Trust In Organizations Quotes

I wish someone had just told me the truth right up front, as soon as I was old enough to understand it. I wish someone had just said: “Here’s the deal, Wade. You’re something called a ‘human being.’ That’s a really smart kind of animal. Like every other animal on this planet, we’re descended from a single-celled organism that lived millions of years ago. This happened by a process called evolution, and you’ll learn more about it But trust me, that’s really how we all got here. There’s proof of it everywhere, buried in the rocks. That story you heard? About how we were all created by a super-powerful dude named God who lives up in the sky? Total bullshit. The whole God thing is actually an ancient fairy tale that people have been telling one another for thousands of years. We made it all up. Like Santa Claus and the Easter Bunny. “Oh, and by the way … there’s no Santa Claus or Easter Bunny. Also bullshit. Sorry, kid Deal with it.

Since then your sere Majesty and your Lordships seek a simple answer, I will give it in this manner, neither horned nor toothed. Unless I am convinced by the testimony of the Scriptures or by clear reason (for I do not trust either in the pope or in councils alone, since it is well known that they have often erred and contradicted themselves), I am bound by the Scriptures I have quoted and my conscience is captive to the Word of God. I cannot and I will not recant anything, since it is neither safe nor right to go against conscience. May God help me. Amen." (Reply to the Diet of Worms, April 18, 1521)

Experts who acknowledge the full extent of their ignorance may expect to be replaced by more confident competitors, who are better able to gain the trust of clients. An unbiased appreciation of uncertainty is a cornerstone of rationality—but it is not what people and organizations want.

I don't trust an organization that would make policy out of fear.

There are only two ways to influence human behavior: you can manipulate it or you can inspire it. Very few people or companies can clearly articulate WHY they do WHAT they do. By WHY I mean your purpose, cause or belief - WHY does your company exist? WHY do you get out of bed every morning? And WHY should anyone care? People don’t buy WHAT you do, they buy WHY you do it. We are drawn to leaders and organizations that are good at communicating what they believe. Their ability to make us feel like we belong, to make us feel special, safe and not alone is part of what gives them the ability to inspire us. For values or guiding principles to be truly effective they have to be verbs. It’s not “integrity,” it’s “always do the right thing.” It’s not “innovation,” it’s “look at the problem from a different angle.” Articulating our values as verbs gives us a clear idea - we have a clear idea of how to act in any situation. Happy employees ensure happy customers. And happy customers ensure happy shareholders—in that order. Leading is not the same as being the leader. Being the leader means you hold the highest rank, either by earning it, good fortune or navigating internal politics. Leading, however, means that others willingly follow you—not because they have to, not because they are paid to, but because they want to. You don’t hire for skills, you hire for attitude. You can always teach skills. Great companies don’t hire skilled people and motivate them, they hire already motivated people and inspire them. People are either motivated or they are not. Unless you give motivated people something to believe in, something bigger than their job to work toward, they will motivate themselves to find a new job and you’ll be stuck with whoever’s left. Trust is maintained when values and beliefs are actively managed. If companies do not actively work to keep clarity, discipline and consistency in balance, then trust starts to break down. All organizations start with WHY, but only the great ones keep their WHY clear year after year.

Never has our future been more unpredictable, never have we depended so much on political forces that cannot be trusted to follow the rules of common sense and self-interest—forces that look like sheer insanity, if judged by the standards of other centuries. It is as though mankind had divided itself between those who believe in human omnipotence (who think that everything is possible if one knows how to organize masses for it) and those for whom powerlessness has become the major experience of their lives.

To the highly organized mind, death is just another adventure. ‘That’s from Harry Potter,’ I said. ‘Dumbledore said it in the first book.’ ‘Trust you to know.’” (p. 273).

It is more beautiful to trust in God. The beautiful in this world is all from his hand, declaring the perfection of taste; he is the author of all form; he clothes the lily, he colours the rose, he distils the dewdrop, he makes the music of nature; in a word, he organized us for this life, and imposed its conditions; and they are such guaranty to me that, trustful as a little child, I leave to him the organization of my Soul, and every arrangement for the life after death. I know he loves me.

Stephen Covey, in his book The 8th Habit, decribes a poll of 23,000 employees drawn from a number of companies and industries. He reports the poll's findings: * Only 37 percent said they have a clear understanding of what their organization is trying to achieve and why * Only one in five was enthusiastic about their team's and their organization's goals * Only one in five said they had a clear "line of sight" between their tasks and their team's and organization's goals * Only 15 percent felt that their organization fully enables them to execute key goals * Only 20 percent fully trusted the organization they work for Then, Covey superimposes a very human metaphor over the statistics. He says, "If, say, a soccer team had these same scores, only 4 of the 11 players on the field would know which goal is theirs. Only 2 of the 11 would care. Only 2 of the 11 would know what position they play and know exactly what they are supposed to do. And all but 2 players would, in some way, be competing against their own team members rather than the opponent.

Optimism requires confidence, and confidence is built on trust. And trust, as we know, flows in both directions.

I was right. Mrs. Patterson is neat and organized. She cannot be trusted.

—————— I’m searching, I’m searching. I’m trying to understand. Trying to give what I’ve lived to somebody else and I don’t know to whom, but I don’t want to keep what I lived. I don’t know what to do with what I lived, I’m afraid of that profound disorder. I don’t trust what happened to me. Did something happen to me that I, because I didn’t know how to live it, lived as something else? That’s what I’d like to call disorganization, and I’d have the confidence to venture on, because I would know where to return afterward: to the previous organization. I’d rather call it disorganization because I don’t want to confirm myself in what I lived — in the confirmation of me I would lose the world as I had it, and I know I don’t have the fortitude for another.

There are so many important lessons I’ve learned in my journey to now. Trust your instincts, follow your bliss, make plans, work hard, learn to let things go. Don’t be late. Remember that fortune favors the brave. Live. If you need to run, try and run toward something. Study for tests. Laugh at silly cartoons. Be organized. If you fall seven times, get up eight. Always carry an extra pen. Believe you can do everything. Find your key. And the most valuable lesson I’ve learned will forever live in my heart, right beside my husband. Love the one who proves to you that happily ever after is only the beginning.

Truly human leadership protects an organization from the internal rivalries that can shatter a culture. When we have to protect ourselves from each other, the whole organization suffers. But when trust and cooperation thrive internally, we pull together and the organization grows stronger as a result.

In weak cultures, people find safety in the rules. This is why we get bureaucrats. They believe a strict adherence to the rules provides them with job security. And in the process, they do damage to the trust inside and outside the organization. In strong cultures, people find safety in relationships. Strong relationships are the foundation of high-performing teams. And all high-performing teams start with trust.

Awakening is the ultimate of religion. Religion is, not really, in believing something outside of your being. It is not in believing or following some authoritative figure, the church, temple, organization or any ideological system of belief. Religion is trusting in what is eternal within you.

Oh, sweet little boy, beloved little girl, you are so overwhelmed by life sometimes, I know, by the enormity of it all, by the vastness of the possibilities, by the myriad of perspectives available to you. You feel so pressed down sometimes, by all the unresolved questions, by all the information you are supposed to process and hold, by the urgency of things. You are overcome by powerful emotions, trying to make it all "work out" somehow, trying to get everything done "on time," trying to resolve things so fast, even trying not to try at all. You are exhausted, sweet one, exhausted from all the trying and the not trying, and you are struggling to trust life again. It's all too much for the poor organism, isn't it? You are exhausted; you long to rest. And that is not a failing of yours, not a horrible mistake, but something wonderful to embrace!

When trust is extended, it breeds responsibility in return. Emulation and peer pressure regulates the system better than hierarchy ever could.

The trust we have in people and in organizations comes, in part, from believing that they do care.

Whether we are speaking of a flower or an oak tree, of an earthworm or a beautiful bird, of an ape or a person, we will do well, I believe, to recognize that life is an active process, not a passive one. Whether the stimulus arises from within or without, whether the environment is favorable or unfavorable, the behaviors of an organism can be counted on to be in the direction of maintaining, enhancing, and reproducing itself. This is the very nature of the process we call life. This tendency is operative at all times. Indeed, only the presence or absence of this total directional process enables us to tell whether a given organism is alive or dead. The actualizing tendency can, of course, be thwarted or warped, but it cannot be destroyed without destroying the organism. I remember that in my boyhood, the bin in which we stored our winter's supply of potatoes was in the basement, several feet below a small window. The conditions were unfavorable, but the potatoes would begin to sprout—pale white sprouts, so unlike the healthy green shoots they sent up when planted in the soil in the spring. But these sad, spindly sprouts would grow 2 or 3 feet in length as they reached toward the distant light of the window. The sprouts were, in their bizarre, futile growth, a sort of desperate expression of the directional tendency I have been describing. They would never become plants, never mature, never fulfill their real potential. But under the most adverse circumstances, they were striving to become. Life would not give up, even if it could not flourish. In dealing with clients whose lives have been terribly warped, in working with men and women on the back wards of state hospitals, I often think of those potato sprouts. So unfavorable have been the conditions in which these people have developed that their lives often seem abnormal, twisted, scarcely human. Yet, the directional tendency in them can be trusted. The clue to understanding their behavior is that they are striving, in the only ways that they perceive as available to them, to move toward growth, toward becoming. To healthy persons, the results may seem bizarre and futile, but they are life's desperate attempt to become itself. This potent constructive tendency is an underlying basis of the person-centered approach.

I could say it was an accident, I'd meant to take him prisoner and he had tried to get away--Dr. Mensah would never believe that. My accidents were spectacular and usually involved me losing a big chunk of my organic tissue or something; she knew I could stop a human without hurting them, without even leaving a bruise, that was my stupid job. She would never trust me again. She would never stand close enough to touch (but without touching, because touching is gross) and just trust me. Or maybe she would, but it wouldn't be the same. Fuck, fuck everything, fuck this, fuck me especially.

THE SEVEN HABITS OF HIGHLY EFFECTIVE ADD ADULTS 1. Do what you’re good at. Don’t spend too much time trying to get good at what you’re bad at. (You did enough of that in school.) 2. Delegate what you’re bad at to others, as often as possible. 3. Connect your energy to a creative outlet. 4. Get well enough organized to achieve your goals. The key here is “well enough.” That doesn’t mean you have to be very well organized at all—just well enough organized to achieve your goals. 5. Ask for and heed advice from people you trust—and ignore, as best you can, the dream-breakers and finger-waggers. 6. Make sure you keep up regular contact with a few close friends. 7. Go with your positive side. Even though you have a negative side, make decisions and run your life with your positive side.

I have heard that sometimes when a person has an operation to transplant someone else's heart or liver or kidney into his body, his tastes in foods change, or his favorite colors, as if the organ has brought with it some memory of its life before, as if it holds within it a whole past that must find a place within its new host. This is the way I carry Lexy inside me. Since the moment she took up residency within me, she has lent her own color to the way I see and hear and taste, so that by now I can barely distinguish between the world as it seemed before and the way it seems now. I cannot say what air tasted like before I knew her or how the city smelled as I walked its streets at night. I have only one tongue in my head and one pair of eyes, and I stopped being able to trust them a long time ago.

A social organism of any sort whatever, large or small, is what it is because each member proceeds to his own duty with a trust that the other members will simultaneously do theirs. Wherever a desired result is achieved by the co-operation of many independent persons, its existence as a fact is a pure consequence of the precursive faith in one another of those immediately concerned.

In fact, the belief that climate could be plausibly governed, or managed, by any institution or human instrument presently at hand is another wide-eyed climate delusion. The planet survived many millennia without anything approaching a world government, in fact endured nearly the entire span of human civilization that way, organized into competitive tribes and fiefdoms and kingdoms and nation-states, and only began to build something resembling a cooperative blueprint, very piecemeal, after brutal world wars—in the form of the League of Nations and United Nations and European Union and even the market fabric of globalization, whatever its flaws still a vision of cross-national participation, imbued with the neoliberal ethos that life on Earth was a positive-sum game. If you had to invent a threat grand enough, and global enough, to plausibly conjure into being a system of true international cooperation, climate change would be it—the threat everywhere, and overwhelming, and total. And yet now, just as the need for that kind of cooperation is paramount, indeed necessary for anything like the world we know to survive, we are only unbuilding those alliances—recoiling into nationalistic corners and retreating from collective responsibility and from each other. That collapse of trust is a cascade, too.

Without trust there’s no way that any organization can sustain innovation. Because without trust no one is willing to take the risks that innovation require.

Letting go and trusting others to do things well is one of the more challenging aspects of being a leader of a growing organization.

Imagine if every organization started with WHY. Decisions would be simpler. Loyalties would be greater. Trust would be a common currency.

Employee Engagement: The state at which there is reciprocal trust between the employee and leadership to do what's right however, whenever and with whomever.

The idea of a small circle, of an exalted and loyal sect, except with a traitor infiltrated at its core, an informant who's not foreign to the sect, but constitutes an essential part of its structure---this was the true organizational form of any small society. One must act knowing that there's a traitor infiltrated in the ranks.

Before, Sazed had looked at the doctrines themselves. This time, he found himself studying the people who had believed, or what he could find of them. As he read their words over again in his mind, he began to see something. The faiths he had looked at, they couldn't be divorced from the people who had adhered to them. In the abstract, those religions were stale. However, as he read the words of the people—really read them—he began to see patterns. Why did they believe? Because they saw miracles. Things one man took as chance, a man of faith took as a sign. A loved one recovering from disease, a fortunate business deal, a chance meeting with a long lost friend. It wasn't the grand doctrines or the sweeping ideals that seemed to make believers out of men. It was the simple magic in the world around them. What was it Spook said? Sazed thought, sitting in the shadowy kandra cavern. That faith was about trust. Trusting that somebody was watching. That somebody would make it all right in the end, even though things looked terrible at the moment. To believe, it seemed, one had to want to believe. It was a conundrum, one Sazed had wrestled with. He wanted someone, something, to force him to have faith. He wanted to have to believe because of the proof shown to him. Yet, the believers whose words now filled his mind would have said he already had proof. Had he not, in his moment of despair, received an answer? As he had been about to give up, TenSoon had spoken. Sazed had begged for a sign, and received it. Was it chance? Was it providence? In the end, apparently, it was up to him to decide. He slowly returned the letters and journals to his metalminds, leaving his specific memory of them empty—yet retaining the feelings they had prompted in him. Which would he be? Believer or skeptic? At that moment, neither seemed a patently foolish path. I do want to believe, he thought. That's why I've spent so much time searching. I can't have it both ways. I simply have to decide. Which would it be? He sat for a few moments, thinking, feeling, and—most important—remembering. I sought help, Sazed thought. And something answered. Sazed smiled, and everything seemed a little bit brighter. Breeze was right, he thought, standing and organizing his things as he prepared to go. I was not meant to be an atheist.

Every company, organization or group with the ability to inspire starts with a person or small group of people who were inspired to do something bigger than themselves. Gaining clarity of WHY, ironically, is not the hard part. It is the discipline to trust one's gut, to stay true to one's purpose, cause or beliefs. Remaining completely in balance and authentic is the most difficult part.

I embrace the rain like no one else and I call for storms because I live for the moments when I get through to the other side with all my organs intact. I change with the seasons and the seasons live in me, depending on the weather as if it's something to be trusted. I don't feel safe unless I'm far below or high above, near the ocean, or climbing the mountain. Where I can't be reached or seen by anyone or anything and not even myself, because it seems to me that these voices in my head get louder just to kill the noise from the outside, and so I need to go away from time to time. You will never see me surrender, never see me cry, but you will often see me walk away. Turn around and just leave, without looking back.

There is one thing that is common to every individual, relationship, team, family, organization, nation, economy, and civilization throughout the world—one thing which, if removed, will destroy the most powerful government, the most successful business, the most thriving economy, the most influential leadership, the greatest friendship, the strongest character, the deepest love. On the other hand, if developed and leveraged, that one thing has the potential to create unparalleled success and prosperity in every dimension of life. Yet, it is the least understood, most neglected, and most underestimated possibility of our time. That one thing is trust.

As I have earlier noted, the most important things in life and in business can’t be measured. The trite bromide 'If you can measure it, you can manage it' has been a hindrance in the building a great real-world organization, just as it has been a hindrance in evaluating the real-world economy. It is character, not numbers, that make the world go ‘round. How can we possibly measure the qualities of human existence that give our lives and careers meaning? How about grace, kindness, and integrity? What value do we put on passion, devotion, and trust? How much do cheerfulness, the lilt of a human voice, and a touch of pride add to our lives? Tell me, please, if you can, how to value friendship, cooperation, dedication, and spirit. Categorically, the firm that ignores the intangible qualities that the human beings who are our colleagues bring to their careers will never build a great workforce or a great organization.

Every life is organized around a small number of events that either propel us or bring us to a grinding halt. We spend the years between these episodes benefiting or suffering from their consequences until the arrival of the next forceful moment. A man’s worth is established by the number of these defining circumstances he is able to create for himself. He need not always be successful, for there can be great honor in defeat. But he ought to be the main actor in the decisive scenes in his existence, whether they be epic or tragic.

The single uniqueness of the greatest leaders and organizations of all time is trust.

Another way of building trust is to authentically delegate. Don't assign someone work and then constantly monitor their progress and ignore their ideas.

The man was starting to get on my nerves. I asked him if he ever worried about becoming too calculating, if the idea of probing people’s psyches and gaining their trust just to build an organization ever felt manipulative. He sighed. “I’m not a poet, Barack. I’m an organizer.

social media isn’t a set of tools to allow humans to communicate with humans. It is a set of embedding mechanisms to allow technologies to use humans to communicate with each other, in an orgy of self-organizing. . . . The Matrix had it wrong. You’re not the battery power in a global, human-enslaving AI, you are slightly more valuable. You are part of the switching circuitry.1

If you’re a manager, remember that one third to one half of your workforce is probably introverted, whether they appear that way or not. Think twice about how you design your organization’s office space. Don’t expect introverts to get jazzed up about open office plans or, for that matter, lunchtime birthday parties or team-building retreats. Make the most of introverts’ strengths—these are the people who can help you think deeply, strategize, solve complex problems, and spot canaries in your coal mine. Also, remember the dangers of the New Groupthink. If it’s creativity you’re after, ask your employees to solve problems alone before sharing their ideas. If you want the wisdom of the crowd, gather it electronically, or in writing, and make sure people can’t see each other’s ideas until everyone’s had a chance to contribute. Face-to-face contact is important because it builds trust, but group dynamics contain unavoidable impediments to creative thinking. Arrange for people to interact one-on-one and in small, casual groups. Don’t mistake assertiveness or eloquence for good ideas. If you have a proactive work force (and I hope you do), remember that they may perform better under an introverted leader than under an extroverted or charismatic one.

The time we spend getting to know people when we’re not working is part of what it takes to form bonds of trust. It’s the exact same reason why eating together and doing things as a family really matters. Equally as important are conferences, company picnics and the time we spend around the watercooler. The more familiar we are with each other, the stronger our bonds. Social interaction is also important for the leaders of an organization. Roaming the halls of the office and engaging with people beyond meetings really matters.

Work is far less meaningful and pleasant than it needs to be because well-intentioned leaders don’t believe, on a primal level, that people are good. Organizations build immense bureaucracies to control their people. These control structures are an admission that people can’t be trusted. Or at best, they suggest that one’s baser nature can be controlled and channeled by some enlightened figure with the wisdom to know what is best.

Once I was asked be a seatmate on a trans-Pacific flight....what instruction he should give his fifteen-year-old daughters, who wanted to be a writer. [I said], "Tell your daughter three things." Tell her to read...Tell her to read whatever interests her, and protect her if someone declares what she's reading to be trash. No one can fathom what happens between a human being and written language. She may be paying attention to things in the words beyond anyone else's comprehension, things that feed her curiosity, her singular heart and mind. ...Second, I said, tell your daughter that she can learn a great deal about writing by reading and by studying books about grammar and the organization of ideas, but that if she wishes to write well she will have to become someone. She will have to discover her beliefs, and then speak to us from within those beliefs. If her prose doesn't come out of her belief, whatever that proves to be, she will only be passing along information, of which we are in no great need. So help her discover what she means. Finally, I said, tell your daughter to get out of town, and help her do that. I don't necessarily mean to travel to Kazakhstan, or wherever, but to learn another language, to live with people other than her own, to separate herself from the familiar. Then, when she returns, she will be better able to understand why she loves the familiar, and will give us a fresh sense of how fortunate we are to share these things. Read. Find out what you truly believe. Get away from the familiar. Every writer, I told him, will offer you thoughts about writing that are different, but these are three I trust. -- from "A Voice

It was a Different Time. People were Friendly. We trusted each other. Hell, you could afford to get mixed up with wild strangers in those days -- without fearing for your life, or your eyes, or your organs, or all of your money, or even getting locked up in prison forever. There was a sense of possibility. People were not so afraid, as they are now. You could run around naked without getting shot. You could check into a roadside motel on the outskirts of Ely or Winnemucca or Elko where you were lost in a midnight rainstorm -- and nobody called the police on you, just to check out your credit and your employment history and your medical records and how many parking tickets you owed in California.

All this time, and I could just leave. I could have left months ago. For nearly two years, I had been seduced by the confidence of young men. They made it look so simple, knowing what you wanted and getting it. I had been ready to believe in them, eager to organize my life around their principles. I had trusted them to tell me who I was, what mattered, how to live. I had trusted them to have a plan, and trusted that it was the best plan for me. I thought they knew something I did not know. I swam in relief. Watching the city, wrapped in Ian’s jacket, I did not see that I was in good company: an entire culture had been seduced. I understood my blind faith in ambitious, aggressive, arrogant young men from America’s soft suburbs as a personal pathology, but it wasn’t personal at all. It had become a global affliction.

Why should you want to exclude from your life all unsettling, all pain, all depression of spirit, when you don’t know what work it is these states are performing within you? Why do you want to persecute yourself with the question of where it all comes from and where it is leading? You well know you are in a period of transition and want nothing more than to be transformed. If there is something ailing in the way you go about things, then remember that sickness is the means by which an organism rids itself of something foreign to it. All one has to do is help it to be ill, to have its whole illness and let it break out, for that is how it mends itself. There is so much, my dear Mr Kappus, going on in you now. You must be patient as an invalid and trusting as a convalescent, for you are perhaps both. And more than that: you are also the doctor responsible for looking after himself. But with all illnesses there are many days when the doctor can do nothing but wait. And inasfar as you are your own doctor, “this above all is what you must do now.

Of all the agonies of life, that which is most poignant and harrowing- that which for the time annihilates all reason and leaves our whole organization one lacerated, mangled heart-- is the conviction that we have been deceived where we placed all the trust of love.

This vacillation between assertion and denial in discussions about organised abuse can be understood as functional, in that it serves to contain the traumatic kernel at the heart of allegations of organised abuse. In his influential ‘just world’ theory, Lerner (1980) argued that emotional wellbeing is predicated on the assumption that the world is an orderly, predictable and just place in which people get what they deserve. Whilst such assumptions are objectively false, Lerner argued that individuals have considerable investment in maintaining them since they are conducive to feelings of self—efficacy and trust in others. When they encounter evidence contradicting the view that the world is just, individuals are motivated to defend this belief either by helping the victim (and thus restoring a sense of justice) or by persuading themselves that no injustice has occurred. Lerner (1980) focused on the ways in which the ‘just world’ fallacy motivates victim-blaming, but there are other defences available to bystanders who seek to dispel troubling knowledge. Organised abuse highlights the severity of sexual violence in the lives of some children and the desire of some adults to inflict considerable, and sometimes irreversible, harm upon the powerless. Such knowledge is so toxic to common presumptions about the orderly nature of society, and the generally benevolent motivations of others, that it seems as though a defensive scaffold of disbelief, minimisation and scorn has been erected to inhibit a full understanding of organised abuse. Despite these efforts, there has been a recent resurgence of interest in organised abuse and particularly ritualistic abuse (eg Sachs and Galton 2008, Epstein et al. 2011, Miller 2012).

Low trust causes friction, whether it is caused by unethical behavior or by ethical but incompetent behavior (because even good intentions can never take the place of bad judgment). Low trust is the greatest cost in life and in organizations, including families. Low trust creates hidden agendas, politics, interpersonal conflict, interdepartmental rivalries, win-lose thinking, defensive and protective communication—all of which reduce the speed of trust. Low trust slows everything—every decision, every communication, and every relationship.

THE ORGANIC FOODS MYTH A few decades ago, a woman tried to sue a butter company that had printed the word 'LITE' on its product's packaging. She claimed to have gained so much weight from eating the butter, even though it was labeled as being 'LITE'. In court, the lawyer representing the butter company simply held up the container of butter and said to the judge, "My client did not lie. The container is indeed 'light in weight'. The woman lost the case. In a marketing class in college, we were assigned this case study to show us that 'puffery' is legal. This means that you can deceptively use words with double meanings to sell a product, even though they could mislead customers into thinking your words mean something different. I am using this example to touch upon the myth of organic foods. If I was a lawyer representing a company that had labeled its oranges as being organic, and a man was suing my client because he found out that the oranges were being sprayed with toxins, my defense opening statement would be very simple: "If it's not plastic or metallic, it's organic." Most products labeled as being organic are not really organic. This is the truth. You pay premium prices for products you think are grown without chemicals, but most products are. If an apple is labeled as being organic, it could mean two things. Either the apple tree itself is free from chemicals, or just the soil. One or the other, but rarely both. The truth is, the word 'organic' can mean many things, and taking a farmer to court would be difficult if you found out his fruits were indeed sprayed with pesticides. After all, all organisms on earth are scientifically labeled as being organic, unless they are made of plastic or metal. The word 'organic' comes from the word 'organism', meaning something that is, or once was, living and breathing air, water and sunlight. So, the next time you stroll through your local supermarket and see brown pears that are labeled as being organic, know that they could have been third-rate fare sourced from the last day of a weekend market, and have been re-labeled to be sold to a gullible crowd for a premium price. I have a friend who thinks that organic foods have to look beat up and deformed because the use of chemicals is what makes them look perfect and flawless. This is not true. Chemical-free foods can look perfect if grown in your backyard. If you go to jungles or forests untouched by man, you will see fruit and vegetables that look like they sprouted from trees from Heaven. So be cautious the next time you buy anything labeled as 'organic'. Unless you personally know the farmer or the company selling the products, don't trust what you read. You, me, and everything on land and sea are organic. Suzy Kassem, Truth Is Crying

If I were to name the one crying evil of American life, Mr. Derrick, it would be the indifference of the better people to public affairs. It is so in all our great centres. There are other great trusts, God knows, in the United States besides our own dear P. and S.W. Railroad. Every state has its own grievance. If it is not a railroad trust, it is a sugar trust, or an oil trust, or an industrial trust, that exploits the People, because the people allow it. The indifference of the People is the opportunity of the despot. It is as true as that the whole is greater than the part, and the maxim is so old that it is trite - it is laughable. It is neglected and disused for the sake of some new ingenious and complicated theory, some wonderful scheme of reorganization, the fact remains, nevertheless, simple, fundamental, everlasting. The People have but to say 'No' and not the strongest tyranny, political, religious, or financial, that was ever organized, could survive one week.

The Conditioned Mind / shuts off magical vision and gnosis / gives up freedom, truth, real choices / loses sight of love, trust, and social coherence / loses touch with organic life, gives way to interference // risks personal wellbeing, peace of heart, balance of mind / is tricked into believing we need power, money, lies / and people to lead us by the nose into violence and war / is hypnotised, drugged, poisoned, misinformed.

People who are depressed at the thought that all our motives are selfish are [confused]. They have mixed up ultimate causation (why something evolved by natural selection) with proximate causation (how the entity works here and now). [A] good way to understand the logic of natural selection is to imagine that genes are agents with selfish motives. [T]he genes have metaphorical motives — making copies of themselves — and the organisms they design have real motives. But they are not the same motives. Sometimes the most selfish thing a gene can do is wire unselfish motives into a human brain — heartfelt, unstinting, deep-in-the-marrow unselfishness. The love of children (who carry one's genes into posterity), a faithful spouse (whose genetic fate is identical to one's own), and friends and allies (who trust you if you're trustworthy) can be bottomless and unimpeachable as far as we humans are concerned (proximate level), even if it is metaphorically self-serving as far as the genes are concerned (ultimate level). Combine this with the common misconception that the genes are a kind of essence or core of the person, and you get a mongrel of Dawkins and Freud: the idea that the metaphorical motives of the genes are the deep, unconscious, ulterior motives of the person. That is an error.

I can do anything I believe I can do! I’ve got it, and every day I get more of it. I have talent, skills, and ability. I set goals and I reach them. I know what I want out of life. I go after it and I get it. People like me, and I feel good about myself. I have a sense of pride in who I am, and I believe in myself. Nothing seems to stop me. I have a lot of determination. I turn problems into advantages. I find possibilities in things that other people never give a chance. I have a lot of energy—I am very alive! I enjoy life and I can tell it and so can others. I keep myself up, looking ahead, and liking it. I know that I can accomplish anything I choose, and I refuse to let anything negative hold me back or stand in my way. I am not afraid of anything or anyone. I have strength, power, conviction, and confidence! I like challenges and I meet them head on, face to face—today especially! I am on top of the world and I’m going for it. I have a clear picture in my mind of what I want. I can see it in front of me. I know what I want and I know how to get it. I know that it’s all up to me and I know I can do it. Roadblocks don’t bother me. They just mean that I am alive and running, and I’m not going to stand still for anything. I trust myself I’ve got what it takes—plenty of it—and I know how to use it. Today, more than ever. Today I am unstoppable! I’ve got myself together and I’m getting more together every day. And today—look out world, here I come! Limitations? I don’t even recognize them as limitations. There is no challenge I can’t conquer; there is no wall I can’t climb over. There is no problem I can’t defeat, or turn around and make it work for me. I stand tall! I am honest and sincere. I like to deal with people and they like me. I think well; I think clearly. I am organized; I am in control of myself, and everything about me. I call my shots, and no one has to call them for me. I never blame anyone else for the circumstances of my life. I accept my failings and move past them as easily as I accept the rewards for my victories. I never demand perfection of myself, but I expect the very best of what I have to give—and that’s what I get! I never give myself excuses. I get things done on time and in the right way. Today I have the inner strength to do more than ever. I am an exceptional human being. My goals and my incredible belief in myself turn my goals into reality. I have the power to live my dreams. I believe in them like I believe in myself. And that belief is so strong that there is nothing that diminishes my undefeatable spirit.

SELFHOOD AND DISSOCIATION The patient with DID or dissociative disorder not otherwise specified (DDNOS) has used their capacity to psychologically remove themselves from repetitive and inescapable traumas in order to survive that which could easily lead to suicide or psychosis, and in order to eke some growth in what is an unsafe, frequently contradictory and emotionally barren environment. For a child dependent on a caregiver who also abuses her, the only way to maintain the attachment is to block information about the abuse from the mental mechanisms that control attachment and attachment behaviour.10 Thus, childhood abuse is more likely to be forgotten or otherwise made inaccessible if the abuse is perpetuated by a parent or other trusted caregiver. In the dissociative individual, ‘there is no uniting self which can remember to forget’. Rather than use repression to avoid traumatizing memories, he/she resorts to alterations in the self ‘as a central and coherent organization of experience. . . DID involves not just an alteration in content but, crucially, a change in the very structure of consciousness and the self’ (p. 187).29 There may be multiple representations of the self and of others. Middleton, Warwick. "Owning the past, claiming the present: perspectives on the treatment of dissociative patients." Australasian Psychiatry 13.1 (2005): 40-49.

You don’t want atheism shoved down your throat? OK. We will stock knocking on doors spreading our ‘Truth,’ and having tax-exempt organizations dedicated to atheism that have influential political action committees. We will also stop printing ‘In atheism we trust’ on all US currency and saying, ‘One nation, under atheism” in the pledge of allegiance. We will also stop insisting that everyone who disagrees with us will be sentence to eternal damnation… Wait…

The hills below crouched on all fours under the weight of the rainforest where liana grew and soldier ants marched in formation. Straight ahead they marched, shamelessly single-minded, for soldier ants have no time for dreaming. Almost all of them are women and there is so much to do - the work is literally endless. So many to be born and fed, then found and buried. There is no time for dreaming. The life of their world requires organization so tight and sacrifice so complete there is little need for males and they are seldom produced. When they are needed, it is deliberately done by the queen who surmises, by some four-million-year-old magic she is heiress to, that it is time. So she urges a sperm from the private womb where they were placed when she had her one, first and last copulation. Once in life, this little Amazon trembled in the air waiting for a male to mount her. And when he did, when he joined a cloud of others one evening just before a summer storm, joined colonies from all over the world gathered fro the marriage flight, he knew at last what his wings were for. Frenzied, he flied into the humming cloud to fight gravity and time in order to do, just once, the single thing he was born for. Then he drops dead, having emptied his sperm into his lady-love. Sperm which she keeps in a special place to use at her own discretion when there is need for another dark and singing cloud of ant folk mating in the air. Once the lady has collected the sperm, she too falls to the ground, but unless she breaks her back or neck or is eaten by one of a thousand things, she staggers to her legs and looks for a stone to rub on, cracking and shedding the wings she will never need again. Then she begins her journey searching for a suitable place to build her kingdom. She crawls into the hollow of a tree, examines its walls and corners. She seals herself off from all society and eats her own wing muscles until she bears her eggs. When the first larvae appear, there is nothing to feed them, so she gives them their unhatched sisters until they are old enough and strong enough to hunt and bring their prey back to the kingdom. That is all. Bearing, hunting, eating, fighting, burying. No time for dreaming, although sometimes, late in life, somewhere between the thirtieth and fortieth generation she might get wind of a summer storm one day. The scent of it will invade her palace and she will recall the rush of wind on her belly - the stretch of fresh wings, the blinding anticipation and herself, there, airborne, suspended, open, trusting, frightened, determined, vulnerable - girlish, even, for and entire second and then another and another. She may lift her head then, and point her wands toward the place where the summer storm is entering her palace and in the weariness that ruling queens alone know, she may wonder whether his death was sudden. Or did he languish? And if so, if there was a bit of time left, did he think how mean the world was, or did he fill that space of time thinking of her? But soldier ants do not have time for dreaming. They are women and have much to do. Still it would be hard. So very hard to forget the man who fucked like a star.

It is not many things that modern psychology agress upon, but all the different approaches of psychology agrees on one thing: that people in groups become more stupid. Individually people are more intelligent, because they have to take their own responsibility, but in a group they do not have to take the same responsibility. The two basic power strategies to try to manipulate and gain control over another person are: silencing and attacking. Silencing means to not listen to, to exclude or ignore and not respect a person. Attack can both mean to attack a person directly or to try to discredit a person through lies, to ridicule a person or by spreading malicious rumours. All organizations are more or less dysfunctional. In a dysfunctional group, the members of the group play three different roles: agressor, denier and victim. The agressor is the role that attack and ridicule people, the denier never knows what is going on, there is “no body at home”, and the victim is the resultat of these two roles. It is always easier to follow a group without awareness, than to follow your own heart, to trust your own intelligence, love, truth, silence and creativity.

Once I was asked by a seatmate on a trans-Pacific flight, a man who took the liberty of glancing repeatedly at the correspondence in my lap, what instruction he should give his fifteen-year-old daughter, who wanted to be a writer. I didn't know how to answer him, but before I could think I heard myself saying, 'Tell your daughter three things.' "Tell her to read, I said. Tell her to read whatever interests her, and protect her if someone declares what she's reading to be trash. No one can fathom what happens between a human being and written language. She may be paying attention to things in the world beyond anyone else's comprehension, things that feed her curiosity, her singular heart and mind. Tell her to read classics like The Odyssey. They've been around a long time because the patterns in them have proved endlessly useful, and, to borrow Evan Connell's observation, with a good book you never touch bottom. But warn your daughter that ideas of heroism, of love, of human duty and devotion that women have been writing about for centuries will not be available to her in this form. To find these voices she will have to search. When, on her own, she begins to ask, make her a present of George Eliot, or the travel writing of Alexandra David-Neel, or To the Lighthouse. "Second, I said, tell your daughter that she can learn a great deal about writing by reading and by studying books about grammar and the organization of ideas, but that if she wishes to write well she will have to become someone. She will have to discover her beliefs, and then speak to us from within those beliefs. If her prose doesn't come out of her belief, whatever that proves to be, she will only be passing on information, of which we are in no great need. So help her discover what she means. "Finally, I said, tell your daughter to get out of town, and help her do that. I don't necessarily mean to travel to Kazakhstan, or wherever, but to learn another language, to live with people other than her own, to separate herself from the familiar. Then, when she returns, she will be better able to understand why she loves the familiar, and will give us a fresh sense of how fortunate we are to share these things. "Read. Find out what you truly are. Get away from the familiar. Every writer, I told him, will offer you thoughts about writing that are different, but these three I trust.

Who needs me?” is a question of character which suffers a radical challenge in modern capitalism. The system radiates indifference. It does so in terms of the outcomes of human striving, as in winner-take-all markets, where there is little connection between risk and reward. It radiates indifference in the organization of absence and trust, where there is no reason to be needed. And it does so through reengineering of institutions in which people are treated as disposable. Such practices obviously and brutally diminish the sense of mattering as a person, of being necessary to others. It could be said that capitalism was always thus. But not in the same way. The indifference of the old class-bound capitalism was starkly material; the indifference which radiates out of flexible capitalism is more personal because the system itself is less starkly etched, less legible in form.

We have learned that to enable learning, an environment must be trusting, humanistic, and positive. It must promote high emotional engagement; mutual accountability; open-mindedness; permission to speak freely; reporting of and tolerance for mistakes; a maniacal vigilance against arrogance, elitism, and complacency; and the devaluation of status and hierarchy.

Trust your instincts, follow your bliss, make plans, work hard, learn to let things go. Don’t be late. Remember that fortune favors the brave. Live. If you need to run, try and run toward something. Study for tests. Laugh at silly cartoons. Be organized. If you fall seven times, get up eight. Always carry an extra pen. Believe you can do everything. Find your key.

In the morning this light breasts your windowpane and, having pried your eye open like a shell, runs ahead of you, strumming its lengthy rays - like a hot-footed schoolboy running his stick along the iron grate of the park or garden - along arcades, colonnades, red-brick chimneys, saints and lions. "Depict! Depict!" it cries to you, either mistaking you for some Canaletto or Carpaccio or Guardi, or because it doesn't trust your retina's ability to retain what it makes available, not to mention your brain's capacity to absorb it. Perhaps art is simply an organism's reaction against its retentive limitations. At any rate, you obey the command and grab your camera, supplementing both your brain cells and your pupil. Should this city ever be short of cash, it can go straight to Kodak for assistance - or else tax its products savagely. By the same token, as long as this place exists, as long as winter light shines upon it, Kodak shares are the best investment.

Who needs me?” is a question of character which suffers a radical challenge in modern capitalism. The system radiates indifference. It does so in terms of the outcomes of human striving, as in winner-take-all markets, where there is little connection between risk and reward. It radiates indifference in the organization of absence of trust, where there is no reason to be needed. And it does so through reengineering of institutions in which people are treated as disposable. Such practices obviously and brutally diminish the sense of mattering as a person, of being necessary to others.

Trust does not emerge simply because a seller makes a rational case why the customer should buy a product or service, or because an executive promises change. Trust is not a checklist. Fulfilling all your responsibilities does not create trust. Trust is a feeling, not a rational experience. We trust some people and companies even when things go wrong, and we don’t trust others even though everything might have gone exactly as it should have. A completed checklist does not guarantee trust. Trust begins to emerge when we have a sense that another person or organization is driven by things other than their own self-gain. With trust comes a sense of value—real value, not just value equated with money. Value, by definition, is the transference of trust. You can’t convince someone you have value, just as you can’t convince someone to trust you. You have to earn trust by communicating and demonstrating that you share the same values and beliefs. You have to talk about your WHY and prove it with WHAT you do.

Here’s the deal, Wade. You’re something called a ‘human being.’ That’s a really smart kind of animal. Like every other animal on this planet, we’re descended from a single-celled organism that lived millions of years ago. This happened by a process called evolution, and you’ll learn more about it later. But trust me, that’s really how we all got here. There’s proof of it everywhere, buried in the rocks. That story you heard? About how we were all created by a super-powerful dude named God who lives up in the sky? Total bullshit. The whole God thing is actually an ancient fairy tale that people have been telling one another for thousands of years. We made it all up. Like Santa Claus and the Easter Bunny. “Oh, and by the way … there’s no Santa Claus or Easter Bunny. Also bullshit. Sorry, kid. Deal with it.

In the nineteenth century, The Romantics viewed Nature as benign, a glowing reflection of God's grace. Now we know better. Nature is brutal and, if it is feminine, she's not the kind of woman you can trust. Human beings may be her finest achievement yet, but when you get right down to brass tacks, we're meat. AIDS and organisms like streptococcus don't give a crap that we subdued the earth or produced a Shakespeare...

Democracy is a continuous, open process of civility. A democracy can never be “done”; updating democracy can never be over. Democracy can be nothing else but a continuous process, because we use it to organize our life, and life is nothing but a continuous process. Democracy can be compared to an operating system or an anti-virus software; if it does not get perpetually updated, it becomes obsolete very fast. Trusting the updates or the “improvements” of democracy to the elected and the owned mass media is like trusting the updates of an anti-virus program to virus creators; it defeats the purpose of updates or improvements.

Hanging a banner from the front of the Bureau of Indian Affairs building that proclaimed it to be the “Native American Embassy,” hundreds of protesters hailing from seventy-five Indigenous nations entered the building to sit in. BIA personnel, at the time largely non-Indigenous, fled, and the capitol police chain-locked the doors announcing that the Indigenous protesters were illegally occupying the building. The protesters stayed for six days, enough time for them to read damning federal documents that revealed gross mismanagement of the federal trust responsibility, which they boxed up and took with them. The Trail of Broken Treaties solidified Indigenous alliances, and the “20-Point Position Paper,”14 the work mainly of Hank Adams, provided a template for the affinity of hundreds of Native organizations. Five years later, in 1977, the document would be presented to the United Nations, forming the basis for the 2007 UN Declaration on the Rights of Indigenous Peoples.

What happened? Stan repeats. To us? To the country? What happened when childhood ends in Dealey Plaza, in Memphis, in the kitchen of the Ambassador, your belief your hope your trust lying in a pool of blood again? Fifty-five thousand of your brothers dead in Vietnam, a million Vietnamese, photos of naked napalmed children running down a dirt road, Kent State, Soviet tanks roll into Prague so you turn on drop out you know you can't reinvent the country but maybe you reimagine yourself you believe you really believe that you can that you can create a world of your own and then you lower that expectation to just a piece of ground to make a stand on but then you learn that piece of ground costs money that you don't have. What happened? Altamont, Charlie Manson, Sharon Tate, Son of Sam, Mark Chapman we saw a dream turn into a nightmare we saw love and peace turn into endless war and violence our idealism into realism our realism into cynicism our cynicism into apathy our apathy into selfishness our selfishness into greed and then greed was good and we Had babies, Ben, we had you and we had hopes but we also had fears we created nests that became bunkers we made our houses baby-safe and we bought car seats and organic apple juice and hired multilingual nannies and paid tuition to private schools out of love but also out of fear. What happened? You start by trying to create a new world and then you find yourself just wanting to add a bottle to your cellar, a few extra feet to the sunroom, you see yourself aging and wonder if you've put enough away for that and suddenly you realize that you're frightened of the years ahead of you what Happened? Watergate Irangate Contragate scandals and corruption all around you and you never think you'll become corrupt but time corrupts you, corrupts as surely as gravity and erosion, wears you down wears you out I think, son, that the country was like that, just tired, just worn out by assassinations, wars, scandals, by Ronald Reagan, Bush the First selling cocaine to fund terrorists, a war to protect cheap gas, Bill Clinton and realpolitik and jism on dresses while insane fanatics plotted and Bush the Second and his handlers, a frat boy run by evil old men and then you turn on the TV one morning and those towers are coming down and the war has come home what Happened? Afghanistan and Iraq the sheer madness the killing the bombing the missiles the death you are back in Vietnam again and I could blame it all on that but at the end of the day at the end of the day we are responsible for ourselves. We got tired, we got old we gave up our dreams we taught ourselves to scorn ourselves to despise our youthful idealism we sold ourselves cheap we aren't Who we wanted to be.

The community knows that the fundamental questions of life can only be looked at in a spirit of peace and inner freedom. Nobody can force anyone else to love and to walk to freedom. Militants for a cause will tend to be organized for a struggle which they hope to win; they will seek to impose their way aggressively. Frequently they seek outward change more than inward change. . . . As long as there are fears and prejudices in the human heart, there will be war and bitter injustice. It is only when hearts are healed, and become loving and open, that the great political problems will be solved. . . . As fears and prejudices diminish, and trust in God and others grows, the community can radiate and witness to a style and quality of life which will bring a solution to the troubles of our world. The response to war is to live like brothers and sisters. The response to injustice is to share. The response to despair is a limitless trust and hope. The response to prejudice and hatred is forgiveness. To work for community is to work for humanity. To work for peace in community, through acceptance of others as they are, and through constant forgiveness, is to work for peace in the world and for true political solutions; it is to work for the Kingdom of God.

Intimidation, humiliation, isolation, feeling dumb, feeling useless and rejection are all stresses we try to avoid inside the organization. But the danger inside is controllable and it should be the goal of leadership to set a culture free of danger from each other. And the way to do that is by giving people a sense of belonging. By offering them a strong culture based on a clear set of human values and beliefs. By giving them the power to make decisions. By offering trust and empathy. By creating a Circle of Safety.

When we meet someone new, we quickly answer two questions: “Can I trust this person?” and “Can I respect this person?” In our research, my colleagues and I have referred to these dimensions as warmth and competence respectively. Usually we think that a person we’ve just met is either more warm than competent or more competent than warm, but not both in equal measure. We like our distinctions to be clear—it’s a human bias. So we classify new acquaintances into types. Tiziana Casciaro, in her research into organizations, refers to these types as lovable fools or competent jerks.2 Occasionally we see people as incompetent and cold—foolish jerks—or as warm and competent—lovable stars. The latter is the golden quadrant, because receiving trust and respect from other people allows you to interact well and get things done. But we don’t value the two traits equally. First we judge warmth or trustworthiness, which we consider to be the more important of the two dimensions. Oscar Ybarra and his colleagues found, for instance, that people process words related to warmth and morality (friendly, honest, and others) faster than words related to competence (creative, skillful, and others).3 Why do we prioritize warmth over competence? Because from an evolutionary perspective, it is more crucial to our survival to know whether a person deserves our trust. If he doesn’t, we’d better keep our distance, because he’s potentially dangerous, especially if he’s competent. We do value people who are capable, especially in circumstances where that trait is necessary, but we only notice that after we’ve judged their trustworthiness. Recalling

All of these arenas of American life are facets of the same widely discussed phenomenon: the decline of what is termed “social capital.” As defined by political scientist Robert Putnam in his book Bowling Alone, “… social capital refers to connections among individuals—social networks and the norms of reciprocity and trustworthiness that arise from them. In that sense social capital is closely related to what some have called ‘civic virtue.’” It’s the trust, friendships, group affiliations, helping, and expectation of being helped built up by actively participating in and being a member of all sorts of groups, ranging from book clubs, bowling clubs, bridge clubs, church groups, community organizations, and parent-teacher associations to political organizations, professional societies, rotary clubs, town meetings, unions, veterans associations, and others.

Some readers may find it a curious or even unscientific endeavour to craft a criminological model of organised abuse based on the testimony of survivors. One of the standard objections to qualitative research is that participants may lie or fantasise in interview, it has been suggested that adults who report severe child sexual abuse are particularly prone to such confabulation. Whilst all forms of research, whether qualitative or quantitative, may be impacted upon by memory error or false reporting. there is no evidence that qualitative research is particularly vulnerable to this, nor is there any evidence that a fantasy— or lie—prone individual would be particularly likely to volunteer for research into child sexual abuse. Research has consistently found that child abuse histories, including severe and sadistic abuse, are accurate and can be corroborated (Ross 2009, Otnow et al. 1997, Chu et al. 1999). Survivors of child abuse may struggle with amnesia and other forms of memory disturbance but the notion that they are particularly prone to suggestion and confabulation has yet to find a scientific basis. It is interesting to note that questions about the veracity of eyewitness evidence appear to be asked far more frequently in relation to sexual abuse and rape than in relation to other crimes. The research on which this book is based has been conducted with an ethical commitment to taking the lives and voices of survivors of organised abuse seriously.

efficiently means providing slots in our schedules where we can maintain an attentional set for an extended period. This allows us to get more done and finish up with more energy. Related to the manager/worker distinction is that the prefrontal cortex contains circuits responsible for telling us whether we’re controlling something or someone else is. When we set up a system, this part of the brain marks it as self-generated. When we step into someone else’s system, the brain marks it that way. This may help explain why it’s easier to stick with an exercise program or diet that someone else sets up: We typically trust them as “experts” more than we trust ourselves. “My trainer told me to do three sets of ten reps at forty pounds—he’s a trainer, he must know what he’s talking about. I can’t design my own workout—what do I know?” It takes Herculean amounts of discipline to overcome the brain’s bias against self-generated motivational systems. Why? Because as with the fundamental attribution error we saw in Chapter 4, we don’t have access to others’ minds, only our own. We are painfully aware of all the fretting and indecision, all the nuances of our internal decision-making process that led us to reach a particular conclusion. (I really need to get serious about exercise.) We don’t have access to that (largely internal) process in others, so we tend to take their certainty as more compelling, in many cases, than our own. (Here’s your program. Do it every day.)

Fate looks at nothing. It has no discretion. He no longer considered it eminently desirable all round to establish publicly the identity of the man who had blown himself up that morning with such horrible completeness. But he was not certain of the view his department would take. A department is to those it employs a complex personality with ideas and even fads of its own. It depends on the loyal devotion of its servants, and the devoted loyalty of trusted servants is associated with a certain amount of affectionate contempt, which keeps it sweet, as it were. By a benevolent provision of Nature no man is a hero to his valet, or else the heroes would have to brush their own clothes. Likewise no department appears perfectly wise to the intimacy of its workers. A department does not know so much as some of its servants. Being a dispassionate organism, it can never be perfectly informed. It would not be good for its efficiency to know too much. Chief Inspector Heat got out of the train in a state of thoughtfulness entirely untainted with disloyalty, but not quite free of that jealous mistrust which so often springs on the ground of perfect devotion, whether to women or to institutions.

I sometimes find, especially among my peers, that authenticity is not a…means of growing in holiness, but a convenient cover for endless introspection, doubt, uncertainty, anger, and worldliness. So that if other Christians seem pure, assured, and happy we despise them for being inauthentic. Granted, the church shouldn’t be happy-clappy naive about life’s struggles. Plenty of psalms show us godly ways to be real with our negative emotions. But the church should not apologize for preaching a confident Christ and exhorting us to trust Him in all things. Church is not meant to foster an existential crisis of faith every week

Corruption would not be the right word to apply to the Trump administration. The term implies deception—it assumes that the public official understands that they should not benefit from the public trust, but, duplicitously, they do it anyway. The opposite of corruption in political discourse is transparency—indeed, the global anticorruption organization calls itself Transparency International. Trump, his family, and his officials are not duplicitous: they appear to act in accordance with the belief that political power should produce personal wealth, and in this, if not in the specifics of their business arrangements, they are transparent.

•I lost money in every way possible: I misplaced checks and sometimes found them when they were too old to take to the bank. If I did find them in time, I missed out on the interest they could’ve made in my savings account. I paid late fees on bills, even though I had money in the bank — I’d just forgotten to pay them or lost the bill in my piles. I bought new items because they were on sale with a rebate, but forgot to mail the rebate form. •I dealt with chronic health worries because I never scheduled doctor’s appointments. •I lived in constant fear of being “found out” by people who held me in high regard. I always felt others’ trust in me was misplaced. •I suffered from nonstop anxiety, waiting for the other shoe to drop. •I struggled to create a social life in our new home. I either felt I didn’t have time because I needed to catch up and calm some of the chaos, or I wasn’t organized enough to make plans in the first place. •I felt insecure in all my relationships, both personal and professional. •I had nowhere to retreat. My life was such a mess, I had no space to gather my thoughts or be by myself. Chaos lurked everywhere. •I rarely communicated with long-distance friends or family. •I wanted to write a book and publish articles in magazines, yet dedicated almost no time to my creative pursuits.

But speaking of decisions and choices, I want to turn to a question that baffles so many of us. Why is it that people who are victims of trauma are so often drawn to abusive relationships? Let me broaden the question, because it is so important in understanding not just abuse but all behavior. The key point is that all of us tend to gravitate to the familiar, even when the familiar is unhealthy or destructive. We are drawn to what we were raised with. As I’ve said before, when we are young and our brain is beginning to make sense of our experiences, it creates our ‘working model’ of the world. The brain organizes around the tone and tension of our first experiences. So if, early on, you have safe, nurturing care, you think that people are essentially good….But if a child experienced chaos, threat, or trauma, your brain organizes according to a view that the world is not safe and people cannot be trusted. Think about James. He didn’t feel ‘safe’ when he was close to people. Intimacy made him feel threatened. Here is the confusing part: James felt most comfortable when the world was in line with his worldview. Being rejected or treated poorly validated this view. The most destabilizing thing for anyone is to have their core beliefs challenged….Good or bad, we are attracted to things that are familiar.

But, the transformation — either into joint-stock companies and trusts, or into State-ownership — does not do away with the capitalistic nature of the productive forces. In the joint-stock companies and trusts, this is obvious. And the modern State, again, is only the organization that bourgeois society takes on in order to support the external conditions of the capitalist mode of production against the encroachments as well of the workers as of individual capitalists. The modern state, no matter what its form, is essentially a capitalist machine — the state of the capitalists, the ideal personification of the total national capital. The more it proceeds to the taking over of productive forces, the more does it actually become the national capitalist, the more citizens does it exploit. The workers remain wage-workers — proletarians. The capitalist relation is not done away with. It is, rather, brought to a head. But, brought to a head, it topples over. State-ownership of the productive forces is not the solution of the conflict, but concealed within it are the technical conditions that form the elements of that solution.

Rare are the leaders of organizations who will tell you that their people don’t matter. However, there is a big difference between understanding the value of the people inside an organization and actually making decisions that consider their needs. It’s like saying, “my kids are my priority,” but always putting work first. What kind of family dynamic or relationship with our kids do we think results? The same is true in business. When we say our people matter but we don’t actually care for them, it can shatter trust and create a culture of paranoia, cynicism, and self-interest. This is not some highfalutin management theory—it’s biology. We are social animals and we respond to the environments we’re in. Good people put in a bad environment are capable of doing bad things. People who may have done bad things, put in a good environment, are capable of becoming remarkable, trustworthy, and valuable members of an organization. This is why leadership matters. Leaders set the culture. Leaders are responsible for overseeing the environment in which people are asked to work . . . and the people will act in accordance with that culture.

Recently, as I was teaching this concept, a CFO—who deals with numbers all the time—came up to me and said, “This is fascinating! I’ve always seen trust as a nice thing to have, but I never, ever, thought of it in terms of its impact on economics and speed. Now that you’ve pointed it out, I can see it everywhere I turn. “For example, we have one supplier in whom we have complete trust. Everything happens fast with this group, and the relationship hardly costs us anything to maintain. But with another supplier, we have very little trust. It takes forever to get anything done, and it costs us a lot of time and effort to support the relationship. And that’s costing us money—too much money!” This CFO was amazed when everything suddenly fell into place in his mind. Even though he was a “numbers” guy, he had not connected the dots with regard to trust. Once he saw it, everything suddenly made sense. He could immediately see how trust was affecting everything in the organization, and how robust and powerful the idea of the relationship between trust, speed, and cost was for analyzing what was happening in his business and for taking steps to significantly increase profitable growth.

But now, I’ve come to the conclusion that the “dynamite behind the door” was in plain sight. It was Trump himself. The oversized personality. The failure to organize. The lack of discipline. The lack of trust in others he had picked, in experts. The undermining or the attempted undermining of so many American institutions. The failure to be a calming, healing voice. The unwillingness to acknowledge error. The failure to do his homework. To extend the olive branch. To listen carefully to others. To craft a plan. Mattis, Tillerson and Coats are all conservatives or apolitical people who wanted to help him and the country. Imperfect men who answered the call to public service. They were not the deep state. Yet each departed with cruel words from their leader. They concluded that Trump was an unstable threat to their country. Think about that for a moment: The top national security leaders thought the president of the

The manner in which animals learn has been much studied in recent years, with a great deal of patient observation and experiment. Certain results have been obtained as regards the kinds ofproblems that have been investigated, but on general principles there is still much controversy. One may say broadly that all the animals that have been carefully observed have behaved so as to confirm the philosophy in which the observer believed before his observations began. Nay, more, they have all displayed the national characteristics of the observer. Animals studied by Americans rush about frantically, with an incredible display of hustle and pep, and at last achieve the desired result by chance. Animals observed by Germans sit still and think, and at last evolve the solution out of their inner consciousness. To the plain man, such as the present writer, this situation is discouraging. I observe, however, that the type ofproblem which a man naturally sets to an animal depends upon his own philosophy, and this probably accounts for the differences in the results. The animal responds to one type of problem in one way and to another in another; therefore the results obtained by different investigators, though different, are not incompatible. But it remains necessary to remember that no one investigator is to be trusted to give a survey of the whole field. -Bertrand Russell, Outline of Philosophy, 192731

Quote from Father Tim during a sermon given after the former priest was found after a suicide attempt. "      'Father Talbot has charged me to tell you that he is deeply repentant for not serving you as God appointed him to do, and as you hoped and needed him to do.         'He wished very much to bring you this message himself, but he could not.  He bids you goodbye with a love he confesses he never felt toward you...until this day.  He asks--and I quote him--that you might find it in your hearts to forgive him his manifold sins against God and this parish.'         He felt the tears on his face before he knew he was weeping, and realized instinctively that he would have no control over the display.  He could not effectively carry on, no even turn his face away or flee the pulpit.  He was in the grip of a wild grief that paralyzed everything but itself.          He wept face forward, then, into the gale of those aghast at what was happening, wept for the wounds of any clergy gone out into a darkness of self-loathing and beguilement; for the loss and sorrow of those who could not believe, or who had once believed but lost all sense of shield and buckler and any notion of God's radical tenderness, for the ceaseless besettings of the flesh, for the worthless idols of his own and of others; for those sidetracked, stumped, frozen, flung away, for those both false and true, the just and the unjust, the quick and the dead.           He wept for himself, for the pain of the long years and the exquisite satisfactions of the faith, for the holiness of the mundane, for the thrashing exhaustions and the endless dyings and resurrectings that malign the soul incarnate.           It had come to this, a thing he had subtly feared for more than forty years--that he would weep before the many--and he saw that his wife would not try to talk him down from this precipice, she would trust him to come down himself without falling or leaping.         And people wept with him, most of them.  Some turned away, and a few got up and left in a hurry, fearful of the swift and astounding movement of the Holy Spirit among them, and he, too, was afraid--of crying aloud in a kind of ancient howl and humiliating himself still further.  But the cry burned out somewhere inside and he swallowed down what remained and the organ began to play, softly, piously.  He wished it to be loud and gregarious, at the top of its lungs--Bach or Beethoven, and not the saccharine pipe that summoned the vagabond sins of thought, word, and deed to the altar, though come to think of it, the rail was the very place to be right now, at once, as he, they, all were desperate for the salve of the cup, the Bread of Heaven.             And then it was over.  He reached into the pocket of his alb and wondered again how so many manage to make in this world without carrying a handkerchief.  And he drew it out and wiped his eyes and blew his nose as he might at home, and said, 'Amen.'                 And the people said, 'Amen.

I’ve sat at the piano for hours already, looking for lyrics and melodies, but everything sounds the same and I feel as uninspired as ever. Does it mean I’m finished? A more sobering thought: if I’m finished, would I miss it? But the truth is, I’ve been here before. Many times. We all have. So how do we find the faith to press on? Remember. Remember, Hebrew children, who you once were in Egypt. Remember the altars set up along the way to remind yourselves that you made the journey and God rescued you from sword and famine, from chariots and pestilence, that once you were there, but now you are here. It happened. Our memories are fallible, residing in that most complex and mysterious organ in the human body (and therefore the known universe), capable of being suppressed, manipulated, altered, but also profoundly powerful and able to transport a person to a place fifty years ago all because of a whiff of your grandfather’s cologne or an old book or the salty air. As often as you do this, do it in remembrance of me. Remember with every sip of wine that we shared this meal, you and I. Remember. So I look at the last album, the last book, and am forced to admit that I didn’t know anymore then than I do now. Every song is an Ebenezer stone, evidence of God’s faithfulness. I just need to remember. Trust is crucial. So is self-forgetfulness and risk and a measure of audacity. And now that I think about it, there’s also wonder, insight, familiarity with Scripture, passion, a good night’s sleep, breakfast (preferably an egg sandwich), an encouraging voice, diligence, patience. I need silence. Privacy. Time—that’s what I need: more time. But first I need a vacation, because I’ve been really grinding away at this other stuff and my mental cache is full. A deadline would be great. I work best with deadlines, and maybe some bills piling up. Some new guitar strings would help, and a nice candle. And that’s all I need, in the words of Steve Martin’s The Jerk. This is the truth: all I really need is a guitar, some paper, and discipline. If only I would apply myself.

A man occasionally reaches a fork in life’s path. One road leads to doing something, to making an impact on his organization and his world. To being true to his values and vision, and standing with the other men who’ve helped build that vision. He will have to trust himself when all men doubt him, and as a reward, he will have the scorn of his professional circle heaped on his head. He will not be favored by his superiors, nor win the polite praise of his conformist peers. But maybe, just maybe, he has the chance to be right, and create something of lasting value that will transcend the consensus mediocrity inherent in any organization, even supposedly disruptive ones. The other road leads to being someone. He will receive the plum products, the facile praise afforded to the organization man who checks off the canonical list of petty virtues that define moral worth in his world. He will receive the applause of his peers, though it will be striking how rarely that traffic in official praise leads to actual products anybody remembers, much less advances the overall cause of the organization.

A friend of mine commented yesterday that she has experienced similar insights that I talked about that all enlightened Masters and founders of religion are actually talking about the same ocean, the same invisible life source, the same God. She also said that she worked in a Christan environment at the time that she received these insights, and when she tried to share these insights with the Christians she was accused of being "impure" and of being associated with the "Devil". Christians hold on to the idea that Jesus was the only son of God, without realizing that we are all son's and daughter's of God. By holding on to the idea that Jesus is the only son of God, they do not either to realize that all enlightened Masters are talking about the same God. Jesus did not talk about faith, he talked about trust. He talked about discovering a trust in yourself and in relationship to God. Jesus said that the kingdom of God is within you. In Christianity, the church has become the intermediate between man and God, and people who claim that they have found a direct relationship to God are accused of blasphemy. The Christan church has become a barrier between man and God, and anyone who has declared that he has found a direct relationship to God are immediately banned by the church, for example Master Eckhart and Franciskus of Assisi. I have always had a deep love for Jesus, but it is not the picture of Jesus that the Christian church presents. I was a disciple of Jesus in a former life, and was thrown to the lions in Colosseum in Rome as one of the early Christians. Jesus had many more disciples than the twelve disciples mentioned in The Bible. In this life, I resigned my automatic membership in the church as soon as I could think for myself when I was 15 years old. I was also disgusted with an organization that said that they preached love and which has murdered more people than Hitler. My experience with these rare and precious insights are that they expand our consciousness of reality. They are gradual initiations into reality. They may fade away, but we will never be the same again after receiving them. They will also come more and more, the more committment we have to our spiritual growth.

Perhaps, but you fail to see the folly of the Reishi,” Bragador said. “The concentration of power that allowed them to ensure peace for so long was the very thing that made them such a potent threat to peace when their power corrupted them, as power inevitably does.” “So what’s the solution?” Alexander asked, a bit more defiantly than he would have liked. “Simple … humans must learn to live without government,” Bragador said. “Government, organized force, is the repository of evil. It is the source of corruption, the enemy of civilization and the problem with the world. As long as there is a place where concentrated power resides, it will attract evil people like dung attracts flies. The only solution is to remove the pile of dung.” “What about crime? What about other countries with powerful governments bent on war? How can there be peace without authority?” Alexander asked. “Therein lies the human dilemma,” Bragador said. “There will always be those who call for greater and greater control, out of fear or ignorance or greed. Until humanity learns restraint in governance, learns how to limit the power it grants to its leaders, learns that those who crave power over others are always deceivers, your kind will know only war and despair.” “If we haven’t learned that lesson by now, I doubt we ever will,” Alexander said. “Some will, most won’t,” Bragador said. “Selfish interest is a powerful motivator. Governments can always be bought or manipulated or blackmailed to set rules that favor some at the expense of others. Evil people see government as a weapon to be used for their own purposes while spreading the lie that it exists to protect the innocent or ensure fairness or defend against some distant threat. The truth is, government has always existed for one single reason … the profit and power of those in government. Of course, there are always those working within government who are good and decent people. But those who vie for power, they can never be trusted.

The media squabble over Shchepotin’s final day at the Cancer Institute, and the doubts it raised over the motivation of all concerned, were appropriate, because the most corrosive aspect of corruption is the way that it undermines trust. When corruption is widespread, it becomes impossible to know whom to believe, since the money infects every aspect of state and society. Every newspaper article can be criticized as paid for, every politician can be called corrupt, every court decision can be called into question. Charities are set up by oligarchs to lobby for their interests, and those then provoke doubts about every other non-governmental organization. If even doctors are on the take, can you trust their diagnoses? Are they claiming a patient needs treatment only because that would be to their profit? If policemen are crooked, and courts are paid for, are criminals really criminals? Or are they honest people who interfered in criminals’ business? Not knowing whom to believe, you retreat into trusting only those closest to you—your oldest friends, and your relatives—and that reinforces the divisions in society that corruption thrives on. It is impossible to build a thriving economy, or a healthy democracy, without a society whose members fundamentally trust each other. If you take that away, you are left with something far darker and more mercenary.

A social organism of any sort whatever, large or small, is what it is because each member proceeds to his own duty with a trust that the other members will simultaneously do theirs. Wherever a desired result is achieved by the co-operation of many independent persons, its existence as a fact is a pure consequence of the precursive faith in one another of those immediately concerned. A government, an army, a commercial system, a ship, a college, an athletic team, all exist on this condition, without which not only is nothing achieved, but nothing is even attempted. A whole train of passengers (individually brave enough) will be looted by a few highwaymen, simply because the latter can count on one another, while each passenger fears that if he makes a movement of resistance, he will be shot before anyone else backs him up. If we believed that the whole car-full would rise at once with us, we should each severally rise, and train-robbing would never even be attempted. There are, then, cases where a fact cannot come at all unless a preliminary faith exists in its coming. And where faith in a fact can help create the fact, that would be an insane logic which should say that faith running ahead of scientific evidence is the 'lowest kind of immorality' into which a thinking being can fall. Yet such is the logic by which our scientific absolutists pretend to regulate our lives!

I laid out my five expectations that first day [as FBI Director] and many times thereafter: I expected [FBI employees] would find joy in their work. They were part of an organization devoted to doing good, protecting the weak, rescuing the taken, and catching criminals. That was work with moral content. Doing it should be a source of great joy. I expected they would treat all people with respect and dignity, without regard to position or station in life. I expected they would protect the institution's reservoir of trust and credibility that makes possible all their work. I expected they would work hard, because they owe that to the taxpayer. I expected they would fight for balance in their lives. I emphasized that last one because I worried many people in the FBI worked too hard, driven by the mission, and absorbed too much stress from what they saw. I talked about what I had learned from a year of watching [a previous mentor]. I expected them to fight to keep a life, to fight for the balance of other interests, other activities, other people, outside of work. I explained that judgment was essential to the sound exercise of power. Because they would have great power to do good or, if they abused that power, to do harm, I needed sound judgment, which is the ability to orbit a problem and see it well, including through the eyes of people very different from you. I told them that although I wasn't sure where it came from, I knew the ability to exercise judgment was protected by getting away from the work and refreshing yourself. That physical distance made perspective possible when they returned to work. And then I got personal. "There are people in your lives called 'loved ones' because you are supposed to love them." In our work, I warned, there is a disease called "get-back-itis." That is, you may tell yourself, "I am trying to protect a country, so I will get back to" my spouse, my kids, my parents, my siblings, my friends. "There is no getting back," I said. "In this line of work, you will learn that bad things happen to good people. You will turn to get back and they will be gone. I order you to love somebody. It's the right thing to do, and it's also good for you.

Everything we do and say will either underline or undermine our discipleship process. As long as there is one unsaved person on my campus or in my city, then my church is not big enough. One of the underlying principles of our discipleship strategy is that every believer can and should make disciples. When a discipleship process fails, many times the fatal flaw is that the definition of discipleship is either unclear, unbiblical, or not commonly shared by the leadership team. Write down what you love to do most, and then go do it with unbelievers. Whatever you love to do, turn it into an outreach. You have to formulate a system that is appropriate for your cultural setting. Writing your own program for making disciples takes time, prayer, and some trial and error—just as it did with us. Learn and incorporate ideas from other churches around the world, but only after modification to make sure the strategies make sense in our culture and community. Culture is changing so quickly that staying relevant requires our constant attention. If we allow ourselves to be distracted by focusing on the mechanics of our own efforts rather than our culture, we will become irrelevant almost overnight. The easiest and most common way to fail at discipleship is to import a model or copy a method that worked somewhere else without first understanding the values that create a healthy discipleship culture. Principles and process are much more important than material, models, and methods. The church is an organization that exists for its nonmembers. Christianity does not promise a storm-free life. However, if we build our lives on biblical foundations, the storms of life will not destroy us. We cannot have lives that are storm-free, but we can become storm-proof. Just as we have to figure out the most effective way to engage our community for Christ, we also have to figure out the most effective way to establish spiritual foundations in each unique context. There is really only one biblical foundation we can build our lives on, and that is the Lord Jesus Christ. Pastors, teachers, and church staff believe their primary role is to serve as mentors. Their task is to equip every believer for the work of the ministry. It is not to do all the ministry, but to equip all the people to do it. Their top priority is to equip disciples to do ministry and to make disciples. Do you spend more time ministering to people or preparing people to minister? No matter what your church responsibilities are, you can prepare others for the same ministry. Insecurity in leadership is a deadly thing that will destroy any organization. It drives pastors and presidents to defensive positions, protecting their authority or exercising it simply to show who is the boss. Disciple-making is a process that systematically moves people toward Christ and spiritual maturity; it is not a bunch of randomly disconnected church activities. In the context of church leadership, one of the greatest and most important applications of faith is to trust the Holy Spirit to work in and through those you are leading. Without confidence that the Holy Spirit is in control, there is no empowering, no shared leadership, and, as a consequence, no multiplication.

Taken to extremes, life is a process of reorientation after shame or glory and when anxiety sweeps in there is a relief at not having left any definite tracks. Before you understand where the emotion is going to lead, you talk to anyone and everyone about the object of your love. All of a sudden, this stops. By then the ice is already thin and slippery. You realize that every word could expose your infatuation. Feigning indifference is as hard as acting normally and fundamentally the same thing. There is a resistance in the party who wants to leave, a fear of the unknown, of the hassle and of changing one's mind. A party not wanting to be left must exploit that resistance. But then they must restrain their need for clarity and honesty. The matter must remain unformulated. A party not wanting to be left must leave it to the one wanting to go to express the change. That is the only way to keep a person who does not want to be with you. Hence the widespread silence in the relationships of the world. Love needs no words. For a short period you can put your trust in wordless emotion. But in the long run there is no love without words and no love with words alone. Love is a hungry beast. It feeds off touch and repeated assurances. The sense of desolation in a flat that your lover has just left is the most complete sense of desolation that exists. Her desperation being real, she was extra-sensitive to the ways desperation could be expressed. When the brain perceives contact as possible, every houris too long. That is the state of enslavement. The state in which the prospect of intoxication takes over the organism.

The religious utopian hides his pride behind the mask of humility; he recognizes God alone; he does not recognize ministers or sacraments since he puts himself in place of both. He ministers his own religious needs and he consecrates his inner self as a place of worship more worthy of receiving God than the churches. He substitutes his own sentiments and emotions for doctrine, because doctrines are man-made speculations unable to comprehend God's essence. He considers the sacramental, ceremonial and generally institutional aspects of religion as rigid and expendable molds which are adequate for the unthinking who need strong sensations and impressions to sustain their faith. He, on the other hand, puts his trust in his own individual inspiration, strengthens his faith through direct and permanent contact with the divine and so rises as a pure spirit to the level of a "truer" religion. The secular utopian also displays excessive pride. He believes that societies of the past were based on error since they yielded to the political principle of organization and hierarchy. The goal of the utopian is to create a society in its pristine purity, as it were, unsullied by laws and magistrates, functioning through its members' natural good will and cooperativeness. Laws, institutions, symbols, flags, armies, disciplines, patriotic encouragement and the like will all be abolished because, for pure social beings, their inner motivation of social living - togetherness - is quite sufficient and because they would serve to anchor the citizens, bodily and emotionally, in the soil and reality of the State just as pomp and ceremony, rules and institutions anchor the faithful in religion.

TRUST IN ONE’S ORGANISM A second characteristic of the persons who emerge from therapy is difficult to describe. It seems that the person increasingly discovers that his own organism is trustworthy, that it is a suitable instrument for discovering the most satisfying behavior in each immediate situation. If this seems strange, let me try to state it more fully. Perhaps it will help to understand my description if you think of the individual as faced with some existential choice: “Shall I go home to my family during vacation, or strike out on my own?” “Shall I drink this third cocktail which is being offered?” “Is this the person whom I would like to have as my partner in love and in life?” Thinking of such situations, what seems to be true of the person who emerges from the therapeutic process? To the extent that this person is open to all of his experience, he has access to all of the available data in the situation, on which to base his behavior. He has knowledge of his own feelings and impulses, which are often complex and contradictory. He is freely able to sense the social demands, from the relatively rigid social “laws” to the desires of friends and family. He has access to his memories of similar situations, and the consequences of different behaviors in those situations. He has a relatively accurate perception of this external situation in all of its complexity. He is better able to permit his total organism, his conscious thought participating, to consider, weigh and balance each stimulus, need, and demand, and its relative weight and intensity. Out of this complex weighing and balancing he is able to discover that course of action which seems to come closest to satisfying all his needs in the situation, long-range as well as immediate needs.

The most important thing that is happening in the world right now is the emerging of the new man. Since the monkeys, man has remained the same, but a great revolution is on it's way. When monkeys became man, it created the mind. With the new man, a great revolution will bring the soul in. Man will not just be a mind, a psychological being, he will be a spiritual being. This new consciousness, this new being, is the most important thing, which is happening in the world today. But the old man will be against the emerging of the new man, the old man will be against this new consciousness. The new man is a matter of life and death, it is a question of the survival of the whole earth. It is matter of survival of consciousness, of survival of life itself. The old man has become utterly destructive. The old man is preparing for a global suicide right now. Rather than allowing the new man, the old man would rather destroy the whole earth, destroying life itself. The old destructive man is preparing right now for a third world war. The global economical and political elite and the war industrial complex in the U.S, which runs the foreign policy of the U.S, is right now promoting for a third world war. The U.S. has over thrown the democratically elected government in Ukraine in an secret operation by the CIA, the world's largest terrorist organization, and replaced it with a fascistic regime, a marionette for the U.S. The war industrial complex is now desperately trying to promote the third war by demonizing, lying and blaming Russia. We see the same aggression and lies from the U.S. that we have seen before against Iraq, Afghanistan, Libya, Syria, Venezuela and Iran. President Eisenhower warned against the war industrial complex, which he considered the largest threat to democracy. President John F. Kennedy also warned against a "secret conspiracy" against democracy. The war industrial complex consists of the international banks, oil companies, war industry, democratically elected politicians, conservative think tanks, international mainstream media and global companies, who make profits from human suffering and wars. The European governments and the mainstream media also cooperate with the war industrial complex to bring the world into disaster. But this time it will not work as the time for wars is over, and peace loving people and people who represent the new man are working against this kind of aggression.