View source for Goals Problem Mass (CHC 611231)

'''Series:''' CHC

'''Date:''' 31 December 1961

'''Speaker:''' L. Ron Hubbard

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Well – I see you decided to develop some ARC over night – so that is good – thank you very much – thank you very much. You know it isn't quite as bad as you think, you know – it really isn't as bad as you think – its much worse [laughter]. The second day of this congress and I've got a lot of ground to cover this congress – but we fortunately have a 3-day congress and lots of time to cover it in. So I can sort of take it easy at 2 or 3 light-years per minute [laughter].

We are very happy these days to see so many friendly faces and see so many new faces – I want to introduce to you some of the old-timers – when they stand up, why, let them put their crutches down on the chair [laughter] and please don't make… [laughter] First amongst those is Tom Maxwell [laughter and applause] and 2 veterans of many a war: Dick and Jan Halpern. And an escapee from Cape Canabrow – Jim Pinkham. Now I've introduced several people here already yesterday and I have several more on this list – but I'll take it up at a later lecture – it's probably you [laughter].

Well, I'd like to talk to you today something about this and that and the other thing – none of it very important – merely affects your future (laugh) and the future of the country and that sort of thing. I don't think anything could affect the future of the country just at the present moment however – I'm pretty sure that is the case. Nothing could affect the future of the country; it's at no effect. The – what I've seen since I've been back is quite interesting – I haven't been out of the hotel but a lot of people go down to Congo for 24 hours and they are authorities thereafter and [a] lot of people go to Australia and they are authorities thereafter and – it seems to be they are an authority in direct ratio to the small amount of time spent in the area – so I'm an authority on the present American situation because I haven't been out of the hotel since my arrival [laughter].

But it's nevertheless good to be back. I've had a lot of complaints – we get a lot of complaints at Saint Hill – tremendous number of complaints from American students there – they are put over the jumps, you see, very heavily, very hard and pretty grim actually – their day begins at about 3 AM and ends at 10 PM – which is not quite that bad actually – 3:30 – and the American students – the American students all find it is too cold and the English student uniformly finds the rooms much too hot. You see, they are used to a cool climate there and the other students from the Commonwealth – well – they don't quite know what to think. But the truth of the matter is that you just can't cater to anybody so – everybody – you see, so we don't cater to anybody and we've got the English climate turned on very well – English climate's turned on pretty well up and it has a nasty reputation – very nasty reputation the English climate has – totally undeserved – much better climate than Washington DC – infinitely better – and an auditor flew in last night from Florida – couldn't come to the congress – flew in, saw me, went down, climbed on a plane, went down to Florida and they were getting on their fur coats as they left – not as they arrived – apparently warmer here than in Florida just now. This climate situation is very confusing.

The reason why I operate in England might possibly interest you – what's he doing over in England – what's he doing over in England – well, England is in communication with the rest of the world – that's that that's true – that – I'm – that's not even a crack. You go down here to an accountant and you say to Price Waterhouse – American accounting firm – "Well, now, we've got some money owing to us in Capetown – would you please collect," and the fellow say "What state is that in?" You think I'm kidding. You try to execute some particular administrative activity on communication lines – it's all from nowhere. And you wouldn't realize unless you're in my boots, because we have to have fast, fantastically rapid communications throughout Scientology. They are not always in a screaming fury – but when they go into a screaming fury, they have to be fast. We're always there – many, many, many hours, years, and days before anybody else thinks we even got started. We make up with speed what we lack in numbers – we make up in ability what we lack in guns – our wars are fought very successfully along very fast communication lines. Very, very little can be done to Scientology we can't head off long before it happens.

So that fast communications are a substitute for enormous resources. You should look at the telex network which now exists throughout Scientology. It's very interesting – there isn't a major office that isn't – or there isn't an office that isn't on the telex. You can go into any Scientology office and be in direct communication on telex-typewriter with any other Scientology office throughout the world. You didn't know we'd moved up that high – well, it's there. The… and England happens to make a better central for that particular type of activity. You can get to all parts of Scientology from England faster than from the United States. That always comes as a shock when you bring it up to America – well, remember America is a brand new civilization – that's a brand new country, it's only been here about a hundred and – two hundred – something like that – years and it hasn't had time to groove in roots – that's what it amounts to. And one of the difficulties it's having on the international scene right now, it doesn't have any well-worn roots – you can't drop anything accidentally and have it roll to the right position without any effort.

That's very amusing that old civilizations leave their communication networks in place and the oldest communication network in existence now which is still functioning comes out of Greece – the oldest civilized communication network. It's very fascinating to watch that communication network in action – the Greek is totally convinced that he is still the center of the world and it's so long ago that he was that you at this moment don't even think that he ever really was the center of the world – isn't that right – you thought Rome – the mighty Rome – rolling out across the frontiers and smashing down the barbarians – but never Greece and remember it was Greece that exported all the civilization that Rome profited by – and the Greek sits down there in Athens totally convinced that he is the center of the world, that his communication lines still reach everywhere. And we look for this in actuality and it gives us a rather amusing slant on things: he is, the lines are still there. Did you ever hear [of] Greek Shipping Enter's [Enterprises] – you have heard of it then – those communication lines still do exist. And over that pattern lies the Roman communication system and you go down to Rome and you find out that Air Paris has bigger offices in Rome than in Paris – isn't that fascinating? At least it looks so standing out in the street. But the Italian has never found out that the Roman Empire folded – he just never found out. And he has communication lines and means of getting to the rest of the world that would absolutely clobber you if you inspected them – fantastic. They didn't even go down in World War II. An Italian is absolutely convinced – completely – that he is the center of the world because he has been for so long. They – I'm sure they still have offices there that are sending dispatches out and are – is really set up to handle the subprovisional government of England – I'm sure there's an office still there that would be doing it. It really hasn't noticed that England is gone as far as the Empire is concerned and that the communication network has moved to England – now that's the oldest still long functioning communication lines in the world. The British Empire the sun never sets on it although it's now a Commonwealth – although they are trying to give it away madly. Their businessmen and various other activities are all tied in neatly. It would interest you very much how easy it is to administer things from England because even the United States has better lines from England to the United States than from the United States to England – fascinating. Did you realize that you were in a colony? Most English will make a joke out of it occasionally – they – they – look – oh I – I say well, I'm going over to America and – and an Englishman will say to me – oh, you're going over to the Colonies – you know, as a joke. And the other day the remark was made to me – just like that – oh, you're going over to the other colony – I just looked at the fellow quickly – he wasn't joking. And some day you may make the revolution good – you haven't yet.

Well, now why – why – why these intermeshes – why this tremendous amount of hang-up – tremendous longevity and endurance of old communication lines what are these all about? I'd like to talk to you about problems. Wouldn't seem to have too much to do with communication lines of old civilizations – but a problem is timeless and when you have long Empire communication lines which have run into a heavy collision here and there you of course have run communication lines into problem and those problems hang up and become suspended in time and move forward on the track as though they were independent. The problems are never resolved. The loss of Spain to Greece – oh, you didn't even know that Greece ever owned Spain – but it did, you know – they still bring in singers from their colony in Greece – in – in Greece they still bring in singers from that colony in Spain. They still have guitars and that sort of thing – well, they had an awful lot of problems connected with Spain – they were the earliest civilizing influence in there – it was just at the other end of the Mediterranean. These problems stacked up and of course in the cultural mind these things have never unlocked because the problems were never resolved and nothing ever as-ised these problems. So the communication line floats forward because you must stay in communication with that area because you have lots of problems in that area.

Although the civilization and the connection and the government and everything else is now dead and long gone and most of the races that were there then had been moved around and upset in various ways, you still have these hard and fast communication lines. Why? Because a problem has existed. And wherever you have an unresolved problem, you continue to have communication lines. I can see it a thousand years from now – no maybe not a thousand years but five hundred years from now, somebody up in London suddenly finds out about America by as-ising some old problem concerning America. There is some part of the British Empire still trying to solve restraining colonists from selling guns and whiskey to the Indians. See, it's a problem and they had to take responsibility for the problem and therefore they kept a very solid communication line in here – very heavy communication line. Well – it just drifts forward as a sort of a shadow or ghost line because the problem was never resolved.

So anyway – the difficulties of communication are only those difficulties of resolution of problems – only those difficulties. In other words – the communication line would as-is all the problems if it were good enough – that everybody is rather convinced of. The difficulties then are that the communication line did not resolve the problem and then becomes then part of the problem and the communication line stays in, because the communication line did not do what it was supposed to do which is to say to solve the problem. So it's still stuck. So you've got the problem and now you got the communication line and of course the communication line was a solution to the problem so you still get this stuck communication line which is floating – 'cause the problem is floating. Well now – how does a problem float and why.

Let's take a look at problems. It's extremely interesting to look at a problem because the last time you were in difficulty it was because there wasn't an agreement after there had been an agreement. The first stage of a problem is an agreement – it's just an agreement. But part of this breakdown into some kind of a disagreement – now we are talking about problems in terms of mass. Joe and Mary are married and they are doing perfectly fine. And until they start accumulating head-on disagreements they go on doing fine. But part of the reason that they go on, is because they have problems and disagreements. In other words, some of the disagreement is used to improve the longevity of the relationship. So there is always a little bit of a feeling on the part of the thetan that he ought to have just a few small problems – nothing very catastrophic please – but well – you'll see some family joking about it if you'll say – well, he likes Brussels sprouts and she doesn't. You sit down at the table you always hear a remark on something like this. Well, Joe he likes Brussels sprouts – I personally don't see how he stands them, you see. Well – that's just trying to get a little longevity – that's trying to buy a little time. So there's clashes one way or the other. This is very noteworthy between two men. You'd walk… – you see two men who have known each other for a long time – they meet after a while and you would think they were fighting – did you ever notice that? They are trying to get a continuum or longevity. Not to be particularly profane about it, the one says to the other one: "Well, you old son of a bitch, how are you?" – you know. That's fight talk, you know. And the other one says: "Well, I'll be on top long after you're under the ground, how are you?" – you see, something like that. Did you ever hear this kind of a conversation? It's rather astonishing – these fellows are friends. What would they be calling them – each other if they were enemies!

Now, this sort of thing is of course a problem. Now, a problem by definition is a postulate-counter postulate and at the moment when this condition of agreement – kept together with a little bit of nattering and communication with one another – you know – zapedijap and so forth – when you really do get a head-on collision – when you really do get a head-on collision it would become this postulate-counter-postulate, see? So we get a big one and – big one. And it'll be something more fundamental. "I refuse to live in Riverton anymore" see? "You will live in Riverton because my family is here", see. This is a decision not to do or a decision to do something else and a decision to do something else, you see. And it comes on to a head-on collision – we get postulate-counter-postulate. This is the way it's going to be – this is not the way it is going to be – crash!

And if those are of equal magnitude we move in here [LRH shows or writes something] and that thing will hang in time and space because nothing disturbs its balance. They now have a problem and that problem now moves on the timetrack – that is a real problem. Neither one of them thinks up the wonderful argument that will resolve the problem – such as "My family is in Burbank", see. Oh, the other one would think there should be some Give and Take on this sort of thing actually and let's get a summer home in Burbank and work here for the winter or something like that and you'd have some reasonability about it. But neither one of them cares to give up – a Persian tank* has run head-on into a Persian tank – clank. And no matter how much forward-trend motion you put on these two tanks you don't move at all. And you get the illusion of time going forward – pardon me, time not going forward at all because this location of course is unaltered. No matter how much force is put into it there is no alteration of location – there is no alteration of opinion – and there's no alteration of the circumstances or conditions and what do we have – we have a result that it looks like it's forever. Because there is no hope of change – see – and there being no hope of change there of course is no change, and time equals change. And if there is no change you have no time and if there is change you have time. So a postulate-counter-postulate adds up to no change – no hope of change. Well, Joe he is just never gonna to change his mind about that – that's it – that's it – bang – crash – thud – you know and – and Bessy she's never gonna change about that that's all – is just convinced and to some degree they make sure the other one doesn't change his mind because they tell each other often that they don't. And where you get a no change arising out of a situation you get a no-time. And that is why the difficulty which you had 200 trillion years ago with another thetan can still be found in your bank. You see why? There was no change so no time – and it wouldn't matter how much time had gone by you still have this interlocked problem and you will find the problem. So therefore the basis of the reactive mind is a problem. That is the basic fundamental of the reactive mind – a problem. There's nothing that will support anything in the reactive mind except a problem.

The thetan isn't sitting there saying, well, let's see – let's make sure I keep this mocked up – keep this mocked up – keep this mocked up – keep this mocked up – he hasn't been thinking that for 200 trillion years – I assure you – his mind has been on other things – girls and asparagus and all sorts of things. Well, why is it then if he hasn't kept his mind on it that it can still be found there? Well let's – let's assault those peoples in the audience that I'm glad to see that their friends brought here because Ron always gives a simpler lecture than a PE – I apologize to you for – for giving – exceeding your reality on this subject of past lives – we actually don't believe in past lives – past lives believe in us!

But that stick of candy that you didn't get when you were five years old and the tremendous problem that resulted in trying to get it, see, you had a big problem trying to get it and then you didn't get it and your brother was saying to you, you wouldn't have it and you were saying you would have it and so forth and this just never resolved – one way or the other – can still be found in your mind.

You take a PC will have stuck pictures in his mind to the direct ratio that he has problems. He has as many stuck pictures as he has problems. The stuck pictures are just a sort of a tag showing that a problem has existed in that area – that's all a stuck picture is. The more problems a fellow has had, why, the more stuck pictures he's got. Well, fortunately it isn't arithmetical, because it is monitored by the willingness to confront problems. So the willingness to confront problems is then expressed by whether or not he has ever confronted them and that index to that is how many stuck pictures can you find in his bank – that simple. I'm sure that you – or at least a PC of yours or you – have sometime or another shut your eyes and seen a stuck picture, I'm sure that has happened to you once in a while. And it wasn't about to go away. And you could chew at it – I'm not talking about auditing it now because they'd be dozens of ways to handle it in auditing – if you chew at it, nipple it around its edges and sort of shake it up and admire it and do most anything that you could do to it, you see, and this picture is still stuck. It's interesting how long one of these pictures will stay stuck.

One of the engineers that was helping me design the British Mark IV meter knew nothing about Scientology at all – he was aboard for electronics only and I wanted to show him what the instrument was for. He sat down and picked up the cans. I said close your eyes "What are you looking at?" And he says: "Well, it's all black" and I said "Well, what part of that blackness could you take responsibility for?" About a half an hour later he had been in a space car and had had the sensation of travelling over the top of a hill with full kinetics and watched the city blown up with atomic fission and in general had had quite a lot of things happen. The data, that was totally unreal to him, that was surmounting on in magnitude of 400 billion years ago – he knew nothing about it – he didn't ever imagine that he'd ever had any connection with it in a way, shape or form. And there it was and it was able to produce all those kinetics with him and he's very happy with it and very satisfied about it and it changed his whole life – that half hour of auditing. I don't think he's ever been audited since – but he sure knows what a meter is for.

Now there is an example – there was some kind of a parked problem on the track but of course you didn't see it in terms of a problem – you only saw it in terms of a picture. But isn't it interesting that the thing moved and changed when you ran responsibility on it. Now let me show you that this person could resolve this problem by taking responsibility for the other point of view, and this person on this point of view could take responsibility for the person on this side and if they mutually took responsibility for the thing it of course would go – bsssst – and there would be no problem there.

So part of the anatomy of the problem is that vector A must take no responsibility whatsoever – ever – ever for the viewpoint of vector B. And if they carefully arrange it so that A never takes any responsibility for B and B never takes any responsibility for A, you will have a problem that will go on for ever.

You show me an organization – you show me an organization where everybody in it says that somebody else handles that and I'll show you an organization that has a lot of problems, inevitably, they have lots of problems because just by the one factor of responsibility they're of course creating problems, because the anatomy of the problem means that vector A must not take responsibility for vector B and vector B must not take responsibility for vector A and thereupon and thereby and only thereupon and thereby will you get problems. One of the best ways to clean up problems in an organization or an activity is to go in and find out how willing people are to take – to take responsibility for the things going on in the organization. Somebody walks in the front door – is anybody willing to take responsibility to ask him; "Well, is any… Are you being taken care of?" is in actuality a file clerk in office 18 and has nothing to do with reception. Now that would be an organization that had few problems and was functioning very well. But the organization where you stand in the enter hall for a half an hour – an hour and clerks and executives and so forth fly back and forth and by and by because the receptionist isn't at her desk. I would go back of this facade and I would – could show you that the individuals in it were absolutely mired down with problems – they had problems beyond count. They had problems they didn't even know anything about. And every day they created another half a hundred. And the longer they run on the basis – organizationally – that A must take no responsibility for B's hat and B must take no responsibility for for A's hat the more problems they will develop. Now you of course can take so much responsibility for B's hat that you take no responsibility for A's hat and you get another series problems. If you never do… if vector A never does its job and vector B never does its job but B does all of A's job and A does all of B's job – you now have new problems, why? Because you've simply reversed these letters and you have B, A. It's elementary.

A fair seasoning of good sense is very good with this but it can be expressed practically mathematically. A must take responsibility for his vector and must be willing to take responsibility for B's vector and B must take responsibility for his vector and be willing to take responsibility for A's vector and that problem will evaporate.

But you've never been long at taking responsibility – can you think of anybody right now that you wouldn't care to take responsibility for? You think of somebody? Did you think of somebody? Well, if you've thought of anybody, then I can tell you you have a problem with that person, it's as elementary as that, you see. Now let's not look at it in reverse – this is a straight way, too. You haven't got a problem – you're – you're not will… unwilling to take responsibility for the person because you have a problem with him. You have a problem with a person because you're unwilling to take responsibility for him. – See, it's the reversed.

Ah – you could almost force a police officer to arrest you by doing this: go down and stand against the corner of a building where you stood before – not that you would attract any attention of the police – and watch the officer on that particular beat and just stand there and postulate you're taking absolutely no responsibility for the city government and no responsibility for that officer and you could go on with this – just postulating this very forcefully and he would practically turn around like an automaton and come over and arrest you for loitery.

But to this degree then – men make their own problems – that's for sure – they always make their own problems. But unable to handle these problems over a long period of time we get a type of situation here where the single problems, each being timeless, wind up to – there was that first one at the top – right at the bottom of this graph here – two – [draws another one] – because remember they're timeless – [draws a lot of them] – Now let's multiply this – of course this would also be the A's and B's would be on top of each other, too, you see [refers to the graph he is drawing]. Now multiply this by 500 and I think you'd have a larger blob, wouldn't you. Remember all these things are timeless. So they have no separate time to go any place else into except timelessness – a zone and area of timelessness. So now let's multiply it by 500,000 – I think that would make a somewhat bigger blob here on the bottom of this chart and now let's multiply it on this reasonable assumption that you have had at least a problem every day of one side or another which you resolved or not resolved for the last 200 trillion years – thereby multiplied by 300 or 800 or a 1000 or 20 or however many days there were in a year on this planet or that planet and this gives a figure which is getting difficult to write on a long wall. And that is the Goals Problem Mass. You see what its exact anatomy is. Now because the problem which the individual got today stacks up on this other mass he is unable to as-is it easily and worries and fusses about it and is confused and even you audit it it sometimes takes a half an hour or an hour to do something with this thing. There are some PCs that are terrified of getting a present time problem because it'll eat up the whole session every time they get one and the auditor will always handle it if he is a good auditor. So if he is a good auditor he ARC-breaks the PC – you see – by handling the present time problem because if he does he finds himself auditing the whole Goals Problem Mass with a process that he hasn't intending to handle the Problems Mass with, and of course the PC cannot be audited on the whole Goals Problem Mass on a present time problem problem and it is all very confusing but that's because all of the problems of all of the ages of one's longevity are stacked up in the same timeless zone and that is the reactive mind. So the reactive mind is that zone of timelessness in which is impressed all the accumulative and varied problems of a persons entire existence.

Now one of the things is quite interesting about the reactive mind is that it can be parted at all that you can get any part of it different from every other part of it. This is quite fascinating. How can you possibly do this?

Well, just put it down to your skill and the fact that it hasn't totally condensed itself yet. And you'll find out that the reactive mind reacts instantly on everything and that should be a sufficient proof – reactive mind is an instant reaction. It reacts instantly. Why does it react instantly? Well, it reacts instantly because there is no time in it. So it will answer up as readily to a question about 200 trillion years ago as it will about a question yesterday. And it goes – bang! – every time, providing you have a meter.

Now that's the anatomy of a bank and that's what you've been in contest with. I'm sure that those of you who just arrived and were brought here by a friend in all innocence – realize that this is something that other people have [laughter] but tonight just as you're going to sleep or you close your eyes – sort of open up one a little bit inside your head and see if there isn't a stuck picture of mass out there some place. And speculate for a moment what it might be but don't speculate much longer [laughter].

I find this a very fascinating fact that the problem of the human mind could be as reasonably and easily stated as you have heard in the last forty minutes. So is this a very complicated thing if it can be described in 40 minutes? It isn't, is it? It's a little rough to take apart and you have to know quite a bit to take it apart but understand what it is and how it operates on its most basic fundamentals is pretty good because we've got some bright young sprouts in here. I'm always glad to see kids at a congress – and I am very sure that some of these bright little young sprouts will explain this very carefully to their parents who probably haven't gotten it too well (laughs) because I'm sure their parents here and there will think: "Well, it must be much more complicated than that".

Well, now you understand that I've simply expressed what it is. It begins with the search for longevity and ends up with all longevity. Now, an all longevity is an absence of anything. They couldn't possibly keep from having longevity. And there is many a thetan who would love to lay aside his thetan (laughs). Because life has become a worrisome burden. Every time he thinks "thunk" he gets "chunk" (laughs) and he is so tired of it – you know – he sees this pretty girl – he sees this pretty girl: "Ah!" and he can't say hello! (laughs) So of course he wants to commit suicide on the whole track, you see. Think of the plight of the man. You see – you couldn't possibly think of anything else.

The – ah I stopped a man from committing suicide one time at the London HASI, walked into my office, and he was very distraught, he was very upset, you see these people occasionally – less of them than you would think in Scientology but he was not a Scientologist – something he has been sitting in, and he has been on the verge of blowing his brains out for a very long time and he has been processed for a while and – ah – he was flying all to pieces in various directions and the auditor had him patched together with sticky plaster and then [a] piece of the plaster broke and – you know, this modern plaster doesn't stick well at all – and he had been obsessively trying to commit suicide for many years so he went straight back into this dramatization. He was busy to commit suicide. He came into my office and he was in a screaming fit. And he was telling me and telling everybody in the organization that he was going to end it all.

And I sat there calmly and looked at him and I said: "Well, what's troubling you" and – my god – you see, this almost threw him up to the roof if anybody could put it that mildly, you see (laughs) and – of course I'm always willing to listen to people's troubles – perfectly alright – but I don't necessarily – I don't feel incumbent upon me to listen to them emotionally – emotional listening is not necessary. Ah – listening that's enough. And so I said: "Well, you don't quite understand what I meant. I mean what actually goes – ng – or – chung – or ng-ng or askew and, and bothers you, you know, what, what is it what is it, what is that.". And he says "It's horrible [some garbled sounds]…" and he said: "And I'm just gonna blow my brains out and end it all". And I said: "Well, that's just the point, son. It won't". He says: "What do you mean?" I said: "Well, who do you think is creating that pressure?" [laughter] "Well," I said, "after you blow your brains out," I said, "you're gonna pull out of that body and take the pressure right along and the next body you pick up you'll have the pressure back again and after all you are here at HASI" "Brr…" he says and walks out and back into the auditing room and went back into session. [laughter]. It was no gag on my part, I had simply imparted the horrible fact to him. And he must have realized down deep some place that the last thousand bodies he had, he had knocked off because of that terrible pressure. And every time he knocked one off it cured no terrible pressure because the terrible pressure was him! (laughs).

So these things are not a solution so of course every time he solved the problem with suicide which he had undoubtedly been doing for a very long time – every time he solved the problem with suicide he of course simply added another failed problem to the mass of the reactive bank. So instead of making his condition bearable he would make it less and less bearable but there was no way out – no road out. No road of any kind. Man hates to look at this fact – but this bank is not something he got from his mother (laughs). This bank is something he personally has been accumulating for a very long time – as a totally dedicated activity! (laughs). And it's something he's going to keep right on carrying with him – that is not going to drop off by accident. It's something that is going to have to be audited out and what auditing in Scientology is, is the first time anything, anyplace, anywhere has been able to handle this thing called the bank.

You could electric shock the fellow and you could key it out – you could do this – you could do that and you could do other things and make him feel better for a moment but every time you've solved it – of course, you've just added another problem on top of it and it didn't look like it was getting very fine. That perhaps would help you understand what Scientology is. It seems to me to have a very… instead of saying to somebody: "Well, if every day you touch your toe to the floor five times you won't have ingrown hangnails". I don't think that's the order of magnitude on which we are operating. We are actually operating with the raw meat of human aberration, the raw meat of human beingness. And the raw meat of human difficulty. And it's pretty raw. Now what it takes to pull this apart and what it takes to handle this shouldn't be compared with what I've said about the simplicity of its expression because that's quite complicated, that requires a level of precision that no auditor has previously ever attained. And we're just attaining it now. And we do handle that with that level of precision. But this is the difficulty. Explain!: there it is. Now actually taking it apart – is not difficult, if it is done with great precision, but because this is human aberration, because this is difficulty, because this is the basic trap in which man finds himself. Because this is the reactive mind which Freud called the unconscious and all that other thing. Because that is it. The taking apart of it has to be done neatly.

You can't have straws lying around and litter on the floor as you were doing this, because it just won't come apart. Remember – automobile accidents, train accidents – ah – space ship accidents, falling into suns – ah – ah – being born on earth (laughs), the most cataclysmic activities have assaulted this being and haven't shaken this up – but added to it – and every one of those cataclysms is contained in it in folded up, criss-cross "over-witched" pictures and some pictures floating free and loose out here and if you take it apart you have to be neat. You have to be precise and deft and neat. Otherwise the PC starts reacting much worse than he ordinarily would. Naturally. Because it's overwhelmed him all this time, it is very easy to overwhelm him with it some more. Now what these things add up to and what these things could (be) composed of and that sort of thing, the identities and so on, require a considerable precision of detection and neatness and so on. My victory is not so much being able to express this thing – although that is a considerable victory – it's more on the technical side of affair's. The victory is that I've been able to get auditors to do it. They have been able to do this. And that has not been entirely true of all the techniques of yesteryear.

I'll give you an idea of what I mean. Do you remember Step 6? Do you know that Step 6 would work this very day? Did any auditor really look at Step 6? It says: with the meter find a null-object. Thereby with a bad E-Meter, with bad E-Metering and with the rudiments out, you could have never gone any place because they never would have had a null-object. Auditors could not do that one. People got into trouble with that one. And it resulted in no Clears. No matter how well-intentioned the auditors were about it. Well, today these other technologies are far more complex than this merely testing on a meter for a null-object. They're far more complex but auditors are able to do it with great success and great ease, providing they are considerably trained. They have to be very, very, very arduously and precisely trained in order to accomplish them easily. Don't, don't disabuse yourself of that. I'm not trying to sell training with the organization, to try to sell you a British Mark IV E-Meter.

By the way, I just found out that American meters do not register. About 30% of them – they just... junk them – just junk them – there is a big talk about repairing them and that sort of thing – just junk them. It isn't that we got British Mark IVs to burn. We haven't. They are very hard to get to you, but those that were lucky enough to get British Mark IV off the line-up over there, they'll be coming through the line. There are lots of them in England, but it takes a while to get them here. They have to come through customs and all that sort of thing. [Would] be much easier to repair American meters, but I'm telling you they just don't register. The precision it requires in terms of training can be acquired, the instrument exists by which it can be done. Auditors are doing it successfully. There is no difficulty as long on those lines. We're making a good and ample progress. And we even have something a fellow can do before he gets up to what you call a 3D assessment or requires a Class 3 auditor. That is very easy to do.

People even start feeling so queasy about getting – "don't get audited now because there aren't any Class 3 auditors around" or something like that. That' all nonsense. Go and get audited now because you have to get your primary and fundamental steps out of the road before anybody who could do Class 3 activities would even look at you! You see – so there's the way that is. You… we have these tools. We have the anatomy of this thing. We know where it's going. We know what we can do with it. We know we can straighten these things out. We got up there – that simply requires a considerable sincerity. It considers a considerable application.

And it considers an absolute zero of missed withholds on people. It requires a reality and a realization that Scientology works and so therefore it is well worth making work well! That is the other part of the phrase. And basically under those fundamentals – here is the anatomy of the bank – precise tools exist to take it apart – the skills can be taught – auditors can do these things – many lighter things can be done before you can start in with the knife and sledgehammer.

And there it is – it's pretty well fait accompli. It's incumbent upon us now, it's incumbent upon us broadly – to put a shoulder to the wheel, demand that level of precision and preciseness and demand that level of skill and training, demand the precision necessary at an E-Meter and get sincere and get very alert to these various factors and as a group mores bring them into being and make them stick. And we will have won the whole way. There is no doubt about that in my mind. And I can tell you with great confidence in the next few months you will have – at the latest – no slightest doubt about it in yours.

Thank you.

* This word "Persian tank" is probably not right. "Persian" or "Pershan" is most likely a brand name for a certain type of tank

THE GOALS PROBLEM MASS PAGE 2 CHC-04 – 31.12.61

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