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Case Trouble? Commenting the Condition "Danger"
Table of Contents:
The Condition of Danger (commented)
Note: The term "case" is used here to name the collection of negative or unwanted spiritual and mental conditions one has accumulated during his past.
If you feel that your life is simply going great, as well as all the lives of your family members, amongst your friends, in your country and on this planet, you will not see much of a reason to do something about case-trouble. In this case, you most probably will not be reading this page now, but have fun with your favourite activity of these days.
If you are aware of weak points in your life skills though; if you are aware of psychosomatic illnesses or are affected by a post-traumatic syndrome; if your chronic mood level is sad or fearful or angry or bored or annoyed; of if such things are present in others in your environment; or if you have the feeling that your society or this planet is not the healthiest place for you to live because the sheer insanity is showing up in all sorts of places - then you have case trouble, either your own or that of others who are actively forming a great part of your existence.
Let's call this the more general type of case-trouble. If you are a Scientologist who has seen all this before and attempts to resolve it with the help of his church, you might have additional, "church-made" case trouble also, such as enforced data, attempts to dominate your life, misrun sessions, invalidative ethics-handlings, money-problems and endless chains of wrong actions and stops.
Above certain levels of the "bridge" (the sequence of case consulting a person gets in Scientology), this might even have led to serious physical trouble: tiredness, unability to work, frequent infections, pain of unclear origin, feelings of pressure and similar things. We often see this in people who don't continue their bridge after "Clear". It was no accident that Hubbard wanted Clears to progress as fast as possible. They have attained a level of spiritual mobility where case-factors begin to activate which are dormant before; so it is vital for them to get up to a point where they are able to handle those factors.
Let's face it: not only the latter situation is a danger for you. It is only one of the immediately visible situations. Unresolved case in your partner - which might lead to a divorce, or at least cost you the substance you would need for your performance in life - is not much less of a danger. Unresolved case in relatives might lead to serious psychosomatic diseases - an indirect danger for you, but a danger as well. Unresolved case in the business owners whose (case-induced) irresponsibility allows them pollute the atmosphere or burn down the tropical forests is a danger for the whole ecology. Politicians whose unresolved case might cause them to press the "Launch"-buttons for nuclear weapons they have their fingers on are definitely a danger!
Case is more or less a piece of insanity, wrapped in a normal character, which can ruin a scene within an instant. Everybody has case - some more, some less; in some it is harmless, in some it is dangerous; in all it is irrational. As it is irrational, it can't be calculated. You can't keep these things out of your life, unless you find your own planet (not even an island is safe today, as the trouble comes through the water and the air). You get this planet's cases handled, or they are going to get YOU handled, and in a way you probably won't like very much.
So even if you are a brilliant "Clear" yourself, you have case trouble wherever you look; just not in your own immediate vicinity. And there is one very special type of case trouble which is a secure promise that the other types of case trouble won't get resolved: the collective case of the Church of Scientology - which was designed to deal with people's cases and resolve them in a caring and responsible way, but in the meantime adds to them instead of doing its work.
The tool you are using to resolve case-trouble is faulty. If it is not broken already, it's going to break soon. It is certainly in DANGER to break, and WILL break if not immediate steps are being taken. So here is what Hubbard recommends for such a situation.
This page explains L. Ron Hubbard's "Danger"-formula. He has written two versions of this formula. In organizations one of them is meant to be applied by the person who gets in danger personally or on his own post (the "junior danger formula"); the other version is meant to be applied by the boss of this person, who didn't personally cause the danger condition but has the overall responsibility for the area and therefore is forced to act (the "senior danger formula").
Consider for a moment the situation you create if you entrust your case to somebody else - an auditor and/or the organization around this auditor - in order to handle it. You might see that there is a certain similarity to a business owner who delegates work to somebody else (an employee). The actual work is being done by the employee (in your case, the auditor), but it is the business owner who has the power to decide who is doing what when, where and how, and of course it is the business owner who will have to explain any failure in the area he is responsible for, and will get the beating for it if something goes wrong.
It is YOUR case. YOU decide whom you trust enough to place yourself in his auditing chair or course room. YOU are earning the money which keeps the organization alive. YOU are the absolute center of the activity and the one single factor without which absolutely nothing will go on in the organization.
Don't buy the impression they are busy to impose on you: that you are "just a little member who stands totally alone and can move nothing". It's exactly the other way round. You are the BOSS. It is solely your contribution which keeps the whole vehicle running. So you are also the only one who can change its course!
"The client is king". If he is a good king, he will reign with responsibility by giving selective support to constructive activities only, while efficiently criticizing negative points, or - if this doesn't help - punishing them by withdrawing his agreement or contribution (money). Now we don't have kings anymore in most parts of the world; so it would be a good idea to consider yourself the business owner who just delegates work (the work on his case) to others, but still has the overall responsibility for the speed and quality of this work and the behaviour and standing of the organization in general, by - again - deciding who is doing what when, where and how.
Or, who is NOT doing certain things anymore - simply because YOU don't approve of it and say so with a voice which nobody can fail to hear: the voice of showing up - or staying away - with your body and your unvincible weapon: your wonderful precious wallet with the magic money notes in it!
We are giving the "senior danger formula" here, because we are looking at YOU, the member, as the collective owner of the church, like a country's population is the owner of the country; and the church's executives as juniors who have the service duty to manage your processing- and training-center for you - like a government has the service duty to manage your country for you.
For Non-Scientologists: the word "condition", as used on this page, implies not only a certain state of affairs in life (like being in danger to lose one's job), but also a series of steps which is designed to help a person out of that situation. So here we have a person in the "condition of danger" who can resolve this by applying the "condition of danger". "Condition of danger" is used for both, the situation and the formula (series of steps) which lead to its handling.
A "Committee of Evidence", as used in the formula, is defined by Hubbard as: "A fact-finding group appointed and empowered to impartially investigate and recommend upon Scientology matters of a fairly severely ethical nature". (From: "Introduction to Scientology Ethics".)
Our comments are written for the typical situation of a member of the Church of Scientology today.
Hubbards original text is in this font, our comments are in this font.
The Condition of Danger (commented "senior" formula):
1. Bypass (ignore the junior normally in charge of the activity - handle it personally)
Comment: Go get a session NOW, if you haven't gotten a session within the last week. There is no excuse for stopping you from being audited, or from auditing someone yourself. Hubbard designed his technology for USE. There are countless sentences in his books and technical writings where he repeats that. He says "Any auditing is better than no auditing." Don't be afraid to audit. You are not going to hurt someone. You will learn from each mistake, and still help people. And make sure that you get your own sessions as well.
If your Org is not able to audit you because all their auditors are imprisoned in some central organization where they "train" for years or decades, making cash for the place while your Org is starving; if they can't offer auditing for a reasonable amount of money because they accept and support the international management's policy-breaking prices; if they force you to stop auditing or co-auditing until you have done the famous "Golden Age of Tech" steps (which totally contradict Hubbard's "study tech"); if they find reasons over reasons over reasons for you to NOT get a session and not GIVE a session -
BYPASS.
"Ignore the junior normally in charge of the activity - handle it personally." Remember, you are the BOSS. You have just delegated the work on your case to them. Now whatever they are doing, they are NOT doing their job - which would be to get you audited and enable you to audit another. Well - just stop delegating!
Their product would be: you getting a session, you giving a session. They might have a thousand explanations and excuses for you, but fact is, the product is missing, thus you can conclude immediately that they are not doing their job - so you BYPASS FIRST and do your why-finding later. That's the sequence given by Hubbard. You fail to apply this step as the senior you are, and be sure you will get the beating for it!
"Ignore the junior normally in charge of the activity - handle it personally." Forget the bureaucracy, go back to Source. Take your course-pack, re-read it and make an appointment for a session. Ask your twin or spouse or child or grandma to do the same for you. If you need help, find somebody who has some more experience and just ask him what to do in a specific situation, or to help out with some drills.
See, the first of all auditors - Hubbard himself - didn't have an Org to go to, and yet he learned it. For you it's much easier. All the research is done. All the material is there. You just happen to have a lazy and not really bright employee. So now you BYPASS and manage your auditing and training yourself, while you think about whether you give him another chance, or simply fire him.
2. Handle the situation and any danger in it
Comment: Here of course you are meeting limits. Collectively and ideally, the church's members would have enough power to accomplish substantial changes. But it would be necessary to organize that. If you feel up to this job, great! If not, just act like a fish in a swarm - a big swarm of church members which all swim in the same direction: AGAINST the current, and towards a reformed church which really represents the original "Spirit of Scientology". Keep this vision alive - that you are not alone - that it is a whole swarm which is swimming around and with you - keep putting this vision there of a global MOVEMENT which DOES have the power to change things!
Just insist on the BASICS. Insist on the data you have read in the introducing books like "Fundamentals of Thought". Hubbard has described his LAWS here. He contradicted himself in later writings, so use the laws to sort out the contradictions and dismiss all the later stuff which seems to work against the laws.
This way, you can lead that part of the church which consists of yourself and your area of influence back to a reasonable and peaceful scene. APPLY the things you have found constructive, and REFUSE the things you have found destructive. You are a living spiritual being, not a robot. DECIDE what to use and what not - Hubbard called this "to think with the data", and he expected us to do this. He himself would never have assumed a robot's identity.
While you and/or others might or might not organize a "member's delegation" to the international management (members of the Roman Catholic church have managed such a thing!!), just make sure that in YOUR area of influence the one piece of church which is "yours" is a sane piece of church.
Combined, many small individual sane pieces of church will add up to a whole sane church sooner or later! This way, you will handle the danger of your precious case-handling tool - Hubbard's technology - being outlawed by society.
3. Assign the area where it had to be handled a Danger Condition
Comment: It would be good if you really do this step. A flood of "Danger"-assignments in their mailbox might make them think. A member who is firm enough to follow the steps of the condition of "Danger" today might also be firm enough to assign the condition of "Treason" tomorrow. (Actually you might as well do this right now, but continue to apply the "Danger"-steps for yourself.)
With a "Danger"-assignment you give your employee another chance; with a "Treason"-assignment you fire him. Your situation stays the same: you have to BYPASS and "handle it personally" until you find another employee whom you want to entrust with the work on your case and your training. If you are thinking about that, we recommend our page "Church or Freezone? Commenting the Condition Doubt".
4. Handle the personnel by Ethics Investigation and Committee of Evidence
Comment: This again would have to be organized. Collectively, the church's members should be able to get a regular Committee of Evidence convened which investigates the mis-management at the top. For single members, even if acting in an envisioned "swarm", this might be not easy, or even impossible.
But actually the investigations which are being done globally by critics (most are published on the web; see index at http://super.zippo.com/~marina/arshtml.htm) are a good equivalent. They are an interesting example for Hubbard's concept that justice has to be applied to a person (group) who has previously failed to keep his ethics at an acceptable level - a thing which they would have to do on themselves.
5. Reorganize the activity so that the situation does not repeat
Comment: Another thing which needs an organized membership. Until somebody manages that, it might help to publicly withdraw your support (money) and state your disagreement with the current behaviour of the church. This might motivate the still existing decent staff-members to finally reach for the leading positions - a prerequisite to a truly reorganized church.
6. Recommend any firm policy that will hereafter detect and/or prevent the condition from recurring.
Comment: Hubbard has written lots and lots of phantastic administrative policy which could have been used to detect and/or prevent today's danger situation - if only applied. Unfortunately, he also has written lots and lots of administrative policy which, as history has shown, can be mis-applied into a disaster.
It is necessary to review Hubbard's work and remove all his contradictions, using the technical basics and the tone-scale as LAWS and stable data, around which the rest is being aligned and sorted. This will need the concentrated efforts of highly trained Scientology staff-members who hold the leading positions in the church; but you can induce it by publicly asking for it and insisting it to be done; and by publicly asking for a change in the church's executive strata.
Remember, you are the BOSS. It's YOUR activity. Don't allow it to go bankrupt!
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This page last changed on: 22. Dez 09