-- SUPPLEMENT: HOW I WOULD FIX THE ORGS ----------------------------------------
[Feb 12, 1997]
Whether or not anybody within organized Scientology is willing to listen, it is
still only fair for me to propose a plan for straightening out the subject.
Here I will limit myself to short term practical improvments which could be
implemented now. This does not right every wrong or fix every problem, but it
is, I believe, a good starting point which gives hope for the future.
First a few points of theory, following which I will list the points
to be improved.
-- 1. THE PROBLEM OF ORGANIZATIONS ---------------------------------------------
One of the irksome things about the current Scientology orgs is that Ron did not
carry very much of the auditing tech or the basics discovered in Scientology
into the 3rd dynamic (1st dynamic is self, 2nd is family, 3rd is groups, etc).
Modern org policy mainly consists of practical business techniques, things that
Ron learned in the Navy, and stuff dredged up out of whole track organizations
plus a smattering of scales and some attempts to improve communication. That's
all well and good, but where is the real tech and the high powered insights?
Let's see if we can really apply a few of the things we learned about the 1st
dynamic to the 3rd.
In the area of problems, we know that the PC (preclear) is usually burried under
the weight of old solutions that he's still holding in place and which generate
tons of new problems for him (which then must be solved in turn, etc.). We
handle this by undoing solutions and taking apart the opposing forces that are
locked together in the problems rather than by layering more solutions on top of
the mess.
Ron once described policy as a series of workable solutions to organizational
problems. So we should be working to take apart these problems and undoing the
solutions rather than building upon them.
This means "the less operating policy, the better". I put it in terms of
operating policy because we also have useful knowledge and ideas presented in
the form of policy, and of that we want more rather than less. The target would
be to have less rules and more understanding.
Now situations do exist that have to be handled, and we do need to use policies
and orders to cool down the confusions and hold the problems in check. That is
our first action. But we can't just drop it at that point because that will
encourage a new generation of problems. Instead, we add a second step, which is
to go back and see if we can't find some way to undo the source of the trouble
and discard the policy. Or at least shift over to a more basic solution instead
of handling a surface manifestation.
And then we go a step further and review the policies we did keep and reduce
them to the absolute minimum. And at the same time, we find out as much as we
can and publish key data so that we can operate from greater understanding.
In the area of communication, we know that communication is the universal
solvent and that when the PC starts withholding and blocking communication, its
going to accumulate mass and back up on him and kick him in the teeth. It
doesn't mean that the PC has to blab all of his withholds to every passerby, but
he can't be actively hiding everything or he's going to sink under the weight of
it all. This indicates that things like confidentiality and hiding stuff for PR
reasons are dangerous to the health of an organization.
If you think about the average PR personality, it should be obvious that their
communication, although high in quantity, is generally poor in content and
somewhat undesirable. This is actually a very poor level of communication and
these salesman types are generally looked down upon with a bit of distaste. The
truth of the matter is that the communication isn't real and the affinity is
kind of false and people notice that. It's out ARC (Affinity, Reality, and
Communication).
A person can communicate a lot and they can promote things with true ARC instead
of this false PR crap. The same is true of organizations. You do need to
promote and advertise and put out lots of communications. But if you get totaly
PR oriented, people smell a rat. They are much happier learning that you are
working actively to fix things that are wrong rather than hiding them.
But in terms of grades 0 (communications) and 1 (problems), the orgs are only
slightly screwed up and perhaps better off that the average in the society.
Its grades 2 (overts), 3 (ARCXs), and 4 (service facsimilies - makeing yourself
right) which are grossly out in the orgs.
At first glance, grade 2 looks hopeless. The org almost never admits to
mistakes, makes amends, or even imagins that it has done something bad. It is
all extremely well justified.
But you could help a PC with a case like this. Let's say that you've got
someone who's made lots of mistakes, gotten things screwed up, and turned into a
bit of a con artist. And furthermore, there are angry people hunting him down
looking for blood. How would you get grade 2 in on him? It seems like there is
just too much and its too dangerous and overwelming. But it could be done on a
gradient. You'd find out what small thing he could confront taking
responsibility for and start with that and gradually build up until his lines
were clean again.
You can't just cave in to somebody who's looking for vengance, because they're
out for blood and can no longer deal with you on a rational basis. But most
people are not fixated on vengance and will cut you some slack if you make an
honest effort to reform. So you attempt to deal on a reasonable basis, admit
the mistakes and find out what you can do to remedy the situation. You watch
out for the occasional guy who'se too viscious to come to a resonable
settlement, but you don't assume that everybody is like that.
So what kind of actions might start an org on the road to recovery? What
gradient of responsibility could be confronted to start with?
A complaint department might help. Big stores have these and it doesn't cave
them in to let people bitch about things and exchange a few defective toasters
or whatever. It acts as a bit of a safety valve and maintains good customer
relations.
The org already has a post which almost does this. It is the chaplin, and
sometimes a good chaplin will actively work to right wrongs, but they do not
have a lot of authority and are quite constrained by the existing tech and
policy. This could be beefed up. They could be given full authority to
override policy in individual cases. They could actively strive to clean things
up. They could even be advertised as a complaint department.
You would have to make it safe for people to complain to them. They probably
need a special dispensation to keep things told to them in confidence from the
rest of the org as priviledged communications, much like a priest or lawyer
would protect his client's withholds. These chaplins would have to be highly
trained as auditors and highly trained on policy as well (the same is needed for
ethics officers).
Many things could be done to compensate for mishandling. Best might be to give
someone an academy training level because that will raise the recipients
understanding and responsibility whereas a free intensive of auditing can
sometimes encourage the person to take less responsibility and make the org
responsible for his case and abberations.
Appologies and admission of error can also help a lot. The chaplin could even
write letters of appology on the org's behalf to non-Scientologists in cases
where they have been harmed by things such as wrongful disconnection etc.
But this also needs to be carried up to a higher level. There should be a
senior chaplin at the international level who has the power to get policy
changed when necessary and who keeps an eye on the whole subject. His job would
be to really make Scientology into a safe environment.
At one time Scientology was banned in Victoria, Australia. Eventually the org
bit the bullet and cancelled the fair game law, sec checks, and disconnection.
As a result the ban was lifted. Even though these things have gradually crept
back in, the cancellations let in a breath of fresh air and were of great
benefit. From that perspective the ban served a useful purpose, but it would
have been better if the org had confronted what it was doing and cancelled these
without the need for heavy outside pressure.
Once the org began to take some responsibility it would become easier for it to
take some more and begin to tackel some of the bigger out points. If they could
bend just a little and admit some mistakes and make good on them without the
roof falling in, then it will be easier for them to confront the bigger sore
spots and handle them.
Next in the lineup is grade 3 which deals with ARCXs. Here we have some extreme
ones between the org and the freezone, the org and the middle class, the org and
the psychs, and the org and "wog" society. The very usage of the term "wog" in
Scientology is symptomatic of the deep ARCX and its use is also a mechanism that
further encourages the ARCX.
There are a number of factors underlying this. One problem is, of course, the
various witholds. Members who believe in the subject don't want to admit to the
more brutal or unreasonable actions that sometimes take place. At the same
time, they feel that they will be attacked or ridiculed for their beliefs.
Furthermore, Ron encouraged fighting psychs and squirrels etc.
And then there are the basic disagreements as to social values. Those lead to
breaks in reality. The Scientologist is generally trying to look at things from
a multi-lifetime view and it comes in conflict with middle class values. This
doesn't mean that the middle class is suppressive. They are a productive and
stable backbone to the country.
Instead of attacking, you find what goals you have in common and promote those.
And you work to increase communication and understanding between the two sides.
It is actually a bit of a mistake to primarily push Dianetics instead of
presenting Scientology to the society. The culture has grown a lot since the
1950s and there is a great deal of acceptance of metaphysical concepts. And the
average Scientologist has much more of a metaphysical rather than a
psychological slant on things. A bit more promotion on past lives and operating
with the viewpoint of an immortal spirit instead of as a body would make the
Scientologists much more comprehensibile to the public at large.
And again, I would beef up the chaplin to handle these things. What is really
needed is a chaplin's office of comparable size and power to the ethics office.
This would act as a balancing influence. A large org would need both a public
chaplin and a staff chaplin, because there are screw ups and wrongs that need to
be righted in both areas.
As to service facsimilies, it should be obvious that the tech itself is
currently used by the org to make itself right. This is why the tech has to be
considered perfect and defended against all doubts or criticism. Delivering the
tech and freeing mankind justifies all possible overts.
Let's stop worshipping the tech and start learning to think with it. Let's
realized that its flawed and admit the imperfections and then promote it anyway
because its the best we've got.
A service fac wouldn't blow that easily, but we can make a start.
At the highest level, we would also need a powerful chaplin's division in OSA
whose duty is to make peace rather than war. If you have an army, you must also
have a diplomatic corps.
-- 2. THE ORG BOARD ------------------------------------------------------------
The org board is rumored to have come from Ron's recollection of an anchient
galactic civilization. If so, then I would point out that that civilization is
now dust.
Any organization pattern worked out in detail and carried through into practice
would be useful to an organization, and the Scientology org board has its good
points and is certainly no worse than most of the management structures used in
this society. But its far from perfect.
The older 7 division pattern was expanded out into 9 divisions based on Ron's
coming up with the Mind/Body/Product theory that divides the organization
structure in progressions of three (3 executive divisions each divided into 3
regular divisions which are each divided up into 3 departments etc.).
The theory itself is actually quite reasonable, but the application of that
theory to devising the pattern of the org was flawed.
When you see a successful team of 3 partners launching a business, one of them
will ineveitably be an expert in producing the product of the business. The
other two may consist of an expert at organization and an expert at sales and
marketing. And if its only a team of 2, then one is an expert at producing and
the other is the salesman and promoter and they will somehow or other manage the
organizational hat between them. It never really works if you're missing the
technical person who can really produce the product.
If its a software company, one of the top 3 has to be a software guru or you're
dead. And if its cars you're building, then one of the 3 had better be an
automotive engineer. If you've got a hospital and one of the 3 top execs isn't
a doctor, then you'd just better forget it.
Established companies often violate this rule, and they lose their ability to
deliver the product and they sink.
If you only have the organizational executive, then there is nothing to sell and
nobody to sell it and therefore it is the least important of the three.
If you only have the salesman, then its all promotion and no delivery and you
end up with what's known as a get rich scheme or a con game.
If you only have the technical hotshot who can produce, you end up with these
obscure but well respected little firms that gradually develope a small
following but achieve little market penetartion. Even so, this is the only one
of the three that has any chance at all of surviving alone and therefore is the
most critical to the entire venture.
For a Scientology org, one of the 3 senior executives must be a super expert on
the tech and his executive division must be devoted to the technical aspects of
the subject.
When Ron did his division by 3s, he created a set of 3 public divisions in one
executive division and also had a dissemination division (more sales) in
another. So the structure was heavy with PR. And to make room for this, he
bundled up a treasury division along with the technical and qual (QA) divisions
to form an executive division whose manager would be just as concerned with
money as with real delivery. So his pattern is weak on actual production and he
regulates the technical hotshots to a lower rung in the management hierarchy.
Its not surprising that we see so much promotion and so few results with such an
org board.
A better pattern would be as follows:
1st Executive Division: Organizational
(this is what the org calls the HCO exec div.)
1.1 External affairs
(the president's office, planning, legal, etc.)
1.2 Internal Management
(this is the org's HCO division)
(personel, communications, ethics)
1.3 Treasury
(income, disbursements, supplies)
(in Ron's pattern, he has this in the 2nd exec below and places the
dissemination division here instead)
2nd Executive division: Production / Technical
2.1 Auditor Training
(this is only a department in Ron's pattern)
(for software, this would be the analysts and designers, for building houses
this would be the architects, etc.)
2.2 Processing (Auditing)
(this and 2.1 above are both just departments in Ron's single technical
division)
(in other businesses, this is the appropriate main line production)
2.3 Qual (QA)
3rd Executive Division: Sales and Marketting
3.1 Sales (Dissemination)
3.2 Marketing
(the public divisions)
(this spreads across 3 divisions in Ron's plan)
3.3 Publications
(Ron has this as a department in the dissem division. But this is a
critical area. It is a key element in the spread of a subject).
As a further justification for giving publications its own separate division,
one of the key reasons behind IBMs success was its exceptionally large
publications division. They are one of the largest publishers in the world.
They combined this with a fantastically strong sales force and swept the market
in the early days of computers.
At a minimum, this pattern at least assures that one of the key people at the
top really knows the score on the business that the organization is in.
-- 3. DETAILED LIST OF THINGS TO CORRECT ---------------------------------------
This is what I would do immediately if I had absolute power and authority to fix
the CofS.
I believe that these 40 points in the areas of tech, policy, and external
affairs would be enough to completely turn things around and revitalize the
subject.
1. TECH
First of all I would keep the existing lineup pretty much intact. Experimental
ideas like the supergrades that were presented in the Super Scio writeup are
best left to the freezone.
But some things do need to be corrected.
1.1 Cancel all eligibility checks except for routing on staff. The FPRD would
remain as a case action for use when needed, but grade 2 and later OT grade 2
processes would be the preferred way of handling overts.
1.2 Restore the sanctity of the confessional. All examination of PC folders for
any purpose outside of auditing is to be forbidden. No ethics penalties, amends
projects, or lower conditions are to be assigned based on anything revealed in
an auditing session even if the session is an eligibility check or DofP
interview that is prefaced by the phrase "I'm not auditing you". However,
currently dangerous or harmful situations are to be handled in ethics by getting
the person to do the right thing and eligability to join staff may be refused
even though no ammends can be required.
1.3 Some improved basics such as validating the PC's rightness, shifting from
setups to major actions as soon as the PC is flying, etc. See my comments on
what is wrong with standard tech in Super Scio #4.
1.4 Some general improvements in course supervision, especially insisting that
the supervisor be an expert on the materials that he is supervising and an
emphasis on raising understanding rather than raising stats.
1.5 For TRs, you coach the thetan rather than the body. Flunk what the thetan
is doing (such as flinching) rather than what the body is doing (such as jerking
sideways).
1.6 Running to two major release points in level 1 (help and problems), level 3
(change and ARCXs) and level 4 (responsibility and fixed conditions) as is
currently done in level 0 (straightwire and communications). The courses remain
the same. Each of the two grades is run and attested to individually.
1.7 Redefinition of the state of clear as being "no longer affected by the force
in mental pictures and free from stimulous response reactive thought". You will
find that a clear has a moment of free choice before he dramatizes something (he
decides to let himself have an ARCX etc.). But he can still have out grades and
other abberations. Cancellation of the policy that makes it a suppressive act
to invalidate the state of clear. The state should stand on its own merits
rather than needing to be defended.
1.8 We should reinstate level 0 to 4 training as a prerequisite to the SHSBC
even for Clears and OTs. This encourages people to do their levels right away
and provides a fast and easy gradient into training as an auditor. And it will
speed up the SHSBC considerably.
1.9 Clears and OTs with somatics are to be handled first of all with assists and
if this is inadequate, dianetic rundowns can be used by substituting recall
processes for R3R. NOTS can keep a somatic restimulated (and should be included
as part of the assist handling on an upper level case), but if the somatic is
run out, there is nothing to restimulate.
1.10 Cancellation of confidentiality. However, all rules concerning not going
out-gradient on new people and avoiding stirring up things above the persons
case level will remain in force. All discussion of entities and BTs below the
OT 3 case level is to be restrained and handled by using the referance in
"History of Man" (you get worse if you give them power and you do fine if you
ignore them) and by further pointing out that our senior datum is that the PC
(not entities or whatever) is responsible for the condition he is in. As a last
resort, a troublesome entity can be handled in review by using Nots techniques,
but this is only if the PC insists that its there, you never search for or stir
up these things up below OT 3.
1.11 Improved NOTS correction lists. See Super Scio #6. Add questions like
"blaming something on BTs", "putting them there to run", "bypassed the cause
over life EP" etc. The "point to the being you divided from" process can be
used experimentally in review if the PC insists that he has a split off piece of
himself that needs to be handled. Audited Nots rundowns are not to be done
after a PC has achieved the Solo Nots EP (and it might possibly be achieved on
audited Nots or even on OT 3). BTs can be handled if they show up, but you
don't run processes to search for them once the person has reached the solo nots
EP.
1.12 Audited Nots should be a brief setup and repair and the main thrust should
be solo. Solo Nots should be exported to the AOs as quickly as possible
(discussed further below).
1.13 Clears and OTs with grades style difficulties should have the appropriate
grade run or rehabbed. There is the potential for OT grades processes which go
beyond lower level grades, but this would be something to research.
1.14 Immediate release of OT levels above 8. We need to resume upward motion on
the bridge. At a minimum, old 4 through 7 can be expanded with additional
processes from the 1950s. But the rumor is that Ron left more OT levels which
could be released. So we have lots that can be issued. Beyond this there are
things like handling actual GPMs (see Super Scio #3), so there is no need to
worry about running out of levels before we make a real OT.
1.15 We need a steady export of higher technology to lower organizations. The
ship and flag would remain as centers of technical excellence and have each new
OT level as an exclusive for a period of time, but would not permanently hang
onto services. The ship can do new OT levels. OT8 can be exported to Flag (and
Flag can also pilot new rundowns). Solo Nots can move to the AOs and Nots
auditor training can be done at Saint Hills. The Briefing Course, CCRD, and
solo to OT2 can be exported to the outer orgs. The missions should be allowed
to train people through class 3 (leave class 4 and specialist rundown training
at the outer orgs). Note that the missions must offer training as well as
processing or else we will be forever short of auditors.
1.16 More 1950s tapes should be added to checksheets, expecially on the upper OT
levels.
1.17 If there is something abusive in the Introspection rundown, it should be
revised or cancelled. The same for any other abuse in training or processing.
2. POLICY
2.1 The chaplin's office needs to be beefed up considerably and given the hat of
righting wrongs as discussed earlier. An international chaplin becomes the post
for reforming the subject when there are abusive conditions in policy. If some
new insanity like the "Finance Police" should start up, the Chaplin
International should be powerful enough to stop it dead in its tracks.
2.2 The org board should be changed to place treasury under HCO and move dissem
to the public divisions so that the org exec division can become pure tech and
get a tech hotshot on the exec council as discussed earlier.
2.3 Management by stats would be changed to management by good indicators with
stats being a highly important management indicator.
2.4 Reinstate "Only Accounts Talks Money".
2.5 Cancel the RPF and substitute a non-abusive staff rehabilitation program to
get failing staff members back in shape.
2.6 Real cancellation of Fair Game and Disconnection. The non-enturbulation
policy would remain in effect and would be subsituted for disconnection when
necessary to ensure case progress. This is currently used when two
Scientologists in good standing are at each others throats and going PTS to each
other. We will give non-Scientologists the same curtesy while ensuring that the
PC is left alone while he is getting audited.
2.7 Tech training of staff members is to be given preferance over management
training once a staff member has learned his post hat. Staff co-audits on
everything (using readit-drillit-doit as needed) and local delivery of solo
levels to staff (as soon as a CS is available) will be used to ensure that staff
make good case progress and move up the bridge. This training and processing is
their exchange for long hours and low pay and should really be pushed so that
staff aren't taken advantage of.
2.8 Lower conditions are not to be assigned except in flagrant circumstances.
And the chaplin has the right to overrule these even in the face of policy.
Reinstate "Ethics exists to get tech in" (if its not interfearing with the PCs
auditing, leave it alone).
2.9 Review and cleanup financial and pricing policies. We should make our money
on volume of flow rather than high prices. Outer orgs should not be drained to
finance the top command structure because they generate the volume flow that
keeps the entire structure doing well. We should have regular lower prices
rather than crazy discount schemes. Efforts should be made to streamline
progress so that people get more "bang for the bucks" rather than trying to milk
as much as possible before letting somebody move on.
2.10 Simplification and removal of unnecessary steps on routing forms. It
should be fast and fun to move through lines rather than an annoyance.
2.11 Full reinstatement of the 1967 policy "New 2D Rules". Drop all rules
against homosexuals etc. Keep people from messing each other up and encourage
them to put aside their 2D games while they are trying to get through a new
level, but otherwise leave them alone. If somebody is abberated, it will get
run out eventually. We are not the morals police. The Sea Org does have an
image to maintain, so their staff shouldn't be wildly promiscious or throwing
orgies, but they don't have to be more puritanical than what is currently
accepted by the society at large.
2.12 Re-emphasize that policy is a guiding thing rather than an absolute (see
"Theory of Organization: What is Policy").
2.13 More truth, more communication, more ARC. Less concern with PR. More
compassion and less harrassment.
Note that some abbusive things, such as the "overboards" were cancelled long
ago.
3. EXTERNAL AFFAIRS
3.1 An immediate end to the "war with the squirrels". Acceptance of the
freezone as a group with shared goals but differences of opinion.
3.2 Cool down the "war with the psychs". Abusive and barbaric phychiatric
practices such as shock treatment remain a target, but many don't engage in
these. The orgs general attitude should be that they are usually lacking in
spiritual enlightenment and are a bit out of date rather than considering them
to be a source of evil.
3.3 Stop fighting the metaphysical community. Mixing practices should remain in
force to the degree that you don't engage in metaphysical actions at the same
time that you are trying to do a Scientology level, but there is no other block.
Let them read Krishnamurti or cast a horoscope as long as they keep it off lines
and put it aside while they are doing a course or getting audited.
3.4 Cancel "Issue Authority". Allow free and open discussions, especially on
the internet. If we let satisfied public chat as they see fit without bothering
them with ethics and letting them talk freely (even when they disagree with tech
or policy), there will be enough good communication to balance any amount of
viscious attacks. Also cancel "Jokers and Degraders". Humor is not a crime. A
viscious attack disguised as humor should be handled based on the visciousness
rather than destroying our sense of humor.
3.5 Stop attacking the internet. Make peace with the webmasters etc. Build
good relations.
3.6 Drop all court cases except those necessary to defend the organization from
harm, and try to settle those in a reasonable manner as well.
3.7 Add a powerful Chaplin's division to OSA. It should work to right wrongs
and clean up our external relations. I would not disarm OSA because of the
occasional vengeful attacker who will not see reason, but this becomes a last
resort. Walk softly and carry a big stick becomes the keynote rather than
savagely attacking everything that moves.
3.8 Separate the publication of tapes, books, and bulletins from orthodox
Scientology. Golden Era and Bridge should act as service organizations who sell
materials (even those currently labled confidential) to everybody, even freezone
and declared enemies of the church. Try to get everything available and get the
prices down. Make money on volume.
3.9 Issue an absolute general amnesty, with no amends required, covering every
possible offense. In the future, only declare people as enemies if they are
truely attacking the organization. Do not declare people who disagree with us
or blow or join the freezone. And realize that even an enemy is not fair game,
the laws of the land still hold true. The high scaled viewpoint is to fight
one's opponents with honor rather than treachery.
3.10 Allow people to move between the orgs and the freezone and back again. The
org should maintain its position by the excellence of its technical delivery
rather than by stomping out the competition.
There is lots more that could be done: Group processing on TV, a new Dianetic
home co-audit book, simplification of policy, expansion of tech, an honest
biography of Ron etc. But the above should be enough to clean things up and
create a boom in the subject.
-- 4. SCIENTOLOGY POINTS FOR REFORM --------------------------------------------
The above is a bit too long and complex to serve as a rallying cry, and it
requires too much understanding of tech and policy to be easily passed around.
So here is an abbreviated, simplified list to use in pushing for a reformation
of Scientology.
The general target is a restoration of truth, open communication, and care for
one's fellow man.
1. Recognition that the subject is still on a research line. Redefinition of
the State of Clear as being "no longer affected by the force in mental pictures
and free from stimulous response reactive thought". Acknowlegement that this
does not errase the grades of release or handle the basic problems, overts, and
upsets which originally caused the being to decay. The OT levels are a gradient
to allow the being to reach these on the early track.
2. Cancellation of confidentially. Re-emphasis of Scientology as a religion and
abandoment of the viewpoint that it is a business with trade secrets.
Termination of all leagal suits except those necessary to defend the church from
direct attack. As a matter of relegious freedom, all materials should be easily
available to anyone regardless of their status within orthodox Scientology.
3. Promotion of free and open communication. Cancellation of "Issue Authority"
"Jokers and Degraders". Use of "mixing practices" only to forbid actual
practice while trying to do a Scientology level at the same time. An end to the
persecution of squirrels and psychs except for situations of actual physical
abuse. A recognition that we have shared goals with many other groups.
4. Cancellation of eligability checks for students and PCs. Restoration of the
sancitity of the confessional, even for those who subsequently are labled as
enemies. Use of the FPRD only as a major case action for the purpose of case
gain and not to gather data.
5. Cancellation of all policies on suppressive persons and an end to declaring
people SPs. Use of "non-enturbulation orders" for the duration of training or
processing as a last resort when a PTS condition cannot otherwise be handled.
An absolute and total amnesty for all past actions (because we'll never sort out
what was or wasn't justified). Subsequently, people are only to be declared as
enemies if they engage in flagrant and unreasonable attacks against the church.
People who disagree or blow are not to be labled as enemies. Elimination of the
use of "lower conditions" except in circumstances of outright damage and danger.
6. Establishment of an International Chaplin, a chaplin's division within OSA,
and an expanded office of the chaplin within the organizations, all with the
power to right wrongs, override policy as needed, and keep the orgs operating in
an ethical manner towards their staff and public.
7. An end to all physical abuse, including cancellation of the RPF and an end to
all penalties for lower conditions.
8. Intensive tech training, co-auditing, and solo auditing delivered locally to
all staff as an exchange for the low pay and long working hours.
9. A steady release of new OT levels and a steady downward export of levels to
the next lower level of organization as the new levels become the premier
service for the top level orgs.
10. A cleanup and simplification of pricing. Ethical behaviour on the subject
of money. Restoration of the policy "Only Accounts Talks Money".
11, Full reinstatement of the 1967 policy "New 2D Rules". Drop all rules
against homosexuals etc. The Sea Org does have an image to maintain, so their
staff shouldn't be wildly promiscious or throwing orgies, but they don't have to
be more puritanical than what is currently accepted by the society at large.
12. Change from management by stats to management by good indicators with stats
being a highly important management indicator.
13. Re-emphasize that policy is a guiding thing rather than an absolute (see
"Theory of Organization: What is Policy").
14. More truth, more communication, more ARC. Less concern with PR. More
compassion and less harrassment.
I would intend that amnesty to apply to everybody on both sides of the fence.
One big reason that revolutions go sour when they win is that they take revenge
on the overthrown regime. This is why things never change so much as they
remain the same. The revolutionaries soon take on the color of those whom they
deposed. You break this and many other deadly cycles by means of forgiveness.
Christ was right. Forgiveness is one of the keys to getting out of the trap.
