In the last ADMIN SCALE article, we discovered that we must apply the basic principle of BE – DO – HAVE when writing up of the Ideal Scene, Purposes, and Goal. From this data we learned that in order to create a workable ADMIN SCALE, the Ideal Scene must be addressed first in order for us to see what must be DONE and what we must BE to achieve it.

And so to continue our example: After Joe had described what he wanted to HAVE and achieve as his Ideal Scene and VFP, he became uncertain about whether he could actually DO what he had written down as his Purposes and he also became uncomfortably aware that he was very far removed from the kind of person he had to BE to achieve his GOAL.

He found the answer by reading LRH’s data about an Existing Scene:

“You can estimate what the existing scene of a post really is by looking at its product. When a flubby product is observed, you can at once approximate the existing scene. A long time to achieve a small flubby product gives one a good idea of the existing scene.”
HCO PL 14 Nov 1970 – Org Ser 14 – The Product as an Overt Act

Joe started to become aware of things that were contrary to his Ideal Scene.

He realized that his knowledge of the furniture trade was too limited to be able to “HAVE a prosperous and highly productive furniture factory of his own”.       Also, when he looked further, he realized that his production lines were not running as efficiently as they should; they were often too late through bad planning. He saw that both of these things were definitely non-optimum, so he decided to read what Ron had to say about this: 

“One often wonders why people are so ‘reasonable’ about intolerable and illogical situations.

The answer is very simple: they cannot recognize outpoints when they see them and try to make everything seem logical.

The human reaction is to react to an outpoint. And then get ‘reasonable’ and adopt some explanation for it, usually untrue.”
HCO P/L 30 Sept 1973 Issue II Data Series 30, Situation Finding

From this Joe realized that he had let many things just slide and he had justified them and had given many excuses and explanations; so he now looked for more Out-Points.

Then he noted several other Out-Points such as lack of business know-how, poor management and people skills resulting in conflict, lack of staff willingness, procrastination and laziness at work, and his own inefficiency.

Now that he realized he had so many Out-Points, it all seemed rather overwhelming and made his Ideal Scene such a daunting challenge that he didn’t know where to start correcting it all.

Now he knew he had to find the reason “WHY” he was in this predicament and how to handle it. On reading more he discovered that he had to re-examine these Out-Points in his Existing Scene and locate:


“It is seldom you can handle it all at one bang.”

“But just because the SITUATION is big is no real reason the solution must be.

Solutions work on gradient scales –

Little by more by more.

When you really see a SITUATION, it is often so big and so appalling one can feel incapable.

The need to handle comes first.         

The resources available come next.   The capability comes third.

Estimate these and by getting a very bright workable (often very simple) idea, one can make a start. … Follow the steps given and you will have grasped the SITUATION. … That begins to make things come right.
HCO PL 30 JUNE 1970 – Data Series 11 – The Situation

Joe then decided that the Major Departure from his Ideal Scene was:

“Friction between himself and his workers resulting in slow and faulty production lines”

Having located the Major Departure from the Ideal Scene, Joe searched for his next step in Ron’s data:

“He had to locate the reason the Situation was occurring – the “WHY”

“WHY = that basic outness found which will lead to a recovery.”

“WRONG WHY = the incorrectly identified outness which when applied does not lead to recovery. “

HCO PL 13 October 1970 – Data Series 19 –

The Real Why


Be on your toes when looking for the “WHY”

If the door doesn’t open to a solution you know that you have the wrong “WHY.”

Re-evaluate the Situation and look again for the real “WHY.”

“A real WHY must lead to bettering of the existing scene … therefore the WHY must be something you can do something about, for the real Why does open the door.”

HCO PL 17 Feb 1972, Data Ser 23, Proper Format & Correct Action

“Situations cannot be handled well unless a real WHY is found.

And a real WHY cannot be found unless the product is named, and an Ideal Scene then stated. This compared to the Existing Scene gives us, really the first outpoint.”
HCO PL 19 Mar 1972, Data Ser 25, Learning to Use Data Analysis

On looking again at his Major Departure from his Ideal Scene of:

“Friction between himself and his workers resulting in slow and faulty production lines”

Joe then looked to see “WHY” this was occurring and saw the reason was:

“Inadequate supervision and wrong handling of workers on factory floor.”

He suddenly realized that was the reason WHY he had not progressed any further in the furniture business.

Now he started to get ideas of what he needed to do to handle it, the door had opened, and became easy for him to draw up a Plan to correct the WHY and to handle the Situation.

Once the “WHY,” has been found you must return to the ADMIN SCALE items, but we will address the handling for those steps in the next article. 

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