PLANNING always considers resources first.
Every now and then I’m challenged about how planning things so “specifically” seems to take the “fun” out of life. But simply because one plans, does not mean there will be no further surprises. To think so would be folly and an underestimation of the unpredictable adventures on planet Earth. If I am going to Hawaii, I don’t want my luggage sent to Japan. What I can control, I wish to control. Life still offers up lots of surprises to keep it interesting.
There are some basic principles or maxims(1) concerning PROGRAMMING.
“These are some of the principles about programs… If you don’t know these facts of life, here they are:
“MAXIM ONE: Any idea no matter if badly executed is better than no idea at all.
“MAXIM TWO: A program to be effective must be executed.
“MAXIM THREE: A program put into action requires guidance.
“MAXIM FOUR: A program running without guidance will fail and is better left undone. If you haven’t got the time to guide it, don’t do it; put more steam behind existing programs because it will flop.
“MAXIM FIVE: Any program requires some finance. Get the finance into sight before you start to fire, or have a solid guarantee that the program will produce finance before you execute it.
“MAXIM SIX: A program requires attention from somebody. An untended program that is everybody’s child will become a juvenile delinquent.
“MAXIM SEVEN: The best program is the one that will reach the greatest number and will do the greatest good on the greatest number. . . .
“MAXIM EIGHT: Programs must support themselves financially.
“MAXIM NINE: Programs must ACCUMULATE interest and bring in other assistance by the virtue of the program interest alone or they will never grow.
“MAXIM TEN: A program is a bad program if it detracts from programs which are already proving successful or distracts staff people or associates from work they are already doing that is adding up to successful execution of other programs.”2
It is important to review your plans against these points.
While you want to provide for a challenge in your planning, the steps shouldn’t be overwhelming. They shouldn’t be underwhelming either. A program with forty-three steps may just be too tedious, whereas one with three steps is too brief. And remember that gradients are the key.
“You can even raise an organization by gradients so as not to overwhelm it. Set and make small targets. Then bigger and bigger ones.
“Well, you get the idea.
“It’s the organization’s road to causativeness.”3
Review your company activity (or aspects of your life) and look at your existing scene/ideal scene section to determine the overall objective that you are trying to achieve in your position with your company or in life. That is the PLAN MAJOR TARGET.
Give it a PLAN NAME and then list out the broad PLAN steps that will be necessary to achieve it. The completed date is marked as a blank on the right side. List who is assigned the target for execution.
1 Maxim: “statement of a general truth.” The World Book Dictionary.
2, 3 L. Ron Hubbard, “Programming,” Policy Letter of 23 October 1969, Organization Executive Course.
Quoted excerpts above by L. Ron Hubbard. Grateful acknowledgment is made to L..Ron Hubbard Library for permission to reproduce selections from the copyrighted works of L. Ron Hubbard. Copyright © 2014 Arte Maren, Inc. All Rights Reserved
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