Л Хаббард - Проблемы работы

19. The Supervisor will never give a student opinions about

Scientology without labeling them thoroughly as such;

otherwise, he is to direct only to tested and proven data

concerning Scientology.

20. The Supervisor shall never use a student for his own personal

gain.

21. The Supervisor will be a stable terminal, point the way to stable

data, be certain, but not dogmatic or dictatorial, toward his

students.

22. The Supervisor will keep himself at all times informed of the

most recent Scientology data and procedures and communicate this

information to his students.

------------------------------------------------------------------------

The Credo of a True Group Member

In our bureaucratic age, members of a group are often left feeling hopeless and ineffective in the face of seemingly insurmountable difficulties. Some even come to feel they might be better off without allegiance to any group. But inevitably no one can survive alone, and denying oneself membership in a group is denying oneself that certain pride and satisfaction which can only come through teamwork.

In his research into the technology of groups, L. Ron Hubbard codified the principles which members of any group should follow to attain its goals. These are offered in the following code, written in January 1951.

With these guidelines, a person can greatly increase his contribution to a group, while at the same time maintaining his own self-determinism.

----

1. The successful participant of a group is that participant who

closely approximates in his own activities the ideal, ethic and

rationale of the overall group.

2. The responsibility of the individual for the group as a whole

should not be less than the responsibility of the group for the

individual.

3. The group member has, as part of his responsibility, the smooth

operation of the entire group.

4. A group member must exert and insist upon his rights and

prerogatives as a group member and insist upon the rights and

prerogatives of the group as a group and not let these rights be

diminished in any way or degree for any excuse or claimed

expeditiousness.

5. The member of a true group must exert and practice his right to

contribute to the group. And he must insist upon the right of

the group to contribute to him. He should recognize that a

myriad of group failures will result when either of these

contributions is denied as a right. (A welfare state being that

state in which the member is not permitted to contribute to the

state but must take contribution from the state.)

6. Enturbulence of the affairs of the group by sudden shifts of

plans unjustified by circumstances, breakdown of recognized

channels or cessation of useful operations in a group must be

refused and blocked by the member of a group. He should take

care not to enturbulate a manager and thus lower ARC [under

standing].

7. Failure in planning or failure to recognize goals must be

corrected by the group member for the group by calling the matter

to conference or acting upon his own initiative.

8. A group member must coordinate his initiative with the goals and

rationale of the entire group and with other individual members,

well publishing his activities and intentions so that all

conflicts may be brought forth in advance.

9. A group member must insist upon his right to have initiative.

10. A group member must study and understand and work with the goals,

rationale and executions of the group.

11. A group member must work toward becoming as expert as possible in

his specialized technology and skill in the group and must assist

other individuals of the group to an understanding of that

technology and skill in its place in the organizational

necessities of the group.

12. A group member should have a working knowledge of all

technologies and skills in the group in order to understand them

and their place in the organizational necessities of the group.

13. On the group member depends the height of the ARC [understanding]

of the group. He must insist upon high-level communication lines

and clarity in affinity and reality and know the consequence of

not having such conditions. *And he must work continually and

actively to maintain high ARC in the organization.*

14. A group member has the right of pride in his tasks and a right of

judgement and handling in those tasks.

15. A group member must recognize that he is himself a manager of

some section of the group and/or its tasks and that he himself

must have both the knowledge and right of management in that

sphere for which he is responsible.

16. The group member should not permit laws to be passed which limit

or proscribe the activities of all the members of the group

because of the failure of some of the members of the group.

17. The group member should insist on flexible planning and

unerring execution of plans.

18. The performance of duty at optimum by every member of the group

should be understood by the group member to be the best safeguard

of his own and the group survival. It is the pertinent business

of any member of the group that optimum performance be achieved

by any other member of the group whether chain of command or

similarity of activity sphere warrants such supervision or not.

---------------------------------------------------------------------------

The Credo of a Good and Skilled Manager

Leadership is considered a rare commodity, a gift possessed by a few uncommon individuals. And after a few years in a high executive position, whether in the private or the public sector, many individuals wonder whether this gift is in fact illusory.

In his management technology, L. Ron Hubbard developed a large body of guidelines that enable executives and managers not only to apply their powers with intelligence but to exercise sane leadership that will enable their groups to flourish and prosper. Following this code can greatly increase one's success as a manager in any group, from a business to a commonwealth of nations. This code was also written by L. Ron Hubbard in 1951.

----

To be effective and successful a manager must:

1. Understand as fully as possible the goals and aims of the group

he manages. He must be able to see and embrace the *ideal*

attainment of the goal as envisioned by a goal maker. He must be

able to tolerate and better the *practical* attainments and

advances of which his group and its members may be capable. He

must strive to narrow, always, the ever-existing gulf between the

*ideal* and the *practical*.

2. He must realize that a primary mission is the full and honest

interpretation by himself of the ideal and ethic and their goals

and aims to his subordinates and the group itself. He must lead

creatively and persuasively toward these goals his subordinates,

the group itself and the individuals of the group.

3. He must embrace the organization and act solely for the entire

organization and never form or favor cliques. His judgement of

individuals of the group should be solely in the light of their

worth to the entire group.

4. He must never falter in sacrificing individuals to the good of

the group both in planning and execution and in his justice.

5. He must protect all established communication lines and

complement them where necessary.

6. He must protect all affinity in his charge and have himself

affinity for the group itself.

7. He must attain always to the highest creative reality.

8. His planning must accomplish, in the light of goals and aims, the

activity of the entire group. He must never let organizations

grow and sprawl but, learning by pilots, must keep organizational

planning fresh and flexible.

9. He must recognize in himself the rationale of the group and

receive and evaluate the data out of which he makes his

solutions with the highest attention to the truth of that data.

10. He must constitute himself on the orders of service to the group.

11. He must permit himself to be served well as to his individual

requirements, practicing an economy of his own efforts and

enjoying certain comforts to the wealth of keeping high his

rationale.

12. He should require his subordinates that they relay into their own

spheres of management the whole and entire of his true feelings

and the reasons for his decisions as clearly as they can be

relayed and expanded and interpreted only for the greater

understanding of the individuals governed by those subordinates.

13. He must never permit himself to pervert or mask any portion of

the ideal and ethic on which the group operates nor must he

permit the ideal and ethic to grow old and outmoded and

unworkable. He must never permit his planning to be perverted or

censored by subordinates. He must never permit the ideal and

ethic of the group's individual members to deteriorate, using

always reason to interrupt such a deterioration.

14. He must have faith in the goals, faith in himself and faith in

the group.

15. He must lead by demonstrating always creative and constructive

subgoals. He must not drive by threat and fear.

16. He must realize that every individual in the group is engaged in

some degree in the managing of other men, life and MEST and that

a liberty of management within this code should be allowed to

every such submanager.

Thus conducting himself, a manager can win empire for his group,

whatever that empire may be.

========================================================================

As mentioned earlier, grateful acknowledgement is made to the L. Ron Hubbard Library for permission to reproduce selections from the copyrighted works of L. Ron Hubbard.

"Dianetics," "Hubbard," and "Scientology," are trademarks and service marks owned by the Religious Technology Center and are used with its permission. "Scientologist" is a collective membership mark designating members of the affiliated churches and missions of Scientology. -----------------------------------------------------------------------

-- * Origin: Castle's fidogate. (2:5100/128.0@fidonet) SEEN-BY: 51/2 5100/8 12 14 128 .PATH: 5100/128 8

Л. Р о н Х а б б а р д

ЛЛЛ ЕЕЕЕЕ К К Ц Ц И И И И

Л Л Е К К Ц Ц И И И И

Л Л Е К К Ц Ц И ИИ И ИИ

Л Л ЕЕЕЕ КК Ц Ц И И И И И И

Л Л Е К К Ц Ц ИИ И ИИ И

Л Л Е К К Ц Ц И И И И Л Л ЕЕЕЕЕ К К ЦЦЦЦЦ И И И И

ТЕКСТЫ ЛЕКЦИЙ

Ниже приведены тексты четырех лекций, прочитанных Л.Роном Хаббардом, которые вы будете прослушивать при изучении данного курса. Они даны здесь для вашего удобства, чтобы вы могли, при желании, следить за текстом при прослушивании записи.

Эти лекции были прочитаны Л.Роном Хаббардом в Оклендской Городской Аудитории, расположенной по адресу 10 Тенс-Стрит, г.Окленд, шт.Калифорния.

Две первые лекции, Введение в Дианетику и Что может Дианетика, являются двумя частями публичной лекции, прочитанной вечером 23 сентября 1950 г. Остальные две лекции, приведенные в данной брошюре, были прочитаны в ходе четырехдневного курса по практическому применению Дианетики, начавшегося 26 сентября 1950 г.