should always say so, and the Supervisor should always find the
answer to the question from the source and tell the student where
the answer is to be found.
9. The Supervisor should never lie to, deceive or misdirect a
student concerning Scientology. He shall be honest at all times
about it with a student.
10. The Supervisor must be an accomplished auditor.
11. The Supervisor should always set a good example to his students:
such as giving good demonstrations, being on time and dressing
neatly.
12. The Supervisor should at all times be perfectly willing and able
to do anything he tells his students to do.
13. The Supervisor must not become emotionally involved with students
of either sex while they are under his or her training.
14. When a Supervisor makes any mistake, he is to inform the student
that he has made one and rectify it immediately. This datum
embraces all phases in training, demonstrations, lectures and
processing, etc. He is never to hide the fact that he made a
mistake.
15. The Supervisor should never neglect to give praise to his
students when due.
16. The Supervisor to some degree should be pan-determined about the
Supervisor-student relationship.
17. When a Supervisor lets a student control, give orders to or
handle the Supervisor in any way, for the purpose of demonstration
or other training purposes, the Supervisor should always put the
student back under his control.
18. The Supervisor will at all times observe the Auditor's Code during
sessions and the Code of a Scientologist at all times.
19. The Supervisor will never give a student opinions about
Scientology without labeling them thoroughly as such;
otherwise, he is to direct only to tested and proven data
concerning Scientology.
20. The Supervisor shall never use a student for his own personal
gain.
21. The Supervisor will be a stable terminal, point the way to stable
data, be certain, but not dogmatic or dictatorial, toward his
students.
22. The Supervisor will keep himself at all times informed of the
most recent Scientology data and procedures and communicate this
information to his students.
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The Credo of a True Group Member
In our bureaucratic age, members of a group are often left feeling hopeless
and ineffective in the face of seemingly insurmountable difficulties.
Some even come to feel they might be better off without allegiance to any
group. But inevitably no one can survive alone, and denying oneself
membership in a group is denying oneself that certain pride and satisfaction
which can only come through teamwork.
In his research into the technology of groups, L. Ron Hubbard codified the
principles which members of any group should follow to attain its goals.
These are offered in the following code, written in January 1951.
With these guidelines, a person can greatly increase his contribution
to a group, while at the same time maintaining his own self-determinism.
-----
1. The successful participant of a group is that participant who
closely approximates in his own activities the ideal, ethic and
rationale of the overall group.
2. The responsibility of the individual for the group as a whole
should not be less than the responsibility of the group for the
individual.
3. The group member has, as part of his responsibility, the smooth
operation of the entire group.
4. A group member must exert and insist upon his rights and
prerogatives as a group member and insist upon the rights and
prerogatives of the group as a group and not let these rights be
diminished in any way or degree for any excuse or claimed
expeditiousness.
5. The member of a true group must exert and practice his right to
contribute to the group. And he must insist upon the right of
the group to contribute to him. He should recognize that a
myriad of group failures will result when either of these
contributions is denied as a right. (A welfare state being that
state in which the member is not permitted to contribute to the
state but must take contribution from the state.)
6. Enturbulence of the affairs of the group by sudden shifts of
plans unjustified by circumstances, breakdown of recognized
channels or cessation of useful operations in a group must be
refused and blocked by the member of a group. He should take
care not to enturbulate a manager and thus lower ARC [under-
standing].
7. Failure in planning or failure to recognize goals must be
corrected by the group member for the group by calling the matter
to conference or acting upon his own initiative.
8. A group member must coordinate his initiative with the goals and
rationale of the entire group and with other individual members,
well publishing his activities and intentions so that all
conflicts may be brought forth in advance.
9. A group member must insist upon his right to have initiative.
10. A group member must study and understand and work with the goals,
rationale and executions of the group.
11. A group member must work toward becoming as expert as possible in
his specialized technology and skill in the group and must assist
other individuals of the group to an understanding of that
technology and skill in its place in the organizational
necessities of the group.
12. A group member should have a working knowledge of all
technologies and skills in the group in order to understand them
and their place in the organizational necessities of the group.
13. On the group member depends the height of the ARC [understanding]
of the group. He must insist upon high-level communication lines
and clarity in affinity and reality and know the consequence of
not having such conditions. *And he must work continually and
actively to maintain high ARC in the organization.*
14. A group member has the right of pride in his tasks and a right of
judgement and handling in those tasks.
15. A group member must recognize that he is himself a manager of
some section of the group and/or its tasks and that he himself
must have both the knowledge and right of management in that
sphere for which he is responsible.
16. The group member should not permit laws to be passed which limit
or proscribe the activities of all the members of the group
because of the failure of some of the members of the group.
17. The group member should insist on flexible planning and
unerring execution of plans.
18. The performance of duty at optimum by every member of the group
should be understood by the group member to be the best safeguard
of his own and the group survival. It is the pertinent business
of any member of the group that optimum performance be achieved
by any other member of the group whether chain of command or
similarity of activity sphere warrants such supervision or not.
----------------------------------------------------------------------------
The Credo of a Good and Skilled Manager
Leadership is considered a rare commodity, a gift possessed by a few
uncommon individuals. And after a few years in a high executive
position, whether in the private or the public sector, many individuals
wonder whether this gift is in fact illusory.
In his management technology, L. Ron Hubbard developed a large body
of guidelines that enable executives and managers not only to apply
their powers with intelligence but to exercise sane leadership that
will enable their groups to flourish and prosper. Following this code
can greatly increase one's success as a manager in any group, from a
business to a commonwealth of nations. This code was also written
by L. Ron Hubbard in 1951.
-----
To be effective and successful a manager must:
1. Understand as fully as possible the goals and aims of the group
he manages. He must be able to see and embrace the *ideal*
attainment of the goal as envisioned by a goal maker. He must be
able to tolerate and better the *practical* attainments and
advances of which his group and its members may be capable. He
must strive to narrow, always, the ever-existing gulf between the
*ideal* and the *practical*.
2. He must realize that a primary mission is the full and honest
interpretation by himself of the ideal and ethic and their goals
and aims to his subordinates and the group itself. He must lead
creatively and persuasively toward these goals his subordinates,
the group itself and the individuals of the group.
3. He must embrace the organization and act solely for the entire
organization and never form or favor cliques. His judgement of
individuals of the group should be solely in the light of their
worth to the entire group.
4. He must never falter in sacrificing individuals to the good of
the group both in planning and execution and in his justice.
5. He must protect all established communication lines and
complement them where necessary.
6. He must protect all affinity in his charge and have himself
affinity for the group itself.
7. He must attain always to the highest creative reality.
8. His planning must accomplish, in the light of goals and aims, the
activity of the entire group. He must never let organizations
grow and sprawl but, learning by pilots, must keep organizational
planning fresh and flexible.
9. He must recognize in himself the rationale of the group and
receive and evaluate the data out of which he makes his
solutions with the highest attention to the truth of that data.
10. He must constitute himself on the orders of service to the group.
11. He must permit himself to be served well as to his individual
requirements, practicing an economy of his own efforts and
enjoying certain comforts to the wealth of keeping high his
rationale.
12. He should require his subordinates that they relay into their own
spheres of management the whole and entire of his true feelings
and the reasons for his decisions as clearly as they can be
relayed and expanded and interpreted only for the greater
understanding of the individuals governed by those subordinates.
13. He must never permit himself to pervert or mask any portion of
the ideal and ethic on which the group operates nor must he
permit the ideal and ethic to grow old and outmoded and
unworkable. He must never permit his planning to be perverted or
censored by subordinates. He must never permit the ideal and
ethic of the group's individual members to deteriorate, using
always reason to interrupt such a deterioration.
14. He must have faith in the goals, faith in himself and faith in
the group.
15. He must lead by demonstrating always creative and constructive
subgoals. He must not drive by threat and fear.
16. He must realize that every individual in the group is engaged in
some degree in the managing of other men, life and MEST and that
a liberty of management within this code should be allowed to
every such submanager.
Thus conducting himself, a manager can win empire for his group,
whatever that empire may be.
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