUT A PRODUCTION OFFICER IS HE HAS TO WANT THE PRODUCT BEFORE HE GETS IT. .................. THIS IS HUMAN EMOTION AND REACTION. Policy interpreting-wise, does the group want the product? Thus there is the: I . ADMIN approach, which the Org or Production Officer uses which is a straight question. (ie: What is your hat?) 2. HUMAN (or PR) approach, which is used by the PR man to find basic desires and OPINION. (ie: Are you interested in your hat?) YOU HIT AT THE HEART OF THE RESISTANCE-TO WHEN YOU GET INTO THE HUMAN INVOLVEMENT. The Key PR Datum is of course THE GREATEST BARRIER TO PRODUCTION EFFICIENCY IS HUMAN REACTION. and A LOW PRODUCTION AREA IS OUT-MORALE BECAUSE IT IS LOW PRODUCTION. IF YOU CAN NURSE IT UP TO PRODUCTION, YOU HAVE MORALE. SURVEY EXAMPLE 4 SITUATION: A survey needs to be done in Department A to find out who or what keeps the area upset. DIRECT QUESTIONS BE 1. Do you want your job? DO 2. Are you doing your job? HAVE 3. What is wrong in Dept A area? ENCODED QUESTIONS BE 1. Do you enjoy your post? DO 2. Are you having any difficulties on your post? HAVE 3. What changes are needed, if any, in the Dept A set-up? 433 RESULTS: 10 staff out of 17 had good indicators, were willing, having wins and creating their posts. The other 7 were to varying degrees conservative about their posts, having minor difficulties and upsets. It was found that unstabilization was coming from external sources to the division. I.e. HCO (1) allowing frequent personnel changes and (2) not ensuring the area was hatted. HANDLING: These two factors were gotten in on HCO from an exec level and the Dept A area stabilized remarkably. SURVEY EXAMPLE 5 SITUATION: 3 or 4 days ago an urgent order was given to (area). It was not done and the situation went unhandled, causing severe overload to staff in the area. We are looking for an attitude of defiance and one or more attitudes of helpless child. RAW QUESTIONS I . What hat are you wearing actually if any? 2. Why didn't you handle your post in this emergency? 3. Are you unwilling to have fast lines and stats? ENCODED QUESTIONS Affinity Tone I . Did you like the hat you were assigned? Affinity Tone 2. What did you feel about the situation? Affinity Tone 2A. What was unpleasant about it? Communication Tone 3. How do the present (area) lines compare with the early ones we had? RESULTS: Various terminals in the area were found to be antagonistic and some apathetic. Others were found to have realized their failure to handle the situation that had occurred and had taken steps to prevent reoccurrence. By isolating these factors it was then possible, by keeping a close eye on the area for the next few days, to observe further instances of non-compliance and resistance to handling the area. In which cases additional actions were taken as necessary to hat and handle confusions and non-compliance. SURVEY EXAMPLE 6 HCO needs further data for posting personnel optimumly in two divisions. QUESTIONS: I -When you need to know how to do something whom do you ask? 2. Who gets the most done? 3. In the div whom do you feel the most secure about? RESULTS: The most upstat of the two divisions answered the questions as follows. 434 Average Tone 4.0-20. 0 Ql A) my immediate senior B) a reference book C) figure it out myself Q2 A) we all do! B) our division C) the same for all of us Q3 A) our div head! B) all the guys in our div C) myself and the rest in our div. The less upstat, less productive, low morale division answered accordingly. Average Tone 2. 0 Ql A) try to find out for myself then ask the div head B) look in a book Q2 Two of the most junior staff in the division named Q3 The div head, then the two junior staff members as named in answer 2 (the dept heads not mentioned). RESULTS: This survey confirmed the success of the productive division as having stable leadership from the div head, staff who were enthusiastic about their jobs, high morale and continually training on their posts. The div as a unit worked with tremendous team spirit. The downtone, poor production division had an unhappy senior with downtone unstable department heads, There was no team spirit in this div and little if any post training actions. The most stable terminals in this division were two junior staff members who had enthusiasm for doing their posts and who trained in their study time to increase their abilities. HANDLING: Thus HCO then knew (regarding the unproductive division) who to look to for future exec material, and who would then bring this div to a high operating standard. And HCO knew what area to concentrate on most heavily with.hatting. Needless to say nothing was changed in the productive division. As its production increased even higher, it was allotted additional personnel. SURVEY EXAMPLE 7 SITUATION: Some staff members' APPEARANCE not up to an acceptable standard. Information needed-the Tone Level average on the subject of APPEARANCE so that a PR program can be formulated and launched at an appropriate Tone Level to reach the Reality of offenders. ENCODED QUESTIONS BE Do you feel good about having a professional looking appearance? DO How would you like to dress for your job? HAVE What would be the advantages of the group being sharply uniformed? RESULTS: It was found that staff were strongly interested (3.5) in having good appearance. The main outpoint was lack of uniforms available. So an Enthusiastic campaign to co-ordinate uniforming of the crew was the answer. 435 SURVEY EXAMPLE 8 SITUATION: Personal and org premises not as CLEAN as should be. Attitude and tone level toward cleanliness required so a suitable PR program to upgrade standards can be carried out. ENCODED QUESTIONS BE Do you enjoy being very clean? DO Do you find it more difficult to maintain personal cleanliness on a ship than where you have lived ashore? HAVE Is the standard of others' cleanliness, personal and living space acceptable to you? RESULTS: A cross section survey was done and the average tone level with regard to cleanliness was 2.0-2.5 (antagonism to boredom). Of those interviewed, various justifications were given by those who didn't keep clean, and these people even admitted they were justifications. Some even admitted to pure laziness. Among those surveyed who do keep clean, there was the desire to be clean. Several "un-cleans" invited stricter discipline to keep the standards up. Therefore what was wanted and needed was more 8-C. The PR program thus derived was firmer HCO enforcement of hygiene and cleanliness. This was a successful campaign with good results. SURVEY EXAMPLE 9 SITUATION: Wherewithal. Staff members not adequately aware of their responsibility for org viability and income. Reality and tone level toward this subject needed establishing so further action could be taken to educate staff on the subject of org viability. ENCODED QUESTIONS BE How do you feel about the group making its own way? DO What can be done to ensure the group has lots of money to work with? HAVE When do you think you'll be receiving full bonus awards? RESULTS: The average tone level of those surveyed was 3.5 (strong interest). There was a high degree of Reality and agreement that the group make its own way. Therefore to support this agreement, the recommendations of a recent B of I on the subject of Finance were endorsed. This was to place a 6' X 10' graph in HCO reception showing weekly org income. This enabled all staff to see org viability and to feel more at cause over wherewithal by producing on their own posts. SURVEY EXAMPLE IO SITUATION: ETHICS. A general attitude and tone level with regard to the subject of Ethics desired. ENCODED QUESTIONS BE Howdo you feel about Ethics? DO How do you use Ethics? HAVE What is the advantage of working within a group which has an Ethics System? 436 RESULTS: Average tone level on the subject of Ethics was found to be in the 2.0 or antagonistic range. The human emotion and reaction was found to be toward Courts of Ethics being printed in the Orders of the Day. This was driving many of the crew into Resentment, Anger and Fear to read these notices first thing in the morning in the OODay. In addition, the tone level of the notices themselves were written a tone below the average tone of the group re Ethics which was causing a doubly reverse effect. Therefore, as a PR measure, the Ethics Officer was informed of this and instructed to print Courts of Ethics on HCO Conditions Orders, not in the OODay. The Ethics Officer was also briefed on the Tone Scale. From then on Ethics orders were written up in a conservative manner simply stating the facts with no additional HE and R included. This was a very successful measure and group morale rose on the whole at least one tone level higher than before on the subject of Ethics. SURVEY EXAMPLE I I SITUATION: Execs are needed. Those presently on post are not all capable. The PR survey questions must detect- BE Other Status-Status as defense. Been something else. IS something else? DO Other Involvement-Involvement in other things or things that don't matter or involvement in contrary actions to a post. Problems would come up. HAVE Scene-(Omitted or false)-what does he know about it, how real are his data. Representation. Execs fall into two categories. (a) Those who will assume the status or forward the doingness or enhance the scene toward Ideal. (b) Those who defend status, have other involvement and have an omitted or falsified scene. Category A build things into a smooth prosperous org. Category B wind up with an omitted or perverted org- Sample Survey Questions I . What would be the most ideal post to have if you had total choice? Or what type of life best suits you? 2. What problems or situations would you find easy to handle? Or, what should you be working on? Or, what are you working on? 3. How are things really in your area? Or, what is the org really doing these days? Q UES TIONS USED STATUS 1. Is there a post you would like to hold sometime in the future for which you feel ideally suited? INVOLVEMENT 2. Are you having any problems getting done what you are working on now? REPRESEN- TATION 3. How is your org presently doing on an overall basis? RESULTS: The results of this particular survey showed the tone level of the org execs to be GRIEF. In addition, at least half the execs surveyed volunteered that they really didn't 437 want to be an exec at all, but would prefer to be in a worker position. The WHY of the org's down statistics was neglect of implementing LRH policy, EDs and projects in the org on the part of the execs. Short range and immediate handling was to post an LRH Comm in the org who forced in compliance to LRH orders and policy. Long Range handling was to move into exec positions, junior staff members who were ambitious to hold an exec post competently and to move off the unwilling execs into junior areas where they could produce well until ready to again resume a more senior position. SURVEY EXAMPLE 12 SITUATION: The Founder wrote a test statement of the meaning of Scientology to be used as handouts for new public. A survey was done of Scientologists locally to establish popularity of the statement and check for agreements or disagreements. QUESTION: A direct question used. "Please read this statement and tell me what you like or dislike about it." RESULTS: For the survey, each sentence of the statement was numbered. On the tabulation, beside the number to each corresponding sentence, was written the percentage of endorsements of that sentence or suggestions for improvement. Several of the words and phrases in the statement were thus changed or re-arranged slightly to make the statement totally acceptable. This amended version was then re-surveyed and the results confirmed complete endorsement. As a further measure to ensure the statement reaches the Reality and Ethnics of the broad public a limited number of issues of the statement are being tested on the street to raw public and any disagreements noted. Results of this are not complete as yet, however the tabulation and correction procedure would be the same as the previous example. Any words or phrases which may meet with resistance or disagreement in a high percentage of those public surveyed would be noted and amended to suit the public Reality for most effective communication. As this statement is written for broad public issue, it is therefore imperative to ensure the message is written in such a way as to have impact and acceptability in its presentation. SURVEY EXAMPLE 13 SITUATION: Population Survey. The purpose of this survey-to find out the Reality and tone level average of an entire city so that the org could promote and deliver to this Reality. 4800 people in a city were surveyed in a few days by several org members. QUESTIONS AND RESULTS: I . What are you trying to achieve in life? Happiness 32% Good jobs-Careers 10% 2. What worries people most? Money 24.4% Other people 15.1% 3. If these things were resolved what would happen? People would be a lot happier 19% Better world to live in. 15.2% Tone Level = PAIN, ANTAGONISM 438 The following two telexes were sent to the org by LRH and CS-6 in response to the survey results: "9 Dec 71 Relay CIO USLO Relay C/O Boston ELATED BY SURVEY. FURTHER DATA NEEDED BUT BEAUTIFUL FOR PCs STUDENTS. LOVE = RON" "PR OFFICER BOSTON DAVE. GREAT. NOW QUICK GET ANOTHER SURVEY. QUESTIONS '(1) WHAT MAKES PEOPLE UNHAPPY? (2) HOW DOES THAT AFFECT PEOPLE? (3) IF THAT WERE RESOLVED WHAT WOULD HAPPEN?' CONDUCT SAME PROCEDURE AS BEFORE. WELL DONE. LRH PLEASED. NOW NARROW DOWN. LOVE DIANA" The results of this additional survey were: I .What makes people unhappy? Other people 28% Not getting what you want 17.4% 2. How does that affect people? Depressed 28% Unhappy 11% 3. If that were resolved what would happen? People would be happy 37% Miscellaneous 10% People would get along better 8% Better world-better place to live in 8% TELEX "C/O BOSTON PR OFF BOSTON From your surveys, the following promo pieces are indicated. I . A way to happiness is to urge other people to get processed. INTENSIVES IA. To handle other people become a pro auditor and change their lives. ACADEMY COURSE 2. To be happy and stay happy get processed. INTENSIVES 2A. Understand the mind and life fully. Become a Pro auditor. ACADEMY COURSE 3. Get rid of your money worries. MONEY PROCESS 4. You have to be able to handle other people in order to hold your job. If you've got a job and can't influence people around you you're not likely to succeed. Be successful and able to handle others. Get trained. TR COURS HQS NON PRO AUDITORS COURSE 5. Make all your past education totally available to you and shoot up your IQ so you can use your education and hold your job. WORD CLEARING 439 6. Scientology itself is a career. It will help you establish yourself in handling other people working on the job you're on. PROFESSIONAL AUDITOR TRAINING ACADEMY COURSE 7. Be happy getting what you want by being trained to handle other people and be persuasive, etc. TR COURSE HQS NON PRO AUDITORS COURSE 8. Scientology is a mission to make the world a better place. Be a Scientologist to make a better world. TR COURSE HQS NON PRO AUDITORS COURSE 9. Make other people happy. Get trained. TR COURSE HQS NON PRO AUDITORS COURSE Above are I I separate continuing campaigns. We'll settle for 1% happy because of Scientology. Love = CS-6" THE TONE LEVEL OF ALL THE PROMO WRITING AND PRESENTATION WOULD BE CONSERVATISM = I TONE ABOVE ANTAGONISM (the level found by survey). The Boston Org Survey is interesting as it shows a cross sectional Reality level of an entire city! Survey results (Reality and Tone) would vary in different cities, countries and continents. So each org in surveying its own area would create its promo slanted to a slightly different Reality. And the Scientology services offered would correspond to what is most wanted and needed by the public. SPOTTING TONE After one has mastered the technique of creating survey questions, the only remaining expertise necessary is accurately spotting tone levels. The PR man's bible is of course Science of Survival and the Hubbard Chart of Human Evaluation and the book 8-8008. These materials must be read and thoroughly understood. There is also a tape available from Pubs DK called The Tone Scale, recorded in 1955. On the opposite side is Moving the Pc up the Scale, recorded in 1952. Both sides contain invaluable information. Other materials are HCOB 6 February 1960 Effect Scale and an absolutely essential HCOB revised 15 Nov 1971, TONE SCALE IN FULL. Also The Auditor World Wide No. 60 is devoted entirely to the Tone Scale. The way to drill yourself on observing and quickly spotting tones is to read and apply HCOB 26 October 1970 Obnosis and the Tone Scale. To gain proficiency one can do two simple drills. 1. Walk around and spot people on the Tone Scale. Just say (to yourself) what tone level each person is at until you feel confident that you can tell instantly where any person is on the Tone Scale. An important datum to grasp is that there is a (1) Social Tone and (2) an actual Theta Tone. And these can be two entirely different tones widely apart in range. This is because a human body is between 0.0 and 4.0 only. A thetan, however, can be anywhere from -40.0 and below to +40.0 and infinitely higher. Thus a thetan can be way way below death on the Tone Scale and yet his social tone may appear to be somewhere around Conservative. But this is where you must be an excellent observer. The person may sit there and conservatively tell you how he just must control bodies in order to get along. He may not say these exact words, but 440 amazingly enough you'll find this really happens. Or the person may go on about how he regrets doing this or that and how it's all someone else's fault-well you know he's at Shame, Blame, Regret as a thetan at this point. Yet he or she may at the same time be weeping into a handkerchief. In this case the (1) Social Tone is GRIEF (.5) and the (2) Thetan Tone -0.2 to -1.3. 2. Another drill to do is to walk around until you find somebody at a specific tone level. Decide to look for someone at 1.5 for instance. The first person you run into with face flushed from shouting and fists clenched, BINGO you've found your 1.5. Then pick another tone and go from there. If the person you saw at Anger was also hitting another, then you would know the person was at 1.5 Socially and -1.0 Blame (or punishing other bodies) as a Thetan. CONCLUSION As you can see, the technology of PR Surveys and the Tone Scale in handling and controlling human emotion and reaction is an incredibly Powerful tool. By putting this technology to use on a personal basis you can literally be in control of your environment on at least the first three dynamics! And Scientologists (particularly Scientology staff members) have a monopoly on the entire subject. If there was ever a way to "win friends and influence people", this is it. We as Scientologists are continually jolted by the primitive nature of the general populace around us. So by establishing the local Reality and Tone we can at least present ourselves and our product in such a way as to be accepted, and then we can bring people up the scale from there. Gone are the days of hit-and-miss promo, and by-guess-or-by-God public events. We now have the know-how to hit the exact target every time. We now have, thanks to Ron, another beautiful tool for UNDERSTANDING. Data compiled by LRH Personal PRO from Notes, lectures, books, policy, bulletins, tapes and guidance by L. RON HUBBARD Founder LRH:SG:ne.rd Copyright (c) 1972 by L. Ron Hubbard ALL RIGHTS RESERVED 441 HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 25 JANUARY 1972 Remimeo Div 6 Staff PR Cse Checksheet PR Series 15 Staff Hat Div 2 Hats POPULATION SURVEYS Division 6 specializes in human emotion and reaction-handling it, capturing and controlling it. They get the raw public flooding into the Org for service. They deal closely with the live wire of public response. A Division 6 by reason of the above has to know WHAT the public will respond to. Without this key datum it can be hell, going around in circles. trying one action after another, hunting and punching with maybe success, maybe disaster but nothing predictable for sure. It becomes a matter of luck stumbling down a blind alley. There is no reason to suffer this way by trial and error and years of hardship not only for Div 6 but the whole Org. All you have to do is: FIND OUT WHAT THE PUBLIC WANTS AND CONSIDERS VALUABLE, If you promote and deliver what the public wants and considers valuable, you will get public response and by this simple action you are bringing the Org out of non-existence with the public. It then becomes a very easy matter for Div 6 to do its job-pushing and promoting what is wanted with guaranteed response and people flooding into the Org. The public will only respond to what is real to them. Here we are centuries ahead of our time and we have even solved death. We can handle anything a person desires from A-Z. We hold a monopoly as the only workable mental technology on the planet and for that matter-the universe. We are incredible. How could we be real? We are unbelievable. WHEN YOU ARE TOO INCREDIBLE YOU BECOME INVISIBLE. If you found out what the public wants and then sell and deliver it you will overcome this reality gap and become real and credible to the public. What they want is real to them. If you deliver what they want-you are real too. Guessing at public reality levels and what they may consider valuable is complete folly. One can sit guessing for a hundred years and not come up with the right answer, Philosophers in their ivory towers never arrived at any real philosophies. Why should a person sitting behind a desk arrive at any real conclusions on public reality levels and considerations? Guessing can be expensive and when you find yourself guessing: STOP GUESSING AND START SURVEYING. Sometimes one can be totally amazed and taken by surprise at what comes up in surveys. One can make some real discoveries through surveys. If data was ever dependable, it's the data from a survey. A survey is safe and reliable when all else fails. It is not worth making expensive mistakes when you can do a survey and be right the first time. Publics are different area by area, city to city. What may be so by survey of one area may not be true of another. Surveys also go out of date as trends change, Always survey the population in YOUR area and survey it REGULARLY. HOW TO DO IT A Population Survey is very simple to do. All you are trying to find out is what 442 the public wants and considers valuable. This is a scientific way of finding out. The Questions: They are exactly verbatim as follows: 1. What are you trying to achieve in life? 2. What worries people most? 3. If these things were resolved, what would happen? R-Factor: If asked, you give the R-Factor that this is a survey for social research. From question (1) you get what they consider valuable, (2) tells you what is bugging them and what they want handled, (3) gives you extra data on what result should be promoted or What the public would expect from your Org. Who and How Many: The public you survey is RAW PU13LIC. You should survey at least 2,000 to 3,000 people. The bigger the number surveyed the more accurate your survey results will be. Method.- This is a VERBAL survey. The questions are asked VERBALLY person to person. NEVER by written questionnaire. The questions are asked with good TR-1 showing interest with intention. TR- I is natural, not stiff robot style. Fumbling questions or a bad comm cycle can fog up your answers, but only if it's really bad as these questions were built to stand up to such trials. The questions because they are simple, are quite powerful. Procedure: Such a survey is too large to do a "one-man-band". FSMs and volunteers must be called in to help. They must be briefed very thoroughly as follows: tough drilling on the Tone Scale as per HCO]3 26 Oct 70 "Obnosis and the Tone Scale" until absolutely certain on spotting tone levels, good drilling with a twin on TR-1 using the questions, how to fill in survey forms, where they turn in filled survey forms, how to dress (neatly and acceptably) and how to use the R-Factor. The survey forms are mimeographed with spaces to fill in occupation, age, date, the answers to each question and the tone level. The questions are put in full wording on the forms for reference and as a constant reminder. This also helps in tabulating. As many forms as needed are run off. Equip each surveyor with the forms, clipboards and pen. Answers are written in on the forms tfie instant a person gives them-NEVER after the survey interview-ALWAYS during-like an auditor keeps worksheets. Establish an agreed upon stable terminal in Div 6 to whom surveyors can turn in their completed forms. It is imperative surveyors keep their admin IN and that they fill in all the required details on the form. Otherwise you'll have a mess to tabulate. Note.- If you cannot get any forms mimeographed or it is too expensive for your Org, you can just have surveyors supplied with blank paper instead. The only liability is that you are leaving the details required to be recorded up to surveyors' memories so extra drilling will have to be done. Using forms is the safest method. Re- Tone Scale: Just to make it very clear-you DON'T need a tone level recording for each question. You just need the one chronic tone level as spotted in the survey interview. Spotting tone levels is a weak point that will have to be drilled well. TABULATION This is a key point of the survey. Reliable persons only may be assigned to tabulating the survey. They must be able to see similarities and differences in establishing categories of answers and must not be inclined to arithmetical errors. Once assigned, DON'T musical chair tabulators or it will throw your survey off to that degree. All you have to have tabulated are (a) each, question and (b) the tone level. The 443 procedure is exactly as per HCO P/L 28 Oct 69 "How to Tabulate a Survey" and PR Series IO P/L. The results are published to all staff by local ED and a copy is always sent to Flag Distribution Aide. The results give the full tabulations for each question, how many surveyed, date of survey, what public (in this case it's raw public) and what type of survey. NARROW DOWN If you really want to get fancy or put the cream on the cake when faced with a somewhat general set of answers from the public as revealed in your tabulation, you can do a second survey to narrow it down. The first survey is usually informative enough to go about arranging campaign-promo actions. A narrow down would rarely be required as absolutely necessary and more often it would be if one desired an extra fancy polished touch on accuracy. Where it would be absolutely necessary is if you got tabulated answers like: "Everything" or some such real generality. This would show that either your surveyors goofed in demanding specifics or else the public couldn't give any. As an extra touch on accuracy you could narrow down tabulated answers like: "Happiness" "Freedom". This would be getting very polished and fancy and it's up to you whether you want it that specific. It is true-the more accurate, the bigger the success. Questions.- 1. The first question on the narrowing down survey is the most important. However, it is flexible, depending on what you want to narrow down. Examples: If it was "happiness" - "What would make people unhappy?" If it was "freedom" - "What would deny people freedom?" If it was "everything" - "What would mean everything to a person?" It's just a matter of using common sense and formulating a coaxing, leading question that will get answers. 2. Question two is stable and always: "How does that affect people?" 3. Question three is stable and always: "If that were resolved, what would happen?" Procedure.- This narrow down survey is conducted using the same procedure as before. As said earlier-your first survey is usually adequate. USING RESULTS The Whole Picture The survey reveals what the public WANTS. You match up the service to that WANT and promote and sell and deliver it. In other words survey shows people want foo-foos. You match up service that will give foo-foos, tell the public we do foo-foos and promote and sell and deliver foo-foos! You will hit public "R" level and give them a stable datum-"Scientology gives you foo-foos-everybody knows that!" Your response will be tremendous. How to Make up a Campaign Set the tone level of your campaign 1/2 to one tone above that of the survey. This is very important. Everything you do in the campaign will be at that tone level you set. Dig out your Chart of Human Evaluation and study up on the tone level you set for the campaign so you'll have it all aligned. 444 Look over your survey results. List every button (wants, desires, what's valuable, what they want to get rid of per question 2, etc) and with technically qualified personnel MATCH UP services that would handle those buttons. You don't have to have a DIFFERENT service for EVERY button-they will be the same service in some cases. You match up whatever service handles. You then end up with a list of buttons to push with matched up services. Take this list. On EACH button with matching service-a separate promo-PR message is formulated. Rough example: Button Other people Service Processing Survey Tone Level = Fear Message You don't need other people getting in your way. Handle it once and for all. Send them to us for processing. (Anta- gonism one tone above.) Your list then expands to Button/Service/Message. Each item on this list gets SEPARATE promo pieces, PR push and advertising. You push each message dogmatically over and over again. A message said just once is never heard. Note: See HCO P/L 7 Jan 72 "Creating Survey Questions"-example 13. In there is a list of very basic messages with matched services. It gives you a rough idea. Those messages were a basic layout so that Boston could translate them into "promo language" fitting tone level, etc. The above rough example in this P/L would give you the FULL layout format. Thoroughly look over your Public Dissemination Manual. You are going to have to do adequate Div 6 events and demonstrations to back up the messages of your population campaign. ADAPT the actions in the manual to the campaign. Lay off tape plays and lectures as they are less effective than actual DEMONSTRATION. Hold those events and Div 6 services that will back up your campaign-promoted and held on the BASIC PATTERN of the manual-but with form, event and message changed to fit your campaign. Look over the lines of your Org. Can your Org deliver the services required? Can you sell them-Public Reg lines smooth, etc? Can people get in the front door? Will they be turned away by bad appearances-unfriendly staff? Inspect the scene for anything needing to be handled. From the above draw up your campaign covering good preparation, good groove in of Staff and FSMs (they're a sales public that can help), volume hitting outflow on promo, PR actions, press, mass media, rallying up the community, etc. It is a population campaign and it's all hands gung-ho! Get on with it full blast. IMPORTANT There are only two crimes in the game of public response. One is not surveying. The other is not using a survey once done. SUMMARY So-this is the rundown on Population Surveys. It is basically getting the "R" of the public by survey, communicating along that "R" to get ARC, response and agreement with the public on a broad campaign, and delivering. Do it and you can't lose. CS-6 LRH:DH:mes.rd for Copyright (Z 1972 L. RON HUBBARD by L. Ron Hubbard Founder ALL RIGHTS RESERVED 445 HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 2 JUNE 1971 (Addition to HCO PL 7 Feb 71 Limited "FEBC Org Bd Div 11") Non-Remimeo FEBC Exec Dirs Only CLOs TOURS ORG BD DIV 11 Tours belong as a Section in Div 2 Dept Reg with Tours Promotion Section in Div 2 Dept Prom. The Org Bd additions are as follows: Add to Div 2 Dept 4, last section in column: TOURS PROMOTION SECTION Tours Promotion Officer Tours Promotional Planning Unit Tours Promotional Planning In Charge Tours Planning Liaison (Dept 6) Promotional Materials Preparations Clerk Tours Promotion Readiness Unit Tours Promotion Readiness In Charge Advance Promotion Distributing Unit Advance Promotion Distributing In Charge Tours Personnel Promotion Supplying Unit Tours Personnel Promotion Supplying In Charge Div 2 Dept 6, directly below ARC Brk Reg Sub Section: TOURS SECTION Tours Officer Tours Planning Unit Tours Planning In Charge Tours Scheduling Clerk Tours Alerting Clerk Tours Orders Writing Clerk Tours Manning and Hatting Unit Tours Manning and Hatting In Charge Tours Personnel Selecting Clerk Tours Personnel Hatting Liaison (Div I Dept 1) Tours Cramming Liaison (Div 5 Dept 15) Tours Personnel Pool Tours Personnel Auditor (or Qual Liaison) 446 Tours Action Unit Tours Action In Charge Tours Transportation Liaison (Div I Dept 2) Tours Personnel Briefing Clerk Tours Personnel Firing Clerk Tours Operating Clerk Tours Debriefing Personnel Unit Tours Personnel Debriefer Debrief Typist Tours Condition Assignment Clerk Tours Debrief Circulating Clerk Tours Debrief Filing Successful Tours Compiling Unit Successful Tours Compiling In Charge Tours Data Excerpting Clerk Tours Write-up Clerk Successful Tours Publishing Clerk Successful Tours Posting Clerk ------------------- A Tours Course is currently being founded at USLO-soon to be exported to UKLO and EULO. Every org needs two, optimum four, Tours personnel especially trained. They are posted in Tours Manning and Hatting Section only and kept BUSY outside the org. They are not double hatted. Extend your Exec Ranks by only permitting trained Tours people to go on Tours-pulling top Execs and FEBC Grads off on Tours amounts to poor utilization. Another rule is do not let Out-Ethics persons go on Tours and be part of Tours. You'll wind up with a messed-up area and an ARC Broken field should you do otherwise. A Tours Personnel Auditor or Liaison with Qual must be maintained as Pub Div people and Tours Personnel alike have to be kept cleaned up of O/Ws and shiny. Public contact is rough work. If you maintain all other Dissem Div actions, CF, Letter Reg, etc, and not just depend on Tours you'll have a very viable upstat Div 11 which is achieving its VFP of "Income Greater than Outgo plus Reserves". We are about to push on Div VI giving new TRs the Hard Way, Basic Courses and the Public Dissemination Manual to give you new public before old CFs are totally cannibalized. This will keep the BOOM expanding. Dissem Aide LRH-RR:act.rd Taken from the notes Copyright (c) 1971 of by L. Ron Hubbard L. RON HUBBARD ALL RIGHTS RESERVED Founder [Cancelled by HCO P/L 17 February 1972 Issue 111, Tours, page 452.] 447 HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 15 SEPTEMBER 1971 Remimeo Issue 11 Dissem Divs Tour Member Hats ASR Hat Stats I/C PURPOSE AND STATISTICS OF A TOUR MEMBER The prime purpose of a Tour Member is: TO HELP RON CONTACT, SIGN UP AND COLLECT ADVANCE PAYMENTS FROM INDIVIDUALS FOR TECHNICAL SERVICES THE ORG CAN AND WILL DELIVER IN ORDER THAT EACH INDIVIDUAL MAY BE FULLY SALVAGED BY ORG SERVICES AND INCREASE THE SIZE OF THE ORGANIZATION AND TO IMPROVE LRH AND ORG IMAGE IN FIELD. The prime purpose of a Tour Member is not to "bring in GI". GI will come about automatically as a result of a Tour Member bringing about the purpose of his post. The three major statistics of a Tour Member are: I . Number of people signed up for service. 2. Advance Payments Collected. 3. Number of persons signed up fully paid and arrived as a result of a Reg Tour. For stat purposes Tour Members are most probably going to have to devise some means of identification for persons arriving for service at the org as a result of a Tour. TURNOVER OF SIGN-UPS A Tour Member in actual fact is expediting for the Advance Scheduling Registrar. Persons signed up and part paid or fully paid as a result of a Tour must be turned over to the ASR for follow-up. Full details of each sign-up must be provided the ASR-i.e. enrollment forms, invoice copy, tentative arrival date. The ASR now continues the cycle of action started by the Tour Member by personally following up each individual contacted. Further payments for the future service are collected where necessary, and the cycle is completed when the individual is actually in the org taking the service. Should a Tour Member come into contact with a person he has already signed up and received Advance Payment from, he would further assist that individual by pulling in further payments on the future service, and once again turning the details of the transaction over to the Advance Scheduling Registrar. SUCCESS The success and effectiveness of a Tour Member will be reflected through the above stats, not by how much "GI he is raking in". Concentration of Tour Members solely on Gross Collection, "getting the GI up" and/or Advance Payments is destructive to an org and is hereby cancelled. Close observation of Tour Member stats is a function of A/Dissem Aides and swift action is a must when stats reflect only Money Motivation. LRH:RR:mes.bh Dissem Aide Copyright (c) 1971 for by L. Ron Hubbard L. RON HUBBARD ALL RIGHTS RESERVED Founder [Modified by HCO P/L 17 February 1972 Issue 111, Tours, page 452. 448 HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 17 FEBRUARY 1972 Remimeo Issue 11 AO SH AOSHs Only C/O Hats Div 6 Hats Div 2 Hats Public Reg Hat Body Reg Hat HIGHER ORGS PUBLIC REG SETUP HCO P/L 26 Nov 71 "Div 6 Public Reg Reinstated" was written for Lower Orgs. At Higher Org level Division 6 does and must have a Public Reg but the functions of this Public Reg are slightly different to those of a Lower Org. At Lower Org level Who-Regs-Who is done by separation of PUBLICS. However at Higher Org level Who-Regs-Who is done by separation of FUNCTION. THE SITUATION For Lower Orgs we had to separate out two major types of Registration. I . One major type is external-the raw public. (VOLUME REGISTRATION) 2. The other major type is internal-persons already in C/F. (ROUTINE REGISTRATION) These two types of Registration were so widely different and each demanded such full attention that they just could NOT be mixed and collapsed under one Department (Dept 6) without one or the other inevitably suffering neglect. Department 6 had to make a constant choice-do we now handle these constant floods of public and forget C/F or do we now handle C/F and forget raw public volume? It just didn't work. To solve this a Public Reg was put in Div 6 to handle volume raw public and the Reg in Div 2 freed up to handle internal business-persons already in C/F. At a Higher Org level you still have two different major types of Registration. 1. VOLUME REGISTRATION-at events and tours. 2. ROUTINE REGISTRATION-Div 2 standard Registration actions on indivi- duals already in C/F. When these two types of Registration are collapsed and mixed up under one Department (Dept 6) one or the other also inevitably suffers neglect. Do we go on Tours and Reg at events and neglect or backlog our everyday standard routine Reging of C/F or do we attend to routine Div 2 matters-Reging C/F every day and neglect event and Tour Reging? The point is-there is a COMMON DENOMINATOR to ALL ORGS-Higher and Lower Orgs alike-one cannot mix these two types of Registration: 1. VOLUME 2. ROUTINE. THE SETUP At Lower Org level volume just happens to be raw public in Div 6, and routine happens to be handling individuals already in C/F, Div 2. The publics split up well by TYPE-raw public vs individuals in C/F. 449 At Higher Org level volume happens to be at events and on tours and routine happens to be everyday Div 2 standard registration actions on C/F. The type of publics handled in both cases-volume and routine-are Scientologists and in many cases Higher Org C/F Scientologists also come under volume registration when they attend events and tours. So the publics do not split up by TYPE, they split up by FUNCTION. Is this person attending an event or tour or is the person coming in on routine everyday lines? The setup is: I . Div 6 Public Reg in Dept 17 handles event and tour attendees. 2. Div 2 Regs in Dept 6 handle everyday standard registration actions on C/F-not registration at events and tours. If he is an event or tour attendee Div 6 Public Reg handles and if he's not an attendee but a routine C/F Scientologist then Div 2 Regs handle. The person is only under the Public Reg for the duration of an event or tour action. That same person if he is also in C/F belongs under the Div 2 Regs at all other times. THE PUBLIC REG HANDLES TOUR AND EVENT ATTENDEES FOR THE DURATION THEY ATTEND. ROLE OF A PUBLIC REG The post of Public Reg in a Higher Org is a very responsible position. There are also some special skills involved. At an event or tour she signs up people for her Org's services. If she is the Public Reg of an AO she signs up for AO services and if she is the Public Reg of an SH she signs up for SH services. If she is the Public Reg of an AOSH she signs up for AO and SH services. ALL STANDARD REGISTRATION POLICY APPLIES. After the event or tour the Public Reg turns over all the money and account invoices to Division 3 Dept 7 cashier. The Reg interview slips and C/F copies of invoices with any other records on signups made are turned over to the Advance Scheduling Registrar for follow-up. The ASR needs these records so that she can COMPLETE the cycle the Public Reg started and actually bring the people into the Org enrolled onto the service. Out admin on the part of the Public Reg would therefore be a crime. A Public Reg must know how to invoice and take money and all the lines involved as covered in existing policy. The Public Reg must be a crackerjack at handling all kinds of reality leve I Is, 8c and helpful guidance. She has to know the services of her Org inside out-the prices and discounts, the prerequisites, what the services do, how long they take, the latest successes from these services-in other words everything about the se ices of her Org. A Public Reg should be drilled and drilled on this until she can handle any question or origination instantly with positive confidence. Besides signing up people for services the Public Reg should get as many people as she can to join the IWGCC (if she is an AO Public Reg). On a Tour she must be an expert at genning in the Org or Franchise registrars and body routers for maximum sales. She must be up to date on the latest surveys of the area to be able to push the right buttons and be effective. PR tech and Registration tech are the major areas of her post. She does not keep special "files". The records she keeps are turned over to Div 2 and Div 3 as mentioned above. 450 STATISTIC The statistic of a Public Reg is as follows: Dual A. NO. OF SIGNUPS FOR SERVICES AT EVENTS OR TOURS B. AMOUNT OF INCOME COLLECTED AT EVENTS OR TOURS. The stat is weekly. The signups and income collected must be for the HIGHER ORG that the Public Reg works for. SPECIAL TITLE The Public Reg of an AO is called the CLEAR REGISTRAR. WARNING While a Public Reg must sell and Reg for the services of her Org, this is not done without judgement. In the past at events and tours persons were signed up for and made to pay for Higher Org services when they were not nearly ready to do so. These people were in need of Lower Org services and their money was taken away to the Higher Org for which services they were not eligible. Consequently Higher Orgs are still getting requests for repayments of such monies so that these people may buy the Lower Org services they need. Hardsell all you can but don't cut your Org's throat in repayments later. NOTE SH UK Fdn Public Reg applies HCO P/L 26 Nov 71 "Div 6 Public Reg Reinstated". ASHO Fdn Public Reg applies this policy letter. See HCO P/L 21 Oct 70 "Saint Hill Foundations". SUMMARY This is the setup. Apply it. And when all else fails, look for where this policy was not applied. Then Method 2 and apply it. The appointment of such Public Regs in Higher Orgs is of immediate priority. CS-6 for L. RON HUBBARD Founder LRH:DH:mes.rd Copyright (c) 1972 by L. Ron Hubbard ALL RIGHTS RESERVED 451 HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 17 FEBRUARY 1972 Issue III Reminieo Division 6 Hats Division 2 C/O ED Hats TOURS (Modifies HCO P/L 15 Sept 71 "Purpose and Statistics of a Tour Member", Cancels HCO P/L 2 June 71 "Tours Org Board", Modifies HCO P/L 15 Jan 72 "Riches or Poverty" and HCO P/L I Feb 72 "Survive or Succumb") Tours, originally evolved and developed in Division 6, are hereby officially TRANSFERRED BACK TO DIVISION 6. LOWER ORGS This function comes in Dept 16 per HCO P/L 14 Nov 71 "Mini Public Division Org Board" and is described in this P/L as follows: "4. Tours: The touring of groups in the community and Field to get people into the Org. A tour action would be to effectively demonstrate and introduce the attendees to Dn and Scn, bring about reach and sign them up on the spot, also selling books. Reaches and signups are turned over to the Public Reg for follow up. 51 Additionally if the signups are for major services (as they probably would be at a Franchise), they should be turned over to the ASR in Div 2 for follow up. Public Service signups such as HAS and HQS would be turned over to the Public Reg. CHECKLISTS Item (ac) re tours on the Div 2 Checklist of HCO P/L 15 Jan 72 "Riches or Poverty" is hereby deleted and transferred to the Div 6 Checklist for Power Quality of HCO P/L I Feb 72 "Survive or Succumb". HIGHER ORGS Tours come under Dept 17 of the Div 6 Org Board for AO, SH and AOSHS. This is a VITAL function even more so than for Lower Orgs. Division 6 is responsible for properly PLANNING, SURVEYING FOR, ENSURING ADEQUATE PROMOTION WELL IN ADVANCE OF, FIRING, OPERATING AND SUPERVISING TO COMPLETION ALL TOURS. Other Divisions must co-operate with Division 6 efforts to send out well planned and brilliantly run tours. It takes team work to send out a well put together tour. Division 2, for instance, would print the promotion Div 6 plans and provide lists of eligible persons in the areas the tour will visit. It may be necessary to success for another Div to send a representative on the tour-like a cashier or tech person-even an extra Reg as needed. It takes teamwork to put out a tour. Division 6 holds tours as a function but the other Divisions co-operate and pitch in too. It's an assembly-line action. The basic purpose of a tour is to channel publics through Orgs up the Bridge to OT and stimulate purpose, goodwill and team spirit amongst staffs and Scientologists 452 alike. The main functions of a tour consist of PR, image goodwill, money collecting, volume registration, events, training and briefing of Org terminals. Most successful tours are held with events and group action between tour and Org terminals. All prior successful procedures on tours are to be picked up and applied. This of course does not mean "postulate checks" or "crush sell". It is important to plan and promote tours based'on SURVEY in advance to ensure maximum results. PR Series 8 "Too Little Too Late" definitely applies. Tours should be maintained as a standard action going out regularly to Lower Orgs and Franchises. A close liaison line must exist with Division 3 for the turning over of accounts data and all monies collected after each tour. A liaison line must also exist with Division 2 for turning over all signup records, interview slips and data to the Advance Scheduling Reg so that she can follow up the signups. Tours are conducted, as in the old tradition, in a spirit of goodwill and assistance. The Higher Org and the Lower Org or Franchise benefit from the action. A tour greatly enhances the areas it visits. Tours are a very successful action and must be reinforced. REASON Division 2 has many standard actions. These involve many internal administrative actions, vital to the making of income. Tours add a distraction to these internal actions and consequently, the important things like C/F, Letter Reging, ASR, Address- standard usual Div 2 functions-tend to backlog. While Div 2 contributes to Div 6 tours, it cannot take the whole load on tours without neglecting internal standard actions. On the other side of the coin, tours run very successfully in Division 6. This is the EXTERNAL Division-the out and about Division. Staging an event or campaign is a second nature thing for a Div 6 to do. It has always been this way. A tour is just another great event. For Higher Org Division 6s it is particularly vital that tours are under them. Being responsible for policing the flow of people up the Bridge, a Higher Org Div 6 must have tours as one of its functions or else its reach would be cut to that degree. The moving of tours to Division 2 was not an entirely wasted move-out of it has come this valuable knowledge. CS-6 for L. RON HUBBARD Founder LRH:DH:mes.rd Copyfight (c) 1972 by L. Ron Hubbard ALL RIGHTS RESERVED 453 HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 28 MAY 1972 Remimeo IMPOR TANT BOOM DATA Publications Basic Function It has been found by long and searching evaluation of the 71 boom that orgs have to have business driven down on them to boom. This is confirmed by earlier data as well. Orgs will handle delivery if the business is driven in on them. Therefore THE BASIC FUNCTION OF A PUBLICATIONS ORG OR DEPART- MENT IS TO ADVERTISE AND SELL BOOKS TO THE PUBLIC AND CF IN ORDER TO DRIVE BUSINESS IN ON THE ORG AND TO PROVIDE TAPES, TEXTS AND MATERIALS TO ORGS SO THAT THEY CAN DELIVER. You will see at once that this is a double action whereby the pubs activity reaches to the public and the CF with BOOK ADS and BOOK SALES. It has been a favorite excuse in Pubs Orgs that they "should only sell books to orgs and not individuals". Such an attitude of course wrecks the idea of DRIVING PEOPLE INTO THE ORG. Books Books are the FIRST line of promotion and contact. By actual test, advertising services is not a paying proposition. The public has to be reading books to get so minded as to come into the org for service. Advertising books means PUBS MAIL ORDER BUSINESS OF INDIVIDUAL BOOK SALES. Surveys Survey material is used to put BOOK ADS together, properly, so the ad really gets the person who sees it to order the book. SP & PTS Tech Suppressive Persons (no case gain, low OCA, bad ethics record, low production stats) or PTS persons (those who are connected to suppressive persons or groups and are Potential Trouble Sources) SHOULD NEVER BE LET NEAR BOOK SALES LINES. Why? Such people run a CAN'T HAVE on others and will not get printed, survey, advertise, sell or deliver BOOKS as they "run a can't have" on the public of sold and delivered books and a can't have on the org of arriving persons, The people on such lines must be eager to let others have Scientology and books and let their org and staff have high income of bodies and money. Thus it is a High Crime to permit SP and PTS people in Pubs Orgs or Departments or in Dept 16 (Div 6, Advertising) as these will starve both the public and the org. 454 Tours Flag Continental Liaison Offices, with their tours, drove people in on the orgs and made the boom in 7 1. These tours drove people in on the local org and on the Sea Org orgs as well. When these Flag units ceased to operate the boom halted. The original tours were clean cut personal contact work. Then "crush sell" and postulate checks" and repeating Congresses were entered into their operation and made so much commotion that the good being done was obscured. Suppressive false reports about the tours were entered in on the scene and the boom faltered. Earlier, Mission International Books erred in making staff sell books and restricting Field Staff Member actions whereas they should have dealt wholly with FSMs and left staff alone. It takes book advertising and book selling and tour personal contact work to make booms. These are the TWO outside the org actions that drive people in on orgs and drive stats up. Badly organised tours run by untrained people, or tours trained to do wrong things thus give tours a bad name. Thus Tours functions should be under a Flag Operations Liaison Office Div 6 and should be coordinated. And independent of orgs, according to evaluation. Book Ads Dept 16 should handle book ads. There should not be general service ads in public publications. There should only be book ads. These ads should be surveyed and the survey materials used to sell a book. And not always the same book. It takes familiarity with a book to advertise it in the right place and sell it. Bulk Mail Bulk Mail has been found to be an expensive nonproductive action when services are advertised. A MAGAZINE on policy, that features books as well as services and events and Info packs that answer book buyer responses and Ad Payments packs should make up bulk mail AND NOTHING ELSE. If the money foolishly spent on sending service flyers five times a week was spent on the above AND BOOK ADS that sell books, an org would be in clover. Errors Various errors that are made to occur on these lines (book sales, tours) are not accidental. They get the action into disgrace and it gets dropped, And there goes the Gross Income. 455 Summary Only a Pubs Org or Department that conducts itself as above can be considered OPERATIONAL and carrying out its functions. And slack-off from this labels a Pubs Org or Dept INOPERATIONAL. Book Ads and sales are the keys to org survival. Tours that contact individuals and handle their upsets or get them enthused and sign them up are the key to a boom. It takes BOOKS to develop a new field so Tours can work. Field Staff Members should sell books as their entrance point. The operating rule is BUSINESS HAS TO BE DRIVEN IN ON AN ORG. There would seem to be a long standing inability in orgs to PULL in business. This, by new technical discoveries related to auditing PTS persons, may well be the toleration of SP and PTS types in orgs. Further evaluation will have to be done on this. In the meanwhile, SP (no case gain) and PTS (Potential Trouble Sources because they are connected to SP persons or groups) should not be taken on staff and definitely should not be on lines having to do with getting in business as they find reasons not to do so. But we do know that business has to be driven in on the org for stats to rise ,greatly or any boom to occur and this is done with BOOKS and TOURS. L. RON HUBBARD Founder LRH:ne.rd Copyright (D 1972 by L. Ron Hubbard ALL RIGHTS RESERVED 456 NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH NOT GREEN ON WHITE P.A.B. No. 104 PROFESSIONAL AUDITORS' BULLETIN The Oldest Continuous Publication in Dianetics and Scientology From L. RON HUBBARD Via The Hubbard Communications Office 35/37 Fitzroy Square, London, W. 1 15th January, 1957 DISSEMINATION It's rather a joke to learn something one knew years ago. In this case the datum concerns dissemination. 1, of all people, had to find out that books sold Scientology. How does one actually get the subject around in his area? He sells books and more books. How? In small magazines and shopping weeklies. What books? Books on Dianetics and Scientology. Why? People have agreed that books can be believed. If it is printed it is true. People don't believe people. They believe books. How did we learn this? In the winter of 55-56 London had a slump. For eight months we tried to send out enough circulars and place "goodwill ads" about Scientology training and processing but the level of activity of London did not change despite these campaigns. Then I found that coincident with the slump all Dianetics and Scientology books had disappeared out of the bookstores and hadn't been put back. The moment books went back into bookstores and into public circulation (with the publication of "Scientology, The Fundamentals of Thought") the London "slump" vanished. The identical thing happened in the US with the same results. In other words, no amount of talking or Personnel Efficiency or goodwill ads made these two large central organizations function. But a few books did! Well, even after the wonderful example of 1950, 1 hadn't learned that books sold the subject-that auditors and clinics were as successful as books we sold. But we know it now. Sell books. That's the answer to a good practice or group. How? The most successful method seems to be placing ads for books in small magazines so that people can send their money in and get one. Now here's what you can do. Place ads in small magazines to sell books. Buy your books from the Distribution Centre or the HASI and remarket. Stamp your name and address in each book you sell. You're in! For you can have terrific discounts. And here's what else I want you to do. Collect from whatever source small local magazines and send them to me, HCO Washington, 1812 19th St. NW, Washington, DC, USA. I want small circulation magazines even with only local appeal. We will place ads in them and sell the books from here and you will have a Scientology community. That's my dissemination programme for 1957. A million books sold by 1958. L. RON HUBBARD Copyright (c) 1957 by L. Ron Hubbard. All rights reserved. 457 HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W. I HCO POLICY LETTER OF 6 APRIL 1959 CLEAR ADS Here are the Clear ads which pull best of all ads of whatever kind-. 1. For 2500 years Man has sought the state of "CLEAR". This state is now attainable for the first time in Man's history. The goal of Mystics and Occult Science has been attained. It can be done for you, Write HASI, 37 Fitzroy St. London W. 1. 2. "DO YOU WANT MORE OUT OF LIFE?" Become a Scientology "Clear". A Scientology "Clear" has: *Over 135 IQ *Creative imagination *Amazing vitality *Deep relaxation *Good memory *Strong will power *Radiant health *Magnetic personality *Good self-control If you would like to have all these qualities then look into Scientology. Enquire today. OPERATION "CLEAR" (Address). L. RON HUBBARD LRH:mp.rd NOT HCO POLICY LETTER ORIGINAL COLOUR FLASH NOT GREEN ON WHITE HUBBARD COMMUNICATIONS OFFICE 37 Fitzroy Street, London W. I HCO BULLETIN OF 21 SEPTEMBER 1959 BPI NEW ADS FOR PE FOUNDATION This new ad "No matter what your problem is something can be done about it" for PE is a real "wow". It's the best, and only "Have you lived Before?" pulls equally as well on PE Course's ads. Also "Body? Mind? Spirit? Would you like to know who you really are?" HCO Secretary WW NW:iet for 28.9.1959:gh.rd L. RON HUBBARD Copyright (c) 1959 by L. Ron Hubbard ALL RIGHTS RESERVED 458 HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 2 DECEMBER 1960 Central Orgs PE Fnd PROMOTION ON PE FOUNDATION When incoming people dwindle on existing advertisement and stay dwindled for a week, change ad to a vocational type ad:- "Do you dislike your job? Come in for Vocational Checking. You may have talents you don't suspect," Educational type ad:- "Is your child failing in his studies? Have his IQ and Personality checked before it's too late." Marital type ad:- "Marriages break down because of incompatible personalities. If you and your marital partner are having trouble come in and get your Personality and IQ checked as this may be the reason for your disputes," Physical Ailment type ad:- "Sick all the time? Have your IQ and Personality checked as you may be disease-prone." Training type ad;- " Seeking new Training? Don't waste money. Find out if you're fitted for it first." L. RON HUBBARD LRH:js.rd Copyright (c) 1960 by L. Ron Hubbard ALL RIGHTS RESERVED 459 HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 28 MAY 1965 Gen Non Remimeo DISSEM ADS SOME ALLOWED ADS BOOK ADS Here is a book that does what you don't expect a book to do. It tells you H 0 W. It tells you the basis of things, and the most basic of things is life itself. This then is a book about Life. THE PROBLEMS OF WORK By L. Ron Hubbard Just get it, read it, try it, and you'll never be the same again. Send to: DOITTODAY DIANETICS: The Evolution of a Science By L. Ron Hubbard Your first book on the applied Philosophy which shows you the road to a better life with fewer problems. Just Get it, Read it, and Use it. Price: Write today to: DIANETICS: The Original Thesis By L. Ron Hubbard Dianetics is the only science of the mind built upon axioms. Workability rather than idealism has been consulted. This is the road to'a better life with fewer problems. Just Get it, Read it, and Try it, and you'll never be the same. Price: Write today to: PE AD Two newspaper colums wide SCIENTOLOGY Block Bold The Science of Life CANCHANGE Block Bold YOUR WHOLE EXISTENCE Attend a free two weeks course of 3 evenings a week Mon, Wed, Thurs, 7 to 9.30. Commences Monday evening (date) BECOME A BEGINNING All two lines SCIENTOLOGIST AND LIVE Address LRH:wmc.rd Copyright (E) 1965 by L. Ron Hubbard L. RON HUBBARD ALL RIGHTS RESERVED 460 HUBBARD COMMUNICATIONS OFFICE Saint Hill Manor, East Grinstead, Sussex HCO POLICY LETTER OF 30 JUNE 1965 Gen Non Remimeo AD A model ad that can be used for anything including free course in local papers follows SCIENTOLOGY CAN HELP YOU We can give you 1. A Higher IQ to handle your problems. 2. Higher awareness to get a better job. 3. More energy to make more money. 4. Better health to breast Life. 5. Better morale to handle upsets. 6. Less Despair. 7. More Life. 8. More years to Live. Come to our The above ad advertises in a practical vein. This is what we can do for you and what you can do for others is the keynote of it. Practical application. Here is a simple Ad. SCIENTOLOGY YOU CAN BE HAPPY AGAIN. (Come to free course data follows in smaller type.) This ad should pull simple as it is because the old article "Is it Possible to be Happy?" in mags was a huge attention getter. L. RON HUBBARD LRH:mh.rd Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED 461 CHRONOLOGICAL INDEX OF CONTENTS 1950 1960(cont.) 8 Mar. First Policy (reissued as HCO PL 25 Apr. Important Certification Change Vol. 5-173 2 Sept. 1970) 117 28 Apr. Books are Dissemination (HCBB) 108 3 May PE Literature 142 1954 13 May Congress Seminar Hats (HCOB) 210 20 May Atmosphere of the Clinic 20 May Extension Course Prices see Vol. 3-227 (extract from Clinical Procedure) 117 24 May Extension Course Prices I Oct. The Use of Scientology Materials (corrects 20 May 1 960) Vol. 3-227 (PAB No. 36) 98 23 June Special Zone Plan-The Scientologist's Role in Life (HCOB) 237 1956 1 5 July Congress Tapes Vol. 2-218 20 July Director of Zoning Hat 241 26 Oct. Gradient Scale of Personnel 25 Aug. Chicago Area 242 Procurement (HCOB) Vol. 2- 1 27 Sept. Congress and ACC Plans (HCOB) 214 1957 28 Sept. HPA Grants 242 28 Oct. New Testing Promotion Section-Important 1 55 1 5 Jan. Dissemination (PAB No. 104) 457 16 Nov. New Org Programmes Vol. 4-283 25 Jan. Concerning the Separateness of 17 Nov. Anatomy of the Human Mind Course Dianetics and Scientology Vol. 2- 15 as a Pre-requisite for HPA Training Vol. 4-284 25 Jan. Referrals to Field Vol. 2-247 22 Nov. Warning on New PE 161 6 Apr. Field Auditor (HCOB) (excerpt) 236 24 Nov. Testing Promotion Revised 162 15 May The Rights of the Field Auditor 29 Nov. Testing Programme Change 166 (reissued as HCO PL 2 Oct. 1969) 236 2 Dec. Promotion on PE Foundation 459 18 June People's Questions (Bulletin) 208 20 Dec. Restriction on Saint Hill Area see-301 2 Sept. Field Certificates Vol. 5-166 29 Dec. The New PE and the New HAS Co-Audit (HCOB) 189 1958 21 Sept. Neatness of Quarters (HCOB reissued as 1961 HCO PL 22 Oct. 1962) (excerpt) 117 16 Jan. Testing Lines (excerpt) 167 2 Oct. Sale and Conduct of Academy Courses 1 8 Jan. Cost of HAS Co-Audit and PE 190 'Vol. 2-257, Vol. 4-272 23 Jan. PE Course Abolished 191 30 Oct. Personnel Efficiency Foundation 174 24 Jan. A Test Policy on MD Referrals 167 15 Nov. Informing Public of Test Results 154 4 Feb. Information Packages (excerpt) 142 17 Nov. HCO Project Engineer: 7 Feb. Proper Public Routing 168 "Have You Lived Before?" Vol. 2- 83 1 0 Feb. Professional Charges Vol. 3- 84 24 Nov. HASI Group Secretary 350 14 Feb. The Personal Efficiency Foundation (excerpt) 192 16 Dec. Extension Course Curriculum (HCOB) Vol. 4-275 14 Feb. Personnel Procurement Vol. I- 84 23 Dec. Quality of Presentation Vol. 2-183 15 Feb. Evaluation Script 169 18 Feb. Magazines, Testing, PE (HCO Info Ltr) 193 1959 21 Feb. Choosing PE and Registration Personnel Vol. I -I Io 6 Jan. Field Activities (HCOB) 35 1 2 Mar. Automatic Evaluation Packet for 23 Jan. Ethics (Field Auditors) Vol. 1-361 PE Foundation 172 1 0 Feb. Group Secretary 353 24 Mar. Status of PE Courses 1 95 17 Mar. Boo k Saes Repesentative 146 14 Apr. PE Handout (HCO Info Ltr) 196 17 Mar. D. t Yourself Theapy (HCOB) 1 75 28 Apr. Auto-Evaluation Slips 173 24 Mar. HAS C._Audit (HCOB) 1 76 8 May Extension Course Vol. 4-296 25 Mar. HAS C._Audit 8, Comm Course (HCOB) 1 77 2 Oct. Franchise Policies 254 27 Mar. Franchises 246 27 Oct. Professional Rates Restored Vol. 3-250 3 Apr. HAS Co-Audit and Comm Course (HCOB) 179 21 Nov. Training Course Requirements Vol. 4-306 6 Apr. Clear Ads 458 13 Dec. Extension Course Completion Vol. 4-136 14 Apr. New Book Vol. 2- 85 23 Apr. HAS Co-Audit Courses 183 1962 1 May HAS Certificates 247 4 May The Personal Efficiency Course (HCOB) 180 7 Feb. Restriction on Saint Hill Area 14 May Method of Finalizing HCO Franchises 250 (amends 20 Dec. 1960) 301 22 May Advertisement for Field in Certainty, 5 June Class 11 Training Only by Academies Ability, etc-Minor Issues Vol. 2- 87 and Saint Hill Vol. 2-220, Vol. 4-324 28 May New HCO WW Dept 183 7 June Professional Training to be Done in 28 May To All HCO Franchise Offices 248 Academy and Saint Hill Only Vol. 4-324 6 June "Have You Lived Before This Life" Vol. 2- 87 1,4 June Professional Charges (amends & I I June Data on HAS Co-Audit 184 amplifies 10 Feb. 1961) Vol. 3- 84 1 6 June Hat of PE HCO Ww 185 1 5 June Current Franchise Policy 255 1 8 June Correction of HCO PL of 28 May 1959 250 26 June Relations with Field 256 18 June U.S. Franchise Holders 251 26 June Certification Requirements Vol. 4-325 18 June Services Owing to HCO Franchise Holders 252 4 July Mixing Scientology with Various 24 June Status of HCO Offices and HCO Sees Other Practices 256 and HCO Volunteer Sees in US Vol. 3 142 30 July Certification and Validation I July US HCO Franchise Queries 252 Requirements Vol. 4-326 1 0 Aug. Franchise I O%s to WW 253 27 Sept. A Resume of Franchise Policy 257 13 Aug. Students Attending Courses Vol. 4 278 1Oct. The Plan for California 243 20 Aug. Hat of PE HCO WW 186 24 Aug. HCO Financial Arrangements Altered Vol. 3-145 1963 28 Aug. Attention All Group Secretaries 354 14 Feb. The Establishment ofcentral Orgs' 3 1Aug. Certifications Vol. 4-279, Vol. 5-171 Control Areas 301 3Sept. HCO Secretaries 253 19 Feb. Classification of Central Orgs' Control Areas 302 3Sept. Mailings 253 1 Mar. Individual Auditors Operating Within 15 Sept. Dissemination Tips (HCOB) 101 a Central Org Control Area 302 21 Sept. An Idea for Promotion (HCOB) 104 26 June A Resume of Franchise Policy 21 Sept. New Ads for PE Foundation (HCOB) 458 (supersedes 27 Sept. 1 962) 259 23 Sept. The Perfect Dissemination Program (HCOB) 105 9 July Meter Demonstration Booth Hat ') I 5 29 Sept. The Organization of a PE Foundation (HCOB) 187 2 Aug. Urgeiit-Public Project One Vol. 2- 93 14 Oct. Division of HCO Percentage Revised Vol. 3-148 16 Aug. Individual Auditors Operating Within a Central 29 Oct. Service see Vol. 0-281 Org Control Area (supersedes I Mar. 1 963) 302 20 Nov, Validation of Franchises see Vol. 1-362, Vol. 2-366 1964 1960 1 0 Feb. Enrolment on Self Determinism Vol. 1-516, Vol. 2-266, Vol. 4- 37 29 Jan. Congresses (HCOB) 208 21 Feb. Field Auditor Consultant (excerpt) 244 22 Feb. HPA Qualifications Vol. 4-- 279, Vol. 5-172 1 1Mar. Franchise Programme 262 27 Feb, Playing the Washington 1960 "State of Man I IMar. Departmental Changes Congress" Tape Lectures at Local Congresses Auditors Division Vol. '-I- 39 and as a Promotional Re-play Plan 209 1 1Mar. Auditors Division 10 Mar. Validation of Franchises (20 Nov. 1 959 New HCO WW Organization Vol. 2- 40 amended and reissued) Vol. 1 -362, Vol. 2 366 1 8 Mar. California Franchise (amends I Oct, 1962) 6 2 8 Apr. Tapes of Washington Congress Vol. 2-218 20 Mar. District Office & Org Control Area 22 Apr. Group Secretary 354 Policy Revised 303 462 1964 (cont.) 1965 (cont.) 22 Apr. Summary of Policies on Classification & 21 Oct. Release Checks for Franchise Preclears 276 Gradation, Certification, Franchise and 23 Oct. Dissemination Drill 112 Memberships, & the Auditors Division Vol. 4-369 2 Nov. Field Staff Members for Saint Hill 325 16 June FrancWse-Wliat Is It and Who May Have It 263 4 Nov. Franchise Orders (See ED 162 SH) 277 30 July Gradation Programme, Revised Vol. 4-379 20 Nov. The Promotional Actions of an Organization 26 Aug. PE Course 200 (excerpt: Distribution Division 6) 5 4 Sept. Congresses 216 8 Dec. Distribute: To Spread Out so as 8 Sept. Rush-Important Correction 217 to Cover Something 88 1 0 Sept. Audience Alertness and Tape Players 28 Dec. Enrollment in Suppressive Groups (HCO Exec Ltr) see-226 see Vol. 1-484, Vol. 2-284 16 Sept. Understanding and Tape Lectures (reissued 21 July 1967) 217 1966 23 Sept. Information Packages (excerpt) 143 12 Jan. Selectees Mailing-Selectee Advice Packets 329 23 Sept. Policies: Dissemination and 14 Jan. Amendment to HCO PL of 9 May 1965 Programmes Vol. 2- 41 Field Auditors Become Staff 330 12 Oct. Congress Organization and Increasing Interest 17 Jan. Distribution Action (See ED 169 INT) 144 Oct. and Attendance (HCO Exec Ltr) 218 17 Jan. Unclassed Certs-HAS, HBA, HQS Vol. 5-197 30 Mailing Lists for Franchise 19 Apr. Congress Policies 222 Holders Vol. 1-273, Vol. 3-102 6 May Distribution Division 6 Org Board 6 3 1Oct. Current Policies Orgs & Franchise Vol. 3-106 9 May Publication Copies to WW Vol. 2-205 1 1Dec. Full Table of Courses and 12 July Legal Aspects of Success Material Publications 139 Classification Vol. 4-380 15 Aug. Information Packets 145 18 Dec. Re: OIC Data Vol. 4-139 30 Aug. Selection Regulations (adds to 26 Mar. 1965) 330 23 Dec. Field and Public Programming Vol. 3-117 6 Sept. The Handling, Purchased or Rented 31 Dec. Use of Dianetics, Scientology, Mailing Lists 146 Applied Philosophy Vol. 1-45, Vol. 2- 49 2 Oct. Public Promotion 127 3 Oct. HAS Course 207 1965 11 3 Oct. Advertisements, Continental Magazines circa '65 Distribution Division 6 Org Board Outline 3 and Auditor Vol. 2-138 1 Jan. Franchise Application and Agreement 264 10 Nov. Field Staff Member (corrects 26 Mar. 1965) 331 2 Jan. Franchise: Who May Have It and 23 Dec. Field Staff Member Commissions How to Maintain It, AD 15 266 (cancels 30 Aug. 1966) 332 13 Mar. The Comm Member System Vol. 1 204 21 Mar. PE Comes After They Have Read a Book 1967 (HCO Exec Ltr) III 9 Jan. FSM System Administration in Organizations 26 Mar. Field Auditors 304 (modifies 9 May 1965 & 15 Oct. 1965) 334 26 Mar. Field Staff Members 309 10 Feb. Tape and Film Presentation 223 30 Mar. Field Auditors Become Staff 14 Feb. Book Buyers Vol. 2-387 (26 Mar. 1965 revised) 312 23 June Enrolment on Self Determinism 7 Apr. Book Income 147 Vol. 1-516, Vol. 2-266, Vol. 4- 37 7 Apr. Healing Policy in Field 245 21 July Understanding and Tape Lectures 8 Apr. Cancellation of Mail Lists (reissue of 16 Sept. 1964) 217 to Field Auditors Vol. 1-277, Vol. 2-389 10 Sept. Statistic-GDS Div Six 6 14 Apr. Congress "Breaks" are Stafrs "Show" 4 Oct. Org Exec See and Distribution 89 (HCO Exec Ltr) 221 4 Oct. Auditor and Org Individual Stars 14 Apr. Field Auditor Rates 244 Vol. 1-348, Vol. 4- 10 16 Apr. Handling the Public 26 Oct. The Public Divisions 7 Individual Vol. 0-78, Vol. 2- 56 2 Nov. Distribution Division-Departments of Public 17 Apr. Additional Mag Policy Vol. 2-135 Information, Clearing and Success 9 18 Apr. Prices Lowered Because of New Organization Streamline Vol. 2-60, Vol. 3- 93 1968 27 Apr. Book Promotion Design Vol. 2- 108 29 Apr. Bonuses Vol. 3-313, Vol. 5-231 14 Jan. Field Auditors Become Staff (9 May 1965 revised & reissued) May Organization Chart of Flows (cancels 26 Mar. 1965 & 30 Mar. 1965) 339 Operation Salvage 324 9 May Field Auditors Become Staff 17 Feb. Field Staff Member Commissions 344 (cancels 26 Mar. 1965 & 30 Mar. 1965) 318 17 Mar. Boom Formula 151 13 May Sale of Bulletins & Tapes Forbidden 268 19 Mar. Service (29 Oct. 1959 amended 28 May Franchise Courses 268 & reissued) Vol. 0-281 28 May Some Allowed Ads-Book Ads 460 1 Apr. Tape Playback Fidelity 225 31 May Franchise Summary of Policy 269 20 Apr. Franchise (cancels 21 Oct. '65, modifies 18 June Areas of Operation 1 2 Jan. '65, 13 May '65 & HCOB 28 July '59) 278 21 June Distribution Division (Div 6) 2 23 Apr. "The FSM of the Year" 345 21 June Orgs are Saint Hill FSMs 325 24 Apr. Division 6 Distribution 90 28 June Dissem Division-Distribution Division 7 May The Key Questions 140 (See ED 38 SH) 4 31 May Auditors Vol 0- 42 30 June Ad 461 5 June FSM Commissions 345 7 July Photos, News and Statistics for Mags 25 June The Gross Divisional Statistics of the and Auditor (reissued 9 July 1967) Vol. 2-167 Public Divisions... I 1 13 July Testing Vol. 4- 73 29 June Enrollment in Suppressive Groups 19 July Discounts (excerpt) 150 Vol. 1-484, Vol. 2-284 5 Aug. Franchise Transferred to Div 6 30 July Gross Income Senior Datum (See ED 67 SH) 270 Vol. 0-277, Vol. 1-283, Vol. 2- 68 13 Aug. Foundation-Basic Course Organization 201 1 0 Aug. Legal and Dissemination Vol. 2- 69 16 Aug. Foundation-Basic Course Organization 12 Aug. Reasons Why Div 6's Don't Function 91 Correction 203 24 Aug. Dissemination Vol. 2-69, Vol. 4- 91 17 Aug. Certification of Franchise Students 273 5 Sept. Vital Org Activities 92 20 Aug. Scientology Org Uniforms Saint Hill Vol. 3-360 1 2 Sept. The Public Divisions (amends 26 Oct. 1967) 1 1 23 Aug. Deletion of TR 5 Vol. 4-191 16 Sept. Address Lists Vol. 1-283 24 Aug. Cleanliness of Quarters and Staff 26 Oct. Executive Council Improve Our Image 118 (amends 21 Dec. 1966, 1 & 11) 1 2 1Sept. Current Policy-Franchise 274 24 Nov. The Group Officer 355 1Sept. Mailing List Policies Vol. O 1 98, Vol. 2-390 24 Nov. Auditor Correspondents Vol. 2-151 1Sept. Publications Vol. 2-137 2 Dec. Gung-Ho Groups 357 1Sept. Some Tech Div Policies Vol. 4- 75 3 Dec. Gung-Ho Groups Poltr No. 2 363 8Sept. Distribution Division-info Packet 14 Dec. How to Register Gung-Ho Groups 367 (See ED 88 SH) 143 14 Dec. Gung-Ho Group Courses 368 1 0 Sept. Franchise Award of Merit 275 1 8 Dec. Warning-Gung-Ho Groups 368 1 2 Sept. Foundation Course Change 204 26 Dec. Gung-Ho Group Tech 372 1 3 Sept. Foundation Course Hours 206 26 Dec. The Third Party Law Vol. 0- 1 83, Vol. I - 530 1 3 Sept. Issue Authority Required for Mimeo Vol. 0-349 30 Dec. The Public Programmes Officer 369 16 Sept. Foundation 207 21 Sept. Corporate Names-Group Names 275, 354 1969 21 Sept. Cleanliness and Tidiness of Premises Vol. 1 -304 circa '69 Public Divisions 6, 7 & 8 Org Board Outline 1 3 24 Sept. Ads and Info Packets 144 9 Jan. Book and Film Festivals 92 30 Sept. Statistics for Divisions (excerpt: Dist Div 6) 4 1 0 Jan. TI)e Public Divisions 93 15 Oct. Field Staff Member Selection Papers 20 Jan. Public Divisions Gross Divisional Statistics and Commissions 326 (25 June 1968 amended) 1 2 1 8 Oct. Field Staff Member Programme 29 Jan. Public Division Org Board Revised (Corrected) 14 (See ED II 7 INT) 328 30 Jan. Public Divisions Org Board 1 8 463 1969 (cont.) 1970 3 1 Jan. Humanitarian Objective and Gung Ho Groups 370 13 Aug, PR Series 2-The Missing Ingredient 396 12 Feb. Religion 119 13 Aug. PR Series 3-Wrong Publics 399 20 Feb. Materials to Franchise 281 19 Aug. Division 6 Division 8 GDS 15 Mar. Third Party-How to Find One Vol. 1-534 (amends 20 Jan. 1969) 36 31 Mar. Public Divisions Staffing Qualifications 20 Aug. Division Six-The Public Relations Division (amends 24 Apr. 1968) 94 (cancels 21 Dec. 1969) 37 2 Apr. Routine Congress Promotion Vol. 2-141 20 Aug. Division Seven-The Public Services Division 3 Apr. Franchise Section WW 281 (cancels 21 Dec. 1969) 43 7 Apr. Division 6 Pins (amendment to 24 Apr. 1968) 95 20 Aug. Division Eight-The Public Sales Division 15 Apr. Field Staff Member Award Programme 346 (cancels 21 Dec. 1969) 47 25 Apr. Validation of Up Statistics 141 28 Aug. Auditors Association 52 13 May Cramming Section 2 Sept. First Policy 117 Service to Trained Auditors 282 27 Sept. Cutative Prices 348 23 May Public Divisions Promotional Actions 2 Oct. Appearances-Clarification (addition to 20 Nov. 1965) 19 (amends 20 Aug. 1970 & I I Dec. 1969) 53 23 May Public Divisions Flash Colours 21 2 Oct. Clarification of Divisions 7 and 8 Statistics I June The Most Fundamental Errors 372 (revises 20 Aug. 1970-Div 7 & 17 June The Org Image 120 20 Aug. 1970-Div 8) 54 8 July Franchise, Who May Have One (Extension) 9 Oct. PR Series 4-The PR Personality 402 (modifies 20 Apr. 1968) 282 18 Oct. Public Divisions Org Board 55 1 1 July Areas of Operation see- 1 24 Oct. Saint Hillers Association 62 23 July Public Research and Reports 27 Oct. A Book: "The Background to the Religion of Surveys: Briefing and Debriefing 129 Scientology and Ceremonies of the Church of 24 July Public Divisions-Book Distribution Unit 152 Scientology of California World Wide" Vol. 5-294 24 July The Groups Communicator 18 Nov. PR Series 5-PR Definition 404 (replaces 24 Nov. 1968) 356 1 Dec. Clarification-Registration Breakthrough 25 July Dianetic Counseling Groups I -Introduction 373 (modifies 30 July 1970) 65 25 July Dianetic Counseling Groups 2-Purpose 374 16 Dec. SH FSM Bonus Awards 349 25 July Dianetic Counseling Groups 3-Dianetic =ling Groups & Scientology Orgs 376 1971 25 July c Counseling Groups 4- 31 Jan. FSM Contest Awards Stages of Forming, Increasing and (modifies 27 Sept. 1970) 349 Expanding a Dianetic Counseling Group 377 5 Feb. Org Gross Divisional Statistics Revised 25 July Dianetic Counseling Groups 5- (excerpt: Divs 6, 7 & 8) 65 Group Formation 380 7 Feb. FEBC Otg Board Division Six 66 25 July Dianetic Counseling Groups 6-The Org Board 384 12 Apr. Mission Designation 293 25 July Dianetic Counseling Groups 7- 1 May Centre Magazine Policy 294 Communication System 388 6 May Audience Alertness and Tape Players 226 25 Aug. Third Party Investigations Vol. 1-535 9 May Mission Closures 295 2 Sept. Old ACC Students 10 May Mission, Basic Definition of see-299 Vol. 2-293, Vol. 3-237, Vol. 4-359 10 May Advantages of Missions see-300 2 Oct. The Rights of the Field Auditor 11 May Mission Application and Agreement 296 (reissued from 15 May 1957) 236 1 1 May PR Series 6-Opinion Leaders 405 5 Oct. Dianetic Courses, Wildcat 11 May PR Series 7-Black PR 411 (revised & reissued IO Dec. 1 969) Vol. 4-263 17 May Mission Issues 298 25 Oct. Survey Form for all Surveys 131 28 May PR Series 8-Too Little Too Late 415 28 Oct. How to Tabulate a Survey 132 30 May PR Series 9-Manners 417 1 0 Nov. Franchise Grants or Charters 283 2 June PR Series I O-Breakthrough-PR and IO Nov. FSM Awards 347 Production-Tone Scale Surveys 420 1 1 Nov. Promotion and Motivation 285 2 June Tours Org Bd 446 1 1 Nov. Franchise Promotion Musts 288 3 July Registration Change I I Nov. Accounts and PRO Vol. 3- 71 New Names to C/F Change 227 12 Nov. Appearance and PRO 123 14 July FEBC Org Board Div 6 Expanded 12 Nov. PES Account versus (cancels 7 Feb. 1971) 74 HCO Book Account Vol. 3-213 5 Aug. FEBC Div 6 Org Board Amendment 18 Nov. Central Files, Value of-The Gross Income (amends 14 July 197 1) 82 of the Org and Why Vol. 0-278, Vol. 2-397 1 5 Sept. Purpose and Statistics of a Tour Member 448 18 Nov. Dianetics-Right to Audit Vol. 5-201 20 Sept. Mission, Basic Definition of 18 Nov. Dianetics-Right to Teach Vol. 5-202 (revises 10 May 1971) 299 20 Nov. Legal Aspects of Mission 290 20 Sept. Advantages of Missions (revises 1 0 May 1971) 300 21 Nov. Ethnics-Find Out What is Needed & Wanted 133 5 Oct. PR Series 12-Propaganda by 23 Nov. Individuals vs Groups 114 Redefinition of Words 423 29 Nov. New Public Divisions Org Board 22 17 Oct. Inter-Org Distances 298 6 Dec. How to Clear Your Community 14 Nov. Mini Public Division Org Board 83 Illustrations Vol. 0-261 26 Nov. Division 6 Public Reg Reinstated IO Dec. Superior Service Image Program No. 1 (modifies 3 July 1971 & 14 July 197 1) 230 (LRH ED 54 INT) 96 28 Nov. Public Division Statistics I 0 Dec. PES WW Account Vol. 3-215 (amends 5 Feb. 197 1, I & IV) 86 1 1 Dec. Appearances in Public Divs 125 5 Dec. PR Series 13-How To Do a PR Survey 425 15 Dec. Class of Orgs Vol. 0-254 16 Dec. PRO Area Control (Flag Order 3094) 422 20 Dec. Microphone Handling 225 18 Dec. Surveys are the Key to Slats 21 Dec. Revised New Public Divisions Org Board (LRH ED 161 INT) 136 (revises 29 Nov. 1969) 29 24 Dec. PES Account Amended Vol. 3-216 1972 1970 7 Jan. PR Series 14-Creating Survey Questions 428 25 Jan. PR Series 15-Population Surveys 442 28 Jan. Field Mailing Lists (cancels 29 July 1969, 7 Feb. Higher Orgs-Public Reg Setup 449 amends 14 Feb. 1967) Vol. 1-290 11 7 Feb. Tours 452 1 0 Feb. Franchise, Multiple Ownership 292 1 1 Apr. PR Series 4-Addition 24 Feb. Legal-Incorporation of Missions The PR Personality see-402 in the U.S. see-293 28 May Boom Data 454 8 Apr. Legal-Incorporation of Missions 15 June PR Series II -PR Area Control in the U.S.-Modified 293 Three Grades of PR 422 16 Apr. Morale Vol. 5-293 18 Apr. Ethics and Franchise Vol. 1-508 18 Apr. Tapes (cancels 31 Dec. 1964, amends 13 May 1965) Vol. 2-227 19 Apr. PES WW Account (cancels 10 Dec. 1969) Vol. 3-217 21 Apr. Field Ethics Vol. 1-509 28 Apr. The Dianetic Counselling Group Programme 390 29 Apr. PES Account Revised (cancels 12 Nov. 1969) Vol. 3-218 20 May Guardian Public Relationships 128 20 May Further Clarifications-DCG Programme 392 1 0 June Public Divisions and Tech Admin Ratio (amends 7 Feb. 1970) 35 12 June PES Account (cancels 12 Nov. 1969 & 29 Apr. 1970) Vol. 3-221 13 Aug. PR Series I -Liabilities of PR 393 464 GET ALONG BETTER WITH PEOPLE IN YOUR LIFE AND CAREER Buy These Books By L. Ron Hubbard DIANETICS: The Modern Science of Mental Health This is the book that burst on the Western World in 1950, went to the top of the best-seller lists and stayed there for week after week and month after month, and began what is known today as the most vital and fastest growing movement onearth. This is the exciting basic textbook of Dianetics. It gives the fantastic discoveries about the human mind which resulted from a quarter century of research by L. Ron Hubbard, and gives the single answer to the resolution of human aberration. (Hardback - $7.00) Introduction to Scientology Ethics Introductory manual for learning and applying the Scientology Ethics system. The ethics system of Scientology exists simply as that additional tool necessary to make and environment in which it is possible to apply the technology of Scientology. The principles and formulas apply, however, to any part of life, which is true also of the technology of Scientology. (Hardback - $3.00) Science of Survival The major work which is startling the scientific world with its accurate methods of predicting human behavior, and its insight into the activities of Man. Included with the book is the famous Hubbard Chart of Human Evaluation. 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(Hardback - $4.00) Send your check/money order to: Church of Scientology of California ASHO PUBLICATIONS 2723 West Temple Street Los Angeles, California 90026 Also, send for our complete catalog of Scientology and Dianetics books and material. Note; Prices subject to change. SAVE MONEY WHEN YOU BUY YOUR BOOKS BY L. RON HUBBARD As an Intertiational Member of Scientology you recieve a 10'/o Discount on all books priced over $1.25. You also recieve free magazines with vital data, world Scientology news and modern technical information. Anyone may have a free International Membership for six months. International Membership is required to keep all Scientology Training certificates in force. (Be sure to renew promptly if yours is due!) Apply for your free membership to: Membership Officer, your nearest Church of Scientology. (see the list at the back of this book)