

ORGANIZATION SERIES - PART 02 OF 20

[New name: How To Present Scientology To The World]



HOW TO CREATE AND INSTRUCT A PE COURSE, PART II

A lecture given on 18 October 1956

[Start of Lecture]

Thank you.

Now that I've talked all around the subject, I've braced myself
up now to take a solid tackle at the subject itself: How do you
teach and administer a PE Course?

(1) You establish what to avoid in the area, (2) you establish
what you can help in the area. And let me add to that, (3) you
teach -- while teaching a PE Course (according to public advice)
-- something that is a privilege to attend.

And one of the formulas is to find out what people still respect.
You can add that up and think it over any way you please. To make
it more specific than this, however, is to invite you to make a
mistake.

One, two, three -- what you avoid; what you can help; and then
you run, according to its name, something it is a privilege to
attend.

And having done this, it is usually a good thing to inform the
Central Organization what you are doing and to give them a couple
of dollars to coax them into mailing an announcement to the
people in your immediate area. This is somewhat impressive. The
organization in Washington sends to the people of Riverside who
are intimate with Scientology -- that they have on their mailing
list -- an announcement from Washington. You get the idea? Some
such activity. They know then that something is happening.

Now, one of the biggest mistakes that can be made in running a PE
Course is not to let me in on it. You would admit the lowest
laborer in your area, so it isn't too much to ask that you send
me an invitation too. The reason for that is I get continual
questions asked me: "Is there a PE Course running in this area?"
And if I don't know you're there, I can't say yes.

Now, when an auditor asks that, that means he's going to set one
up. And that means you'd get competition that would suddenly
spring into view, and competition is not necessarily good. Two PE
Courses run poorly side by side.

In the first place, we don't have enough auditors to cover the
areas that are to be covered, and in the second place, by pulling
everything in toward a centralized activity the course is big
enough to support the auditors that are running it. You follow
that? Teamwork.

You'll be busy enough fighting city hall or somebody for the
first few weeks of play. You don't need competitors in your
immediate vicinity who know as much about it as you do. So,
invite me to attend too.

Now, having put out the word, by whatever means, that you're
running one, be sure that you have administration to take care of
one. That's often a little step that people omit. We omitted it
in 1950. Some people can remember this I see.

How do you get the word out? Well, I'd told you one suggestion:
Send a couple of dollars to Silver Spring, Maryland, and ask them
to inform anybody they have on the mailing list in your immediate
area that you're running a PE Course, starting such and such a
date, at such and such a place, run by such and such a person.
You got the idea? They print up a little card and send it out.
All right.

The next one has to do with advertising in the local papers. Now,
advertising in a big-city daily is a catastrophe. It's not just a
mistake; it's a catastrophe. It takes your bankroll without
giving you any students. Nobody ever reads the classified
sections except the proofreaders and the people who want you to
read the classified sections. I don't know why, but classified
sections are no longer drooled over by the general public. They
apparently avoid them. And the number of course attendees that
you get out of running something in the "Los Angeles Daily Slime"
-- "Slimes," excuse me -- will be disheartening.

It's very expensive advertising; it doesn't cover to the people
you want it to cover to.

And we get here the biggest single problem in the conduct of a PE
Course: How to get the word out, initially. If you get enough
people going through the course, they will get enough people
going through the course -- particularly since you now have
available for sale to your people in the course Scientology:
Fundamentals of Thought. This is a big thing. Don't depend on
people who come there and sit down and just listen to you once,
out of a fog, to pick up something that they take away and tell
their next-door neighbor straightly. Lord knows what they tell
their next-door neighbor about this. But if they have a book --
they can let them read a book -- why, the fellow can comm lag his
way through the first chapter and discover that there is
something here.

Now, there's another factor that is avoided there, is the contest
value of friendship. Because Joe is going is no reason for Bill
to go, but if they both read the same book they'll both go. This
is quite amazing. It takes, then, a third party, you might say,
to create a good agreement there.

There is another book, The Problems of Work, which is straightly
aimed at the PE Course attendees. These are inexpensive books.
The sale of them helps finance your PE Course. You can buy these
books for a 50 percent discount and that permits you to put 50
percent of the gross sales of each book into your PE Course
exchequer.

But getting the word out initially is difficult because there
isn't anybody there, perhaps, into whose hands you could place a
book.

Now remember, the only thing you're trying to do initially is to
have some people that you can talk to and into whose hands you
can place a few pamphlets or books. That's all you're trying to
do. You already answered these first three things. You know,
then, what your program will be. You may not call it a Personnel
Efficiency Course, but you will call it something. You will avoid
the things you should avoid in the area, and you will have
something that's a privilege for them to hear and know about.
We've already got that set up. That's the program. That's the
overall policy of our PE Course. That isn't what we teach; that's
just the policy from which we teach. And you set that up and you
remember it, and it becomes a common denominator to what you say
to these people.

Now, all you have to have is a number of people into whose hands
you can somehow ingratiate a small book. That's very simple,
isn't it? -- since those people don't have to dislodge themselves
from the place they are to where you are. That isn't necessarily
a step that has to be taken the first time. If you try to take
this step the first time you're liable to be in difficulties.
Your PE Course is not likely to be well attended perhaps, and
perhaps it is.

There are all sorts of idiosyncrasies, by the way. Trying to give
this course free in New York City is difficult, because a New
Yorker knows that everything that is free is no good. It is not a
privilege to attend anything that is free. It's only a privilege
to attend something for which you pay. And we've started the
policy of making people pay for the free course, then we get
people to attend.

Elsewhere, they attend a free course, and then the first course
they attend that they pay for is the Advanced Course. But
remember, this is only the first requisite. The first requisite
there: You have your policy, you know what your program is then
from the policy, and you merely want to get a number of people
interested in this subject and get their names and addresses, and
be able to collect yourself a group in this fashion.

So therefore, it is a very logical thing to find places where
people sit down that you can stand up and say something. That's
an easy one, isn't it? You could actually put a list of places
where this happens. This happens at YMCAs. This happens at
women's clubs. They're always starved for speakers. This happens
at various group meetings of the Kiwanis Clubs, you see, the
Rotarians, all sorts of things.

Although I will admit that I have appeared before the Optimist
Club, have given a very nice talk and have distributed a bunch of
Self Analysis and have never heard from any of them. This I will
admit. But they didn't expect to have anything happen; they
expected everybody to come there and be optimistic.

That is only one form of approach, you see. You can also simply
disseminate the information that you're holding a course, have a
place to hold it, wait for people to turn up, hand them out some
literature on it, sell them some books, give them the first
lesson, tell them to be back tomorrow night -- something on this
order, you see. You can also do it very straightforwardly.

It doesn't matter how you do it. Whatever method you use, be
effective, please. Don't be ineffective, and don't give a PE
Course with two people in it for one week and then give up. That
only tells you that you haven't accomplished the first step,
which is to get a book into the hands of a lot of people. That's
the first step. Do you see that?

You would be amazed -- and us old Dianeticists could tell you
better than others, if you're new at this business -- how much
pounding it takes to get any kind of a reaction at all. I have
known old Dianeticists to sit on people's chests with Book One
and beat them in the face with it for hours on end before...

Now, there's an oddity about this program. Dianetics is well
known. It's much better known than you think it is. It's much
better known than we in Dianetics and Scientology believe it is,
because we never contact it to amount to anything. We have
avoided it to some degree. It's fascinating.

In the first place, we haven't had the book. It was owned by
people whose political appointments were slightly questionable.
And that book has just been taken out of their hands, with its
electrotype plates, spare copies and lists of addresses of
bookstores that buy it, and is now totally in our possession. We
own this book again. And this has only been a matter of the last
week, as I speak to you here, that we own this book. Now we're
just this moment going out on a program of placing this book in
as many bookstores as it should be in.

The book, by the way, after six years of neglect, still had a
sales level in bookstores comparable to the routine best seller.
This is the most fantastic thing you ever heard of. No book six
years old ever sells anywhere. And it's not available in
secondhand bookstores. In spite of the tremendous number of them
that have been sold, you can't buy one secondhand!

One of the reasons -- I don't like to mention names and so I
won't -- but there is a large company called the Nelson Company
whose vested interest is the sale of Bibles. And we wondered at
first why they were so cool toward publishing anything, until we
received some of their literature and saw that the Nelson Bible
was the thing that everybody should use to hold down the center
tablecloth in the parlor. And then we understood.

Psychiatry and the Bible have closed terminals. They had to unite
forces, being aware of our presence in the world. Factually true.
A very odd thing that a Bible publishing house would suddenly
acquire, lock, stock and barrel, a psychiatric-textbook house,
yet that's what happened. And in that purchase, Dianetics: The
Modern Science of Mental Health dropped into the lap of this
Bible company. And they got rid of it like it was burning up the
joint. And so it did come back into our hands. We were able to
purchase it and its electrotype plates, and we are putting it
back in the bookstores where it has been carefully restrained all
these years. So we'll be hearing more of Dianetics. This is for
sure.

We're hearing lots about Dianetics right now. I don't know how
many letters we get. It's a very small number, but we still get
letters: "We have just read the book Dianetics: The Modern
Science of Mental Health." I don't know what it is. It's some
very low number; maybe one a week or maybe even two or three a
month. One a day?

Male voice: One.

Yeah, about one a day. That's a pretty interesting figure. And it
isn't even being distributed.

But that, we have learned -- that I have learned -- is the source
of public interest: the published book, the disseminated book.
Any book will do as a disseminating medium, but a paperback is
not as good as a hard-cover book. In spite of the fact that a
hard-cover book actually costs more money. A paperback doesn't do
as well for you as it might.

So, what do we get to here? The HASI London, the Founding Church,
Washington, DC., have both learned the hard way. And oddly
enough, I have learned the hard way. Imagine me having to learn
this, you see. I did though; I had to learn it. I cognited over
in London on it -- almost took my head off. I usually try to be a
couple of hundred yards away when I cognite. It took actually
eight months of reduced activity in the HASI London to make me
look and look hard.

Now, we had advertised. We had advertised in various publications
during that eight months. We had given away free pamphlets. We
had done this; we had done that. We had tried all sorts of
tricks, but we couldn't figure out why our volume of action was
low. Until we suddenly realized that Mr. Derrick Ridgeway, the
publisher of Dianetics: The Modern Science of Mental Health and
Self Analysis in England, had gone bankrupt about eight months
before, and all of the books had been pulled out of the
bookstores and had not been in the bookstores for eight months.

And I looked at this and I said, "No! Don't tell me that
advertising, don't tell me that heavy press relations, newspaper
stories and other things do not influence our business one
shilling -- but that the disappearance of a hardcover or a
paperback book out of the bookstores can be fatal to it!"

And we went at once on a program of straightening this out and
our business is back up. It took that to teach me. It was an
interesting thing to learn -- for me to learn, for an author to
learn. It was not something I ordinarily would've figured out.

In other words, what I'm telling you is this: Two organizations
in America and England have learned this the hard way -- that you
cannot do business without the dissemination of the basic
publications of Dianetics and Scientology. If you think you can,
try it. We'll have just as much bad luck, I am sure, as we had on
both sides of the Atlantic. This is a fascinating point. This is
a very fascinating point -- not one that I would've suspected or
put this much weight on: that the public has faith in a hard-
cover book! But if they don't have it as mass in their hands,
they don't have any faith in it at all!

Now, a paperback book, if it's nicely printed, is a poor
substitute but it is a substitute. And below that, there is no
substitute. Do you follow me very closely here?

I will tell you, then, that for success in a given area to take
place in the absence of your bookstores locally stocking and
selling the publications of Dianetics and Scientology is a feat
to end all feats. So this becomes part -- and there's no pitch
here; I'm just talking to you -- this becomes part of the
activities of dissemination and recruiting for a PE Course: that
you make sure, over their dead bodies, protests, apathy, that
they have a couple of your books sitting in their window and that
they will sell them to people. You got it? That's necessary.

It doesn't matter if you get the books and put them in the
bookstore on consignment, to be paid for when they sell them, but
they must be there! The public doesn't believe in something that
isn't for sale in the local bookstore. And if they can't find it
in the library it isn't believable either. So it looks like
you'll have to put a couple of copies of several of these books
in the local library so there won't be too big a waiting list --
but so there will be some waiting list.

And you have to go up and say to the librarian, "Now, these books
are of considerable interest. You probably have had a copy of one
or another of these things, but they're probably all worn out.
And the local chapter has decided to donate, as a public-spirited
gesture, these hard-cover volumes to your shelves. And make sure
they go on them. Don't put them anyplace else. And file them
under 'self-help."'

Now, we'll have to look up the exact library filing that these
things should be under, because they tend to put them under
psychiatry. And actually, when I'm cruising around the country
one way or the other, I pass by one of these books on the
psychiatric shelf and I shiver. You know, it's bad taste. It's
just bad taste, that's all. It doesn't belong there. There's no
relationship between psychiatry and that.

I tell you there's no relationship because we have a goal the
psychiatrists don't have. I invite you sometime to go and talk to
a psychiatrist or psychologist and ask him what he intends to do
with people and wait in vain for him to tell you he intends to
make them well, make them more sane or make them more able.
You'll wait in vain. So you don't want to get that association
going. You want to stay in the field of ability, which is the
next point.

When you place them in the library, don't let them associate. And
when you talk about it in the public, don't let it associate! You
talk about ability. You talk about "people who are unable are
also sick," but don't talk about people who come to you should be
ill. Don't give it a medical approach. You sell ability one way
or the other. You sell capability one way or the other.

Now, there is your book program. You've got to sell books to
people; you've got to have books to sell people; you've got to
put books into the local bookstores; you've got to put the books
in the local library. You've got to do these things or nobody
believes you're there. Because they go and ask to be told by the
shelf before they're told by a human being. You see that?

Now, part of your dissemination course has nothing whatsoever to
do with going near the press. Leave it alone, because it is a via
which is not reliable. It does not express value or public
opinion. That is our experience. It is interested in
sensationalism. And that people's IQ can change when generation
after generation of mental experts claimed it could not; that
people who were sick in bed are now walking and well; that pilots
who long since should have been retired, can fly -- that isn't
sensational enough!

What is a newspaper definition of sensationalism? "He's dead in
an awfully messy way!"

So, no matter what -- now you listen to me -- no matter what a
reporter says he's going to do for you, no matter how well he
says he's going to do it for you, no matter how much he says he's
on your side, close the door quietly in his puss. He has never
given anybody a break, not just us. The only way to lick this
might be along some way of actually writing to the local news
services, and so forth, and forbidding them to publish anything.
Of course, you'd get something published.

We have never been helped by advertising. We have never been
helped by newspaper stories. The number of queries which have
come in have been the same before and after good and bad national
publicity. And we've had plenty of it -- plenty of national
publicity. And we've had quite a bit of good publicity, except
nobody ever bothers to clip this out and send it to me. It's
fascinating the amount of words that have been written on this
subject without changing one iota the practice of a single
auditor, without changing in the least the enrollment into the
Academy or clinic. It's fascinating how little effect the
newspaper has on anything.

It was once true that if you weren't mentioned in the newspapers,
you weren't. That era has gone. Today, if you're not in a book,
you're not. You get the difference?

As far as television and radio is concerned, they're a lot more
work than they ought to be, but we have successfully run radio
programs. We've run fifteen-minute radio programs in a station
that couldn't be heard more than two blocks away from Hollywood
and Vine. And we've packed them in 125 a night on fifteen-minute
platters that I made on Dianetics. Tiny little area, didn't
amount to anything, not very many people could hear it. It was a
little classical music station nobody would ever pay any
attention to. And for sixty-four consecutive nights we put on a
program fifteen minutes long. And we got on an average of 125 new
people every night walking in. So it can be done.

Radio is evidently a fairly good media, or was. Maybe people
still listen to more radio than they listen to TV, who knows. But
it has proven to be a good medium.

Now, there's no particular reason why they have to listen to my
silver oratorical tones -- you can talk too! If I ever want to
teach you anything, it's that. You can talk. It doesn't matter
how badly or how well you talk, so long as you talk. The only
thing that's wrong is to shut up. That's in agreement with being
dead! You see that?

Every once in a while somebody writes me and asks me for a
fifteen-minute-radio-program tape. Well, I'm looking at several
people right here, right now, who have done this individually and
didn't know that anybody else ever did. But this is the commonest
request I get through the mails. It's real common -- why don't I
make a fifteen-minute tape of something or other.

Well, I made sixty-four fifteen-minute tapes one time in two,
four, five days. Sixty-four fifteen-minute talks in five days.
They drew 125 people a night. But what was I saying? I was just
saying good roads, good weather: "Dianetics is a good thing. Come
on down and listen to a talk on it. There is some hope." And boy,
they came in.

Now, what would be your dissemination program? I'll ten you very
briefly. The effective program! Make that your dissemination
program. It's whatever works, see. However it works.

And when they get there, what do you do? You administrate within
an inch of your life. You understand? Don't get the idea that you
can exist as a communication line without being a terminal. Don't
get the idea that pieces of paper and bodies can fly in, in your
direction, carom around and bounce off, fortuitously landing in
the proper chair at the proper place. They don't.

It is success or failure in auditing whether or not one can
handle bodies or not handle them. If you can handle and place
bodies, you'll be a successful auditor. If you can't, you'll be a
flop.

If you can handle and place successfully, bodies, in terms of
groups -- which are only composed of individuals -- your PE
Course will be a success. If you can't, it'll be a flop. And the
first step toward handling them is good, even, orderly
administration. You think it's too much work? No, it's too much
work not to have good administration.

When they walk in, get them to sign an enrollment paper. Make
them enroll; don't let them walk in. Sign them up. Put them in
the files. Sometime during the course, talk to them, interview
them, put the results of the interview on the piece of paper.
File it carefully. Give them tests before, tests afterwards. What
kind of tests? I don't care!

You can't teach a PE Course without raising people's IQ -- it's
not possible. You tell them some of the facts of life and they
get bright. They get brighter than if you group audit them.
Remember that. So, you've got to have that test.

Keep the record on the person. Make sure that if the course
starts at seven o'clock, it starts at seven o'clock -- not seven-
twenty. If there's a break scheduled between eight and eight-
thirty, let that break occur. Make sure they're back at eight-
thirty. You see that? Precision of scheduling gives them
confidence in your stability. Without it they think you're
sloppy, and they're right.

Place them in the proper number of chairs. Put them where they
are; take them away from where they are. Be cause to that course.
Handle them, and keep records. Have their address, their phone
number, the name of their girlfriend, the name of their wife. Get
all the dope. File it properly and alphabetically with their
tests, so that you can lay your hands on their folder at any
time.

Joe Jones came to you in a PE Course on Monday, November umph.
Make sure there's a folder there that says "Jones, Joe," and when
he enrolled and what he did and his IQs and any correspondence
that he handed you. You've always got Joe Jones right there as a
mass. It's magic. It's just like the witch doctor takes the
amulet. See, don't ever avoid this. Don't ever avoid Joe Jones to
the level of not keeping a folder on Joe Jones. Why? Because you
can help him. You can do a lot for Joe Jones. And if you lose his
folder, you'll cause him an awful lot of randomity -- and
yourself too.

What do you do with this folder and the tests after you've taken
all these things? You enroll your Advanced Course from it, that's
what you do. How? Well, you don't send out a continuous,
continuing barrage of publications and issues and memos and
letters and pleadings and so forth to the same group. You cut
this down as fast as they don't respond. Got it? And the whole
clue is, keep people going through the course. It is the number
of bodies you handle, not the thoroughness with which you handle
a few.

The whole key of a successful course is volume of people. Keep
them moving. Get them in, get them out. Discourage repetitive
weeks attendance. Discourage it. Make them enroll, tell them
they're through with that one. They want some more training, they
can enroll in the Advanced Course. Just as simple as that.

Now, no matter whether you're running a course in a week; or a
course in two weeks at three nights a week, sandwiched with an
Advanced Course; or whether you're running another system of free
course for one week, two weeks, three weeks until you get enough
people to make an Advanced Course -- and then you knock out your
free course and teach your Advanced Course till you've used up
all those people, and then start a free course again, without
scheduling it; just by calling people up... That's randomity I
know. But it still can be that sloppy and succeed. You teach
night courses long enough until you get enough people to attend
your Advanced Course; and then teach it and get it over with; and
then go on and teach free courses to recruit a new Advanced
Course; and handle number of people and handle them well and
handle them with precision, and you'll win.

But if for one moment you forget to procure, you're dead. If you
forget to procure people -- to bring them in and get rid of them
-- you're dead. And if for one moment you forget to administer
properly and take care of the people you have got, you're dead.
That's a fact. We've tried it both ways. I talk from a depth of
experience. It's just about the evenest thing you ever did if you
handle it in this fashion. You pay attention to procurement, you
pay attention to handling it and getting rid of it.

Now listen, the value of the course is in itself. The funny part
of it is that very few people ever get startled because you
deliver what you say you're going to deliver. You say you're
going to make them better and you're going to make them smarter
and you're going to make them healthier and you're going to make
it so they can probably get promoted or they're more stable or
secure in their job. That's fine. Do you know those people go
away and never tell you. Now, I have to tell you this because you
may not find it out for a while. They go away and they never tell
you.

And one day you're looking for a secretary or something, you
remember a secretary that went through your course. so you call
up this girl and you say, "Now, Isabel, how about coming in and
working for us?"

And she says, "Oh, I couldn't do that."

"What's the matter?"

"Well, I've gotten a raise."

"Yes."

"And I'm getting promoted. I'm executive secretary to the boss
now, but they're thinking of making me an assistant something."

"Oh."

And you say, "Well, when did all this happen?"

"Well, it's just like you said. Are you surprised?"

Here we have the strangeness of the course itself. It just
delivers very nicely. And because it delivers very nicely doesn't
mean that you don't pay attention to it. You've got to pay
attention to it. The one thing that's got to be live is that
course. But the course is dead if you don't procure well and
administer well.

All right. Now, what do you do with all this administration? What
else do you do with it besides file it and do all sorts of weird
things with it? Well, you cull it. One of the things you do with
it, you cull it. You put these people aside over here as being
dead ducks, and you keep these people that are fairly live.

But right after you've taught a course, there is a trick that
always works. You write and tell them to come in and see you
personally about their intelligence test. That's all you say: you
have the figures on it now, and you've got to talk to them about
it. And you write them that briefly; personal letter, out it
goes. They're in and seeing you. A surprising number of them come
in.

When they come in you point out the fact that they've made this
much gain or that they haven't gained. Just point out the truth
to them whatever it is.

And having pointed this out to them, you say, "All right. Now, we
can't guarantee anything better than this unless you go into the
Advanced Course. And we're trying to do our best for you, and the
thing for you to do now is to sign up and go into the Advanced
Course. Here's the thing that you sign and you sign on this line
here. That's right. And be sure and be here next Monday night."
They do. But "How would you like to join the next Advanced
Course? It is only fifty dollars," and they stay away in droves.

Why? You're dealing with people who can't make decisions. Would
you run Part B of 8-C before you ran Part A? You certainly
wouldn't. Well, these people when they come in have to have Part
A run on them! Don't forget that. You tell them what to do.

What would they expect the Red Cross to do? What would they
expect a government office to do? A government office has
suddenly undertaken to make them more efficient and happier and
make their life calmer -- the government office has undertaken
this. When the people reported in, if the government office was a
public office of this character, they would simply say, "You fill
out this, you do this and you go there. This is where you appear.
Go over by the cashier, and you pay your taxes over that way."
And the people would do it, wouldn't they?

The moment that you say, "Now, we've helped you out and we want
to help you out more, and we want you to decide whether or not
you're going to have further training." You take yourself out of
the category of the Red Cross. You take yourself out of the
category of an authoritative organization. Why take yourself out
of that category? You modest?

You would be amazed how many times, if you picked up the
telephone, called a number at random and told the person to
report -- how many times he'd actually come over. Remember that.
Don't ask a person if he wants any processing. Tell him when to
come to your office.

I've even done this amazing thing: I have seen somebody that
needed some auditing. I've gone over and told them very sharply
and pleasantly that they needed some auditing, they needed some
processing, they needed some treatment for what was wrong with
them, and here was the card, here was the office hours, here's
the time they were supposed to report, and to please be there at
four o'clock and please not be late. I give them this problem so
that they can concentrate on the problem of not being late.

And they miss anything else and they appear, and I give them some
processing and straighten them out, and tell them what we're
doing, and straighten them out and run them out of there at the
proper hour, and then send them a bill and they pay it. Never at
any one time do we ever discuss Scientology.

You know, you spend so much time selling people that you never
have a chance to do anything to them. That's very often the case,
you know, very often the case.

You place yourself in an authoritative position and your PE
Course will be an enormous success. You treat yourself as a
public service that is really doing something. You think of it in
the form of you are actually a logical person to take care of the
disabilities, the inabilities and so forth of an area, to take
care of its efficiency, that you're the person in the area who
safeguards its industrial programs. Just cast yourself in that
role, act accordingly, be awfully amazed if anybody doesn't do
what you ask them to do, and you're a howling success. That's all
there is to it.

So, how do you teach this course? Well, you get the books in the
bookstores, and you get the people there. And once they've gotten
there what do you tell them?

Well, boy, you will lay the most dreadful egg that any ostrich
ever fell over if you try to teach them the entirety of
Scientology: The Fundamentals of Thought.

What you teach them is a very, very simple thing. You teach them
the basic and fundamental principles of Scientology. And these
are:

"The cycle of action of the MEST universe is create-survive-
destroy." If you can teach these people that in a couple of
hours, you're doing fine.

The next thing that you teach them is the eight dynamics. This
disenturbulates life and compartments it and individuates it so
that it isn't a big, horrible blur. Teach them the eight
dynamics, definition for; give them illustrations of, and that's
that. And if you can teach them that in a couple of hours you're
doing awful well.

Now, you teach them about ARC -- affinity, reality and
communication -- and how you use it and employ it in the general
activities of life. And, boy, if you can teach them that in four
hours, you're a genius. Just that, see: "There is affinity, there
is reality, there is communication." That's what you teach them
in four hours.

The next thing you can teach them about is some havingness --
possession, environment, contact. There is such a thing as a
universe. There is such a thing as this room. There is such a
thing as a typewriter or a drill press. Things are. Things exist.
And people have them or don't have them at will.

Now, these are awful fundamental things. These are terribly
fundamental. There are some more fundamentals of exactly this
nature and character that you could teach them. But don't try to
teach them that in the same course. You teach this course in a
peculiar way, very peculiar way. You teach this course by getting
a maximum of agreement with the people you're trying to teach
these things to.

Now, you all learned Dianetics and Scientology by hard study,
application, observation, experience, rationalization and so
forth. You didn't learn it in ten hours. Did you?

Audience: No.

Well, by golly, don't try to teach it in ten hours because you
won't be able to. And that's that.

Therefore, the course material on which everything depends must
be something at a level that people can grasp. You would be
amazed how complex you have to make the cycle of action before
people are willing to grasp it. How many examples you have to
give before they suddenly see the light. How involved you have to
make it, how fantastically important you have to make it till
they know this thing, before they finally are willing to grasp
this thing.

If you can get them to define it, and get them to argue with each
other about the definitions of it, the fact that you would stand
there and devote an hour or two to the constant definition of
this one thing teaches them that it's terribly complex, terribly
important and awfully complicated!

And yet it clears them up all the way through, and they go out of
there saying, "What do you know! People get born. They live! They
die! What do you know!" And it becomes a stable datum. And
because it is one of the master stable datums in the bank that
you've restimulated and brought up through, you've clarified a
lot of confusion for them.

Now that's all you do, is you get them to agree on stable data.
Very definite, distinct, basic, Scientology stable data. And if
you do that well, if you get their participation -- and you won't
be able to get their participation or teach this way unless you
yourself can and are willing to handle a group -- you will then
walk those people out of there with a higher IQ boost than you
would have gotten with the same number of hours of group
auditing. That's a hell of a thing but it's a fact.

What they need is understanding at this level, not processing.
You yourself can know your material so well that you cannot
conceive how these people would be even vaguely interested in
these baby simplicities! That's what you say, see. What you
think. And you sometimes feel embarrassed after about your second
PE Course standing there telling people that they are born, that
they live and that they die!

And so you yourself try to make it complicated enough for you to
be interested in. Well, learn to duplicate. By the time you've
taught it three or four times, your amazement has worn off, and
your own level of sincerity and your desire to help these
people... When you see what it actually does for them, you will
have lost all your diffidence along this line. You will no longer
be diffident about pounding these things through.

It is the symptom of a new Instructor that he has to be
tremendously complex in what he says. That is a symptom of a new
Instructor. And you'll all make the same mistake. Make it. No
matter how simply you talked complicatedly -- see, no matter how
simply you talk complicatedly during your first PE Course -- you
still will not have stressed sufficiently the basic data you
should have relayed. You will still have too much extraneous
material.

You will still have added too many factors in Scientology to that
series of lectures.

Now, it is also a mistake not to tell these people that they are
studying, and looking into the teeth, a thing called Scientology.
There is a certain diffidence on the part of some people to say
they are studying a specific thing. They feel they will alarm
people. Now this is an oddity.

This is only, by the way, peculiar in people who are having a
hard time of it. I'm not saying that to be sarcastic; it is true.
They very often are avoiding the subject themselves in some
fashion. They're hoping that the auditor will overlook the
majority of their engrams or something and the next thing you
know, they try to minimize this. Don't. It's a tremendous
simplicity, but people need a label so that they can talk about
something and you're dealing with word of mouth. And if they know
nothing about it and yet know the word Scientology, they're all
experts.

You would be amazed the expert conversations I have heard between
two people on the subject of Dianetics, who knew that Dianetics
had something to do with mental health, and that's all they knew.

But the most learned conversation ensued that I ever heard. I sat
there at the end of the table, at the head of which they were
arguing -- and they didn't know my name or who I was -- and they
had this tremendously fascinating conversation. They several
times asked me to chip in my two cents worth and give them my
opinion on it, but I kept telling them I'd never heard of it in a
straight fashion. I'd never been given a very straight rendition
of it, and so I couldn't express an opinion. The evening still
finished with me with the reputation of being a very wise man.

Now here, here we have, in essence, the various items which are
the most important: Establishing the policy. Making out of this
policy the actual substance of what we're going to tell people,
the way we're going to write our literature, what we're going to
adhere to, what we're going to call our course. Out of those
three first items I gave you, we're going to make this policy.
And this policy will create our lectures. It will create our
public presence. It will create to a marked degree our exact form
of address to the people who come to us to be taught.

The next step in it is to make sure that you understand
completely that it is the hard-cover or even the paperback book
or publication available in the bookstores... People don't have
to buy it in the bookstores; they have to know it is in the
bookstores. This makes them feel comfortable, makes it real. And
in the local libraries. And if it's in those places then people
know it is real. And if you surreptitiously were to stamp your
name and address and the name and address of the PE Course --
such as this: "This book donated to the Riverside Public Library
by the Riverside Efficiency Club. Something or other, something
or other Orange Street," see. People would still know where to
find you.

Also be in a phone book. You can be listed under almost anything,
now. We've got the telephone company so beaten down and confused
they don't know which end they're standing on.

And then make sure that your administration advertises you as
being as efficient as you would like other people to be. There's
a peculiar liability, a peculiar Achilles' heel, in teaching an
efficiency course: You lay yourself open to so much criticism if
you're inefficient. Don't let this drive you into being more
efficient however. The reason you're being more efficient is
because you are more efficient. You got that?

Make sure that your administration is very good. By this I mean
that your records are kept, your people are enrolled, you have an
account of the money received, you've given them proper receipts.
When you sell the books, you know how many books you've sold. You
know how many books are still on the shelf. All of that sort of
thing, you know -- your office records.

Do you know an office person or an executive works as hard as he
is avoiding administration. That's a maxim. He works as hard as
he is avoiding good administration. People come upstairs here the
last day or so, and they don't find me working. I don't work
anymore. I quit working a long time ago. I quit working the day I
found out that one could administer.

I quit working the day I found out that I was trying to keep comm
lines poised in midair on one side and flowing on the other side,
and so on. That I was putting tremendous effort along these comm
lines. What I do now is set up a terminal. I don't put the
terminal on automatic, I merely let the comm lines flow and stop
and flow. It's very simple. I keep an eye on them, and when they
need some action, why, I take the action. That doesn't mean I'm
not busy; I just don't work anymore. I'm awfully busy.

You would be amazed how many dollars can be lost in a confusion
of papers. I have seen an office lose twenty-five thousand
dollars worth of business in the course of about four months.
That's quite a lot of business to lose in the course of four
months, isn't it? I've just seen two thousand dollars lost in the
course of three-and-a-half weeks -- too close to home to be
comfortable. There was a change of post and the terminal on that
post didn't adequately snap up to the same volume of handling as
the one who had pulled off of it. And there was that much
business dropped.

If you want to know what's happened to your income, it's because
you aren't getting bodies in or out. If you want to know why you
aren't getting bodies in or out, consult books and consult the
policy of your teaching, and consult as well your administration.
You can cost yourself fantastic sums of money by mailing to
people that you have already covered fifteen times, and who are
so tired of hearing from you, they'd love to shoot you. Don't
ever get yourself into a mail-order-house classification. Don't
ever do that. It's a waste of time and cash.

You'd have more luck just calling up people at random on the
phone, saying, "Have you ever heard of Scientology? Well, why
not? What's the matter, are you backwards?"

You'd actually have more luck doing this than to mail repeatedly,
repeatedly, repeatedly to a worn-out set of names that you
recruited in the first place at the end of a shotgun.

No, you've got to procure bodies. And if you're not procuring
bodies and throwing bodies out the side door, and if you're not
calling them back to talk to them about their IQ and get them
enrolled in Advanced Courses, you're not serving your community.

Service is the keynote of success. It is. That isn't an isolated
datum that's thrown into some Dale Carnegish bric-a-brac. That is
one of the more important data you ever looked at. If you're
dealing with the third dynamic and you want to know the road to
success or away from it, look at service. You will be paid for as
much service as you give. And if you don't give service, you
won't get paid -- unless, of course, you're a government.

If you want to make money without giving service, you'll have to
do it at the end of a bayonet. That's correct. It'll take force,
duress, scareheads. You know, typical "Everybody in the country
is going insane. Seven hundred and seventy-five thousand
Americans are admitted to institutions every day. You too can go
crazy!"

It takes this kind of advertising. It takes this kind of
pressure. It takes billions of dollars of government
appropriation in order to keep an organization going that isn't
giving service. It takes bayonets! Really. If you're not going to
use bayonets, you have to give service. That's all there is to
it. And you're not in a position to use bayonets. They get rusty
in the California climate.

Now, here we have a vital service rendered to the community. And
the only danger you will encounter is that you yourself discount
its vitality and vitalness. If you yourself discount how much
service you actually are capable of rendering to your community,
you will undersell it. You will never do anything but undersell
it no matter what you say. It hasn't been here for a couple,
three, four, six, eighteen billion years.

How the devil can you undersell it? You can't oversell it. You
can't undersell it. Because no matter what you say about it, as
long as you're trying to push it in the right direction, you will
be somewhere within the realm of truth.

Maybe it is very bad for people to become more able. When half
the populace becomes wolves and the other half is still jack
rabbits, you naturally will have to have the other half that are
jack rabbits made into wolves, and now somebody will invent a
superwolf, won't they?

Now, I am afraid that's the way the scientist thinks about these
things. When people are civilized they don't become wolves. That
blows up the whole thing.

You're the single most vital civilizing influence on earth today.
If you don't tell people this, if you don't conduct yourself
accordingly as a public service with a greater level of authority
given to you by your command of knowledge of life, what you are
and what you're doing, then you'll keep playing along in the bush
league. You establish by your own postulate the size and
importance of your own activity.

Service is something you will have to give. You have to learn to
give service. You have to learn not to be cross because you're
awakened in the middle of the night.

Remember that by getting all those people in and sending them out
you're going to get people who will take an Advanced Course. And
that's a very simple thing to give. The first week of an Advanced
Course is Dianetics 1955, the second week is Science of Survival.
Therefore, you can enroll every Monday by teaching such a course.

All right. Your next thing you sell is auditing. Only you don't
come around and tell people that you'd like it if they ask you
for some auditing. You tell them to report and you tell how much
it costs. Same way. You're a public service, you understand? And
as such, people who aren't doing so well at their typing or their
clerking or their executing, and so forth, need assistance. And
you tell them so, and that's the way they're supposed to do, and
they're supposed to come in, and they're supposed to sit down,
and they're supposed to pay you the twenty-five an hour that they
got for it. Whatever it is, it doesn't matter, don't you see.

Act on a level of authority and act with efficiency and give
service. The funny part of it is you can't help yourself, you can
give service. So the only thing that'll lick you is inactivity.
And that's the only thing that really would knock you out of
action in running a PE Course.

And I hope the material I've given you will be of some use to you
here in the coming months.

Thank you.

Thank you very much. Good night.

[End of Lecture]
