Chapter three

On to OT

“We are what we pretend to be, so we must be careful about what we pretend to be.”

—Kurt Vonnegut, Jnr, Mother Night

In September 1977, I started Art College, and did no more Scientology courses for over two years. I did not question the “workability” of Scientology, but had serious reservations about the increasingly high prices and the incompetence of the organization. I simply could not understand how Hubbard’s extensive research into administration had created such a bumbling and autocratic bureaucracy which churned out inane advertising. BUY NOW! was a favorite slogan. Although staff worked themselves to a frazzle, they seemed to achieve very little. Then there were the little Hitlers who used their positions to harass anyone who did not fit neatly into their picture of normality. But I was puzzled rather than embittered.

With most Scientologists, I presumed that Hubbard was “off the lines,” busily involved in “research.” The price increases and the failure to attract throngs of new people had to be the fault of the caretaker management. I waited for Hubbard’s return to management, while my girlfriend and I ran a Scientology group one evening a week from our home.

We heard very little about the July 1977 FBI raids on the Scientology “Guardian’s Offices” in Los Angeles and Washington, D.C. I had virtually no contact with the Guardian’s Office (“GO”). The GO was supposed to deal with all attacks on Scientology, and to create a good public image. The GO was established so that Scientology Orgs would not be distracted from providing Scientology services. Public Relations and Legal were major functions of the GO. If Scientology was sued, the GO would deal with it. Beyond that the Guardian’s Office was meant to create socially useful programs such as Narconon to help addicts come off drugs. The GO also campaigned against electric shock treatment and psychiatric brain surgery, as well as for Freedom of Information in Britain.

There was scant mention of the FBI raids in British newspapers and the GO only commented on the subject when forced to do so by the few reports which did emerge. After nearly two years, top Scientology officials admitted to having taken documents from United States government offices. I was uneasy about this, but was told government agencies had failed to release information which should have been available via the Freedom of Information Act. We were told nine GO staff members were being indicted for “theft of photocopy paper.” It was argued that they had the right to the information they had copied, but had made the mistake of using government photocopiers, thereby stealing the paper.

I had not even heard of the raids when the new Executive Director of the Manchester Org came to see me in 1979. He was a veteran Sea Org member who had taken Manchester from the verge of collapse, and turned it into a thriving Organization with 38 staff. He listened to my complaints and reservations about the Church and, to my amazement, agreed with me totally. By sheer force of personality he persuaded me to go back “on course.”

In 1978, Hubbard decided that people had been going “Clear” on Dianetic auditing. The Scientology “Clearing Course,” given only by the few senior Orgs since 1965, was no longer necessary to achieve the state of “Clear.” Hubbard also said that some people had never had a Reactive Mind and were “Natural Clears,” supposedly an extremely rare occurrence. The number of Clears leapt from less than 7,000 to over 30,000 in two years [actually, organizations were issued with blocks of numbers – there were not 30,000 practicing Scientologists in the world, at that time] I was told I was a Natural Clear. In fact, in order to be adjudged Clear, it was only necessary to reword one of the Scientology dictionary definitions of “Clear” into a personal “realization.”

Now I could go almost immediately onto the mysterious “Operating Thetan” (or OT) levels, where I would revive my dormant psychic abilities. All I had to do was earn the money to pay for it, a process which took almost three years.

In November 1979, I learned first-hand how relentlessly Sea Org members work. The Manchester Org was at last moving from its crowded, partially condemned offices into an imposing, five-story building on one of the main streets. I was persuaded to help with its renovation. For four weeks, I worked and slept in the empty building. I would work for 24 hours, then sleep for eight. Because I had some experience I became the “Renovations In-Charge.” In retrospect, the hours and the conditions were impossible. My workforce consisted largely of tired and inexperienced staff members, who did a twelve hour day before starting work on the building.

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