“Now, your child is walking around and gloomy and upset, there's a little lower process than that. You don't want him to walk over to the wall, you simply want him to notice there's a wall there. This is about as far as they get, you see? And if you were to say to this little child --that's been sort of gimpy and had a cold lately and is kind of upset --and you were just to say to this child, ‘Where's the wall?’
…
“Child will be perking up, perking up. Just ask him where these things are. It's very interesting. He gets up to a point of where he feels bright. And he'll forget all about it, probably, that he had a cold or a headache or something and go out and play.
“But if he had this worked on him very much and you've really run 8-C on him -- you've worked up to a point where you could run 8-C on him, you know -- you ask him, ‘See the wall over there? All right. Now walk over to it. Now, don't touch it till I tell you to. All right. Now touch it. All right. Now let go of it. Good. Do you see that chair? Good. Walk over to it. All right. Now touch it. All right. Now let go of it. Fine.’
…
“But now, do you see that you could do almost anything with this child, really, from a standpoint of discipline -- as long as it was really discipline and not punishment and not duress. How far do you think an auditor would get in making a preclear well if the auditor ran 8-C this way: [gruff voice] ‘Do you see that wall? Well, if you don't walk over to it . . .’ Get the idea? There's no life in there, there's just a bunch of mis-emotion.
“And so we get these difficulties very plain to the eye. We have him complete the action before he starts another action. Therefore, discipline to a child would be rather easy. It's an odd thing, but you know, some of these very bad children -- they're always tearing everything up and so forth -- are usually being run by very bad auditors.
“And I guess Mama and Papa wouldn't think of themselves as auditors, but that's all they are -- just bad auditors. They don't operate on the Auditor's Code. They don't run on that Auditor's Code. They do all sorts of things. And do you know that the totality of control is only possible in some such framework as the Auditor's Code. That's a code of how to be civilized. It's also a code of how to get things done.
“Now, you think that if you're a corporal of a squad or a general of a company or that's about -- I don't know, a general of a private, that's about as much as most generals can command. You'll think that it's absolutely necessary to have punishment and prisons and all kinds of things that you can throw your men into in case they don't do just exactly what you say. That's because when they were being trained, somebody was in too much of a hurry. They didn't run good 8-C on them. And generals run very bad 8-C on most armies and then they say, ‘Why don't they obey?’ They don't obey because they don't know how to obey. That's a very, very interesting thing -- that the army is no good unless it is obeying a good auditor in the general. It's just no good, that's all.
“So, how do you control people? All you've got to be is a good auditor. You don't have to restrict and restrain yourself all the time and never feel sad or tired or worried. But if you feel sad or tired or worried and you start yelling at Johnny, for golly sakes, don't tell him that the reason you're yelling at him is because he's a bad boy! Tell him you're yelling at him because you're in a bad temper! And if you've played this auditing game with him very much, he'll probably turn around and audit you.”
L. Ron Hubbard
From Lecture "THE DYNAMICS" 15 OCTOBER 1955 (Tracks 13 and 14)
No comments:
Post a Comment