Scientology Outside of the Church Podcast
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Scientology Outside of the Church Podcast
SE11EP11 - Independent Scientology Teaches You How to Say No
The simple word "no" might be the most underutilized tool in your spiritual toolkit. This episode delves into the profound concept of "developed traffic" (DevT) - those distractions and demands that pull us away from our primary goals and purposes.
Through the lens of independent Scientology, we examine why saying no is essential for maintaining your spiritual and mental health. When someone hands you a problem without a solution, they're creating developed traffic in your life. By accepting these problems, you scatter your attention units across incomplete cycles of action, leading to chaos and inefficiency.
L. Ron Hubbard's lecture "Yes, No and Maybe" offers a fascinating insight: the number of "maybes" in your mind directly correlates to mental turbulence. Making clear decisions through confident yes and no responses creates order and stability. We explore how this applies to everyday situations - from friends who want to borrow your truck to dinner guests who take all your leftovers without contribution.
The podcast draws powerful connections between saying no and the ethics conditions framework. By establishing firm policies about what you will and won't accept, you prevent dangerous conditions from recurring. These boundaries aren't just protective - they're affirmations of your self-worth and clarity of purpose.
Ready to reclaim your time, energy, and purpose? Listen now to discover how mastering the art of saying no can transform your relationships and spiritual journey. Your ability to handle problems in yes/no categories might be the superpower you didn't know you needed.
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Hi and welcome to another AOGP Scientology Outside of the Church podcast. This is Season 11, Episode 11. We are going to talk about how to say no within the confines of the concepts of independent Scientology, more so from an administrative viewpoint. Really is what it is, and this is going to be very specific and yet very broad, because, well, the word no and yes are used all the time in trying to complete cycles of action, survive across the dynamics and this bleeds over into the major subject of the administrative concept, of administrative TRs and, even more so, develop traffic, which you may, our listeners may, or may not be familiar with, which is shortened as DevT, and one of our many acronyms and abbreviations in Scientology are Lingo, and I'm here with Quentin Stroud and arthur has the evening off in australia, so we have the dynamic duo here doing this one.
Speaker 1:How are you, quentin?
Speaker 3:yes, I'm doing very good. Um, this is this is going to be really good because, uh, depending on where you are in your life and what you're working on, or working towards your goals, trying to complete things, trying to get things handled, this whole thing about being able to say no is huge believe it or not? A wedding party, or you know who to invite on the wedding list, or trying to make decisions about you know what to do in your business, or trying to make decisions about you know something your kids are wanting to do, or something like that, depending on where it is like, being able to say no is actually a very freeing act. You know, I'll call it a superpower even, and so we're going to talk about it, like why this is so important and how to do it Right.
Speaker 1:So let's get into the main concept, which is develop traffic. Develop traffic per LRH in the admin dictionary is where you're trying to do one thing and then other things are handed to you that may or may not be correct for your hat or hats on your post. Now we're looking at this from the viewpoint of what your post in life is and survival, and lots of people have a hard time saying no. Now that gets into their personality and their personality test. If they're a people pleaser, maybe they're a doormat profile on their personality test and they don't want to offend, they don't want to hurt people. They don't want to hurt people. They want to be liked and admired, and that goes over the code of honor, something that needs to be looked at as well. You don't have to be liked and admired because to the degree that you are effective, you don't have to be liked and admired. To get something done, you have to be effective, and to be effective, you can't accept develop traffic on your lines. So what is developed traffic on the first to the third and the second dynamic, uh, that that's what, uh, we need to to do and look at is what, what is developed traffic.
Speaker 1:So let's say you have a friend, you've got you've. You've got work you need to do, and your friend calls you up and says hey, I know you've got a pickup truck, I'm moving this weekend. I was wondering if you could help me move. What do you do? What do you do what? How do you? How do you prioritize that? That's developed traffic. If you say yes, okay, work takes a back. It's a whole bunch of stuff that has to. Yeah, right, so how do you? How do you handle that? And, and why would you say no in that type of a situation?
Speaker 3:Well, I handle things a little bit differently, but yeah, I totally get the question. I would say for me I would have to wonder maybe I would have to prioritize what I had going on prior to this developed traffic coming up, this thing that oh yeah, I need you to help me move, can you help me move this weekend? I would have to assess what was priority for me and then come to a decision there. I've always said and this is just a cue-ism but I've always said put your money where your mouth is is what I say. But I've always said, you know, put your money where your mouth is is what I say. So if somebody called me and said, hey, I know you got a pickup truck and can you help me move, the first thing I say was I would say what my rate is and then see how badly they need me to help them move.
Speaker 1:OK, what?
Speaker 3:if they're a close friend, are they still get a rate? They still get a rate. I mean, it's not that they they'll get it. They get to decide whether or not they want me to help them. So I kind of put, I kind of let them know that this is how I can help and we can decide how to make it happen.
Speaker 1:It has to be based on agreements, right. Well, that's the thing, is what. My rate is Okay, but then are you saying no when you have work you need to do?
Speaker 3:Do you get what I'm saying? Right, right, right, right. I would say no. I would be able to say no unless it makes sense for me to do it, unless it's worth my while. Maybe I'll say it that way, right?
Speaker 3:And I think that a lot of people, when they have family members, you just even throw this little thing. What if it's a close friend? What'd that mean? What if it's a close friend when it comes to making something worth your while? To me, saying no puts you as the priority and then allows the other person to figure out how to invite you into their experience, into what they got going on, you see, and so I think the ability to say no is a really powerful ability, because it says I know that what I'm doing matters, I know that what I have going on is important. And if you're trying to give me some dev T, if you're trying to give me some developed traffic, then we need to figure out how. We need to figure out how to make it make sense for me to disrupt what I'm doing, to do what you want to do.
Speaker 1:Right, and then you have to look at, or it's just a no.
Speaker 1:Yeah, it could be a no, because you have to prioritize. Okay, and this gets into cycles of action, because that is what DevT prevents is if you're doing a cycle of action. For our listeners who are not familiar with what a cycle of action is in Scientology, the the high, the the the larger arc is create, survive, persist, destroy at at its basics. But a cycle of action, if you break it down more simply put, is start, change, stop, right, right. So what window are we looking at? As to hey, I know you got a pickup truck and I need to move. Can you help me move this weekend? Those are two different things. Yeah, I have a pickup truck this weekend. That's, those are two different things yeah, I have a pickup truck me helping you move.
Speaker 1:That's a. No, that's, that's, that's a no, unless you know.
Speaker 3:I mean you know, uh, in the midwest where I'm from, you know I'll, I'll get you a six pack of beer.
Speaker 1:you know, okay, that might be a fair exchange, you know, or I mean, depending on who you are and everything like that, but if you, if you, if you have your own business or you just have your own life and you have things you need to complete, you have to look at, okay, do I want to accept this cycle of action which might take me eight, 10, 12 hours or bleed into and the truck that I have?
Speaker 3:The resources, the gas, the yeah.
Speaker 1:Right. I mean you have to look at, okay, cost of gas, wear and tear on the on the vehicle, my time, all of that stuff, and so a cycle of action. If you already have another cycle of action, let's say well, I had plans to work on my website for the whole weekend, or I had a plan I had plans to relax after a hard week's work and I need to recharge my batteries. Do I really want to work moving somebody else's stuff? I mean, and you know, there's, there's lots of day saturday right all day, saturday, and sometimes sunday morning or whatever.
Speaker 1:I mean, I don't know how many times I've seen it myself and you know there's always the burden of if you have a pickup truck, um, you're always the guy that gets called or worse or worse. Yet you have a, a 24 foot trailer and then you have to look at, okay, now I have to empty out the trailer. And then, yeah, now I have to move all this stuff in.
Speaker 3:And then I have to fill the trailer back up and figure out where all the stuff that's in the trailer is going to go, while I move somebody else's stuff well, you know, you know, and also too, I think, that having the ability to say no and we're just speaking about that at this moment but having the ability to say no is also a statement to you about you, right? It's a statement to say. Lrh says in a lecture given on 30 December 1951, it's called yes, no and Maybe it's one of my favorite lectures, by the way yes, no and Maybe. And he gives a statement. He says, in receiving an interesting question on the subject of prediction, along with postulates, a postulate is actually a prediction. That's what a postulate means. But let me tell you something, and you should be very clear in your own minds concerning this when a person lays down a statement to himself about the state of beingness, he is doing it on an evaluation of the past in order to take care of a situation in the future. And he goes on to say some other stuff, but I want to stop there. So he's doing it as an evaluation, on an evaluation of the past, in order to take care of a situation in the future. And he said you need to be very clear in your mind about this.
Speaker 3:When you're laying down a statement to yourself, it's a state of beingness. It's about a state of beingness You're actually saying to yourself if that person's situation or whatever need or whatever the deal is, is more important to you than you. Right, you're actually making this statement to yourself. You're actually making that your postulate. You're actually making that your prediction of your future, about how you assess yourself, you evaluate your past in order to take care of a situation in your future. I think this is huge, because when you understand that saying yes or saying no is a postulate, it's huge, like you're actually saying. So, if somebody brings something up and you say, yes, I'll be there Saturday morning at 7 o'clock to help you move, you've now created a postulate, right, and you have to set you, and then it puts you in a state of beingness, a condition in which you have to now start to rearrange your day, rearrange your time, rearrange your life. You know, I got to set my Alexa, I got to do. All this stuff has to become now the effect of this posture. That's not been put out there, you see. And so when we talk about saying no, we're not just talking about no, I'm, you know, put your hands on your hip and twist your waist up, and your, you know, it's not obstinance.
Speaker 3:What it is is understanding the power of your postulates, understanding and having it, says he has it very clear in your own mind concerning this right, that you're taking a look at all these past experiences. You talked about the very close friend. You're evaluating the past in order to take care of a situation in the future, and I think this is huge. You asked a question about what is know. What is DevT on the first dynamic? Well, when you're only dealing with the first, you're only looking at the first dynamic. To me, devt on the first dynamic is Missy Motion.
Speaker 1:Yes, when you look at the finite definition, it is postulate-counterpostulate, which is the definition of a problem.
Speaker 3:It's a problem, exactly, exactly Right, because the DLT really is postulate-counterpostulate. It's like I have something I have to do, but then there's this counterpostulate that comes up and says, but no, but there's something else that we can do and it should be done, or whatever, whatever. And how many people? How many people?
Speaker 3:Just looking at your own first dynamic, looking at yourself, how many times have you been in a situation where you want to do something? You have a posture, a decision, an idea that you want to do something, and yet anxiety shows up, fear shows up. This, this, this missy motion shows up, this stuff shows up. Fear shows up. This, this, this mis-emotion shows up. This stuff shows up and it creates a day of tea. It creates this oh my God, what if? What if it happened? What if this happened? Oh, did it. And all this stuff kind of goes on Right. And so now you're spinning and stewing in your own juices as opposed to doing what you say you got to do, as opposed to doing what you say you got to do. Yeah, I think this is huge. So, for those of you that listen to this podcast, it's really about how do I understand the power of my postulates? How well do I understand the power of my postulates, so much so that I have the ability to say no when it's something that is contrary or counter to my own?
Speaker 1:Right, and you have to look at also. This bleeds over into what is your hat, what hat are you wearing? And we get into the completed staff work policy letter where, as an executive, you have the person. Now, of course you know you can't have your friend write you a csw, I guess you could.
Speaker 1:Uh, which which has situation, data, solution.
Speaker 1:And so you, you write down okay, what's the situation, I have a need to move, it's the 29th of the month and I have to be out by the 31st. I do not have a truck, I don't have the money to rent a U-Haul for those in the United States or some other moving truck service, or all of them are booked and there aren't any available. This is the situation. And then data gives all of the, the, the, the finite details of it uh, I need to move, solution, yeah. And then the solution is um, may I borrow your truck in exchange for blank and your services to help me, again in exchange for. And then, as the executive, just as an example, since we've already used this as an executive, you say approve or disapprove, right, so instead of giving you the problem, they are giving you the solution. So good, they are giving you the solution and LRH says in completed staff work, pl if they do not meet the requirements of the information and situation data solution, you disapprove it and then you write on it.
Speaker 1:Disapprove it. C-s-w-p complete staff work, please. So you send it back to them and say, okay, you're not giving me a solution yet You're still giving me a problem. I need to know about this. I want to help you with this, but I don't need you giving me a problem. I need to know about this. I want to help you with this, but I don't need you giving me a problem. Right, that could be on a big scale. It could be on a micro, a macro scale. It could be on a micro scale, and that's that's. The thing is, you have to think with this data, you can't necessarily, with a friend, do that type of a thing in writing, unless I mean, I've met, I've met scientologists and independent scientologists who actually do that, and you kind of think, wow, that's kind of rude, but is it?
Speaker 3:is it right? Is it what? Why do? Why? Why do? Why would? Why? Would you bring me your problem and just drop it there? Versus, let's pick this up and work with it together, work it out together. What's the next step? What's the next step? Like whatever, like no.
Speaker 1:Right, no, you're giving me your problem.
Speaker 3:I just said it.
Speaker 1:Yeah Right, you're giving me your problem. I just said it. Yeah right, you're giving me your problem. Don't give me your problem. If you have a solution and I can contribute to that and it doesn't pull me off of my post, my hat, my hats, my posts, whichever my postulates, my postulates as an executive, you cannot accept that developed traffic. You have to say solve the problem for me. Now, why can't you do that in life?
Speaker 1:That's the whole point of saying no is you have to be able to say no, give me a solution to the problem. Don't just give me the problem and you expect me to solve it for you. That's how I say that and that's why you say no. You can say no with the proviso of don't give me your problem. Give me a solution If I can contribute to it and it doesn't pull me off of what I'm doing in my original postulates, I'll help. But you need to pose a solution that allows me to continue on my post, my hat, plural or singular, in life, and this is why I'm saying no. And sometimes LRH says, per the finite definition of responsibility in the technical dictionary, that sometimes being responsible is saying doing nothing or no.
Speaker 3:Yeah. And he says here, in the same lecture I referenced earlier, he said I would like to review something for you, something which has not altered throughout Dianetics, and that is the yes, no, maybe condition of every problem. Every problem has a yes, a no or a maybe as its answer. Your preclear is as sane as he has yeses and nos and he does not have maybes. The number of maybes which a preclear is carrying in his mind is directly proportional to the insanity which he is demonstrating. A fellow says well, shall I go downtown? If he says yes or no, he gets action or no action. If he says maybe, he gets turbulence. Action or no action. If he says maybe, he gets turbulence.
Speaker 3:So I think it's so important that I mean, obviously saying yes to things that we already know kind of okay, yeah, I can agree with that, I can do that, we can make that happen. That feels easier. I'm just going to say it that way. That feels easier to be able to show up and say yes and do things or whatever. But I think that a lot of the fear and the anxiety or whatever comes in is when a person has to say no to something and feel they cannot right. And if a person is dropping a problem on you without, like you said, without a solution, then they're stuck in a maybe right, and the number of maybes that a person has is carrying in his mind is directly proportional to the insanity which he is demonstrating. Listen, I ain't got time for crazy Right? I need to know what the solution is.
Speaker 1:Right. And that brings us to the other thing that we talked about before we started the podcast is what do they bring to your table? What do they bring to your table? And now we're getting into the interpersonal relationship aspect of saying no, how many of our listeners have people in their lives who don't bring anything to their table at all, or they just contact them when they need something. There, that part mic drop, that part right, and and so you, you, you have, you have to be able to parse these people. What do they bring to your table? How many people are taking from you but not giving in return?
Speaker 1:And and then this gets into exchange, which is a policy letter of its own, where there's three types of exchange that LRH delineates those three types of exchange. You have out exchange, where somebody is getting more from you than you're getting from them. You have fair exchange, where you're getting and they're getting the same amount of exchange from each other, and it's fair. And then you have exchange in abundance, where you're giving exchange far and above the normal exchange rate, which you know. Good on you for doing that. And if you have people who are sitting at your table and they bring three dishes of food and a bottle of wine, or they just come and eat dinner with you and drink all your wine.
Speaker 3:Right and they don't help you clean up at the end of it right, right, right, that's right.
Speaker 1:And and then they ask they they take the leftovers and they take, uh, most of the meat and leave you with the gravy. I've actually, I've actually had this happen numerous times, numerous times. And then and then take things that you have in your tupperware and move the things that you have in your tupperware and move the things that you have in their tupperware and put it in lesser containers and then put their, then put the meat and and and the, the, the main courses in your tupperware, take your tupperware with the main courses and leave your stuff in to where it goes stale.
Speaker 3:I've actually had that happen oh, geez, yeah, no, no, what type of?
Speaker 1:exchange. Yeah, what? What type of exchange is that?
Speaker 3:that's, it's out, exchange out, exchange, right and and and for me, for for me it'd be out friendship.
Speaker 1:Well, yeah, or out out family. Whichever the case may be, out family, right, you know Right. And you know you have to look at that and go okay, what kind of exchange is this? Well, how could you handle that? In that sort of a situation, you could say, no, I will dish up the leftovers, I will take care of it. Take a seat, have a little more wine and we'll give you what we think is fair exchange, in the leftovers or no, there aren't going to be any leftovers. I'm glad you enjoyed this, right.
Speaker 3:Have a good night. I enjoyed my wine and bread right, you ain't got to go home, but you gotta get the hell out of here that's right I mean, I I love this because you, you can literally see it. I was like, as you were describing, it was like I was watching a movie and you can kind of see it, play it out on this movie. Like this thing happening to people, right, and it happens over and over and over and there's this feeling of at the end of the night it's like God really.
Speaker 1:It's like that you know Right and you didn't say no. And you look in the refrigerator and you're like where's all the roast beef?
Speaker 3:Mac and cheese Right. Where's the?
Speaker 1:food Right. I mean, we had leftovers, and then you go oh fuck, I did it again, right.
Speaker 1:Because they always had you off at the pass. You know, let me help you clean up. And then they go and grab the containers and then they help themselves and take it and then you're like, man, I wanted some more of that mac and cheese. It was really good Because you didn't say no. Now it's a form of developed traffic, because if you want to have some of that mac and cheese, guess what? You're going to have to make more mac and cheese. Now, what does that do? What does that do to the other things that you could be doing? Now you've pushed something in front of the line to make a good mac and cheese, and I'm not talking about Kraft macaroni and cheese in the US. I'm talking about homemade macaroni and cheese Some good right.
Speaker 1:Healthy for you. It takes some time. It takes some time to do it right. Okay, and that might mean you have to go to the store. Oh, wait, a minute. Now I've got to go to the store. I've got to spend more money. I've got to go to the store. I've got to spend more money, I've got to do this, I got to do that. Blah, blah, blah, blah, blah. And now you've got six cycles of action in front of you instead of whatever it was that you had planned to do, when all you had to do is say no, I'm going to do this. No, there are no leftovers to be taken. This is food for my home, my people. Thank you very much. You got your meal. There was an exchange in abundance. Good evening. See you next time, yeah, God.
Speaker 3:This is so good because it really kind of sums it up. This is what happens in real life. People Like this is what happens in real life, where it shows up to where the things that I know I want for my life and the way we do anything is the way we do everything that I know I want for my life. I know that if it doesn't, if I can't say no in these little moments here, oh, it's not a big deal. You might have somebody who's clearly one-one covert hostility trying to take from you no, it's not theirs, they ain't bringing them, they ain't contributing to the situation. They're just trying to take. But what it really boils down to is am I really stuck in this place of not being able to say no? Lrh says it here. He says so when you're looking for problems, you hang up your preclear. Actually, if you don't run an emotional curve, he is trying to decide something in the past. We talked about that earlier. You're looking at the past to try to make a decision, a solution for the future. He says he's trying to decide something in the past, make a past decision. This is one of the hard things for a preclear to do sometimes. Was I guilty or wasn't I guilty? He's hanging up on a maybe. He doesn't dare be guilty and he thinks that he was guilty. One of the ways of resolving that problem is simply to tip the whole thing over by reducing the data. He goes into how to do it, reducing data from one of his facsimiles, and he goes. You run it over and over again and you run it in a yes or no and he says by soothing this function of the mind.
Speaker 3:The person's reaction time and his ability to be decisive and therefore to be in action are dependent upon his capability of handling problems in yes or no categories. Your ability to handle problems in yes or no categories is going to improve your life dramatically. It's going to improve your reaction time. It's going to improve your actions. It's going to improve your ability to even perceive of problems as they come up, because it's now easily categorized yes or no. This is my life. This is what it is right.
Speaker 3:How many times do we get stuck in maybes when it comes to a job or a relationship, or trying to decide on what to do about, you know, big mama and them, or whatever?
Speaker 3:How many times do we get stuck in all these maybes in life. But if you could make decisions in categories of yeses or nos and let me say this because I know people are going to say it that doesn't mean that there's not these gray area situations that come up and some people will say, well, the gray areas where the maybe exists, it doesn't have to, it's just gray area in an emotional space. And now we have to find out do we lean more yes or do we lean more no, right. And then from there you kind of make a decision which is most pro-survival, which is the most pro-survival action right or thing to do, survival, which is the most pro-survival action, right or thing to do. So I think that having this ability rehabilitated that's the word I'm going to use having the ability to say no, rehabilitated in us as independent Scientologists is so important so that we can make decisions in our lives. That's going to move our lives forward.
Speaker 1:And what I say is getting you to better, faster, right. Well, and it also comes down to and we probably should give the backstory Arthur was able to join us here just now, so he's part of the podcast. How are you doing, arthur?
Speaker 2:Good evening, good morning.
Speaker 1:Hey peace, good afternoon good evening, good morning, hey, peace, good afternoon. And I saw that you said that's a great, a great, a great subject to talk about. But we're we're covering developed traffic, um, the ability to say no, completing cycles of action, that type of a thing yes, so, so so yeah, and and this, this is. This is an in an inside joke, but but uh, what could you bring to our table for the podcast?
Speaker 2:all right by turning up, by turning off, I've completed a cycle and I've confronted it right well died, well the cycle will be completed once we finish the podcast.
Speaker 2:Right yeah, right yeah, and you know, the cycle is the best thing because once it's done, you feel so free, like all that stuff that comes off your body, like it's incredible. You know the amount of lists I write and I cross them out as I do them. Not only do I cross them out as I do them, not only do I cross them out as I do them, I know I've done them when I cross them out.
Speaker 1:right, it's such a good feeling right and that and that's that's another point and I'm glad you brought that up is the best thing that a person can do, and this is a bit of a side rail. But this, this has everything to do with the ability to say no. Is you create a list of cycles of action that you have incomplete To the degree that you have incomplete cycles of action in life is to the degree that your attention units are dispersed across those incomplete cycles of action, which is what you're talking about, because you feel so free from those attention units being tied up on these incomplete cycles of action. Now my question to our listeners should you do this, is to take an extra step and roll back each one of those incomplete cycles of action and ask yourself should I have said no Now? Is that to yourself or is that to somebody else? Let's look at that for a second. That's a great question.
Speaker 2:That's a really good question Well, or could it be the question of can I complete that cycle, yes or no? No, because, like let's say, you're doing past cycles. Perhaps there's some past cycles that you just cannot complete or may not even be worth your energy in completing right or should have taken on in the first place, whether it's by by your own decision.
Speaker 1:on the first dynamic, I bit off more than I can chew. You know, I've had, I've had people tell me, you know people that understand all the concepts in Scientology that have said you know well, Jonathan tends to go where angels fear to tread. Come on, and I had to take a look at that and go. So, uh, and, and that is that is something that you have to look at and and this came up this morning as well in a conversation was and this is a side rail of the side rail you have to look at. Okay, I, I really want to do this. This is great. I, this is, this is creative. I want to be creative, but is it necessary and does it bring anything to your table other than just being creative?
Speaker 3:Yeah, just develop traffic, right, or is?
Speaker 1:it just developing.
Speaker 3:Is it really yeah, is it really something that's going to move you along towards your goal? And I think, or goals, and I think that that is to me such an easy bullseye, if you will, to put on your wall, like I'm just looking at my wall here in my office and it's like if my goal is the central target and I can start, I can throw as many darts as I want, but am I hitting my goal? Am I hitting my target or am I way off to the left or am I way off to the right? Is this thing, is this thing, right on the goal or is this thing way on the other side of the wall, somewhere you know? Right, and I think that that's important to look at, because when you're trying to make these decisions, you're really putting stuff on your lines, not just for now.
Speaker 3:Hear me LRA said it earlier that you're evaluating the decisions of your past to try to make solutions for your future.
Speaker 3:And so the decision that you're about to make when somebody throws something up at you or something comes out there and you got to say yes or no to it the decision you're about to make now in that momentary conversation, that seems very trivial on whatever level, about the macaroni and cheese or whatever they're going to take.
Speaker 3:The decision you're about to make now is going to set a precedent for future solutions that you could be making, decisions that you could be making, and so you got to also remember that you're making decisions in the moment by evaluating the decisions of your past, for the solutions towards your future, and then you're doing the same thing right now for your other future solutions. You're making decisions right now that's going to create some stuff for you, you see, and so this is why it's extremely important that you understand how to say no when it doesn't align with your targets and goals, when it doesn't align with who you really are, when it doesn't align with your ultimate life purpose and I don't care how big you want to get with it, but you have to be able to say no to that, because that is not going to set up something good for your future.
Speaker 1:Right, and that goes along with the administrative scale what your goals are, your plans, your policies, your purposes, your projects, your valuable final products, all of that stuff. And you have to look at okay, am I putting something else in here that has now developed traffic to myself. When you set a precedent, because you did not say no once you set that precedent with someone or yourself, especially with someone else and with yourself, you're just getting reasonable. You're getting reasonable when you do something that you know you shouldn't be doing, that adds, just because it's creative doesn't mean it brings anything to your table across all your dynamics. You decide, well, I'm going to go out and I'm going to finally restore that car that's been sitting in the garage for the last 20 years. Okay, how much of your resources is that going to take? It's going to take a massive amount of those resources unless it contributes something to it that makes it worthwhile, whether it's feeling good and it's your hobby time, which is important, whether it's. How much money is it going to take? Am I going to sell the car once I restore it and make a profit on it? That type of a thing? So you have to look at this and go okay, is this part of my administrative scale and does it bring anything to my table?
Speaker 1:As to survival, when it's somebody else and you do this and you set a precedent, as you mentioned, quentin, the next time this comes around, which is going to, if this person is still in your life, they're going to say well, you said yes last time. If this person is still in your life, they're going to say well, you said yes last time, they, they and that, and that's that's even more important with kids, because once you set a precedent now you're in trouble. Well, you, you let me go last time over to my friend's house and spend the night. Okay, but the thing is is, as a parent, you have to set the proper precedence and always follow through with what you say, not just with your kids, but with your friends, with your partner, with your business associates, your staff and your organization organization. You have to follow through because if you don't guess what, whether it is do something that is asking to be done or something that isn't done, it is still developed traffic from them so right?
Speaker 2:So you're saying, like, even decisions we make, like personal decisions, then we've got to see them through, and that would also be a cycle start to finish as well, wouldn't it? As opposed to a physical action, it's a mental and verbal.
Speaker 1:Yeah, a completed cycle or an incomplete cycle is still a cycle of action. And if you don't complete the cycle of action of following through, guess what? Now you've got more Dev T in the form of another cycle of action, which is I have to handle this communication with so-and-so who said, well, you let me last time. And then it develops into a longer conversation or an argument, or there's an ARC break and upset because you're not doing what you did last time and you broke your own agreement with yourself and shouldn't have made that agreement in the first place, because you didn't say no, look, yeah, to our To our listeners.
Speaker 1:Look at that, because saying no, or omitting from saying no and saying yes creates more developed traffic. Because you've got this cascading domino effect of new cycles of action. Because you've now set a precedent or you didn't set up and I hate to use this word and I don't want to say that it is if you don't set certain boundaries for things or for people with a proper admin scale, and that means understanding what developed traffic is. Don't give me the problem, give me the solution, and if it includes me, you're going to have to educate me and enlighten me as to what it is that I need to correct or be educated on, so that now I understand and I can make the proper decision or actually use ethics to improve something that I could be doing better, to make myself and the people around me happier, and instruct myself on. Oh okay, I had a blind spot, for example, but it's always a cycle of action that you are accepting and when you look at ethics conditions, how does one get into a lower condition? Guess what? You-.
Speaker 3:Go ahead. How does one get into a lower condition? They apply the wrong, the wrong formula.
Speaker 1:Right, what's going on with the cycles of action and developed traffic?
Speaker 1:It's not being handled. It's not being handled. That's the big picture. So there was a cycle of action that is incomplete, which was yes or no. Right, it's binary. Is it a zero or a one? That is the finiteness of the physical universe. And LRH realized that and said okay, this is what this is all about, because that's how the physical universe is period, where the theta universe not so much, because the postulate, as you mentioned earlier in the podcast, is where this all starts out at.
Speaker 1:If one has no postulate, is it a zero or a one? In putting it in the physical universe, if it isn't, there's no postulate, right, it's a zero. If there is a postulate, it's a one, because what is a postulate? It's not yes or no, it's a decision. What are you deciding? You're deciding it's a one, because without anything there, it's a zero. So if you say I'm going to make the postulate that I'm going to brush my teeth twice a day, okay, what was it beforehand? It was a zero, it was a no, it's a yes. Now you've made the postulate to brush your teeth. Now, if you don't complete that cycle of action, well, now you're going to get gingivitis and all kinds of stuff and you're-.
Speaker 3:You got to go to the dentist. I got to go get a root canal. Dev T, Dev T, Dev T, Dev T.
Speaker 1:Exactly DevT, devt, devt, devt. So you have to establish these pillars, these stable datums of okay this is what I'm going to do and what I'm not going to do and you create your own developed traffic for yourself, because you're not maintaining your own first dynamic care and maintenance, which includes accepting inflows from people who might create develop traffic for you or might be low-toned individuals, and all they want to do is take, take, take all of your leftovers from when you had them over for dinner. I don't know how I could put it any more simpler than what we've been talking about and what you mentioned about postulates. So therein lies the problem is the ability to say no, because if you say no, what are you saying no to? You're saying no to someone, yourself, something that is counter to a posture that you've already made, which is order versus disorder.
Speaker 3:Come on, you know it's so interesting because I see, to me this stuff makes so much sense. I grew up with this right. I came up, you know, spiritually speaking. I came up with this, with this right, I came up spiritually speaking, I came up with this. One of my spiritual teachers used to tell me he said what's the word when somebody tries to kill himself? Suicide? Okay, suicide, right. So suicide and then homicide is to kill another human being. Genocide is to kill off a group of people. Decide is to kill off human being. Genocide is to kill off a group of people. Decide is to kill off every other option. And so when you decide on what you're going to do, you kill off every other option. It's decided.
Speaker 3:You know, I used to say all the time in my relationship I was like, listen, I'm a really great communicator and the part of the reason why I like to communicate with my 2D is because I want us to come to resolution and I said you got to understand, I want us to come to resolution or re-solution, re-solution, resolution, re-solution. Up again, we already know the solution. We ain't got to talk about it no more. We ain't got to argue about it no more. We know what the solution is, so why do we have to keep going through over it? Does the trash need to go out? Yes, the answer is yes, we know what the solution is. It don't have to be no dare of tea. This makes relationships so much more efficient and effective, because we have talked about this thing and it might have took some time to get it through because people be peopling, but you talk about it to resolution so that it never has to be a problem ever again.
Speaker 1:Right, and that's important. We can directly correlate that to a danger condition Adopt firm policy so that this situation doesn't happen again. Okay, and it's. It's important to note. It's important to note and we've talked about this in a podcast or two in the past that the conditions, the ethics conditions, are set up in such a way that you're in non-existence first, find out what's needed and want to do, produce and present it. Okay, that's the first line of non-existence and there are others. Guess what condition comes after non-existence Danger Liability. Oh, going up. Yeah, danger Going up. Liability is below non-existence, okay, so why is danger above non-existence? Because you've got to get through. Yeah, because you've got to figure out that this is a dangerous situation, that you were in non-existence, and work your way up and it's much harder. And I've said this before and it's not something that that was ever put in in the conditions by lrh, but it needs to be said and this is this is my interpretation of it, but I I have never met anybody that's ever disagreed with this viewpoint is that when you're going through danger from non-existence, it's a lot harder because you don't know what the hell you're supposed to be doing. So you have to go. Okay, we tried this. Threw it on the wall. It didn't stick. We tried this. Throw it on the wall, it didn't stick. We tried this. Oh wait, okay, this worked.
Speaker 1:Okay, so now we've got policy that those first two things did not work. We put it in a written policy, like you were talking about. The trash needs to be taken out. What happens if we don't take the trash out? Trash starts stinking, it draws bugs, there's no room, so on and so forth. Okay, so we have to have this policy Trash needs to go out every day, or every other day, depending on how much you make. Policy is trash goes out by 5 pm, goes to the dumpster or compact or whatever it is that you've got now we have a firm policy.
Speaker 1:So now, once you get out of danger and you realize, okay, these are the things that I need to be doing, like saying no, now you're in emergency, you figured it out and the first line of emergency is promote and or produce, depending on the dynamic that you're operating on. Once you get out of emergency, you know what not to do from danger and you need to promote or produce. Now you've got some stable data to work off of this policy. Now you're in normal, then you're in affluence and affluence between normal and affluence is affluence attainment, and that's one that isn't in the 1970s version of the ethics book in which we use Affluence.
Speaker 1:Attainment is hard work in ethics, standard tech, doing the things that won, not new things untried as yet. You have to pilot things and see that's that little line in danger where you're developing firm policy. You can pilot new little things once you have some stable data and fill in those gray areas and then you get to affluence. But you have to keep that little harmonic of danger in there and pilot these new policies and everything and see if they work and throw them out If they don't keep them in. If they do, I need to say no to this person. I need to say no to this person. This person brings something to my table. These people bring lots of things to my table. They contribute, they bring dishes, they bring bread, they bring wine and they're, they're, they're grateful and appreciative and it's extended abundance.
Speaker 3:And now you got a good friendship, now you got a good situation, now you got a good life. Like I don't understand why it listen, and you just helped me as you just laid that whole thing out from non-existence up to affluence. Uh, you just helped me as you just laid that whole thing out from non-existence up to affluence. You just helped me because when you're doing these formulas and when you're coming to these decisions about yeses or nos, and when you're trying to go through all this stuff, you don't throw out the old stuff. You don't throw out the old stuff when you own this new formula, right? So let's say, if we went through non-existence, we've gone through danger, we've gone through, you know, emergency and so forth and we're in normal.
Speaker 3:You don't forget about the policies you had in danger. You still have those firm policies in Right. So if you've gone through a relationship and a situation where this is a firm policy that I have now, I would never. That would heretofore detect and prevent this dangerous condition from happening again. Now that you're in a new relationship, you're in normal, you're going through a new thing, it's good, we're flowing, whatever. Whatever, you don't forget about the policies you had back in danger. The policy is the policy right now it's in it's in that.
Speaker 1:It's in right and and I want to make the point, and this is what you normally do the derivation of policy. You know where it comes from policing policy, police. What do police do? They ensure that the laws and policies are enforced. Okay, and why are those policies there? Because the city, the person, developed these policies to prevent them from not having any stable data, and we can't have this sort of thing happen anymore. So we developed a policy and we police it, and that's what you're talking about. Is you're policing your own policies by saying we are aware of these things, we understand why.
Speaker 1:This is how it happened. If we don't keep this in, it goes out and guess what? You drop down into danger and you have chaos, either in the city or with a person. So you have to develop policies in order with which to operate off of, and if it isn't written, it isn't true. You have to have it for yourself or your org, or your dynamics, or your planet, your dynamics or your planet. This planet has yet to realize this, because if they had and they looked at it, we would not have what we have going on now on this planet.
Speaker 3:Danger after danger, after danger after danger.
Speaker 1:That's right. Yeah, it's really good. And guess what? You know what happened? Somebody didn't say no, you know what happened.
Speaker 3:Somebody didn't say no. I love it, not on my watch.
Speaker 1:Not on my watch Not on my watch. That's right and that takes a lot of balls. It takes a lot of balls and that comes down to the thing that just popped in my mind, comes down to the 1950s sci-fi movie, the Day the Earth Stood Still.
Speaker 3:Mm-hmm.
Speaker 1:Where Klaatu is I know the one with Keanu Reeves.
Speaker 1:Yeah, this is where Klaatu is standing, on the platform of his flying saucer in a park in Washington DC and, with Gort behind him and his gal by his side, he tells the leaders of Earth look, if you guys can't stick to the policies of taking care of one another and continue to try to destroy one another and then make life difficult for other societies as you become a space faring society, we will reduce your planet to a burned out cinder. And what? What is he saying right there? He is putting in ethics and that you guys need to grow up and you need to look at the bigger picture, which is take care of one another, love one another, help one another, and if you become a liability, there is no doubt that we will step in and stop it and put ethics in, even if it means eradicating you from the galactic map. That's a pretty strong statement for the 1950s and the only reason I bring it up is you up is that sounds all doom and gloom and everything but that is the.
Speaker 1:Thing.
Speaker 3:They're saying no, because I look at that in my life. Listen, if you can't adhere to the policies, I will eradicate you from the galactic map.
Speaker 1:That's right, that's right, that's right and that's that's what we're talking about here. Why it is so important to say no is they don't want. You know, in in that movie, in the, in that that, that that parable, they're saying look, you need to be doing this and we're telling you no, you need to be, you need to keep your own ethics in and you will be part of a much larger society that that can contribute and we can bring things to your table if you bring things to ours. Period yes.
Speaker 3:But my, my, my phrase is my phrase is that I will wipe you from the annals of history.
Speaker 1:Yeah, yeah, and that's that's. You know. Ultimately, that's a larger saying no, no, you, you, you, you cannot be part of my dynamics.
Speaker 3:So I think this is really good. This is really good you got, you get it, y'all get it good, this is really good.
Speaker 1:You got, you get it, y'all get it.
Speaker 1:Yep, so thanks for joining us late arthur we appreciate you being here and quentin, thank you, that's right here, and we all have to go back and listen to this thought. Yeah, we'll uh see you next week for another podcast. We have some really, really cool um releases that we're going to put out here in the next week to 10 days regarding LRH audiobooks, our new lecture library and a new subscription model for AOGP in both. Well, we'll tell you next week, namaste. Oh, and before I go, we have our Half Price Bridge special going on. Contact us for that, 816-355-4606. And visit us on ao-gporg and join us at our social media platform, the college of independent it's college of independent scientologycom. Lots of cool stuff going on.
Speaker 3:We'll see you next week, namaste, and we love you, bye-bye, bye-bye, peace, peace, thank you, thank you.