Okay, now I’m really going to step into it! If you were to meet me, you’d never think I was the type to stir a hornets’ nest, but when I feel strongly about something, I tend to speak up. Ask my poor hubby…
I’ve noticed a viewpoint that appears to be held by some of the major voices in the Field that bothers me greatly — a blaming of Admin (Green-on-White) for a multitude of sins. Can you say “wrong target”? Most, if not all, the complaints I’ve read and heard regarding Admin can be traced back to a misapplication (or non-application) of Admin. Just as Red-on-White Tech would create poor results if not applied correctly, Green-on-White “tech” must also be standardly and correctly applied.
Sadly, there’s been widespread misapplication of Admin for many years. It’s usually the result of unhattedness. On the small scale, this plays out with someone slapped onto a post, given a pitiful excuse of a mini-hat (if that), and then yelled at for not producing stats. But the unhattedness goes all the way to the top of Orgs, of Management Orgs, and of CofS itself.
My husband has made the point on his blog that there’s also a problem with ‘corporate culture’. I’m sure there are people who are Admin trained, but after years of being mishandled, yelled at, and beaten down (in some cases, literally), haven’t been able to hold their position in space, going into agreement with the exact wrong way to do things.
Admin is something I know a thing or two about. When I was a Class V Org staff member, I was sent to LA to do the Organization Executive Course (OEC) and Flag Executive Briefing Course (FEBC). For those who don’t know those courses, the OEC covers the main Green volumes (Divisions 0-7) while the FEBC covers the Management Series volumes as well as some excellent LRH tapes (the FEBC and Est O tapes). The analogy used is that an OEC grad is to Admin as a Class VI auditor is to Tech, while an FEBC compares to a Class VIII auditor. So as an interned FEBC, Exec Status III, I know about Admin and how it’s supposed to work. Sadly, you’d be hard pressed to find it fully and correctly applied in CofS today.
Let’s start with why Admin is so important. Don’t listen to me; look at what LRH says:
HCO PL 29 May 1961 Quality and Admin in Central Orgs (Keeping Scientology Working Series 3):
“Administration is no unimportant function. On the contrary, I had to work in Scientology a long time before I found out that in the absence of good administration, technical quality is impossible.”
HCO PL 4 June 1971 Standard Admin:
“To approach the subject of STANDARD ADMINISTRATION realistically, one first must recognize that a right way to do things can exist.”
“There is a TECH of ADMIN. This would be the right ways to do administration actions or organize something.”
“There are correct ways to do things in ADMIN. For each correct procedure there can be an infinity of incorrect actions.”
“The subject of admin only appears difficult because those involved in it SELDOM LEARN THE CORRECT PROCEDURES. Instead they do other odd things that, taken as a whole, give a thoroughly confused scene.”
“‘On-policy’ (knowing and applying our procedures) has been the common denominator of each boom. ‘Off-policy’ (not knowing, not applying our procedures) has been the common denominator of every org or continental area collapse.”
HCO PL 10 July 1986 Keeping Admin Working:
“It may not be generally understood, however, that the principles given in that policy letter [Keeping Scientology Working, Ed.] do not apply only to what is commonly referred to as ‘tech’ — the first dynamic technology given in HCO Bulletins. You see, when ‘tech’ goes out, the pc suffers. When ‘admin’ goes out, the org declines.
Therefore, to keep Scientology working, all of Scientology, one must insist on standard tech and admin. The principles of unvarying adherence to precise technology, constant alertness to tech alter-is and insistence that every Scientologist abide by these rules apply just as severely to the third dynamic technology of standard administration — POLICY.”
I could go on, but I think you get his point. There’s been way too much misapplication of Admin and I’ve been on the receiving end of some. My org was a hot bed of unhattedness and the unusual solutions, stat pushes, low staff pay, etc. that go along with it. The “it’s 10:00 on a Wednesday night and nobody goes home until we get the Gross Book Sales up!” insanity. I know what it feels like to be subjected to incorrect (or missing altogether) justice actions. I do understand the pain and frustration this misapplication of Admin causes, but I also know what it’s like when it’s done as LRH lays out.
Before we ‘fired’ back into our orgs, FEBCs were treated to a tour of a true “Ideal Org”. It was an amazingly theta experience. The first thing that hit me was the complete and total lack of tension in the air. People were busy getting their products; they were focused, but happy and smiling as they went about their work. It was so unlike any Org I’d been in, from my home Org, to my Continental Liaison Office (CLO), to even Flag Command Bureau where we did our training. If only Int had insisted on getting all Management staff (from Int to Cont levels), through the FEBC program when LRH first developed it (at the time and ongoing to PT), perhaps COB could never have gotten the foothold to do all the damage he did.
Standard Admin has to start at the very top. I can’t speak for today, but when I was on staff, this was part of the problem. As a Class V Org ED, I answered to a Programs Chief at the continental level and that person was either (1) not admin trained at all, (2) beaten down over the years in the SO, or (3) trying to sabotage the Org. I won’t go into the particulars, but trust me, this person didn’t appreciate what an FEBC is trained to do.
My point is that Admin is not the boogeyman. It’s not this terrible tool to hit and hurt the suffering staff. It is misapplication or non-application of Admin that has done so much damage. Let me leave you with one more LRH passage:
HCO PL 10 July 1986 Admin Degrades:
“How does standard ‘green-on-white’ policy get lost? Just as with the ‘red-on-white’ tech of auditing or training, it can potentially be obscured or made to seem unimportant by the actions of an ill-intentioned individual.
“Someone considers that the best way to get a new staff member quickly onto post is to shorten his hat checksheet or label key hat materials as ‘old.’ The new staff member fails, dragging a whole unit or department down with him in a maelstrom of dev-t.
“In a hurry to get something accomplished, someone skimps on the usual, on-policy procedures and routings and soon his improvised (squirreled) ‘handling,’ tolerated by others, becomes ‘the way it’s always done around here.’ And crash goes that area.
“Seeking to get his own stats up at any cost (and ignoring the effects of his actions on the org as a whole), an ‘expert’ manages to obscure standard, on-policy lines and routings and implements his own ‘successful actions,’ then torpedoes any attempt to get policy in. The result — the org falls far short of what it could be producing if it were operating by the book.”