1.) Now the PRODUCT OFFICER must be able to recognize and want the product. And the ORG OFFICER must be able to make somebody a member of the team, and give him enough expertize so that he can demonstrate his competence.
2.) When a person gets ENOUGH expertise to demonstrate his competence, he BECOMES A MEMBER OF THE TEAM.
3.) So these are quite different functions.
4.) Now as an Executive Director running a Product Officer and an Org Officer you will run into this immediate problem: You may start giving the WRONG orders to the WRONG person.
i.e. Products to the Org officer or team orders for improvement of competence to the Product Officer.
5.) You may have the "cold words" but you don't have the "music" until you actually run this system. It speeds up beyond belief. It's like mixing fire and dynamite.
6.) Now when this system speeds up it will impinge upon every non-team member or poorly organized area and you will get blow-ups at these points. (It will seek out every weak line, terminal or function and expose it.)
7.) People may even get the "idea" to "slow it down", it's "too fast". Ex: The old tale of the salt mill which kept grinding out salt. No one could stop it, so they threw it in the ocean and that's why the ocean is salty.
8.) The scares (most lacking) thing in the Universe is a HAT.
9.) Every point the team breaks down, the Org Officer will find an UNWORN HAT.
10.) The Org Officer must be an expert at MINI-HATTING.
11.) He must also be able to run through the org doing INSTANT HATTING - "here's your post", "there's your position on the org board", "when this particle comes to you, do this and that", "send it to…", "file this copy here", "got it?", "Here's a particle… do it.", etc.
12.) That is all most companies do - but it's JUST THE BEGINNING - then comes mini hat & full hat. Or it will be YEARS before he finds out his full job!
13.) This "rapid hatting" is always the 1st job of the Org Officer. Or the team member will get in the road of the rest of the team & slow it down. Then products don't get out and morale goes down.
14.) So ethics is not first. Hatting is 1st. (HAT, DON'T HIT.)
15.) An Org has to be pretty big to have ED AND P/O AND O/O. Usually the ED IS the P/O.
16.) As the org grows it becomes:
I) ED is the P/O (Planning & Production) has O/O (Team hatting & organizing)
II)
III)
(The PR Officer is handled by the product Officer - surveys, finds the HE&R, gives Data to Org Officer for handling on the team.)
17.) Remember, PR is NOT "being nice" to people. You can, of course, be nice to people. But it is not PR, PR is a subject which handles HE&R.
18.) Now a person can be not wearing his hat because of ignorance or because of HE&R.
19.) The Org Officer is interested in the team and putting the pieces back together.
The Product officer is interested in Products.
The ED has to know which function belongs where and to Coordinate it and Plan it.
All have to know the Org Board cold.
20.) In Org Series 10, you find the "Analysis of Organization by Products":
Thus, your products are:
1. The established machine.
2. The machine's product.
3. The corrected machine.
4. The corrected product.
21.) The Org Officer has products 1 & 3. The Product Officer has products 2 & 4.
22.) The Law of this is: When the Product Officer finds he is doing a 4.) he shoots it to the Org Officer to do a 3.) to get it back to a 1.) so he can again get 2.)'s.
23.) The Org Officer works for the Product Officer, not the ED or C/O.
24.) The first PRODUCT of the ED or C/O is a Product Officer. The first PRODUCT of the Product Officer is an Org Officer. The first PRODUCT of the Org Officer is an HCO Area Secretary. And the first PRODUCT of the HCO Area Secretary is an HCO.
25.) HCO continues the Establishment.
26.) If this is all in place, the Product Officer can keep on getting Product 2.)'s.
27.) When a Product Officer finds himself doing Product 4.)'s, he slides a note to the Org Officer to handle 3.) and get it back to 1.), so he can get 2.)'s again.
28.) The Org Officer can get "out of phase" as he has 4 actions:
(5 m to a day)
1) The immediate action. (2 weeks)
2) The medium range action. (6 months)
3) The long range action. (2 years)
4) The very long action (say two years from now).
29.) The Product Officer has to KNOW a product when he sees one, WANT the product, and be able to GET it.
30.) He may not get it on time, it may not be as fancy or big as it should, but he's got to get it. (Quantity - Quality - Viability).
31.) A longer term product, like a "completed project" by the Flag Bureau (Management) may take some time and is not as visible as a short-range close-up product.
32.) Take a ship - a "voyage product". I worked on this with no Org Officer - just to get a feel of Product Officering on a short-range product.
(He gives example of customs clearance delaying the voyage because of the cross order from a junior giving the officials the wrong time of departure.)
33.) To keep all the products straight as an ED or C/O, you make 4 cards - of the 4.) Products - and 3 more - Quantity, Quality, Viability - and as you work on something turn them up to the right pair - then you see who it belongs to, the P/O or O/O.
Ex:
Prod 3.) - Quantity - Org Officer
Prod 2.) - Quality - Product Officer
34.) An intermittent flow is one thing but a non-uniform flow is something else.
(Intermittent) - (Non-Uniform)
35.) What really bugs production in NON-UNIFORMITY on the assembly line.
36.) The Product Officer should spot non-uniformities, and hand it to the Org Officer to GET uniformities.
37.) Ex: Tech Services has some auditors writing up sessions after session, and some at end of day. Some pc's are sent to auditor, some wait for auditor to come to them. If all were unhatted, you would get total non-uniformity and chaotic, slow, production.
38.) Non-uniform flows can over-whelm an org. But I suspect there are very few orgs where all have even done a staff-hat. (Which tells them how to route dispatches, how to use a purchase order, send a compliance, etc.)
39.) There is the "hat or the group" and the "hat of the individual". When either of these is unknown or not worn, you get a non-uniformity of system or flow which blocks or blows production.
40.) This is the music - when it goes well it's FAST - Wham! Bang! Bong!
41.) The Product Officer has to keep a note book of the notes given to the Org Officer - Date: Item: - then he can tell if the Establishment is improving.
42.) If the notes are the SAME week by week, the O/O is ineffective. The check on the P/O is of course the STATS of the org.
43.) Our "stats of an org" are not just volume checks, they interlock in such a way as to give an analysis of the whole org. I hope they are not changed.
44.) If just the Valuable Final Products of the Org were staticizied, you might not be able to get a total picture.
45.) Volume stats which give no idea of Quality or Viability, can give you a False Picture.
46.) Ex: Org with high hours but few completions. Handled the "repairing of repairs" and other non-productive auditing actions and it improved greatly in one week.
47.) We are trying to produce a high-quality volume product which also has viability. Now viability does not always have to do with money.
48.) What COIN, for instance, is an HGC spending? THE AUDITORS HOUR. The STUDENTS HOUR and INSTRUCTOR'S MINUTE are being spent in the training department. What do they buy?
49.) If you OWE too many you can be "Bankrupt". You owe the public more hours than you can deliver. This is lowered viability.
50.) ECONOMICS is the subject which is now opening up. It has to do with VIABILITY, not "money".
51.) There is an internal viability and economics in an org which is amazing. Backlogs of unhandled sits and actions OWED can create a "bankrupt" - unable to exchange - situation. No viability.
52.) If you are OVERmanned in an area, you are wasting the time of those extra staff - they may even get into "creating situations" to handle to appear busy and thus viable! (The police do this sometimes.)
53.) So, viability to a Product Officer is: What has he got to spend?
For gods' sakes - spend it! And what can he buy with it? And don't owe too much of it that he can't supply.
54.) These are the factors involved with the economics of the job.
55.) What is the "coin" of the division, department, section?
56.) This translates into MONEY in an economic society.
57.) Money is an "idea backed by confidence" (or "enforced confidence").
58.) The basis of money is eggs & beans, products & services, not gold.
59.) When inflation occurs, what do they drop back to? - BARTER & Trade goods - not gold. Gold is a wrong item, non-sequiter.
60.) And what does an org have to barter with? - Production minutes - well done auditing hours - supervisor minutes - intensives - courses - grades - OT levels.
61.) You can measure and department's spent "COINS" against RESULTS & valuable final products of the org. A sloppy - inaccurate - translation is, of course, - money. It is only the EXCHANGE media. It could as well be shoes, food, necessities, valuable things, etc.
62.) A VALUABLE FINAL PRODUCT is one that can be translated into the society for the wherewithal to survive. Completed pcs, students who CAN apply, sold & delivered books, tapes, meters, insignia.
63.) In the West, it can all be translated to money, but in other societies it may be BARTER that can get the wherewithal to survive.
64.) So the Product Officer has to deal with Economics. He should know how much the product COST to get. Not in terms of money, necessairly, but in the terms of the coins of the various divisions who produced it - the auditor hours, supervisor minutes - for example. Or man-hours of work.
65.) The Product Officer has to RECOGNIZE the COIN. The Org Officer has to make the COIN VALID.
66.) For instance, an auditing hour could be not valuable if not "well-done". Or it could be applied to a no product use - like auditing an ex-staff for free. So the Product Officer and Org Officer are both interested in this from the viewpoint of ECONOMICS.
67.) Flag & CLOs operate on one more via: What can they make the org make? Can it make the org make enough to afford the CLO and Flag? This is what has to be done to stay viable thru the whole network.
68.) How do you make a division more viable? Handle all backlogs, Hat everyone on their duties, get a team operation going.
69.) The whole subject of ECONOMICS can be seen in this PROD-ORG, VOLUME - QUALITY - VIABILITY context. (ECONOMICS translates into "more and more viability by exchange of more volume & quality products and services for survival and expansion across the dynamics".)
70.) The Product Officer GETS the Product. The Org Officer puts the org there that gets the product.
The Product Officer is Senior to the Org Officer. Why?
Because the Product of the Org is NOT the ORG. But you have to have an org there to get the product.
71.) BASIC LAW: THE WAY YOU INCREASE QUALITY IS TO INCREASE THE ORGANIZATION. You increase the Quality of the Org, you increase the Quality of COINS the Org spends, thus you increase the Quality of the Product.
72.) To increase the Quality of an Org, you take all the bugs out of the assembly line, hat people better, maybe increase it numerically too. Uniformity, efficiency , all improved.
73.) Keep the team briefed, or the Reg may not know what's coming out the other end, especially if the re-signup line is out. Then they have NOT REALITY on what they are selling. May even feel it's an overt to sell it!
74.) So an essential in any team is BRIEFING, keeping them informed of what's going on.
75.) The PR man for the Prod Officer can be a sort of "cheerleader" to keep everybody informed on what's going on.
76.) One PR function is "Interpreting the Policies of Management", and thus includes briefing staff.
77.) The public involved here is your own staff. (So it is to handle an HE&R = a NO reaction).
78.) The purpose of staff briefings is to keep people informed as a TEAM. It is a team - 1st, last, and always! (a 3rd Dynamic)
79.) How does an org become a team?
1. Each Div has a secretary who is the Product Officer FOR THAT DIVISION.
2. Each Div. Has a Deputy Sec. who is the Org Officer FOR THAT DIVISION.
3. There is also the Product Officer for the whole Org.
4. And the Org Officer for the whole Org.
5. The Product Officer has a Product Conference with all the Div Prod. Officers.
6. The Org Officer has a conference with all the D/Div Heads, or Org Officers. The Org Conference.
7. The Product Conference is senior to the Org Conference.
8. The Product Conference lays out the Products they are going to get.
9. The Org conference gets their notes & plan and works out the Organization steps needed to back it up.
80.) Targets would be in categories of IMMEDIATE, MEDIUM RANGE, LONG RANGE, VERY LONG RANGE.
81.) In a big org, that's the team! It would be established by time schedules and deadlines, so it would coordinate into cycles of action.
82.) Very few orgs even get out of "immediate" targets, But you DO WANT TO GET OUT OF IT. That's what makes it a TEAM. (It's isn't just in COPE, it's ORGANIZED.)
83.) The Product Conf. takes place before the Org Conf. It isn't a democratic thing. The Prod. Conf. ORDERS the Org. Conf. to prepare for these products.
84.) From the Target Series Policies, the Org Conference would write & do the PRIMARY TARGETS.
85.) All of this is coordinated by the PLANNING OFFICER. The ED, or an ED serving as a Prod Officer, can't be sitting in a ivory tower.
86.) A Product Officer's best friends are his feet. He RUNS!
87.) You have to have data, and the data you want is a STAT. Not "PR". REAL, ACTUAL STATS.
88.) Remember, the stat may not reflect quality & viability.
89.) It's YOURS fault as an exec if you don't have good stats there that represent the quality. YOU have to analyze them.
90.) How much can organization improve things? We are a long way from being perfect. But we have a lot of information and tech data, training expertise, etc. And we have technology which hasn't seen the light of day before. We have the tools. All we have to do is KNOW those and get them APPLIED.
91.) All Organization has value to the degree it brings about PRODUCTION.
92.) An Organization tends to get into trouble if it doesn't have a PRODUCT - if it doesn't have production.
93.) One org that ruled the planet in recent centuries hat a very tricky stat - nobody could count it - the Christian Church Stat of "Souls gone to Heaven". (Laugh)
94.) You don't have to even be very good to "succeed". But when you have a team and you really know what you are doing with products and organization - God help the Planet! (we can really make some changes on it!).