Keys To Competence

SEA OBGAlfIZATION
.:.,
FLAG ORDER 3884 29 February 1984

Al1..·80 OI-,s: &: Units
All Be.• Org lIember·s. .' .' . : . ; ., ':r ~.:~.
BCO
. .. ~. .~ .. ~ :'.~"
Qual .:','
..'
! ..'
KEYS· TO COMPBTBNCE COURSE

:': TBB
-
. (BASIe ·tIIJt'. PLAG ORDERs)'
CHECKSBE!T
:.;.. ~ ...' ()RG~ .;'., :

NAME:
POST :
------------- - .........- -_ _;;-
'.~' :.
.... _..;.....,.;~
.. :.;.....;...._... .: .SE.CTION :_.....;.;.
,~ ------------- _
'," ..... :: :i .. \ ," .
DATE STARTED: -~·'..;-"~': ........;..;.:
....• :.D~:rE COIIPLETED: _ _.........~- _ _
~: This checksheet is to be done by ALL current~~d .f,,:,ture

Sea Org members in all Sea Org Orgs and Uni ts. .
It also becomes.the· t1rs,t.'acti9D. 9.fProductOne for a

contracted Sea Org member .who has fully and satis;factorily
completed Prqduct.. Zero. , ..
....... i· •
PREREQUISITE: Fo~ new Sea Org members:

• " .I.;'" 'I. ••
ProductZerq co~pleted.
. '- ~ .' ."
PURPOSE: To niaie a coMPETENT SEA ORG 'MEWill "by. train:l.ng him/her

in the basic LRH Flag Orders of. the Sea Org which are
... the KEYS TO COMPETENCE.
STUDY: The course is done once througp wi:th each item, studied in
sequence as i n d i c a t e d . : .
In studying this checksheet·~ mlLke fQl;L uS.e of".~Study Tech •.

Do not go past a wordto~. dO'not ·understand.· ,Look; up. the word
in the. Technical or Admin Dictionary, or a,good gfl~eral dictionary.
and get i t clarified you proceed. . .' -. .'. before
"
Items marked with an asterisk (*) are to be starrated by

stUdents who are Dot Fast Flow.
NOTE: IF YOU HAVE DIFFICULTY OR CANNOT DO CLAY DEMO AJiy"bEMO,:

OR OTHER PRACTICAL ACTION P~.~I~,~CKSBEET, IMMEDIATE,LY FIND .
AND CLEAR THE MIS-Us UNTI~·Yott.CAN·DO·THE ACTION OR DEMONSTRATION
CALLED FOR. ..' .. :' .' ," '. . .
: '.
..:.
:\ . ,. ",'
LENGTH OF COURSE: aile we.k, •. part t!me.
PRODUCT: A COMPE~NT SEA ()aa.IlEMBER~' ODe Who knows.~ ~de~stands

and' appllea ·tbe· basic..,LRB S.~a Org,l..,g' "O:rders . to 'further
the'Sea Org Purpose '8:Dd ¢()~a~d Ii1te~tio_~.
", , " " . " . '" ' • .1
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• ,1 ~.' i
'Copyright © 1984 L. RqQ i B,,-'bard. . .All; Ushta Reserved.

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1'0 3884
Award of the "CompeteDt Sea Orallember" Certificate also

entitles theaeaOrr ...~r :to ••ar,d of the:
. 1• •
"COMPETBlfT SEA OBO. 1II11BBR'~: ,Ribbon.
o. KBBPING SCIENTOLOGY !ORKING

1. .ROO PL 7 Feb 65 KSW S_ries 1
Retss. 27.8.80 'KEBPING SCIENTOLOGY WORXING _
2. • ROO PL 17 Jun 70RB ICS. Series 5R
Rev. 25.10.83 ' TECHNICAL DBGRADES
I. THE SEA ORG '

1. 1\' Fa 137 THE SEA ORGANIZATION --,--
2. DEMo:' Tbe 9 points concluded by LRB in 1966.
3. F02S4 'MOTTO
4. FO 639 FUNCTIONS OF THE SEA ORG
A RAPID SUIOWlY
5. ~: Demonstrate to YQur twin eacb of the
successful actions (a through p) taken by the
Sea Org in its first year wbich drove Inter-
national Statistics up above any prior period
'in ,~cientology, history. ' " '.
6.
7.
- ---- -
------ - -
,
I
( II. PURPOSE OF THE SEA ORG

1. • Fa 1426 SEA ORa PURPOSE
2.
3.
CLAY DElIO:
1\' BASB oADER 42
The 'purpose of 't~e Sea, Qrg.
' , ' BASIC SO DUTIES" ' ---
4. BSSAY :Wri te a brief essay on, the 'basic Sea
5.
6.
Org dut ies • Turn it' 'in to tbe supervisor ..
---
I I I. COIOWm INTENTION
1. 1\' Po 1725 ' COIiIWm ,'INTENTION
2. • PO 3793-8COIOIAND I1ft'DTIOlf ---
3. DElIO: Demonstrate to your twin the two condi- - - -
tions whicb may exist when a group is not backing
up Command Intention, aDd how each could be
bandled. .
4. DRILL:
,a), trite down at ~east ,5, ..,ctioDS you can take
immediately, trom yo~r post, to' ba,cIt up, CODIIIand
Intelltion.Bt~e 2 copies'ot this. ,Turn 1 copy
in to your' supervisorand'giveou8 copy to your
senior.
b) Actually 00 the actions. Turn a report in - - --
to your senior when all of the actions have been
completed(.
, Senior's Attest:
(To be done and signed off before cours~ is completed.)
------------
5.
6. -
-- -- -
......,
PO 3864 3 -
; .~; .. : ~ ;. .
IV. i
PLANNING ~<,;: ':";' . .; J .'
.~.:' .~ " .).
, I'
1. *FO 433R . ., ..'. ~.':. :BEA ··uliri·::tzons :OF;~P~ING ----.~-

2. ' DEMO: DelllOrlS'tra.te·'the '·"bi.i!tl;tf~'elements in Sea'
3.
Org: planning· .for 'use' itt future' act1 v1't"fes.
i'
I." :: ---
4.
. ..... ' ." ; " ' ..
V. PERFORMANCE " .~ :'. .....
1.
2.
*FO 833
*FO 2722
'. ' : T H E WIN,N1NG 'ATTITU1:>E
COMPETENCE' , ---
3. DEMO: The wiDDing 'at·ti··t:ud(e·~····
4. *FO 3793 ' SPEC'IJ:ATORISM '
: \. ~., ..
,
,----
~--
5. DEMO: Demonstrate to your twin an example 'of
thed1fference between :belhg"~a (SPECTATOR and
being a PARTICIPANT. ", , '
6. '* FO 2750 : "
7. * FSa 517
' ': OPE'RATING~T RisK' ,
THIS: 'IS' YOUR 'LIFE .------
8. *LRH OODS ITEM,'PROFESSIONALISM
3 Nov 73 " , , ' , ,, '
.. ",~,:.----
9.' DEMO : Demonstrate to your' twin "The f ~r,st,
.;
......
10.
lesson about llfe~n
- --
- - --
-
11.
....j..
VI. RANKS AND RATINGS
1. PO 236 RANKS AND RATINGS ..

- - -
---
- -
2. !!!!Q: a) A Rank ",', ,I' ), '
.. ',.; .
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~ .' :
b) A Rating.
3. * PO 3222 COMMAND PERSONNEL -~-
4.
5. -DEMO: How you would select cOIIIIland personnel.
-
----
-
6. .~-----
. '.. :"
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VII. RESP0NSIBILI~
1. * FO 2239 OFFICERS': Br.~J:TTy OFFICJUtS',":
2.
D'. U T I ES","
. ....
DEliO: The reBpons~ibilit1es 9f, th~ Office.r $.Dd ,',',:
, ----
thePetty Officer and ~ow' theser~late, t,o, the,
image of the 'Sea arg" and' l1;s 'po,rer.,' ' _
3. FO 2245 ' ETlnCS'PRESENCE ,i, _
4. * F03182 ,,' ,OFFlCJ:R ,RESPPNSIBILITY '~:.,~ , _

5. * FO 3408 ',' -, OFFICER IRRESPONSIBILITY " , "
6. DEMO: Therespon~ibilftt of a"Sea Org Officer ---- - - -
andhow this contributes to a survival-type
organization. ____
7. ESSAY: Write a brief essay on your responsibility,
from your post and rank or rating as a Sea Org ,
member, for upholding the Sea Org Ethics
purpose.
8. * FO 3448 , , , ~ "'PO:sT'RESPONS'IBILITY
9. * FO4 , . , / SECURltt'ON POST ' ,
-'~-
io. DEMO: The, way to. contribut,~,',',~dbe, secure on, • . '!.
yow: post. ,----

11. !' ...•.
_ . _ . ~
12. "
VI II .ORDERS ',: ~ ~: ;. t . ',',c '

.•:.,1'1, . '. ;( .
1. * FO 407 ",;'\ ORDEBs ;AND '!tESPONSIBILITY
~-----
,2'. * FO,$,(J5' !;~. ," '1':~"" :iADII'lN'I STRAT.I ON .
, ~ .. ~-
".
,; ,,:";~ ,,>.): :'.: (~"~'" "'\.:'

PO 3864 ... 4 -
3. ESSAY: Write an essay giving an example of the

down spiral that begins when responsibility has
failed, aud,bowthis,couldbe,'bandled. _
4. PO 2211 OOMMUNICATIONOF,ORDERS,
5. DRILL: a) 'Withyour,twin, demonstrate,' ,,~rbal~ - -
an example of incorrect communication
of an order. Then, usil1g the same
example, deliver the order cor-
rectly.
b) Repeat the drill with a written
order, using a different example.
Turn your paper in to the super-
visor. " "
6. ~: Demonstrate to your t,.in howcQrrect
communication of orders creates stable
7.
terminals.
* FO 2185 REHANDFE,LE
'"
" • LANDS' REPORT
- -------
8.
9.
*FO 2403 RRA
DEliO: The corre'ct th1n" ~o do with important ---
10.
11.
or-ialuable data or 'a situation.
*FO 1427 PROGRE'SS, REPORTS
CLAY,DEMO: Why ODe only..reports COMPLETIONS. -
- -------
- --
12. *FO 2740 HAT KNOCK OFF , -;-,-, - -
13. DEMO: Demonst'rate to your' twin how, _to px:event. - - -
"Hat Knock Off": a) As a junior' ,-
b) As a senior.
14. *FO,2947 KNOW BEST
15. DEMO: Demonstrate to your twin "Know Best" and- - , -
how you would handle it. ,
16. *FO 1432 ETHICS PRESENCE
17. CLAY DEMO: a) Ethics presence.
b) How ethics presence is
--._-
continued .
• '. "·,1
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IX. SERVICE
1. *ED 805 INT SPEED OF SERVICE
2. ESSAY: Write an essay, using actual examples,
wbich show how: "Anything which stops or de~ays
the flows of a business or delays or puts a '
customer or product on WAIT is an enemy of
that business." Turn 'it:Ln to the supervisor. _
3. DRILL: In yOUr own post area or sphere 01
operation, find a delay 'or a stop or potential
delay or stop on a product and handl~ it. Write
a report of your actions and turn it in to the
supervisor. _
4.
5.
d'O 800
PO 649
SCIEm'OU)GY', TBCBNOlOOY
SeaOrK personnel must -,----
,be able to ••• ,.-------
6.
---
x. BTBICS '
1. i60 2710 BARD WOlUtI,NG PEOPLE
ETHICS 'PROTECTION
2. DEMO: Demonstrate to'you!' t\Y.in'tbe principle ~--
described in F02710, BARD _OUING PEOPLE.
3. * Fa 3793-6 TROUBLE
4. DRILL: Write down some specific examples of
the fastest way for a senior to get into
trouble. Turn your paper into tbe supervisor.
5. Fa 2626 NON-UTILIZATION
6. DEMO: Demonstrate tbe purpose of enforcing
~various disciplines listed ,in PO 2626.
7'. PO 832 It ia a 'Coab Bv Offense •..
8. * F03793-3 ARB YOU WELCOME?
\.
PO 3864 -5 -
., 9~··'·Fe
". 10 •.. DRILL;' Look
238 .,,;', li~ ·CHANGES
;'-".
~ver" your'·;,
. ,:o;g.1aad "rita-.doWD: sbm.··:cbuge.,t~YO\f·:bave·'·,
CAN;·HAPPEN
experience'" in"· tb4t':Sea
. '., ,;,.''',
- .
'\" .: .
-
<'.': ,
-
I . • i\ ::...
r" .
",. 'obser~d'1DY()Urself or'· otbiJrs,: tbrougli .tbe": " " : . i.
..,',: ··app11citlon,"·of' correct 'appiicatlon 'of' 'Ethi-cs J .:. , . .• • . .
Tech, hatting, qonditions, etc. Turn your , :.; .

- - -
".
. '.' paper..in to ·the :·supervisor. ..... , _.. ' "
11. * FO 2610
12. DEMO: A "commendable".
13. _ .
VALIDATION
';.' .......•. :. . .: ,!;,.:r·;
---
14. -
--
~
--
" 1/. .~ -
-
. --
XI . ..•.
uORA'LE" . " ... :;.~':.': ,\ .. ' . ',' .
", ..
1- **FFOO 23.479143 _. 2 :'!.' ~ MORALE
2.
3.
~~~~p ni~~:~::trate.tq yo~~ .\t~~.~.. ~ow to handle
WHEREW·ITBAL .' ---
--
. ./ .
-
'
4.
5. -
---
- -
XII. EXPECTATIONS
... " ....
* FO -
----
1. 3793-11 CROWDED I ."
2• * FO
2802 TOUGHNESS
-
3. DEMO:. The 'v;8:Y .Theta works and how this can be
'applied in ·the S.ea argo
4. * FO 1378 .., . ' . EXPECTATIONS -
-- -
--
1 t.' ' ..
. '
XIII.FINAL PRACTICAL
1.
2.
Review FO 1426, SEA ORG PURPOSE.
Review FO 1725, COMMAND INTENTION. ---
3. DRILL: Now that you have worked through to t h e - --------
end of this checksheet:
a) Make up (in duplicate) a new list of actions
you can take,. from your post,' to forward
the Sea Org Purpose and Command Intention.
Turn one copy in to the supervisor and keep
the second copy for yourself.
b) DECIDE to carry out the actions on your
list and START.
---
ATTESTATION:
STUDENT: I attest that I have completed the requirements of this
checksheet, that I have no misunderstoods on the materials and
that I can and will apply the materials of this course.
STUDENT: DATE : _
SUPERVISOR: I attest that I have trained this student to the best

of my ability and that he/she does know and can apply the materials
of this course and has no misunderstoods on the materials.
SUPERVISOR: DATE : _
STUDENT EXAMINER: If the student is not Fast Flow, an exam is

passed in Qual on the materials of the checksheet.
'STUDENT EXAMlNER: DATE : _
•
PO 3864 - 6 -
CB!lT~ :AND AWARDS: .Student' attests be bas a) enrolled properly

oli the course,' b l :has si,gned'aD::1n901ce tor· tbe .course., c) has
studied and understands a],l·t~e.··materials of ··,the checksl.leet,
d) has done the drll1scalled ,for·oD tbe cbecksbeet anele) can
produce the resultsrequ·i'red, l:il,'the mate.riaJ;s .of tbe course.
" \
CERTS AND AWARDS: ........;,.".,;,o_ _
· .......DATF;.: _
". ;,
CERTS AND AWARDS: The student is awarded the certificate of:
COMPETENT SEA ORG MEMBER.
Be is also awarded the COMPETENT SEA ORG MEMBER RIBBON which

accompanies this Certificate. .
CERTS AND AWARDS:
------- ' "
~----.:
DATE :
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(Route this form to Course' AdJDID: for :filing. in'student s folder.) I
L. RON HUBBARD'
,FOUNDER
Assi"ted by .
LRH Technical • Research
Comp::i.latloDs U~lt'
LRH: RTRC:pm: iw
:", .
F'~------' .---.-
T
SEA ORGANIZATION
FLAG ORDER 137 12th September 1967

Reissued
SHIP'S ORG BOOK 28 July 1981
THE SEA ORGANIZATION
If almost any person in the Sea Organization were to appear

in a Scientology group or Org he would be lionized, red-carpeted
and Very-Important-Personed beyond belief.
For the Sea Organization is cOlnposed of the "aristocracy"

of Scientology.
These people, alone and on their own are all stars in the
sky of their areas.
It is like one of the old regiments of gentlemen where any

private would be, in another but common regiment, a colonel.
Denying the skill and fame of these individuals to Scien-

tology at large would seem at first glance an extravagance and
very wasteful.
And it would be except for one or two things.
In 1966 I made the actual test of what I could accomplish

alone (much as any OT) in the wog world. I won the affection
of the people of an entire small country and changed it. But
a small determined clique of our SP friends made sure I lost.
True, as they are locally and internationally unpopular, that
they made me go opens all doors to us there when they are over-
thrown, as they will be, merely on the rationale that if they
opposed us then we are all right.
But this adventure showed several things to be true. An

unsupported OT without OT organization around him can lose
ground. Holding a fixed position in a nation invites trouble.
Cost to me, to do this, in terms of cash, was greater in less
than five months than the whole Sea Organization in nearly a
year. Even in full success, without organization, I would have
done less good than a similar period with organization. There
was no personal case gain in it.
I am a great one for pioneering alone to find "holes in

the fence." Well, that's what I did in 1966. And I concluded
several things. First was that on an international basis one
has to get in Ethics before he gets in tech. Second was that
OT's did better amongst OT's. Third, that OT's were most
valuable as a disciplined organized group. Fourth, that one
could not, with such power, hold a fixed positiop' without
losing ground. Fifth, that we grow stronger as we continue to
remain "Fabian." Sixth, that the Sea is the best 'area on which
to be Fabian on this planet. Seventh, that we had to learn to
work together as OTs before we could take in further territory.
Eighth that we could do our job best if we all grew more accustomed
to handling Mest. Ninth that the Sea Organization as it is develop-
ing is our best personal and international answer.
So, the Sea Organization is composed of .people who alone
would excite great admiration but who together, well organized,
can actually get the job done.
And although our lowest deck hand could be a "duke" only

all of us together could get on w~th the job.
FO 137 - 2 -
And that's how and why (with allowances for security in the
crypticness of this text) the Sea Organization came into being
and why we are here.
1
L. RON HUBBARD
COMMODORE
Accepted by the
BOARD OF DIRECTORS
of the
CHURCH OF SCIENTOLOGY
OF CALIFORNIA
LRH:lh:1dm:mes:dr
Copyright © 1967, 1981
by L. Ron Hubbard
ALL RIGHTS RESERVED
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i SEA ORGANIZATION
[ FLAG ORDER 234- 12 October 1967

Ships Org Book
[
[ MOTTO
[ The Motto of the Sea Org is:
[ WE COME BACK
r
r L. RON HUBBARD
COMMODORE
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r LRH/lh:ne
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r SEA ORGANIZATION
r FLAG ORDER 639 27 April 1968
r SHIPS ORG BOOK
r FUNCTIONS OF THE SEA ORG

A RAPID SUMMARY
r The Sea Org, after many months of operation, has developed

by practical application a certain form and function. In this
r
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form and with these functions the Sea Org has driven up Inter-
national Statistics above any period in Scientology History.
r The only failures have been (a) flubs by Mission members

who failed to complete their assignments, (b) Leaving officers
who were unskilled in ship handling-in charge of ships due to
drain of other personnel (Avon at Gib and RS at Valencia, both
in trouble with the port and damaged) (c) Using wog engineers
and failing to train up all Scn hands in engines and failing
to plainly mark lines and valves in engine rooms (d) Assigning
r ships a "training" or refit period without other duties (e)

Bringing students aboard ships to live while taking courses
(f) Not using personnel already well trained in the Sea Org and
Sea Org duties for Advanced Org Staff (g) Assigning a Mission
a second Mission without in between return to the Sea Org (h)
Extravagant and disorderly purchasing (i) Finance Muddles
(j) Lack of received revenue for actions performed in raising
r stats and furthering objectives, (k) Converting or rebuilding

ships, not just operating what we have or getting something that
would operate.
rL
The main things we did that were successful were (A)
Getting in heavy internal discipline on flubbed missions
(B) Setting up and conducting Advanced Orgs (C) Operating as a
force to compel the delivery of standard Scn tech to the public
on all continents (D) Reducing the threat of suppressives to
orgs (E) Changing Sen image from "the man trying to save the
world" (who gets kicked) to a determined but elusive and
sometimes frightening group (F) Forcing the straightening up
of org finance (G) Making Org Executives know their business
(H) Bringing about autonomous and desireable initiative on the
part of Executive Councils in Scn Orgs (I) Forcing good plans
and programmes in orgs to actually get executed (J) Forcing
orgs to procure new public for themselves (K) Enforcing
Standard Tech by catching it at AO level and acting on earlier
offenders thus detected (L) For the first time making it plain
to view that orgs and Sen can actually win the total objective
of a Cleared planet (M) Improving the confront, conduct,
knowledge and effectiveness of Sea Org Members, (N) Conduct-
ing a vast majority of Missions successfully (0) Remaining
solvent (P) Expanding.
At the time of writing the Sea Org proper is only seven
months old although under arrangement for about 19 months if
one assumes the purchase of "Enchanter" as the beginning and
includes the reconstruction of the Avon River through the
first 2/3rds of 67 at Hull and Las Palmas.
The Sea Org proper began with the Purpose FLAG ORDER of
228 of 9 October 1967.
Before that, however, under my command, Enchanter had
carried out four long base scouts for the Worldwide Org in
case it had to move. A secondary purpose was to find another
type of historical location. All these Missions of Enchanters
(late spring and summer of 1967 in the area of the Canary Islands)
were unde~taken while the Avon River was refitting at Hull or
~ in Las Palmas.
t
Copyright © 1968 L. Ron Hubbard. All Rights Reserved.
\"1_II
~
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FO 639 - 2 -
, .J
The Royal Scotman was bought in October of '67 to take

l
aboard Worldwide from SH as a Sea Based Org. But threats to
WW mysteriously vanished when lurid (and lying) headlines l
described the Royal Scotman as a mystery ship that kidnapped
girls and showed a booted uniformed woman officer on a front
page story in England.
, I
Also the loss of WW to East Grinstead had local influence
to retain it for commercial reasons.
Accordingly we did not unload WW but instead started the
l
Advanced Org aboard it in Valencia in January 1968.
Incompetent port handling by the Master and Supercargo l
who foolishly refused to let the port move the ship to different
docks killed the AO afloat. But we landed the AO in Alicante
as a shore base, using a local downstat hotel's cooperation,
and not only saved it but brought AO's stats from danger to
l
affluence at once we used seasoned Sea Orgnot solely administra-
tive org people. l
The Royal Bcotman went into disgrace and underwent a
severe training cruise for her errors. 1
From September '67 on the Sea Org conducted a very large
number of two and three man missions (one man missions are
1
forbidden) to orgs and for other purposes.
The Sea Org, due to its tough discipline and usually high
morale became very respected. Some Scn Org execs were naive
enough to apply to become members be made officers without
, I.
any service in the SO and go home in uniform to lecture.

They were told they could serve as swampers and if they
worked their way up maybe they could. They flinched.
Another man wanted permission to start another school
afloat to imitate the Sea Org and was, with his request for
mailing lists of Clears, refused.
l
By tough ethical conduct and real org know how the Sea
Org earned an excellent reputation in Scn Orgs.
l
The Sea Org posts sets of Targets - things to generally
accomplish - and continually makes them usually by using 1
missions.
It uses ships for a mobile base and scout force. Its
missions use any means of available ·transport. It uses hotel
l
telexes and communicates to the rest of the world via its
aT Liaison Units inside. WW or in other places.
It has a fundamental problem of shifting posts due to
using its boats for missions and only fails when its Missions
fail or the SO purposes are not followed.
Thus the word valuable people in the Sea Org are those
who can operate missions or go on missions they successfully
complete.
l
Oddly enough our best officers and sailors are also our
best Missionaires and so we operate ships and units usually
l
shorthanded at the top.
Promotion is swift, discipline tough and complexities in
1 !
operation commonplace.
Only those members who are not used heavily aboard or on
missions seem to go slack.
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r FO 639 - 3 -
r We keep our ships companies thoroughly

in trouble only when we omit to do this and
the hands of a few at the top. The essence
informed and get
keep it all in
of successful
r operation then is participation in Missions

hands.
and ships by all
We have our internal troubles and our flubs but it is

r our pride that we push the stats up and succeed anyway. One
can even ask why ships if they are trouble but despite a
seeming contradiction wi thout any ships we cease to be effec-
r tive. We don't expect to operate without trouble. We don't

expect total perfection. We do expect to somehow, someway
attain our org, political, Sea Org and personal objectives
r AND WE DO. That is all that counts after all.

So we are a successful outfit, none more so.
r L • RON HUBBARD
r COMMODORE
r
r LRH:ls:kjm:iw
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Ir
:[
SEA ORGANIZATION
r FLAG ORDER 1426 3rd October 1968
r
r SEA ORG PURPOSE
Since the Sea Org's creation with the purpose to put

Ethics in on this planet, up until now the Sea Org has won
the Ethics presence necessary to move ahead.
r We are now moving into main lining and assuring tech

and policy are STANDARD - BY THE BOOK.
ETHICS - TECH - ADMIN
r After tech is in solid the next step is admin, forming
the system by which to handle the paper work of the planet.
r So to meet with the great wins of the Sea Org in just

under two short years, the Sea Org Purpose is restated as -
r The Purpose of the Sea Org is

MAINTAINING THE EXACT DEGREE OF ETHICS, SCIENTOLOGY
r TECHNOLOGY AND POLICY ON THE PLANET.
And the current target is Standard Tech.
r This win shows fantastic progress. We can do better.

With our Ethics presence growing, Tech going in solid and
standard, this now is a theta line which is unstoppable.
r We are making Class VIlIs.
We've made the Ethics presence of the Sea Org real on
the planet. And must continue to do so.
I am sure now we will put Standard Tech and Standard
Policy in solid and continue our Ethics presence by blasting
the SPs still kicking around. This is a big win for the Sea
Org. This new purpose is right down our main line of country.
r Let's get on with it.
r L. RON HUBBARD
COMMODORE
rt
LRH/ja:iw
r
r
r
r Copyright~1968 L. Ron Hubbard. All Rights Reserved.
r
r
/
r
r SEA ORGANIZATION
r BASE ORDER 42 15 June 1970
r Reissued
22 December 1981
r BASIC SO DUTIES
r The Situation given in LRH ED 104 INT and following EDs

and PLs wherein Scientology was found to have been shortened
and suppr~ssed out of full use in orgs gives us a view of what
r the SO has been engaged in for years.
If you look over the points of high success on the SO
r time track you will find that the concentration has been on
the preservation and betterment of Tech application.
HCO PL of February 7, 1965 KEEPING SCIENTOLOGY WORKING
r admonished against losing the tech.
'In the next five years, without me in orgs, SH and other
r Scientology orgs shortened, abbreviated and pushed Tech into

a period of partial use which caused decline, financial upsets,
staff hardships and case abuse for thousands. The financial
loss,. just as a measure, was probably many millions.
During this period I was working on upper levels. In

1969 I refined standardized and released Dianetics again. In
r
I'-
1970 it was found that all lower grades, 0 to V had been com-
pletely sold out and downgraded by the Scientology Orgs.
Specializing in upper levels the SO orgs during that period

,1 retained and applied upper leve~ tech with dedication. Their
L
work was made immeasurably harder by the discontinuing of
lower grades in Class IV and V orgs.
!r'
:lI,
Reports of a falsely reassuring nature lulled even me
into believing lower grades were still being delivered effec-
tively 'and rapidly.
This was not the case. I became suspicious and concluded

an International Survey of the Scientology Org network.
In May 1970 this survey disclosed that the tech had ceased
to be given full use. Preclears were evaluated for, multiple
r q.eclare lower grades were -being "done" in 2i minutes! And the

pc was evaluated for (that he had made it) and brushed off.
At Saint Hill, beginning soon after I left it, SPs began

to tell students that t"he SHSBC material was "old," "not used
now," "background data." Academies had been driven out of
r
existence leaving heavy auditor shortages.
Since it was hard to credit such things it took nearly

two years to get down to WHAT was out. 1968 efforts to re-
standardize tech were largely unavailing because under it a
huge unseen outness existed. Lower Grades were not being made--
yet all the while there was org assurance that they were. During
r
this period I had little to do with Lower Grade auditing. When
I next viewed (May '70) the abuses that had crept in I was
shocked.
r The SO campaign to establish my re-issue of Dianetics in

1969 was all that saved the day! It was actually done without
any realization that we had been sold out and that the Scien-
r tology Org network no longer put in lower grades!
r
J
BO 42
Reiss. 22.12.81
- 2 - J
Regardless of the responsibility for all this, how false J
assurances kept one unalert, how it was too incredible to be
viewed, it points up that since its beginning the basic Sea
Org duty has been to keep Dianetics and Scientology working. J
Dianetics was put in and made to work by SO Missionaires.
]
The degrade of Scientology was discovered through SO
missions and staff reports.
During this period SO orgs kept on handling that tech J
(Advanced Courses) for which they were responsible well and
honestly.
Some of the Class VIII actions were unfortunate but the
J
whole VIII action was an effort to recover something we felt
was missing. And we repaired the outnesses as soon as they
were found.
J
The advances I made in communicating tech were done while
backed up by the Sea Org. The data given in trust to Scien- l
tology orgs was betrayed and it was only because the Sea Org
existed that it could. be brought back up.
Therefore it is obvious that a strong well-organized
J
group is vital to keep tech from being swamped on this planet
and to keep it working.
J
Thus it is plain that the Sea Org has as its primary
duty, the preservation and continued proper full use of tech-
nology. l
The Ethics functions of the Sea Org are primary because
they keep tech in and properly used. 1
This gives us a new closer orientation as to the duties
and responsibility of the Sea Org.
If this planet will ever make it it will be because of
Scientology and Scientologists and the Sea Org Keeping Scien-
tology pure, in proper use and being used.
HCO PL Feb 7, 1965 KEEPING SCIENTOLOGY WORKING will only
stay in effect if the Sea Org keeps it in effect.
In 1950 I moved into administration and orgs just because
tech was being misused and corrupted. This then was the one
action--safeguard of tech and keeping it in proper use and use
in orgs where I was having to take over and work hard.
In 1970 scene confirms this once again.
, I
So the part of my hat where' I really need help is keeping
Dianetics and Scientology straight and in proper and extensive
use and prevent its misuse.
l
duty.
I know I have the help of the Sea Org in performing that
I need it. l
L. RON HUBBARD
COMMODORE
l
LRH:kjm:bk
Copyright © 1970, 1981 l
by L. Ron Hubbard
ALL RIGHTS RESERVED
l
l
r
r
SEA ORGANIZATION
r FLAG ORDER 1725 12 January 1969
r
1
COMMAND INTENTION
r Re Scn - To protect and expand it with good Ethics,

Tech and Admin, working through WW and Orgs and Public
r actions on other lines.
Re Sea Org - To perfect it and to accomplish with
r it the purposes for Scn above.

Re Ships - To use them as.mobile bases from which SO
r activities can be accomplished. To groom them up so they

are fully functional and no trouble and able to sail quickly
and far without notice.
r Re SO Members - To train each one up to the level where

each can perform all the requisites of any post and accom-
plish any action required of the SO.
r
L
My personal intentions are to keep things running at
a high level, to get my research, writing and promotion
done, to keep the SO and Orgs solvent; and all in a safe
r environment beyond reach of attacks, this being the formula
by which we have come this far.
r There is nothing complex about these command intentions.

Each has his part in them. Where they are impeded they are
simply not understood. They may be hard to carry out at
times, but they are basically very simple.
We are making a safe environment in which ethics, tech
and admin can be put in on a planet in order to be able to
r run out the 4th Dynamic engram. We do this by each doing
his job, pushing up and outward and expanding our territory.
r All plans, orders, schedules, programmes and actions

are clearly based on the above fundamentals.
r
r
L. RON HUBBARD
COMMODORE
r
i
LRH~ldm:nt:iw
r
r Copyright ~ 1969 L. Ron Hubbard. All Rights Reserved.
r
r
r
r FLAG ORDER 3793-8
SEA ORGANIZATION
21 September 1980
r OODs Series 9
r *Y*A*C*H*T* *A*P*O*L*L*O*
r (Originally LRH OODs Item of 25.4.70)
r COMMAND INTENTION
r The way a group gets up into higher conditions is not by

riding off in all different directions following confused pat-
terns but by broadly undertaking steps of betterment as a group
r
t
while keeping the show on the road. Hence "command intention"
in the form of broad targets for the whole group. In this way
heads of divisions and departments can back up command inten-
r tion by pushing the main programmes heavily in addition to rou-

tine actions.
r If each divisional officer now requires hat write-ups

from his divisional people and writes up his own and sends them
through to the Hats Officer, that would be "backing up command
intention". They would not wait for an order to do so as the
r
L
order is already there.
If each divisional officer insists his people go to drills
r in the drill period as well as do their divisional work, this

would be "backing up command intention".
r If people on the ship would send a note to the Chief En-

gineer for electrical and machinery or the 1st Mate for deck
or ship equipment items that were not operating this would be
"backing up command intention".
r If a group is up to doing this sort of thing it can come

out of conditions very fast and would find itself very well
r off in short order.

If a group cannot do this sort of thing - back up command
intention - then one of two things is true
r (a) Command intention is unreal or
(b) The group is not an organized group and is subject
r to disasters. At best it quickly gets into heavy ethics.

A leader or sub-leader who is ignorant of the group's
r know-how or the actual conditions of the group is of course

capable of shattering the group by using ethics to enforce
needless or squirrel intentions. Valid and real command or
sub-command intention strengthens a group.
r
L '
L. RON HUBBARD
r FOUNDER
Compiled and issued by
r Sherry Anderson
Compilations Missionaire
approved and accepted
r by the
BOARDS OF DIRECTORS
of the
r BDCS:LRH:SA:bk CHURCHES OF SCIENTOLOGY
r
r
r
r SEA ORGANIZATION
r FLAG ORDER 433R

Also issued as
8 February 1968
Revised & Reissued
12 February 1978
r HCO PL 8 Feb 68
Issue II, same
title.
to cOr'rect
omissions
(Revuion.6 ,in
r SeJtipt)
r SEA ORG ZONES OF PLANNING
r L
The Sea Org is an obvious success. Its promotional and
. mi'ssion actions X'esulted in a highest ever world wide
statistic in eaI'ly Feb 19'68.
r
°
The Zones of Activity of the Sea Org a~e therefore of

general inteI'est and are outlined for future Sea Org
r planning.
MISSIONS TO ORGS
r The Sea Org sends its officers to individual
unlimited powers to handle
o~gs with
r a.
b.
Ethics
Tech
r c. Admin
A general Sea Org Mission handles all three.
r Individual Sea Org Missions go out to handle only one

of the above also.
r
1
An individual Sea Org Mission may be sent to handle a
specific situation.
r The most successful Sea Org Mission to date handled

(a) Ethics (b) Tech (c) Admin and a specific situation.
r PROMOTION
Sea Org promotional tours whe~e Sea Org members address
r the pUblic are a major item.

The~e wo~k welt ~n any way but would do be4t on invita-
tion from orgs and long term advance notice to public.
r
L
General Sea Org promotion, magazine, literature, is
effective in general world wide stats as well as Sea Org
rio" .... ,.
i,
L
state.
r SEA ORG TeCH

Controlling the upper end of the Bridge and having so
r many Class VI and Class VIIs and OT Grade Vs and OT Grade VI

personnel, the technical level of the Sea Org is very high.
r That the public knows it and these OT levels are real

and exist and are available is a factor in world wide stats,
persuading people to begin the lower end of the Bridge.
r
r
1
]
FO 433R - 2 -
1
SEA ORG ACTIONS l
The actions of the Sea part of the Sea Org being
adventurous, is good will advertising.
The confront a,d o~ganizational ability of Sea Org
1
personnel is high above that of purely admin personnel.
]
Such activities give a strong base for Sea Org pre-
dominance. '
l
PUBLIC CONTROL FACTORS
The Sf:a Org has an area of public or political cOI .. trol J
based on
A. ETHICS ACTION 1
B. PEACE
C. FINANCE AND ADMINo
l
The above are the basic elements in Sea Org planning
for use in future activities and fo~ use by orgs in coordi-
nating with the Sea Org.
1
l
L. RON HUBBARD
COMMODORE
l
LRH:jp:kjm
l
1
1
l
1
l
l
l
r
r
r SEA ORGANIZATION
r FLAG ORDER 833 5 June 1968
r
r THE WINNING ATTITUDE
r All Sea Org members are considered to be able to do

any job and perform the total actions of his or her post.
r You all have been around for a long time, and

nothing you have to learn is totally new. "Stupidity" or
"being new" are not excuses for not doing your job. Any Sea
r
Org Officer or IIC not expecting the full performance out
of his personnel is a danger to the Sea Org.
Any Sea Org Officer not allowing a person under him
r or her to learn or perform totally the functions of his

post or assuming that he can't is a Liability to the Sea
Org.
r This attitude of "Well he really can't do that because

he's new" or "He doesn't know yet" is cancelled.
r The winning attitude is you know it - now with no if

ands or buts.
r I do my job.
I'm expected to do it right the first time.
r
1.
I do.
I expect no less of you.
r
~ L. RON HUBBARD
l COMMODORE
rL
LRH : mc : bw : i w
by L. Ron Hubbard
r ALL RIGHTS RESERVED
r
r
r
r
r
lr~
-\-
t:
J
r
r
r SEA ORGANIZATION
r FLAG ORDER 2722 5 February 1971
r COMPETENCE
r A Sea Org Member is expected to be able to do any duty
r assigned.
This means trained or not, hatted or not.
This is the Competence expected on any post or at any

time.
r A Sea Org Member is expected to get things done, with

or without orders.
r If a Sea Org Member cannot set up, organize and perform

any duty required he is open to a charge of STUPIDITY.
r There is a point where Stupidity ends and Treason begins.
Any failure to handle a situation brings about this

charge.
r Reported to the MAA, where it is clearly proven that a

situation remained unhandled or was mishandled and loss or
r damage of any kind occurred, a Court of Ethics must be

convened and if guilty the offender is fined a minimum of a
week's pay and bonuses and a maximum of a month's pay.
r
i
Repeating Offenders may be sent by a Court to the Fitness
Board.
r L. RON HUBBARD
r LRH:nt:iw
COMMODORE
r Copyright © 1971, 1983

by L. Ron Hubbard
ALL RIGHTS RESERVED
r
1-
F
I
\
r
r
r-
I
\
r
I
r
r SEA ORGANIZATION
r FLAG ORDER 3793 14 September 1980
r OODs Series 1
(Originally LRH OODs
Item of 14 Jan 69)
r
r
\.
*Y*A*C*H*T* *A*P*O*L*L*O*
r SPECTATORISM
r Spectatorism is very great in our modern society.
r Because some people cannot conceive of causing anything

they just watch it. They don't do anything. They are not
PARTICIPANTS. They are spectators.
r You see this in" magazines. Hee hee hee articles about
how odd this is or that is. No understanding of it. It's
r just-odd and one watches it in a detached sort of way.

Below this is somebody who doesn't even notice.
person' has to come up scale just to be a spectator.
Such a
r An unfinished cycle of action comes about because
r (a)
(b)
The importance of it is not grasped.
The cycle itself is not fully understood.
r (c) Non compliance and false reports are given as a

method of self-protection wherein are hopes it
will not be noticed.
r What we need are more PARTICIPANTS, more team mates.
r You belong to the SO or you don't.

cause over the various situations.
If you do you're at
So we define an SO Member the way you do an OT -- At cause

r over Life, Thought, Matter, Energy, Space, Time, and Form.
The degree you can be cause in handling the targets and
r needs of the group determines right away how far you've come
up the line.
r Blaming ~ is effect, isn't it?

Sex is effect, isn't it?
r I don't care what your grade is, you are alive. Your true
ability depends on the degree you can exercise the definition
of OT over your post in forwarding the purposes of the group.
r
,
You are actually insulting yourself to insist that I per-

sonally make whatever advances are made on vi tal actions of
the group.
r
l I f what you are trying to do doesn't happen it's a poor
comment on your OTism.
r
r
r
FO 3793 - 2 -
L. RON HUBBARD
COMMODORE
Sherry Anderson
Accepted & approved by the
BOARDS OF DIRECTORS
of the
CHURCHES OF SCIENTOLOGY
BDCS: LRH: SA: dr' ,

r
l
r
r
I-
SEA ORGANIZATION
r OPERATING AT RISl
r
(
Running or operating a ship at risk is not polioy.
Giving something a "lick and a promise" and hoping it
r will somehow operate or be all right-does not stem from
courage. It stems from lazine ss and stupid i ty•
r Instead of taking the time to tie up a boat properly,

going off and trusting to luck it will be okay is no~ acceptable
brightness or alertness. It is an invitation to disaster.
r
\ All this kind of I1think tl stacks up a·lot of possible
catastrophies and puts a whole ship at risk~
r Not really securing a line, just hoping it will be all

right; not really anchoring well, just hoping it will hold;
r not really oleaning a paint surface, jus t crossing one I s

fingers that the paint will stay; not really taping up live
wires, just hoping they hold, A multitude of such things add
up to one great big disaster in the fu~e.
r Ignorance and lack of observation play ~heir role in this$

But actually its just laziness and not caring about doing the
r job wel1~
When there is no pride, things are done sloppily and

r things operate at risk. ~ the reverse is true. Where one
does such things he runs up a lot of averts of omission that
kill any pride he could have.
Don' t operate at risk. The way to save time and lives is

do it right in the first place.
r "Hope" is the by-word of the down and outer, the bums

of skid row~
r Control your environment by doing things well and

thoroughly.
Then you are secure.
r L. RO N HUBBARD
COMMODORE .
r LRH:nt
r
r
r
r
r
r
r SEA ORGANIZATION
r FLAG SHIP ORDER 517 24 February 1972

Reissued
r THIS IS YOUR LIFE

25 June 1979
r Whenever someone goofs up or lets something slide or
r accepts illegal orders or lets them happen, the situation

usually winds up on my plate eventually.
r Example: Two illegal transfer actions were let go by

by the Captain. Shortly after, I was single handing.
I traced back the Why to just that. Execs and others
r letting things slide, not holding a firm on-policy line.
Next thing, flap.
r This of course generates an Ethics atmosphere.

I remember an appeal I once made to an expeditionary
r crew in Alaska. It went something like this:

"Now maybe you guys like to wrestle with bears. Maybe
you like to drown in ice water. Maybe you have a passion
r for being hit on the head with blocks no one secured. May-
be this is all a natural normal suicidal appeti te every man
should have.
r "But me, I have my own peculiar ideas. I like to sur-

vive. And I have the funny notion that you should survive
r too. I know this is odd and at great variance with the

generally held view.
"I really don't mind wrestling bears you stampede into
r the tent area. I have swum in lots of cold water and I can
survive blocks falling on my head. This is not the point.
r "It's the neatness of things that matter. I have a

peculiar notion that there are right ways to do things and
that these things lead to survival.
r "I know it's peculiar and unheard of in these times.

"But that's my point. While I have no objections to
r wrestling a 1600 pound Kodiak bear or swimming in ice water
I want to do things like that on my own time AND NOT BECAUSE
YOUR SILLY DAMNED SLIPSHODNESS MADE IT NECESSARY FOR ME TO
r DO IT TO SAVE YOUR CARCASSES."

And at that I threw the bosun overboard so they would
r get the point.

It was awfully bad PRe But they got the point.
r They even began to demand some efficiency from each

other and not let it all slide by. They even began to look
like a crew, which was a lot to expect from a mixture of
r college boys, scientists and old salts.

They decided they could wrestle with bears but didn't
have to.
r None of this of course applies to the present operation.
I just adore cleaning up your goofs and single handing to
r save your life. But one day I may not do it. Then everybody
will have to grow up and the giddy diaper days will be over.
r
.' J
J
FSO 517 - 2 -
1
No crew member whether ship or org or bureaux in any
part of this ship has the right to goof and then demand I l
work day and night to save his life or this operation.
Those crew members who do try to hold the line and keep l
the show on the road are' appreciated.
YOU ARE TOTALLY CAPABLE OF DOING ANY JOB AND MORE. So'
knock off all this case stuff and out-Ethics stuff and non-
l
sense. YOU ARE CAPABLE OF FAR FAR MORE THAN WE WILL EVER
DEMAND OF yOU. So quit kidding yourself if you are. YOU
ARE HERE. YOU ARE ABLE. I don't have to hold your hand or l
change your pants for you. SO BE CAPABLE AND DO A GREAT JOB.
Nobody believes that yo~ can't. THIS IS YOUR LIFE. We aren't
kidding now. YOU CAN MAKE THINGS GO RIGHT!!!! l
L. RON HUBBARD
l
COMMODORE
l
~~
l
L.
LRH:ne:dr:iw
l
1
l
l
l
., ]
,.,
\
l
r
r
r
l
r
r~.
PROFESSIONALISM
r Don't ever do anything as though you were an amateur.

Anything you do, do it as a Professional to Professional
r
l
standards.
If you have the idea·about anything you do that you just
r dabble in it, you will wind up with a dabble life. There'll be
no satisfaction in it because there will be no real production
you can be proud of.
r Develop the frame of mind that whatever you do, you are
doing it as a professional and move up to professional standards
in it.
r
l..
Never let it be said of you that you lived an amateur
life.
r see.
Professionals see situations and they handle what they
They are not amateur dabblers.
r So learn this as a first lesson about life. The only

successful beings in any field including living itself, are
r those who have a professional viewpoint and make themselves

and ARE professionals.
r LRH, COMMODORE
3 Nov 73
r LRH: nt: iw
r
r
(Excerpted from OOD VOL VI NO. 308 SUN 4 NOV 73 - YACHT APOLLO)
r
r
r
r
r
r SEA ORGANIZATION
r FLAG ORDER 236 13 October 1967
r Ships Org Book
r RANKS AND RATINGS
r Ranks and Ratings are earned by competence and are

permanent and are assigned irrespective of Org Board or
Watch Quarter and Station Bill posts.
The designations are naval, as wholly in keeping with
yachts which are viewed as men-a-war by governments and
always pass at once into naval service when a war is declared.
r Thus ranks and ratings of a naval type are proper to the

Sea Org.
A RANK is the earned title of Officers and Warrant
r
I Officers.
t
A RATING is the earned title of Chief Petty Officers,
r Petty Officers, deckhands, etc.

For example, if X were of the rank of Lieutenant with
r the assignment of 3rd Mate, and if he were removed as 3rd

Mate, he would still be a lieutenant. If a Yeoman 1st Class
were appointed to Chief Yeoman he would still be a Yeoman
r 1st Class in rating. A warrant boatswain (in rank) could be

serving as ships coxswain (in appointment).
By Watch Quarter &; Station Bill one may be a "Captain"
r of a ship but in rank may be a lieutenant.
Thus there is another column board in the Sea Org giving
r the earned rank of each member. This is probably quite differ-

ent than the appointment on the Org Board or the Watch Quarter
and Station Bill.
r One wears his rank or rating on his uniform.

It takes a full Court Martial (Comm Ev) to reduce a
rt rank or rating once earned.
A rank or rating for which one has not fully passed
r the requirements is called PROVISIONAL rank or rating and

may be worn if specifically assigned but only on the LEFT
arm, shoulder or sleeve and WITHOUT THE STAR or Division
r Symbol. One therefore can be given a rank before he has

earned it and can then earn it and wear the star or Division
or Department symbol, and in command ranks (leading to
command) can wear it as a rank on both sleeves or shoulders
r or as a rating on the right arm. A provisional rank is also

permanent in that it cannot be withdrawn except by a Court
Martial.
r
(
One calls an Officer or Rating by his earned or granted
rank or rating: i.e. lieutenant or Coxswain. This is
irrespective of his Org Board post or his Watch Quarter and
r Station Bill assignment.
I am sorry if this seems complex but you will find this
necessary in order to do a Watch Bill at all or to do an
Org Board up. And it gives security in what one has earned
that can't be taken away.
r Thus there are 3 designations for each Sea Org Member.
r Copyright © 1967 L. Ron Hubbard. All Rights Reserved.
r
1
FO 236 - 2 -
1. His earned rank or rating (or his provisional

unearned rank or rating).
1
~I
2. His position on the Ships Org Board. J
3. His position or duty on the Watch Quarter and

Station Bill.
He or she is called by (1) (his rank or rating), does
the Admin duty designated in (2) (the Org Board) and does the
ship duty of (3) (Watch Quarter & Station Bill).
In any orders he is named by his rank or rating.
A provisional (assigned but not earned) rank or rating
is followed by the initial (P) after the title such as 2nd
Class Petty Officer (P) Smithers.
(See "The Boatmans' Manual" for naval ranks and the
Bluejackets Manual for naval ratings.)
We therefore have:
1. Commissioned (or Provisional) Officers.
2. Warranted (or provisional) Warrant Officers.
3. Petty Officers.
4. Seamen, Yeomen, Cooks and Stewards.
Any Admin Rank or Rating can be worn right arm or both
arms if the wearer is qualified to handle and command a ship.
L. RON HUBBARD
COMMODORE
LRH:lh:bw:iw
r
r SEA ORGANIZATION
r FLAG ORDER 3222

Leadership Mini Checksheet
30 July 1972
r
r
r COMMAND PERSONNEL
(Extracted from Flag OODs of 13 Feb 1972)
r Obviously we must develop competent personnel. They

r are rare. They have to be well trained, experienced and
have the ability to stay with it and get on with it.
r
l
These do NOT make competent command personnel - worry
about own case, 2D nonsense, personal problems, can't
really produce on post, not quite on post (either not
really arrived or leaving it). And especially persons
who think Flag or seniors are the 'reason' for their
troubles.
r Good command personnel bring it off on any post in

spite of hell or high water.
r The SO is being combed for them right now for special

Command training and apprenticeship to our stars.
r LRH , COMMODORE
Flag Compilations Chief

for
r PR and Consumption Aide

for
Training and Services Aide
for
r L. RON HUBBARD
COMMODORE
r LRH:BL:DZ:BT:blh:iw
r
r
r
r
r
r
r
r
r SEA ORGANIZATION
r FLAG ORDER 2239 7 December 1969
r All Officer Hats

Petty Officer Hats
r OFFICERS' & PETTY OFFICERS' DUTIES

r An officer or petty officer who does not look after the
r welfare of the persons junior to him and does not push his area
function is not an officer or petty officer.
T~e food, clothing, berthing, appearance and morale of an
officer's or petty officer's men is the direct responsibility
of the officer and/or petty officer. This is his responsibility
to the men.
r The responsibility' of the officer and petty officer to the
ship, base, org or activity is the production of his men.
r The officer and petty officer is responsible for the

image of the SO as his unit or activity impinges on the public
r and is responsible for any and all public services his unit is
supposed to render to the public. By public is meant any and
all non-SO contacts.
r The defense of the SO and actions taken to increase its

power and to decrease the power of any enemy is a prime function
of an officer.or petty officer whether under orders to do so
r or not.
The title of officer or petty officer carries with it, in
increasing proportion to increases in rank, the assumption that
r the being has undertaken any and all of the above functions as
primary and inherent duties regardless of any other duty assigned.
r An officer or petty officer must at all times set a desirable

example in appearance, conduct and production to his men and
the area in which he operates.
r It is a Comm Ev offense leading to reduction or loss of rank

to fail in any of the above respects or to use one's position as
an officer or petty officer to reduce, subvert or undermine the
r personnel or any unit of the Sea Org.
This policy is not new. It is traditional and continuing
r and is true of any service. This FO is therefore retroactive,

meaning that it is regarded as having been in force since the
beginning of the Sea Org.
r It is expressed in writing at this time and is made a part of

any officer or petty officer hat so that any remissness in it
can be speedily remedied.
r
rl L. RON HUBBARD
COMMODORE
r LRH: Idm: iw
r
r Copyright ~ 1969 L. Ron Hubbard. All Rights Reserved.
r
r
r SEA ORGANIZATION
r FLAG ORDER 2245 13 December 1969
r
r ETHICS PRESENCE
A Sea Org officer is expected to have and maintain Ethics

r presence.
r He is supposed to keep Ethics in on the whole area AS A

BASIC SO OFFICER HAT, This is regardless of his other posts.
We have learned to our sorrow and in full reality of 2
r years of stats that when we drop Ethics as our basic SO purpose
the whole show collapses across the world. When Ethics officers
were forced in one area by illegal orders (Howie) to not put in
r Ethics, the orgs in that area and the US were all but destroyed
(LA, 1969).
r Therefore we know by hard brutal experience that it is

fatal to drop Ethics ~s a primary integral portion of an SO
officer's hat.
r This extends, naturally, to every SO member, and he or

she is also part of the SO Ethics purpose and has an integral
duty in this regard with the single difference that they must
r at least report the matter whereas the SO Officer must correct

any out-ethics he sees.
Whereas any Ethics has worked, Ethics is now refined by
r experience to a new look. The protection of upstats must be
as certain as the handling of downstats. Wrong Ethics is
apt to ARC Break persons and cause overts and blows. Ethics
r is not the business of just assigning and enforcing conditions.

The Ethics we have has its own tech as contained in HCOBs on
Suppressives, on meters, on case types.
r Every SO officer and SO member should be familiar with all

Ethics policy and Ethics tech.
r Any Ethics officer may constitute himself a Court of

Ethics on any occasion required.
r We can even handle the SP with our new tech. However,

what is important is to MAKE A SAFE ENVIRONMENT FOR DECENT
PEOPLE.
r L. RON HUBBARD
COMMODORE
r LRH:rs:iw
r
t
r
r
r Copyright~ 1969 L. Ron Hubbard. All Rights Reserved.
r
r
r
r SEA ORGANIZATION
r FLAG ORDER 3182 3 May 1972
r COs Hats
FMAs Hats
r
t
OFFICER RESPONSIBILITY
r
L
(Reference HCO P/L 3 May 72
"Ethics and Executives.")
r It has been noted and evaluated that for the past two
years any deterioration of the scene in CLOs and on Flag is
r traceable to·SEA ORG OFFICERS NOT WEARING THEIR ETHICS and

JUSTICE HATS.
r When the whole task of keeping in Ethics is thrown onto

a Master at Arms or "HCO" of course Ethics goes out.
A proof of this is that heavy Justice then has to go
r in on an area to make it come right at all.

ETHICS is a personal matter in the individual's rela-
r tions with the group. If he does not keep his own Ethics
in then it becomes a Justice matter.
r JUSTICE is the legal procedures of a group.

People ignore their own Ethics, then find themselves
facing Justice.
r A scene can deteriorate until only legal action is
possible.
r IT IS THE RESPONSIBILITY OF AN OFFICER TO SEE THAT

PEOPLE UNDER THEIR AUTHORITY KEEP THEIR OWN ETHICS IN AND
IF THAT FAILS TO TAKE ACTION WITH LEGAL PROCEDURES.
r
I.
When officers do not regard this or ignore it they are
not officers.
r THUS ANY OFFICER FOUND DISREGARDING OR FAILING TO WEAR
HIS ETHICS AND JUSTICE HAT SHALL HEREAFTER BE LIABLE TO COMM
r EV AND REDUCTION TO RANKS ON A CHARGE OF:
FAILURE TO UPHOLD GOOD ORDER AND DISCIPLINE.
r It is up to an officer to look into areas of non-com-

pliance or upset to find those whose personal Ethics are out
and to handle the matter. And if it is not handled, to
r
L
resort then to Justice procedures such as Courts and Comm
Evs.
An officer must know Volume Zero and Volume 1 of the OEC
r
\.
and ~ them.
Example: An area under him is downstat. It is up to
r the officer to investigate it first and foremost for out-
Ethics on the part of the individuals there. These people
he must straighten up and make them cease out-ethics actions.
r If
of
do
they do not, the officer must apply the correct actions
conditions, Courts and Comm Evs. If an officer fails to
this he himself must be Comm Eved and reduced to ranks
as unsuited to be an officer. And suitable officers will
be promoted.
r .Copyright © 1972 L. Ron Hubbard. All Rights Reserved.
r
]
J
FO 3182 - 2 -
l
It will be policy hereafter that where an area is downstat
in the Sea Org, its officers shall be deemed to have failed to
l
wear their Ethics and Justice hats and a first step of discover-
ing their own out-ethics shall be taken. Those who do not then
become corrected and begin to wear their Ethics and Justice l
Hats shall be Comm Eved and reduced to ranks and others will
be found who will wear their Ethics and Justice hats.
l
Vol 1 OEC and HCO PL of 9 April 72 contain the procedures
necessary. And this Flag Order shall be executed within the
framework of that volume and any Flag Orders that apply.
, J
L. RON HUBBARD
COMMODORE
l
LRH:nt:dr:iw
l
l
,
~ J
l
l
J
l
l
l
l
l
l
l
l
l
,l
r
f
r SEA ORGANIZATION
r FLAG ORDER 3408

Command Hats
ETHICS
12 November 1973
rl
OFFICER IRRESPONSIBILITY
r An officer is responsible for the conduct and activity

of those under him on the chain of command.
r\
When officers are irresponsible for the conduct of
their juniors, situations not only arise but magnify and
r
\
the responsibility flies up to very high seniors who then,
to handle situations now grown dangerous to the safety of
all, have to act to restrict conduct in general.
r This is what a "Heavy Ethics Trip" is made of - the

irresponsibility of lower officers for their own people
r becoming a threat to the survival of the group.

The society punishes the high senior for the misconduct
or irresponsibility of his juniors.
r Therefore an officer at whatever level in a chain of

command must take responsibility for his juniors and their
r ethics.
When it comes to such a pass that a crew or even officers
can say "You can get away with anything here unless the Old
r Man catches you", two things are wrong: (a) The Survival of
the group is threatened by many bad situations unhandled,
(b) An overt act of magnitude is being played on the top
r senior who then is forced to act in all ethics actions to

save the group.
Such a state of mind probably comes about from an
arrested childhood where papa and mama (in this aberrated
society) are the only ones there to keep idiot junior from
murdering his dear little sister. Immature irresponsibility
r usually has its root in juniors being stuck at some child-
hood ~ge, interested only in play and "don't let mama catch
us burning the house down".
r As such a state of mind can exist the earmarks of it

should be known. -
r When a high senior begins to have hitherto hidden situa-
tions leap out at him, he knows the immediate officers over
those situations have been irresponsible and have "wanted
r
l
to be caught" like naughty children.
The cure for this group disease of hidden situations
r appearing is to put into effect an "accessory to the fact"

rule in which others who knew of bad situations and did not
handle are held guilty wi~hose who created the situation.
r The senior must issue the following order in such cases:

"IF A CREW (OR STAFF) MEMBER IS DISCOVERED TO BE
rl PERPETRATING CRIMES OF COMMISSION OR OMISSION, AND IS
BROUGHT TO COURT OR GIVEN A CONDITION, HIS IMMEDIATE SENIOR
OFFICER WILL BE HELD RESPONSIBLE AS WELL AND WILL BE TRIED
!.!!!r THE CREW-C'OlfSTAFF ~MBER) OW-THE SAME ClIARTiEAND WILL
r SUFFER THE SAME PENALTY OR CONDITION IMPOSED. AND THIS WILL
BE IN EFFECT AND BE DONE-WHETHER THE IMMEDIATE SENIOR OF
THE OFFENDER KNEW OF THE SITUATION OR ANY NEGLECT OR NOT:;
r THEREFORE A PLEA OF IGNORANCE BY THE IMMEDIATE SENIOR IS
NO DEFENSE AND MAY NOT BE PLEADED.
r
l
FO 3408 - 2 -
l
~
I
"Should it ever be found that the officer and junior
connive to hide the situation, then the Officer is to be
Comm Eved on a charge of aiding and abetting mutiny with
a minimum sentence of reduction to Swamper and the next
l
immediate senior shall be tried as well for the original
offence or omission found." l
In this way it will get through to any irresponsible
officers that the misconduct or omissions of their juniors
is dangerous to them personally (which it is in fact). 1
Such irresponsible officers may find it expedient to
refuse appointments or resign or demote themselves to
escape such a penalty. Let them. If a person is that
afraid of responsibility he is not an officer. .,,
I
As this situation of officer irresponsibility currently

exists the above rule is invoked. Any condition or charge
leveled at a crew (or staff) member must be (as above) also
l
leveled at his immediate senior who will then suffer the 1
same penalty or punishment on the charge being proven, as }
he should have handled his junior long since.
Officer responsibility is the building block of a well
run survival type organization. l
L. RON HUBBARD
l
COMMODORE
l
LRH:nt:iw j
j
l
l
1 I
l
l
l
l
l
l
r
r
r SEA ORGANIZATION
r
r POST RESPONSIBILITY
r Anyone requiring orders to do his post is

PUTTING RESPONSIBILITY ON ANOTHER FOR
r And is
HIS ACTIONS.
r REFUSING TO DO HIS POST ON HIS OWN

RESPONSIBILITY.
r This is quite obvious now that one looks directly at

it. G. will not take responsibility for washing clothes.
So he requires an order to wash clothes. Then if anything
goes wrong he can say he was ordered to do it and therefore
r
l
not responsible for anything that happened.
Therefore:
r REQUIRING ORDERS TO DO ONE'S POST IS A

CONFESSION OF NOT TAKING POST.
r This is covered therefore in HATS NOT WEARING.

A Condition of treason is therefore assignable to
r anyone requiring orders to do the normal actions of his
post as he is refusing responsibility for it.
r
l
It also follows then that, taking no responsibility
he will usually do the order incorrectly and produce an
overt product.
r Thus:
CONTINUAL PRODUCTION OF OVERT PRODUCTS
r IS A CONFESSION OF NOT TAKING RESPONSI-
BILITY FOR ONE'S POST.
r Are you being made responsible for posts by being

required by them to give them orders?
am.
r
I
L. RON HUBBARD
r COMMODORE
r LRH:nt: iw
r
r
r
r
r SEA ORGANIZATION
r
l
FLAG ORDER 4 13 August 1967
Reissued and Corrected
11 August 1982
r
r SECURITY ON POST
r (Ship'~ O~g Book)
r Whenever I see a person is not doing his job or is content

to let others push him off his task or stand by without protest
when others are doing his hat, I consider the person has re-
r signed and replace him or her.
A person who won't do his job obviously doesn't want his
r job and possibly can perform a lower function.
A person who will stand by complacently and let another

wear his hat of course doesn't value the hat but may be able
r to wear a lesser hat and value it.
A person who won't defend his job even against seniors,
r doesn't really know he has one and so won't miss it when de-
moted.
r If you carefully study situations where I have transferre1

or demoted a person you will.not find the following as the cause:
r 1. Unsociability
r 2.
3.
Honest errors
Personal misconduct
r 4.
5.
2D activities
Gossip or rumour
r 6. Causing rows in getting his job done.
You will find the following as causes of transfer or de-

r motion:
1. Not doing his job
r 2. Not executing the rightful orders given

to the hat
r
l
3. False reports
4. General ineffectiveness.
r There are no other reasons for demotion or transfer.

or more of the causes immediately above were present.
One
r I work on a theory of "C1ontJe.,ibu:t.,i.6m". The way to contribute

is to effectively and energetically wear one'~ hat, defend one's
r hat and not let anyone else do one's hat.

who contribute.
I wear a lot of hats and I do them.
I contribute tq those
I do a lot more than
r anyone could even un~ea~onably expect. Therefore I expect

pe.ople to do at least as much as one could reasonably expect.
r
r
1
FO 4 - 2 -
1
1
The way to be completely secure in one's job under my
command is to do the job, wear the hat, defend the job.
As people are not always in possession of all the facts,

1
this is not always completely understood. But it is no role
of mine to go around explaining why A was demoted and so de-
fame A to his friends as A has already been hard hit by trans-
1
fer or demotion - why ruin him. But if you sorted out the
facts behind the demotion or transfer you would find that A
in actual fact demonstrably resigned his post some time before 1
he was demoted. He resigned it by (1) not doing it or (2) not
executing the rightful orders to the hat or (3) giving false
reports to obscure his inattention or (4) just stalling around
and being ineffective.
1
Some people like a title and rank. Well Rank has its
Privileges. But Rank has its Responsibilities. You can't have
1
the cream without the milk. The Spanish civilization declined
l
,
because a new title was enough. One didn't have to do more to
keep it. One could sort of retire. The moment one of their
engineers gets a degree he usually ceases to'work. He has
arrived. He can now ride. We think differently. If a man
gets a degree as engineer he now starts to work at engineering. I
So one has to maintain his rank or title by doing what is ex-
pected of it.
To keep a job all you have to do is do it, carry out the

1 I
orders given to the hat and defend the hat and really wear it.
Then you are secure in any command of mine.
l J
l ,
I can always be counted on to do two more things re jobs.
I usually give the guy at least one more chance later on if he
~
seems to have learned his lesson. And I can usually be counted
on to put a person back eventually into the zone they quit to
raise his confront.
, I
I don't usually have much trouble with people not doing

their jobs or wearing their hats. But when I do I know that
people around them are having ten times the trouble I am with
1
the person. So when I act to.discipline, demote or transfer,
it is to help others around the person more than to ease my
own lot. 1
The keynote is in any command of mine, you can wear horns
and grow a tail if you do your' job. If you don't do your job
you can't even think sideways without getting disciplined,
1
transferred or demoted.
All this view may seem odd on this weird planet where 1
naval officers are refused p~omotion because of their wives
and generals promoted in direct ratio to their number of
'1
,
casualties. But the ~aitt~rence is~ the wog on the whole is
not trying to get ~nything done or to go anywhere - and we are.
I .,
I
L . ~q~\lIU)~~~ARD
COMMODOR~i ~'
Adopted as Official
Church Policy by the l
CSI:LRH:blh:gal INTERNATIONAL
Copyright © 1967, 1982'
by the Church of
Scientology International
ALL RIGHTS RESERVED
1
l
r
r SEA ORGANIZATION
r FLAG ORDER 407

SHIPS ORG BOOK
January 23, 1968
r
r ORDERS AND RESPONSIBILITY
r
r Orders occur where responsibility has failed.
Non-Compliance only occurs when orders have had to be
issued.
r _0' False reports only occur where ignorance of data or
. avoidance of orders occurs.
r And the down spiral begins when responsibility has failed.
r I don't think I need overrun this by drawing further

pictures.
r L. RON HUBBARD
COMMODORE
r
r LRH : 1w: cs : i w
r
r
r
r
r
r
r
r
r
r
r
L
r
r SEA ORGANIZATION
r FLAG ORDER 805 30 May 1968
r
r ADMINISTRATION
r When Admin is OUT, Tech is OUT, and Ethics has long

ceased to exist.
r You can never send Administrative orders into an out

Admin area; you can only get Ethics in. To do other than
to get Ethics in is to only invite further non-compliance
r and Dev-T.
In reality, ANY Administration is a symptom of out-
Ethics. Any order is really a criticism. If a post was
r really being worn, orders would be unnecessary.
If someone started giving me orders, then I would
r wonder about my post. DO YOUR JOB WITH A PLUS AND A

PREDICT. Wear your hat so well, you never need an order.
r Remember: NEVER ISSUE AN ORDER TO GET AN ORDER YOU

HAVE ALREADY ISSUED COMPLIED WITH. Ethics has gone out.
When Ethics has to be put in, responsibility is out.
r L. RON HUBBARD
r COMMODORE
r LRH : s b :mz : i w
r
r
r
r
r
r
r
L
r
r
t
r
SEA ORGANIZATION
FLAG ORDER 2211 21 November 1969

All Units
WW, Info.
COMMUNICATION OF ORDERS
n The Military make it a rule to never explain an order!
r They believe a man is a puppet into whom can be trained a

number of action patterns, any of which can be activated
when the right button is pushed for that pattern.
Even if the think worked, we wouldn't do that. (It

doesn't work). We make stable terminals who handle their
areas so as to carry out the agreed purpose for that post.
So a basic operating principle is:
I •
!r
:' IF YOU DON'T TELL PEOPLE WHAT YOU'RE AT YOU CREATE
i MYSTERY,
r Say you issued t~ree different military type orders'
into the same area within a·short time span:
r 1.
2.
Lift that boat out of the water NOW.
Clean up the Bridge AT ONCE.
3. Give me an immediate count of the fire
r
extinguishers aboard.
You will achieve no more than:
r The person in charge of the area will ignore them

because he alr~ady has cycles to complete (there are rust
spots allover the. foesle, there'are unsecured canvases on
the boat deck, the ~ashings in the tween decks need
r
l.
tightening, decks have to be swept, the well deck has sprung
.a leak etc. etc.) and he is fed up with interrupting them; or,
r He will be confused as to which one to do first; or,
He will do them puppet-fashion and having done them,
r sit and wait for the next order, not knowi~g 'what your
overall plan is (you didn't tel·l him) and he knows from
experience it will probably not be the one that is desired.
Your three orders above have put him out of ARC with his area
r of control and with you.
If you had bothered to let him know what you're at,
r he'd know.
1. That baak is leaking. It will sink. Get it
r out of the water!
2. The Admiral's coming this afternoon.

better be spick and span.
The Bridge
r 3. There are some fire extinguishers missing from

their stations. Where are they? Why are they removed?
r
r Copyright©1969 L. Ron Hubbard. All Rights Reserved.
'r- I
'fJ
~ .
'~~'-
Fa 2211 - 2 -
He'd be able to judge relative importance and be able

to give you a sensible answer and be able to maintain his
position as stable terminal for his area.
He'd get the boat out of the water; he'd clean up the
Bridge; and he'd tell you that the 'missing' fire
extinguishers are being charged and are already back in
their stations all accounted for and all correct.
If the junior is the type that goes into explanations,
forbid them. If you know what the reality of the situation
'is~ and the pressure of the moment is high you can add,
"Regardless of any explanations etc. get it done", having
1
given him the R-factor.

If you are calling for 'information or materials for
inspection, say why you are inspecting this area, what
l
results you want to achieve, and mention who is going to
take c·are of it. You may find the whole scene 'is already·
taken care of, or the guy at the other end is quite capable .l
of handling it himself.
This operating principle holds goo.d for both long and
short commlines.
l
We are in the business of un-puppeting people.
don't make stable terminals. --
Puppets .l
TELL PEOPLE WHAT YOU'RE AT. DON'T CREATE MYSTERY.
.l
L . RON HUBBARD· l
COMMODORE
.l
LRH:rs:nt:sk
l
l
l
l
l
l
l
l
,
r
r
r FLAG ORDER 2185
SEA ORGANIZATION
13 November 1969
r
r
r HANDLE AND REPORT
r Confusion and the Stable Terminal data also show that a

Stable Terminal is not one that sits on unhandled data or
reports things belonging to his area that are not handled.
r Sitting on data or a situation without handling it has

a sort of tendency to charge it up. Eventually it explodes,
r either by being found out elsewhere or by starting a sort of

chain reaction like a withold which eventually affects the
whole surroundings.
r The correct thing to do with important or valuable data

or a situation is to HANDLE AND REPORT.
r Data which is not your hat but on your lines may often
be a missing item which added up to somebody else's data
clarifies a whole zone of mysteryo Denying it to those who
r have that area can mess them up. The thing to do is REPORT
IT.
Data which is within the zone of your hat is seldom
r without an accompanying situation. The thing to do is HANDLE

AND REPORT.
Let us take a. piece of bad news. One is reluctant to
~
put it on a senior's lines. To hold on to it, not handle
I it and not report it can set up a chain leading to disaster.
The correct thing to do is HANDLE and then REPORT it and
r what you've done. The only things bad to do are to fail to
report it or report it without having handled it first.
r It is far better to do something than nothing.

So get it in the works so that when data and situations
not your hat get on your lines get it to the hat that does
~
handle.
1.
And when data and situations that are your hat come to
r you: HANDLE AND REPORT.
r L. RON HUBBARD
COMMODORE
r LRH/nt:iw
r
r
r Copyright ~1969 L. Ron Hubbard. All Rights Reserved.
r
r
r
r SEA ORGANIZATION
r
r REFERRALS
r The practice of referring despatches and situations to

another without handling the situation is gross Dev T.
r The characteristic of an apparently busy org which yet

.accomplishes very little is REFERRAL.
r I have found two instances of hot situations not being

handled but simply referred.
r After this, HANDLE and INFORM OTHERS, in that order.

It takes a bit of nerve to hold a post and do a job but
r only when one isn't doing it in the first place.

Both Ship and Flag Org are indulging in "referral". Where
does it wind up? Me handling it after it has become serious.
HANDLE and INFORM. In that order. Playing catch with
a despatch back and forth will never get the show on the
r road.
Pride alone should dictate HANDLE and INFORM.
body else doesn't like it, that's tough.
If some-
r
L HCO PLs 12 Sept 67 'Post, Handling Of' and 4 May 68
'Handling Situations' should be studied with reference to
r
iL
HANDLE and INFORM.
~
I
L
L o RON HUBBARD
COMMODORE
r LRH: nt: iw
r
L
r
r
r
r
r
r
'r
SEA ORGANIZATION
r FLAG ORDER 1427 3rd October, 1968
r
r PROGRESS REPORTS
If I see any more "progress reports" I will assign

Condit ions.
Stable Datum is - when an org or ship starts a lot of

internal comm it will soon be followed by a slump.
r The reason is simple. Progress Reports (and Dev T)

give a SEMBLANCE of action. The whole place goes in for
unfinished cycles. Just to ~ busy.
I am only interested in COMPLETIONS. Captains should

be interested only in COMPLETIONS. Supercargoes and Chief
Officers should be interested only in COMPLETIONS. Divisional
rl Officers should be interested only in getting COMPLETIONS.
Officers should only be interested in pushing for COMPLETIONS.
Petty Officers should. push only for COMPLETIONS. The crew
r should work only to COMPLETE things.
To hell with all these "progress" reports. They make
r
L"
it APPEAR that something is happening.
ONLY REPORT COMPLETIONS.

When it isn't.
r Work to get COMPLETIONS.
Work done badly isn't completed is it?

r
l
So let's avoid the slumps that follow periods of
heavy internal comm. Let's work for Completions and so
r be able to REACH.
LRH Comms are instructed to stamp on "Progress Reports".
r
They are to demand only Completions.
Overdue projects that falloff the time machine get
CONDITIONS. That's the only negative progress report there
r is.
We must Complete not creep. Then we'll get the job done.
r L. RON HUBBARD
COMMODORE
Adopted as Official
r Church Policy
by the
r
J
INTERNATIONAL
l LRH:CSI:ja:sk:iw
r
Copyright © 1968 .L. Ron Hubbard. All Rights Reserved.
r
l
r SEA ORGANIZATION
FLAG ORDER 2740 12 February 1971

r SO Member Hat
r
r
l
HAT KNOCK OFF
Your functions will be found in P/Ls and FOs, FSOs and

r·i CBOs.
If anyone tells you your job is different than stated
r
\
in such issues, please realise that there are no orders
senior to such issues and an "illegal order" is defined as
one contrary to existing issues. Accepting an il~egal order
is actionable.
r
I
L
What one gets Comm Eved for is in the P/Ls, FOs, FSOs,
CBOs and HCOBs.
r You can't be Comm Eved for failing to follow an illegal

order. You sure can be for departing from policy issues.
r Orders don't equal orders equal orders. That's the

road to disaster. Some orders are senior to others. A
dock worker telling you to put on your jacket is not the
r same as your division head telling you to do so.
Similarly a "senior" giving you orders contrary to your
r hat is knocking your hat off. He may have no idea what your
hat is. If you follow such an illegal order and fail to
follow the policy in your hat, you could be for it.
r
L
Orders are not orders are orders are orders.
You have policy to keep things straight. If policy
doesn't cover, request clarification. If you are doing
something other than your hat, sooner or later it will
catch up to you.
[
r Seniors should have a list of the hats and their duties
of everyone on a ship or in an org and know them.
r Unless such a list exists and you are foolish enough to

accept a hat misinterpretation, not only you but all of us
are at risk.
r I count on you to wear your hat as laid down by P/Ls,
FOs, CBOs, FSOs and HCOBs.
Don't let me down.
r L. RON HUBBARD
COMMODORE
r
r
.\
LRH: nt: iw
r
r
r
r
r FLAG ORDER 2947
SEA ORGANIZATION
15 September 1971
r
\
Reissued
L
6 August 1982
r KNOW BEST
r Recent breakdowns in US command channels and org decline

was traced to a group on a relay point who were intensely
r
L
critical of Management and "knew best."
They did not "know best" since their actions were followed
r by decline.
The undermining of authority made it very difficult for
command to han,dle the resulting situation.
It is a betrayal of juniors for a person on a point of
command channel to undermine authority. For'it sets the
r junior up for a rough time.

"Flag doesn't really know
actually informed
" "They are not
" is usually followed by "so we
r will " and when the crash comes the junior catches
it, either by being the effect of a messed up area or the
resulting discipline.
r If Flag or management doesn't know it's because the person

saying "Flag doesn't know " is not informing his
r seniors and is not reporting.

In the final analysis it is top management that has to
pick up the pieces.
r
L In the final analysis a person is comm eved not on some
person's "know best" ideas but on FOs and policy letters,
r just what they say, line by line.

An area in which someone's withholds have caused natter
r about management, there is a decay of confidence in the manage-

ment. This makes a decline in itself. Uniforms, living
conditions, food, all can decline in the area.
,. Then when top management tries to repair the situation it
l is doing so in an area that doesn't comply. ' So' the situation
is extended in time and is much 'harder to remedy.
r-'t The usual· cycle is
"We know best. 'They' don't know."
r "So we will (goofball orders) "
r "It's going crazy so we won't tell 'them' . "

"Now you see what '·they've' done."
r-
I
l
"I can't for the life of me understand why all you fellows
are now catching it from 'them'."
r You'll find all this on the Chart of Human Evaluation in

Science of Survival. Someone who perverts comm lines causes
trouble.
r
r
r
l
l
FO 2947 - 2 -
l
,
Reiss. 6.8.82
So a POLICY is laid down:

A JUNIOR WHO IS GIVEN ILLEGAL OR CONTRARY ORDERS AND WHO
FOLLOWS THEM INSTEAD OF FOs AND POLICY ~ETTERS AND EDs AND
WHO DOES NOT REFUSE THE ILLEGAL ORDERS AND WHO DOES NOT REPORT
, J
THE MATTER IS SUBJECT TO COMM EV FOR ACCEPTING ILLEGAL ORDERS.

l l
LEGAL ORDERS ARE DEFINED AS ORDERS KNOWN TO AND AUTHORIZED
BY FLAG IN WRITING OR AS FOUND IN POLICY, FOs, BASE ORDERS,
EXECUTIVE DIRECTIVES AND FLAG DIVISIONAL DIRECTIVES.
IF IT IS NOT WRITTEN AND SEEN IN WRITING. IT IS NOT TRUE.
l
VERBAL RELAYS OF FLAG COMMANDS ARE NOT ACCEPTABLE.
1
RELAYING OR CARRYING OUT A LEGAL 'ORDER IN SUCH A WAY AS
TO MAKE IT UNWORKABLE IS A COMM EV OFFENSE.
ANYONE BREAKING DOWN CONFIDENCE OR TRUST IN TOP MANAGE-
, J
MENT MUST BE REPORTED TO TOP MANAGEMENT WITH ALL FACTS BEFORE

THE SITUATION DECAYS BEYOND CONTROL.
If you want to know th~ plain truth of it, top management
l
usually works harder and tries harder than anyone else to make
things go right. l
L. RON HUBBARD l
COMMODORE
Adopted as Official
Church Policy
l
by the
l
INTERNATIONAL
l
LRH:nt:bk:~al
Copyright ~ 1971, 1981, 1982, 1983
l
by L. Ron Hubbard
ALL RIGHTS RESERVED
l
, \
l
~
1I
1
l
l
l
r
SEA ORGANIZATION
r FLAG ORDER 1432
HCO PL
4 October 1968
r ETHICS PRESENCE
r The reason an executive can get compliance is because he

has ethics presehce. If you haven't got" it, you won't.
r
\..
When you issue orders you are using power and force.
If you are also right in what you get compliance with
r and your programmes are clear, correct and beneficial - boy
do you win.
r But it is not the rightnes~ of a program" that gets

compliance. It is ethics presence.
r Rightness does not get compliance because there are always

counter intentions in the way. If you go on the assumption
that one and all want things to go right you are going to make
a dog's breakfast out of it.
r There are only a few with a good forward look and who
are relatively unaberrated.
r Men will keep the accounts straight only because you

can muster bayonets to enforce that they do.
Ethics presence is an X quality made up partly of symbology,
partly of force, some "now we're supposed to's" and endurance.
r
I
One of the reasons the press now print what we say is
that we have endured the biggest shellackings anybody could
muster up. We've gained ethics presence publicly by it.
r Endurance asserts the truth of unkillability.

here, can't be unmocked. This drives the SP wild.
We're still
r Because of the Sea Org we appear to have unlimited reach

and in some mysterious way, unlimited resources. The ability
to appear and disappear mysteriously is a part of Ethics
r presence.
As an Executive you get compliances because you have
r Ethics presence and persistence and can get mad.

The way you continue to have Ethics presence is to be
maximally right in your actions, decisions and dictates.
r Because if you're wrong the other fellow gets wrapped
around a pole for complying. And the pain of that starts to
outweigh your own Ethics presence.
r So, when you issue orders you are using force and power.
You can, however, get in such a frame of mind you cease to
r use the softer arts as well. Against non-compliance you add

ferocity with the aim of continuing your comm line.
Wrath is effective but used in moderation and only in
r moments of urgency.
Man has been invalidated to such an extent that he starts
r to do himself in -- that's the secret of aberration. He

denies himself, then mocks up pictures to do himself in with.
r
r
l
l
FO 1432 - 2 -
,
If you continue to i~validate and chop people they will
start to do themselves in even harder -- so if you continue
to use heavy ethics on someone you play right into the hands
of his bank.
Self-invalidation is merely the accumulation of invalida-
tion of oneself by others. The point being, that you better
l
temper the lightning with sunshine.·occasionally.
If you use heavy Ethics on wogs they are being invalidated
l
_.'
from altitude. You can't build up competent people by

invalidating them.
l
Without in any way softening your approach, you should
. know the real force is dependent upon ARC, and the major
threat is the interruption thereof. l
L. RON HUBBARD
l
COMMODORE
l
LRH:nc:iw
l
1
,
j
, !
l
l
l
l
l
l
, J
l
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r
r SEA ORGANIZATION
r FLAG ORDER 340 January 3, 1968
r
r SPEED OF SERVICE
In the matter of courses and students SPEED of service

r is of vital importance.
The prosperity of a business is directly proportional
r to the speed of flow of its particles (despatches, cables,

goods, messengers, students, customers, agents, etc.).
To prosper, service must be as close to instant as
r possible.
Anything which stops or delays the flows of a business
r or delays or puts a customer or product on WAIT is an enemy
of that business.
r Good management carefully isolates all stops on its

·flow lines and eradicates them to increase speed of flows.
Speed of service is of comparable magnitude to quality
of service and where exaggerated ideas of quality exist they
must become secondary to speed.
r Only then can a business prosper.
r
i
L. RON HUBBARD
COMMODORE
r
r LRH: lw: nt: iw
r
r
r
r
l
r
r
l
r
r
L
r
r
r SEA ORGANIZATION
r FLAG ORDER 800

POL. LTR.
31st May 1968
r
'L
SCIENTOLOGY TECHNOLOGY
r
L
There is one Tech. and that is Standard Tech.
Unfortunately there is other Tech. around. This other
r
l
Tech. is.a Liability. Other Tech. is defined as any tech.
which'i~ not standard Tech.
r
t
Let's start punching this hard.
r L. RON HUBBARD
COMMODORE
r-
l
LRH/sb:nt:iw
rl
r
r
rl
r
r
r
r
1
r
r
r-l
~ Copyright © 1968 L. Ron Hubbard. All Rights Reserved.
(
l
rl
r
r
I.
r SEA ORGANIZATION
r SHIPS ORG BOOK
L
r
r Sea-org personnel must be able to get routine good
results on all types of cases, using STANDARD TECHNOLOGY
such as that employed on the Green Form, Grades 0 - IV
and the OT Sections.
r L. RON HUBBARD
COMMODORE
~
l
r L
LRH: Is: iw
rl
r
1
i
r
r
rt
r
r l
r
r-
I
\
r
r-
I
L
r
rL
SEA ORGANIZATION
r FLAG ORDER 2710

SO Member Hat
27 January 1971
r\
l
HARD WORKING PEOPLE

•\
ETHICS PROTECTION
L
r People who work hard have Ethics Protection.

Time and again somebody who raises a fuss trying to get
r his job done and his lines in has been criticized or chopped at.
In many cases I have had to intervene to give them ethics protec-
tion.
r Therefore it is hereafter a Court of Ethics offense to

impede a Sea Org Member or staff member who is trying to get
his job done. The charge is "Condemning efforts to do one's
r job. "
People who are inactive and do not make a row when impeded
r but are merely quiet are liable to a Court of Ethics for being
inactive on a charge ~of "Neglect of Duty."
r The ideal scene is NOT a mortuary where everyone is quiet.

Persons who want such a scene are unable to confront motion and
emotion.
Causing a fuss or exhibiting temper while trying to get
action is NOT a chargeable offense.
r We are not in the behaviour business.

to others.
We will leave that
r It is of exactly no concern whatever

or SO members clash in trying to do their
violence were to result, then damaging an
possibly be charged if any serious dwmage
that two staff members
jobs. If physical
SO member might
occurred.
r
\.. That two people are cross with each other is of no consequence
whatever. It is not a legitimate zone for any ethics or executive
r interference.
That someone is too frightened or too dull to make a fuss
r when his job is impeded IS actionable under "Neglect of duty".

We have in the past erred a few times in accepting complaints
against persons who were trying to do their jobs and had gotten
unpopular. And we spent a long time undoing the trouble caused.
i
i.
At this time, after great experience, when a complaint is

filed against certain persons who do get their jobs done, the
interest it gets is that the filer-Can't confront confusion or
emotion and needs a few drills.
r It is true a cemetery or a morgue are restful places.

require no confronting.
They
r They don't produce anything worthwhile either.

I can think of nothing sillier than an inscription reading
r "We all revere Anthony Brown. He was quiet and polite as the
ship went down."
The need for a loud effort to get the job done only states
r that that post is flanked on either side by people who are not
getting their jobs done.
r Copyright ~1971 L. Ron Hubbard. All Rights Reserved.
r
, l
FO 2710 - 2 -
,
l
That's all it means.
"Who's in your road?" is the thing to say. Not "Be quiet!"
,
,
I
J
The ideal scene is not a mortuary. It is a busy live scene.

1
The world is carried on the backs of a few hard working
people!
They're entitled to make a row if they find themselves
falling over ineffective team mates.
l
Give them a hand! l
l
L. RON HUBBARD
COMMODORE
, !
LRH:nt:iw
l
1
, !
1 )
, (
l
l
l
l
l
l
l
-r
r
r SEA ORGANIZATION
FLAG ORDER 3793-6 1 October 1980

OODs Series 7
r
r (Originally LRH OODs Item of 24 June 1971)
r TROUBLE
The fastest possible way for a senior to get into
r trouble is to fail to get in Ethics on a downstat junior.

The US "solves" all this with huge government pay-offs
and propitiation. And look at the upsurge of riots.
r Capitalism works only on the reward side.
sides to make a game.
It takes two
r If an IIC lets Ethics go out on his juniors he pulls

the rug out from under himself - and slaughters the juniors
also.
r A team is composed of teammates.
team aren't teammates.
Those who mess up the
r The decline of some orgs was really - the seniors let

ethics go out on their juniors and sought to be "good fel-
r lows" .
The VFP of orgs is not juniors who think their seniors
r are good fellows.

And it isn't "good fellows" either.
r Effective SO Members is one of the SO VFPs.

There are some.
r There will be more.
r L. RON HUBBARD
r COMMODORE
r Sherry Anderson
Accepted & approved by the
BOARDS OF DIRECTORS
of the
r
L
BDCS:LRH:SA:bk CHURCHES OF SCIENTOLOGY
r
r
r-
\
l
r SEA ORGANIZATION
"r· - FLAG ORDER 2626 26 November 1970

Corrected
r
!.
NON-UTILIZATION
r A charge of Non-Utilization can be laid against any officer

or in charge, Can, OOD or QM who fails to post and supervise
r personnel under his orders or who tolerates non-production,

useless production, absence from post, idleness or malingering.
Such a charge carries with it a minimum loss of a week's pay
and a maximum penalty of a Comm Ev for reduction in rank.
r
\
CROSS POLICY
r A senior or an in charge found to be operating on policy

contrary to that of management, or remaining ignorant of policy
or failing to request policy where it is not already established
r is subject to a fine of not less than a week's payor a Camm Ev
for reduction in rank or suitability.
r AVOIDING POLICY
Demanding orders from a senior when policy already exists
r
l
to cover the activity shall be actionable by a minimum of a day's
payor a maximum of a Condition of Danger and a week's pay.
r PRETENDING IGNORANCE
r Pretending ignorance of what is needed or wanted from a

junior and/or failure to advise a junior of the policy and duties
of his post as laid down in policy, shall be chargeable as
wilful non-utilization, and carries with it a minimum loss of
r
t
a week's pay and maximum a Comm Ev for reduction in rank.
r NON PRODUCTION
Advising or expending funds which do not result subsequently
r in a valuable final product, or advising or expending funds

voted up by a body' or advised by a person who cannot list or
name the valuable final products of an activity shall be action-
r able with a minimum loss of a week's payor a Comm Ev for

reduction in rank and transfer.
r FP AUTHORITY
No person may participate in Financial Planning who has not
r been starrated on a Finance Pack and other required policy, who

does not know policy and who cannot list the final valuable
products of his activity and no pay may be drawn by a person
who should be part of FP but who is not qualified.
r RESPONSIBILITY
r No person may refuse the responsibility of his rank and to
do so shall automatically convene a Comm Ev for reduction in rank.
,r DUTY
'r / A person who refuses duty is subject to Comm Ev for reduction

in rank or sUitability.
\
r Copyright © 1970 L. Ron· Hubbard. All Rights Reserved.
'r
]
FO 2626 - 2 -
J
A person absent from post when an emergency occurs is
subject to a minimum fine of a week's pay and a maximum of a
Comm Ev for reduction in rank.
SELF-PROTECTION l
A person who seeks to cut off an area, org, division or
section from its properly constituted authority shall be
Corom Eved for instigating mutiny.
PERSUASION TO DESERT
l
Any person found advising or persuading departure or
threatening departure to influence action or making a statement
he intends to leave, shall be deemed guilty of mutinous conduct
J
and Comm Eved for mutiny.
]
EMPLOYMENT ON LEAVE
Any SO member "on leave" who is employed by a Scientology
]
or SO org shall be chargeaple for desertion.
l
CONTRACT BREAKAGE
Any person who fails to return from leave on schedule shall
be deemed to be a deserter.
Any person seeking to depart and who intends to break his
contract under the guise of extended leave or who departs without
leave shall be deemed a deserter.
DESERTION
The penalty of desertion shall be a condition of Treason,
forbidding further entrance into or contact with any Scientology
org or activity, may not be trained or processed and shall be
subject to such other penalties and maritime penalties as may
be charged and civil action to recover any expense.
JOINING FOR PERSONAL SERVICE

Any person found to have joined the Sea Org for personal
service only shall be subject to double charges for service
rendered, all transport and cost of keep and shall be subject
to a condition of Enemy and civil suit for recovery including
all legal charges.
Excepting only that the person shall confess, have become
productive and act thereafter with sincerity.
NON PRODUCTION
Any person whose production consistently amounts to an overt
act or who does not produce shall be subject to Comm Ev, demotion
and suitability investigation.
POST RESIGNATION
A person who resigns his post or threatens to resign his
post or leave shall be deemed mutinous and may be disciplined
accordingly.
r
r FO 2626 - 3 -
r-
r NEGLIGENCE
Any officer who does not industriously see to the org bding,
r hatting and training of those under his orders shall be chargeable

for Condoning Negligence and shall be subject to Comm Ev for
removal, reduction in rank and suitability.
r MATERIEL
r Anyone damaging, losing or failing to maintain materiel in

his charge or in the area of which he has charge shall be subject
to Comm Ev and reparations for rectifying the damage caused.
r
r These disciplines are placed in force to remedy outnesses
visible and not corrected in the past year of operation.
Their intentions are to enforce viable and efficient
r organization where it has been lacking.
It is to be regretted that whenever efforts are made to
r suspend Ethics the activity and safety of those within it are

placed at risk. Such has been our experience.
The recent light Ethics period should have been appreciated.
rt
r L. RON HUBBARD
COMMODORE
r LRH: rr: iw
r
r
r
r
r
r
r
r
r
r
r
SEA- ORGANIZATION
FLAG ORDER 832 5 June 1968
It is a Comm Ev offense to be stupid or to use ignorance

as an excuse for a wrong action.
It is a Comm Ev action to assume a crew does not know
or cannot learn what they are doing.
L • RON HUBBARD
COMMODORE
LRB/mc: iw

rl
r SEA ORGANIZATION
r FLAG ORDER 3793-3

OODs Series 4
13 September 1980
r *R*O*Y*A*L* *S*C*O*T*M*A*N*
r (Originally LRH OODs Item of 15 July 1968)
r
r ARE YOU WELCOME?
A lot of guys when hit with low conditions go into a "I'm
r not welcome" attitude, "They're against me" etc.

Well, for those who didn't do it actually there's al-
r ways an Ethics Hearing. Anyone assigned a low condition can

have one.
r Those who did do it and know it take the Condition and

work on up with it and do better.
It has nothing to do with whether one is welcome or not.
r The whole action is to put an org here that can handle
things outside its area.
r That begins by handling the area itself. We're not going

to get very far handling the world if we can't handle ourselves.
r Right now we're going through a formative period.

is what separates the world's pes from the auditors.
This
r We are separating out these in the Sea Org.

The end product is the Sea Org on the business side of
r
l
the world's E-meter and the rest on the other side holding the
cans.
There are guys who came through it. Some of the best Sea
r Org members we have have been some of our worst in earlier times.
By tech we can change people.
r
l By Ethics we can change people.
r Some people are lousy and aren't changing, some have been
good guys all along and don't need to change.
I personally feel bad when I see somebody all chopped up.
r Then it's called to my attention that that's the guy who caused
the rest of us so much hard work. So I suffer along with it.
The end result will be a Sea Org composed of guys who don't
goof.
Nobody is mad at the downstats. We just object to being
r overloaded with the trouble they cause.
It isn't a case of being welcome or unwelcome, it's a case
r of can someone help us do the job or can't he.
r
l
FO 3793-3 - 2 -
We're willing to push people through to Clear, but we

are not willing to stand by idly while they work the rest of
us to death with inattention and goofs.
,
The Sea Org is a very tough outfit. It's no walk in the ~
park. It's no place to come to for free service. We're here. )
!
The pcs are out there.
Those who make the grade will be the top thetans of this
planet.
All of us old timers have made the grade through more
bullets than just low conditions.
An elite corps in always a toughly disciplined corps.
The way to be welcome is to pull one's weight and move
over to cause.
We are a few, trying to raise the lot of many. We are
short tempered. But we do our job.
The road to the top·strata of the Sea Org is wide open.
So is the gangway. Those who are welcome are at cause over
l
their jobs.
L • RON HUBBARD l j
FOUNDER
Sherry Anderson
for the
BOARDS OF DIRECTORS
of the 1
., !
}
BDCS:LRH:SA:bk
,
l
!
l
i
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i :
1 I
..,
I
I
r
r SEA ORGANIZATION
r FLAG ORDER 238 14 October 1967
r
r CHANGES CAN HAPPEN
r It is entirely possible for someone to trim his sheets

and get on course in the Sea Org.
r Petty Officer A, a $uccess as Supply Clerk and now

promoted to Chief Steward, was once incapable on former
posts and mutinous!
r One doesn't have to go on forever being Ethics bait.
r
l
It is a matter of getting in discipline on oneself.
If the Org has to get in ethics on a member then at
r the very best that person is in Danger Condition on the sub-

ject of Ethics as he should be getting it in on himself, not
leaving it to the Master at Arms to do it for him on a by-pass.
Actually the Master at Arms should send a bill for the service!
r Almost all persons who get in trouble with the disci-

plinary forces of the Org are in fact leading out-Ethics lives
r to begin with. They have personal crimes or matrimonial

tangles they have never handled or put right. Their lives
are "out-Ethics" lives as a rule. They have never gotten in
r Ethics on themselves.
They are at odds with the general social mores in some
way. I do not mean mere second dynamic relations. Their
r marital and inter-personal relations prior to Org connections

are usually found to have been out-Ethics.
r The thing to do is to get Ethics in on oneself and old

tangles with one's fellows straight. Not wait for the Master
at Arms to do a by-pass.
r We don't want people feeling guilty.

ing honest. It's great.
We want them feel-
r L. RON HUBBARD
COMM:ODORE
r
r LRH:lh:iw
r
r
r
r Copyright ©11967 L. Ron Hubbard. All Rights Reserved.
r
r
/r
r··
l
SEA ORGANIZATION
r FLAG ORDER 2610

(Reissued from Flag OODay
of 29 July 1968)
27 October 1970
r Sea Org Member Hat

New Recruits
r VALIDATION
r It's a rough universe.
r Sometimes we do a right thing and don't get thanked or

acked for it.
r Sometimes we do a right thing and get swatted.

I have had my share of this. I can sympathize with those
r whose experience is similar.

We're going to introduce a new noun in Scientologese.
r It's a "COMMENDABLE".
We have the word "overt", meaning a BAD deed.
r We need a word meaning a GOOD ACTION. There is no single

word for it in English. Thus we coin the word a "Commendable".
r Every person in the Sea Org has done a "Commendable" in

joining the Sea Org. Almost all do a Commendable every day
in just doing their jobs and carrying on.
r I want to thank them for it.

Conditions or no conditions, I appreciate your coming to
r,. the Sea Org and I appreciate the work you are doing in it and
for it.
Thank you for your commendables.
l They are many.
r L. RON HUBBARD
r COMMODORE
r LRH: sb: iw
r
r
r
r
r
r
r
r SEA ORGANIZATION
r FLAG ORDER 2414

Chaplain's Hat
PEO Hat
16 April 1970
r PES Hat
Issue also
as a PL
r MORALE
r Morale is defined as "a sense of common purpose or a

degree of dedication to a common task regarded as charac-
"teristic of or dominant in a particular group or organization".
r Also defined as "A confident, reso·lute, willing I often self-
sacrificing and courageous attitude of an individual to the
function or tasks demanded or expected of him by a group of
r which he is a part that is bas.ed upon such factors as pride

in achievement and aims of the group, faith in its leadership
and ultimate success, a sense of fruitful personal participa-
r tion in its work and a devotion and loyalty to other members

of the group". Also "a state of well being and buoyancy based
upon such factors as physical or mental well being, a sense
of purpose and usefulness and confidence in the future."
r Morale in a military sense applies to the whole group

as in "Espri t de Corps" (spiri t of the group).
r However, a group's morale is after all the additive

result of the morale of each individual member.
r When one speaks of "bad morale" one can mean an individual's

bad morale or that of a whole group.
r By caring for the morale of each individual one can raise

the morale of the whole group.
r
By working on group morale one can also change the morale
of the individuals in the group.
Successes tend to increase morale. Failures tend to
r decrease morale.
Morale is subject to propaganda attacks entering false
r data into a group.

Sound morale is best built by Reality. The restricting
r of unsavory news can injure morale by throwing out the R factor.

Similarly false validation can injure group morale as the
R factor is corrupted.
r The "expertise" of military groups in "handling morale"

is to a marked degree worthless whenever it violates R factors.
r A severe or savage experience does not necessarily destroy

group morale. I have observed that there was no group at all
much less morale in combat uni ts before they had a harsh
r experience in common. The highest morale groups in the
world have been those whose common lot was harsh mutual
experience. (US Marines, the Foreign Legion, etc.)
r Morale is not a sweetness and light proposition. Hand

holding and sympathy can destroy morale if it also lessens group
r solidarity or injures the belief in the group's leadership.

R is the vital factor in all morale problems.
r
l
l
FO 2414 - 2 - l
Six months or even a year before an operational or functional
l
catastrophe one could have detected out-morale in certain areas.
Such out-morale
upset or severe
areas, continuing, have preceeded a general
loss for the whole group. l
If small zones of out-morale are noticed and repaired when
they occur, the group can be saved future upsets of magnitude. J
The repair of individual morale is accomplished in the field
of Scientology tech and Ethics. l
The handling of group morale is done in the area of accom-
plishing objectives along the agreed upon group purpose line
and in the sphere of group social relations.
If any organization has a chaplain with a full grasp of
the subject of morale, its definitions and technology and if ~.
he works factually and successfully, group catastrophes would
be' averted.
Lack of this function can be very destructive to a group. l
Successful accomplishment of it can be the source of group
success.
Skill in Scientology Tech, group organizational functions
l
and Public Relations are the requisites of a good chaplain.
l
L. RON HUBBARD
COMMODORE l
l
LRH:dz:iw
l
1
, I
l
1
»
l
l
l
l
l
l
r
r
l
r SEA ORGANIZATION
r FLAG ORDER 3793-2

OODs Series 3
13 September 1980
r (Originally LRH OODs Item of 6 Feb 1971)
r
r WHEREWITHAL
A group generates its own conditions.
r A group which gets on a handout line deteriorates rapidly.
r Living off reserves made by someone else is degrading to

a group. Look at psychiatry as an example. It lives off gov-
ernment handouts.
r Morale is directly proportional to production.

A group which does not generate its own support goes bad.
r A high morale group is one which by its own competence
generates its own wherewithal.
r By mocking up an actual Div III that actually gets the

preparatory admin squared up and gets its records available
r and not in trunks, you chilluns will get shoes.

Yet these income and billing areas are the most lightly
manned areas.
r To increase pride, morale and competence, live by produc-

tion and collect what's owed by reason of production.
r This group has earned its keep in the past. It needs on-
ly to continue production and collect for it to have a very
well fed and clothed group.
r Those actions are done by the group itself and can be
done no other way.
r
r L. RON HUBBARD
FOUNDER
r Compiled and issued by

Sherry Anderson
r Compilations Missionaire
for the
r BOARDS OF DIRECTORS
of the
r BDCS:LRH:SA:bk
r
r
r
r
r FLAG ORDER 3793-11
SEA ORGANIZATION
14 September 1980
r OODs Series 12
r (Originally LRH OODs Item of 22 Feb 1971)
r CROWDED
r Flag is crowded these days.
r Berthing is at a premium.
New faces, new actions.
r This is the time when it is hard to wear one's hat because
the weaker points on lines have given away
r
0
This is the time that reputations are made and future trust
inspired in those who wear their hats and do their jobs. In
such times one begins to mark out those who can control their
r immediate environment and make it and those in it go right.
This is the way future officers and promotions are sched-
r uled.
Reversely this is also the time one notices who couldn't
r hold the line or who made a mess of it or who caved in.

Those trying to get the job done note these things. The
r non-production, the absent from post, the flaps as well as the

order and high production.people are noted.
It all comes straight eventually because those in charge
r note and support those who make it go right and mark down the
others. The go-right guys eventually wind up in charge.
r Those who dodge

off the lines.
th~ir
This is YOUR Sea Org.

way and dog it eventually vanish
It is as good as you make it.

r THE SUPREME TEST OF A THETAN IS TO MAKE THINGS GO RIGHT.
r
r L. RON HUBBARD
FOUNDER
r Compiled and issued by

Sherry Anderson
r for the
r BDCS:LRH:SA:bk
BOARDS OF DIRECTORS
of the
r
r
r
r SEA ORGANIZATION
r SO Member Hat
TOUGHNESS
r (Note: The text of this FO was written

originally as an article for UP Magazine
(Issue 3), an early Advanced Org mag, in
1968. It is reissued now as a Flag Order
as "Toughness" is a distinctive SO
attribute.)
TOUGHNESS
r by L. Ron Hubbard
r Toughness is high on the scale.
r At upper levels in Scientology we find ourselves unable to

handle one area and so instead of doing the natural thing and
reducing the area we are trying to handle, we just double the
r size of the area. That's the way theta works.
How many times in your life have you decided: "Well let's
r see, I couldn't handle so and so. I guess I'd better handle

just a little bit less." And then the first thing you knew you
couldn't even handle that.
r What if you had said, "All right.

seem to be able to do this.
Now let's see.
\\Tell, where' s two of them?"
I don't
r I recommend it to you very thoroughly.

something, you say.
You can't handle
Find a couple of tougher ones.
r
The point is that you go in reverse. You've decided already
long time since that it was rough handling a MEST body. A
pre-OT who's fairly convinced that it's tough gets kind of
anxious about handling this body. He knows he can do only one
r thing at once. He knows this. He knows it completely.
Let him go down the street and work two bodies at once.
r out.
"Oh no," you could say, "No, this isn't the right road
This couldn't be. That's just more quantity. That's ... "
r I'm afraid that this is the road out.
The job gets tougher as you move up the line to higher
r levels. Fortunately I've designed it so that each new level

is attainable for most.
r The thing to do is keep moving over the bridge, keep

working on the next level, and soon you'll be on the other
side.
r I'll see you then.
r Personnel Hatting Officer Flag

r LRH:DZ:nt:iw
for
L. RON HUBBARD
r by L. Ron Hubbard
ALL RIGHTS RESERVED
COMMODORE
r
r
r SEA ORGANIZATION
r FLAG ORDER 1378 26 September 1968
r
r
r EXPECTATIONS
r It is expected that every Sea Org member becomes, at

whatever distant date,
r 1. Capable of handling all phases and actions of ships

and engine rooms including the duties of a Commanding
Officer;
r .2. A Class VIII auditor;
r 3. A highest level Org Exec administrator.

Such an organization, one composed of such beings, would
r have no possible rival on this planet.
r L. RON HUBBARD
COMMODORE
r LRH/pd:iw
r
r
r
r
r
r
r
r
r
r
"r Copyright © 1968 L. Ron Hubbard. All Rights Reserved.
r
: ....... }~) .. :.. ,'''~'~' .,"
SEA ORGANIZATION
FLAG ORDER 3979 21 September 1990
SEA ORG TECHNOLOGY
(Taken from LRH despatches of 4 June 1982 and

12 February 1984. Issued as a Flag Order on
21 Sept~ber 1990.)
. Refs:
Flag Order 1743 (untitled)
RCO PL 24 Sept. 70RA ISSUES - TYPES OF
·RCO PL 7 May 84 LRH Comm Network Series 1
THE LRH COMM NETWORK
AND ITS PURPOSE
The Sea Org has an additional body of policy contained' in

Flag ·Orders. Flag Orders are part of the policy structure of the
Sea Org -.' many, many Flag Orders make the Sea Org -the Sea Org.
A primary duty of an LRH Comm in the Sea Org is getting

compliance with LRH Flag Orders and ensuring that staff in Sea
Org orgs actually follow Flag Orders and policy letters. .
L. RON HUBBARD
COMMODORE
Compilation assisted by
LRH Technical Research
and CompilatiC?ns
Adopted as official
Church policy by
INTERNATIONAL
LRH:CSI:RTRC:tf.dj
Copyright © 1990 L. Ron Hubbard Library

ALL RIGHTS RESERVED

Keys To Competence

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SEA OBGAlfIZATION

FLAG ORDER 3884 29 February 1984

KEYS· TO COMPBTBNCE COURSE

:.;.. ~ ...' ()RG~ .;'., :

~: This checksheet is to be done by ALL current~~d .f,,:,ture

It also becomes.the· t1rs,t.'acti9D. 9.fProductOne for a

PREREQUISITE: Fo~ new Sea Org members:

PURPOSE: To niaie a coMPETENT SEA ORG 'MEWill "by. train:l.ng him/her

In studying this checksheet·~ mlLke fQl;L uS.e of".~Study Tech •.

Items marked with an asterisk (*) are to be starrated by

NOTE: IF YOU HAVE DIFFICULTY OR CANNOT DO CLAY DEMO AJiy"bEMO,:

LENGTH OF COURSE: aile we.k, •. part t!me.

PRODUCT: A COMPE~NT SEA ()aa.IlEMBER~' ODe Who knows.~ ~de~stands

'Copyright © 1984 L. RqQ i B,,-'bard. . .All; Ushta Reserved.

Award of the "CompeteDt Sea Orallember" Certificate also

"COMPETBlfT SEA OBO. 1II11BBR'~: ,Ribbon.

o. KBBPING SCIENTOLOGY !ORKING

I. THE SEA ORG '

( II. PURPOSE OF THE SEA ORG

1. *FO 433R . ., ..'. ~.':. :BEA ··uliri·::tzons :OF;~P~ING ----.~-

V. PERFORMANCE " .~ :'. .....

VI. RANKS AND RATINGS

1. PO 236 RANKS AND RATINGS ..

1. * FO 2239 OFFICERS': Br.~J:TTy OFFICJUtS',":

4. * F03182 ,,' ,OFFlCJ:R ,RESPPNSIBILITY '~:.,~ , _

yow: post. ,----

VI II .ORDERS ',: ~ ~: ;. t . ',',c '

,; ,,:";~ ,,>.): :'.: (~"~'" "'\.:'

3. ESSAY: Write an essay giving an example of the

Tech, hatting, qonditions, etc. Turn your , :.; .

. '.' paper..in to ·the :·supervisor. ..... , _.. ' "

SUPERVISOR: I attest that I have trained this student to the best

STUDENT EXAMINER: If the student is not Fast Flow, an exam is

CB!lT~ :AND AWARDS: .Student' attests be bas a) enrolled properly

CERTS AND AWARDS: The student is awarded the certificate of:

COMPETENT SEA ORG MEMBER.

Be is also awarded the COMPETENT SEA ORG MEMBER RIBBON which

FLAG ORDER 137 12th September 1967

THE SEA ORGANIZATION

If almost any person in the Sea Organization were to appear

For the Sea Organization is cOlnposed of the "aristocracy"

It is like one of the old regiments of gentlemen where any

Denying the skill and fame of these individuals to Scien-

And it would be except for one or two things.

In 1966 I made the actual test of what I could accomplish

But this adventure showed several things to be true. An

I am a great one for pioneering alone to find "holes in

And although our lowest deck hand could be a "duke" only

[ FLAG ORDER 234- 12 October 1967

[ The Motto of the Sea Org is:

r FLAG ORDER 639 27 April 1968

r SHIPS ORG BOOK

r FUNCTIONS OF THE SEA ORG

r The Sea Org, after many months of operation, has developed

r The only failures have been (a) flubs by Mission members

r ships a "training" or refit period without other duties (e)

r stats and furthering objectives, (k) Converting or rebuilding

The Royal Scotman was bought in October of '67 to take

any service in the SO and go home in uniform to lecture.

r We keep our ships companies thoroughly

r operation then is participation in Missions

We have our internal troubles and our flubs but it is

r tive. We don't expect to operate without trouble. We don't