Scientology Org Boards
|Scientology Org Boards|
|Type of Article||Category:History of Scientology|
This is a stub. In other words it's a beginning to a rather large subject, an invitation for others to join in with their contributions from their experience and knowledge in true Wikipedia spirit.
At the foot of this article you will find diagrams of Scientology Org Boards. These are taken from the book Modern Management Technology Defined (commonly known as the Admin Dictionary). The pictures show various Org Boards roughly in chronological order. It should be noted they only show the upper part of the Org Boards. The lower parts have a number of individual hats in the 7 and 9 division Org boards under sections in departments led by an officer.
We probably need a picture here of a Seven Division Org Board in a Scientology Org. Any offers? Just pop into your local holy Scientology Org with your camera and ask politely if you can take a photograph of their Org Board for a FriScientology Internet site.
Six Department Org Board[edit | edit source]
by Antony Phillips[edit | edit source]
This is the Org Board in action when I worked at HASI London in the late fifties (first diagram below). It seemed to work smoothly as a whole. We didn't really notice it. In actual fact HCO (Hubbard Communications office) was a separate organisation. Before I joined staff it was my and everybody else's big ambition to come into HCO. Then you were close to Ron it was supposed. There were two staff members Rhona Earnshaw, later Swinburne and then Smidt, who died only a few years ago [] and Peter Hemery. Before I joined, Jack Parkhouse was Association Secretary (here called Organisation Secretary, but the organisation was called Hubbard Association of Scientologists, HASI, so he was Association Secretary). Jack "recruited me" to take over the organisation in Dublin, which was called the American College of Personal Efficiency, I had a part-time evening receptionist and a part-time evening Advanced Course Instructor. I reported weekly to Jack Parkhouse and Ron Hubbard. After 6 months I was relieved after failing to make a success of it. I then joined HASI London staff which presumably had the first Org Board you have below. I then took the humble posts of shipping (sending books out by post to buyers), memberships, and tape library, none of which appear on that Org Board but would have been under the Department of Materiel. After a short while I got a weekend job as one of the three weekend HPA course instructors (Academy course). Later the other two left leaving me to run the three sections of the HPA course, and during the week I became first Director of Training and then a staff auditor all of which would have been in the Technical Division. After that I became Director of the PE Foundation but was unable to make that flourish and as they didn't increase my pay I left HASI staff in huff. During the time I was at London HASI Ron introduced Policy on tech-admin ratio which (then) stated that there should be an equal number of people in the Technical Division as they were in the Administrative Division.
You will notice that the words "staff meeting" on the 6 Div Org board below appear on the side to the left. I think the staff meeting was once a month and wasn't a very popular thing to come to as it occurred in one's free time (in the evening). However once we got to know that Ron Hubbard was coming to the staff meeting so everybody attended that particular staff meeting. There was a reason why he came. Up to that time we got a flat rate of pay. As far as I can remember I got £8 a week for the weekday post. It would appear that Hubbard in some weeks had a problem making ends meet. The proposal was that the week's pay (we were paid weekly in England those days on many jobs, including when I was an optician) should be based on the income for the previous week. A proportion of the income from the previous week was allotted to staff wages the following week. Thus the unit system was born were each staff member was allotted a certain number of units and each unit was proportional to the income received in the previous week. It was voted in "democratically" by a staff meeting at London Org in about 1958. There were some advantages to the unit wage system, for example staff who wanted auditing paid the units of the auditor and received no pay for the week they were having auditing. Thus if you wanted cheap auditing it was a good idea to take a week off when the unit was low (auditing was normally sold in units of one week, 25 hours, or 12 1/2 hours, a week evenings or a weekend). I took advantage of that at least twice, (once in 1959 apparently going clear; you were not "supposed" to go clear until 1967 after John McMasters had done it!).
In actual fact I wasn't very much aware of the Org Board when I worked at London Org. An important point to bear in mind was that Ron was doing a lot of research (resulting in the auditing processes which we have such as in the grades) and openly stated that he didn't want to expand Scientology until he had the tech taped. The Seven Division Org Board which came in 1965 was design for an expanding organisation in order to help its expansion.
The First Seven Division Org Board[edit | edit source]
by Antony Phillips[edit | edit source]
I was at Saint Hill (on staff) when the Seven Division Org Board came out. However due to some unusual circumstance I was at that time a full-time student on the Saint Hill Briefing Course this with my full staff wages (not unit system at Saint Hill). I was just obeying Ron's orders,, but Saint Hill was expanding and was terribly busy, and others on staff didn't really see why I should be on full-time study when they were so to speak "working their guts out". I understand their discontent reached the ears of Ron Hubbard and I was therefore put back on staff with the title of Director of Routing, Appearances and Personnel. You will see that is Department 1 Division I of the Seven Division Org Board. I had working with me (under me) a full-time receptionist, an HCO Courier (a non-Scientology staff member whose sole job was to accompany people who had just become Clear to get their certificates and carry their preclear folder from one place to another around the grounds of Saint Hill), and a Personal Procurement Officer (this would now be called a recruiter, I guess). So I was left with with all the other hats in that department, and they were many. For example (coming under Routing and also Appearances) I had to make sure there were signs on all the doors and that things looked neat and tidy (they gave me a box of titling equipment that Ron had used in filmmaking and I was told to be very careful of it because it was Ron's). Possibly because Saint Hill was a fairly large place and there were many people there Ron invented the idea of Routing Forms. I didn't know how to do a routing form, but they just told me to do it. Apparently Ron complained that the routing forms weren't being done and I got a lot of pressure to do the routing forms, so in the end instead of sitting at my desk I hid myself the boiler room (boiler space, it was hardly a room) and worked on these routing forms and nobody could find me and disturb me!
My experience as Director of RAP was not at all happy. There was however an interesting intermission. An Org Board has many posts on it, certainly the 7 division Org Board does, they are not marked up on the illustration given in this article. One of the many posts I was "holding from above" (anybody at any position on normal board has to also do all the jobs under him or her if they were not filled and that is called "holding the post from above") was Org Board in charge. This involved "keeping the Org Board up to date". As we were expanding there were many changes to the Org Board and people moved from post to post (you could better say from pillar to post, describing what went on at Saint Hill at that time!). Apart from writing routing forms and handling all sorts of questions do with my post I had to keep the Org Board up to date. At that time at Saint Hill we worked a normal day as far as I can remember was 9.30 in the morning till 5 at night with an hour for lunch. We had the weekends off (I think at that time they had started forcing us to come in in the evenings to study Policy).
Anyway I came in one Saturday morning to try and bring the Org Board up to date. The Org Board hung as a large plywood board, painted blue, in reception and I was standing there with a dynamo machine (machine producing sticky nameplates for sticking on the Org Board). And Ron Hubbard came in. We were alone together for about an hour. He talked about the Org Board, and I managed to complain to him about my problems on one post I had (holding from above) and that was Personnel Officer. I was responsible for personnel over the whole Org. But in that post I was only an officer (low status). So I got into sort of arguments with Secretaries – 2 rungs higher on the status scale! I had figured out a solution to this, because I felt that HCO (Division I) as a whole had a higher status than the other divisions in the Org. So I suggested to Ron that the Org Board should be arranged so that HCO (Division I) stood a centimetre higher than the other divisions. He agreed with me and said Qual division should also be higher – "Write that up in a policy", he told me. Talk with him went on for about an hour, he doing most of the talking. Really it was all about the Org Board which was still fairly new to him, I suppose. At one point he was talking to me about the awareness levels – each department has an awareness level near the top, although they're not in the drawings below. Suddenly as he talked he stopped and looked intensively for some moments at the board. It seemed to me that he was concentrating and thinking very hard. When he had done that a little while he said to me pointing at levels "this should be" and named it and "this should be" and he named it et cetera. And then he said "write that up in a Policy". I duly wrote it up in as Policy Letter, sent it along the lines and it didn't get issued. Sometime later, when I'd been forcibly removed from the post of Director of RAP and placed in ignominy as Mimeo Officer (a lowly post in division 2) I found the Policy which I had written in accordance with Ron's instructions, and with great trouble got it published as a Policy Letter (though my name does not appear on it!).
Saint Hill was expanding fast and needed lots of new staff to fill new posts. That was my responsibility together with the Personnel Procurement Officer. Therefore, like a bolt from the blue in my reality, a Committee of Evidence was called on me and the Personal Procurement Officer. We were found guilty, and I was assigned (presumably as my only "punishment") to the more lowly post of Mimeo Officer, duplicating and supplying copies of Policy Letters and Bulletins and other semi-printed material for the whole organisation. That was something more within my abilities and I didn't get comm evd from that.
Pubs Org Seven Division Org Board[edit | edit source]
by Antony Phillips[edit | edit source]
The Seven Division Org Board which Saint Hill worked on got unwieldy and it was decided to separate the management of Scientology worldwide into a separate Seven Division Org Board which was known by the initials WW. Therefore at Saint Hill Manor there were two Seven Division Organisations; known as SH and WW. It was decided (inevitably by Ron) to separate out the publishing and manufacturing functions into a separate organisation, which first was part of the Department in worldwide called Publications. On the first of January 1968 a SecEd (secretarial to the Executive Director) was issued listing a number of people (including myself as Mimeo Officer) who were removed from the organisation they were in (WW or SH) and placed in new Department of Publications in WW headed by David Ziff. It wasn't long before this became a seven division organisation. We don't have a copy of their Org Board but in essence it was an ordinary seven division Org Board except what is normally called the Tech Division was called the Production Division and the three departments were called Department of Tech Services (which serviced the other two departments), Department of Production Activities and the Department of Production Manufacture. The first department serviced the other two, while Production Activities designed and prepared items (we dealt in books, recorded lectures, E-meters and insignia like clear bracelets, clear pins and ties/scarves) and the Department of Production Manufacture mass produced those items or got all sorts of other people or firms to do so.
Personal Notes on SoS and Org Boards[edit | edit source]
by Antony Phillips[edit | edit source]
My understanding is that Science of Survival, which is a large book far more detailed than other Scientology books by LRH, was written at a time when Ron Hubbard had had control of Scientology organisations taken away from him and he had time on his hands and was able to study in very great detail the tone scale in very many aspects of life. It is a marvellously well thought out treaties on the tone scale but has its flaws. The flaw that is well known is the placing of homosexuality and sexual perversion at 1.1.
The Seven Division Org Board is also a work of fairly high meticulousness, but it is not flawless. In the only discussion I had with Ron about anything at one point he looked very closely at the org board pondered it deeply and pointed out and corrected a small flaw in it. At the time the Seven Division Org Board was implemented Saint Hill was expanding very rapidly, and there was a lot of stress not only in the area I was in, Department One, but in the whole organisation. Ron was busily occupied with handling that and apart from small things like the extra policies he issued after talking to me he didn't have time (I guess) to make a detailed study of how the Org Board was actually working in practice and correct flaws.
When Ron issued the Seven Division Org Board he boasted of it that it was made on the basis of the Org Board of an organisation that lasted a very long time, but he had built into the Seven Division Org Board a Qual Division which would prevent it going wrong. In your opinion did it go wrong?
The philosophic principles behind Org Boards (Organising Boards) can be used in many areas. It can be applied to a single person's personal life with great success. But there is a vast difference between applying it to a single person and a large or small organisation, where one is likely to run into small squabbles in the nature of "that's not my hat!" and "that's his hat, I'm not going to do it!". In those situations it's more useful to work on sort of gung ho and "cope before organising" principles.
Org Boards are but tools. It is the sound common sense and the industry of those who use an Org Board which are vital elements to make it work optimally.
Org Board[edit | edit source]
by L Ron Hubbard[edit | edit source]
Every Exec has his own personal org bd. Really it's at least 21 Depts.
But you don't have to go that fancy.
I had an org bd once that was 8 folders, each representing traffic from a major org, reports placed in it latest on top, a communicator who did the placing, a greeter who handled bodies and an inspector that was me. Just myself and one other. But it was an org. With that "org bd" I handled all the Scientology in the world at that time, lectured, researched and had ample time left over. It reduced full time cope to a part time job. Later 100 staff members (WW) replaced me as Exec Dir and I moved off post. They were all very busy but they didn't even know they had an org bd they were on, no individual operated his own personal org bd. Their cope and ignorance took the stats right on down. But they sure were busy coping!
The antithesis (opposite) of an org bd is confusion. The amount of confusion present doesn't add up to production, even though it is totally exhausting. The end product one wants is not exhaustion. The amount of energy expended does not measure production. Production is solely the amount of completed cycles that occur. The more they are planned in sequence and the better the different types are channeled the more production will occur.
So cope by all means but don't forget to organize a little each time you get a chance. The end product of cope is drown. The end product of organize is freedom.
L. RON HUBBARD Founder
This is taken from HCO Policy Letter of 14th September 1970 entitled "Cope and Organize". See []
Org Boards taken from Modern Management Technology Defined[edit | edit source]