Dr. Peter Meier
Academy4 Think-Systems
Bachmattstr. 23
CH-8048 Zürich (Switzerland)Tel ++41 44/432 89 59
A human system is more than a case, and just reporting it as a case cannot do justice to it; it is driven by a principle of lifefulfillment which needs to be understood and implemented...
The role model for collective human systems must do justice to those concerned - nothing can do that except a system which is at least congruent to a specific human - for except God, only humans can do justice to humans...
Context: It is assumed that in relating to another person or a collective, people should be interested in aspiring Timely Exchange of Project-Oriented Competence, the role model of lovers. The contrary is rape and slavery of some kind. Philosophy "offers" us "objective relationships, reducing real people to "subjects" and putting "objects" between them in the outer world, and denotations between people and their minds in the name of "reason". Where this approach predominates, the dynamics of those objects rule the lives of people under its influence, as an ideology such as communism, or by the "invisible hand" of the market. The result of such thinking catastrophes taken as absolutes, are the know human catastrophes.
Example of a 1E-Demand: Please be kind enough to send us a business case on how which we could use the Mental-Learning-Park© ; prior to meeting with you.
Of all the simple six XY- demands to start-up, where X can be 1,0,2 and Y, E or C, the above 1E-example scores the highest mental turn-on capacity for it appeals to 33% of the population. Yet this is not enough to create even a rudimentary majority rule. And indeed, simple ways of getting organized require inhuman methods, such as coercion, conviction and mobbing with the corresponding suffering and waste. And despite it all, simple methods always lead to closed, self-destructive systems...
In conclusion,
managers who insists on simple ways, and subordinates with loyalty to
them, are the biggest threat to good business sense! Thus the
answer is an all encompassing model of the possible mental turn on
paths.
The 1E-demand puts the addressee in a position of a content-free service agent (1) who qualifies by his potential to deal in objects and objectives, rather than using his social capacity, say as a leader (2) or an entertainer/representative (0).
The 1E-mental path onset is appropriate for 33% of the population in the sense that they it turns them on mentally. Then they may develop, say as tradesmen or as controllers.
However, I, the author, am turned on by the 1C mental path like 22% of the population. Being offered the opportunity to serve (1), turns me on provided it entails creativity (C) in relation to someone or something creative or created in order to help fulfill the already ongoing process with some extra creativity.
Being asked to qualify myself based on a hidden benchmark in the evolution of business (E) is not a challenge which turns me on. Insisting on it is experienced by me as an attempt to rape me by selling me short.
If this is categorization true, then the conclusion is, that
a manager who insists on an exclusive 1E-business model
turns 45% of the general
population off with its proposition of being his servants.
A further 22% are turned off if
some
hidden agenda of say business evolution is used on them. He or she can get
by decently at medium terms by pro-actively selecting just
1E-subordinates. However this requires that he can employ
1C-start-ups in his service. Proceeding by chance results in a
social-Darwinian selection process of learning it the hard way. In
any case an exclusive 1E-team
lacks sustainability for its missing capacity. It is rather
a cancerous tissue than an organisms and as such cannot fit to fulfill its
life cycle - Many a company - such as Swissair and ENRON-
went down the drain in that process - in case of the former with the money paid to smooth the process via
Swiss, by the Swiss government and big business, among others by Nestlé. Since 2005 Lufthansa has swallowed Swiss in
an ongoing globalization of 1E-processes. And what is shocking; apart
form some new ever faster changing benchmarks, the lessons is hardly
learned by those supposedly in charge...
Business Case 1: Swiss Life, former Rentenanstalt under Fritz Honegger, former Federal Counselor and the example he set to his son with ramifications to the Swissair Grounding...
In short good background, appearance, good ranking in a benchmark based on other cases and best practice, etc. is no guarantee for life-through tasks fulfillment.
When proof was given to
the former President of Swiss Life, the late Fritz Honegger, how 100 man-years
were wasted in a project, and remedies were suggested, his 1E-response, in tune with
the spirit of the late eighties of the last century,
was: "This
is within the average of such a big company." and that despite
his 1K-start-up potential. He obviously did not need to be
switched on any more in his "superior" position, unlike when he
was in his best years, which were when he became a Federal Counselor. A few years
later, his son Eric, himself with a 0K-start-up
potential, executive from the Canton of Zurich government, limited by
the spirit of that time's principle,
reached the position of Presidency of Swissair, but started to wind down
Swissair as its CEO. As a 'sunny boy' he was presented as the role model
of the Swiss leader; with a university degree, a nice family, as an army
colonel and a successful politician with aspiration to become Federal
Counselor. But now he is a taxi driver with a frozen bank account, until
he faces court...
Human Case 2: It concerns the last on the ladder of delegation problems, a single mother with two children, who urgently required revitalization in face of otherwise burning out. This experience highlights the importance of walking a mile in someone else's shoes in order to produce results together. This requires the missing science#3, Applied Personal Science APS® and the willingness to do the inner work understanding requires - and above all, go along with the principle of postponed prejudice - post-poned until you allow an expert to interact with you, beyond his references...
We allow our ignorance to
prevail upon us and make us think we can survive alone, alone in
patches, alone in groups, alone in races, even alone in genders.
This case happened in a clinic, and was verified by a medical doctor: It concerned a mother of 2 children. She is basically a strong woman; she was near a black belt in martial arts before she was broken down physically by a violent man, and then psychologically by the stress of no longer being able to cope with her trauma of having been broken on her 2E-start-up.
After due medical examinations, and my identification of her lifefulfillment principle - which is turned-on by the 6-step start-up mentioned, I decided that she needed a correspondingly revitalizing trauma treatment. In my assessment otherwise the conventional therapies she needed would not produce the required breakthrough.
After due preparation, the release of the mental trauma lasted less the 30 Minutes, the time the two doctors gave me under the conditions, that they could be observers - which was by far not an optimal set-up. At the onset she was unable to assume some basic martial art positions.
After the treatment her reflexes and her repertoire was reawakened visibly and a test revealed her regained mastery in martial arts. What was more important, from then on she took control of her life again and that was immediately noted by her children and the other patients. And her mastery was ongoing according to verification some weeks afterwards.
In the
above terms that woman has a 2E-start-up - entirely different
from my 1C one. However, stepping a mile with her in her shoes,
restored her vitality, first mentally and then physically.
Business Case 3: Implementing Business Rating alone does not adequately work by itself.
Meanwhile even Prof. Malik "runs amok"
in view of the information flood of change and reasons that there is no
time for experiments any more. He propagates m.o.m®
- "Malik on Malik" CDs instead - 1E-hearsay of the best. He thus
projects an all encompassing management
know-how - as if that would in principle be possible at all! Such
know-how presupposes an overall principle which just requires its
duplication, thus short-cutting real humans on their XY-start-up.
Pretension and bluff is never out of fashion...
We know that what is lacking beyond trendiness up to best practice in too many business situations requires an experiment with its underlying human system in order to find out the start sequence of those concerned in order to be able to applying it on a critical number of start-ups. That has an effect beyond mere meetings where benchmarks based on other cases and trends are discussed...
My partner, Martin Riesen is part of probably the most advanced business rating agency in the German speaking world. However, the experience in many companies showed the lack of transfer of the result of the rating - even if they are of utmost importance on the corporate level and for getting the finance in order.
It is like on the Titanic; even in view of the coming icebergs, most people remain in the ball room, barely switched on, leaving their start-up to the trend which on the Titanic was a record of crossing the Atlantic so it may become a case...
It is seemingly so much easier to follow the simplifying 1E-trends - which at that time projected an unsinkable Titanic - than to watch the radar, e.g. implement results of insights into experiments say the best results of 1C-start-ups (physicists) presented by 1C-upstarts (engineers and designers), and represented by 2C-starters (politicians). The facts is, the "best practice companies" such as ENRON and Swissair, began to disappear in business when they gave in to E-evolution ignoring C-experimenting for better insights...
Since November 2004 I have
joined forces with
Martin Riesen.
The result is a synthesis between
1C-MentalFit©
and 0E-BusinessFit©
available for you based on adequate first hand experience in many
companies. However, YOUR fulfillment is a unique case,
which requires access to your "radar room" so its external evolution can be handled
creatively.
Ordinary 1E-business cases do not really
serve you for the reasons mentioned above. This approach is only fit for
mere content-free service systems and product design, but not even to
develop the people who work on them. Please understand that I can invest
my time
better when being 1C switched on, the result of which is the
Mental-Learning-Park©
for you to walk your talk. This is an experience which cannot in
principle just be put on paper, for you to judge "objectively"
as a case.
Here people who believe in philosophy as the highest authority
have a limit and thereby a problem which can only be resolve at close
encounter. Did you ask for references when you first fell in love? I
knew a woman who did, and in checking up her lover found the case data
of another man with the same name, living in a castle. She never got
over that expectation illustrated by that other "business case"; the
divorce followed 7 years later and she ended up in a decaying
golden cage...