Every social system is but a network of entangled subconscious minds.

You have arrived at the current opening page of the “Man In The Middle” website

Happiness is a Choice

The pursuit of happiness is your inalienable birthright

Greetings

Except for the enthusiasts for truth peppered about the planet who are intrigued by our website championing the pursuit of  happiness, an inalienable right, most of you arrived here quite by accident. Accordingly, a brief barrage of reality about the mechanisms of action of social behavior, starting here and now, will help you quickly decide what’s appropriate. Our goal is to help you make your life meaningful and be at peace with your self image and instincts.

The realm of social dynamics, that of unknowable, entangled subconscious minds, will either thump your noggin or hit you below the belt. There can be no middle ground in social behavior. Only reality-centered people can help themselves to attain happiness. We are resolutely neutral about your choice.

If you are anxious about the operational reality of social life itself, helping you to attain psychological success becomes a pursuit of the impossible. Yes, you can ignore or deny reality. What you can’t avoid, try as you will, are the cascading consequences.

Officially, reality denial/phobia is a subconscious-mind defense mechanism characterized by refusal to acknowledge (or rationalization of) unwanted or unpleasant facts, realities, thoughts, or feelings. If you are reality phobic, you landed smack on your website from hell.

For the reality-centered individual, you have found your booster rocket towards enduring happiness right here. As an inalienable right, no permissions are necessary to engage the sociotechnical knowledge herein that aids you to attain that goal. You control your efforts and by investing your intellectual effort wisely you can attain and sustain happiness. As we found out, once on the path, you cannot be stopped short of your happiness goal without your consent.

Your self-assessment of your cognitive relationship to reality consists of running tests on your social environment. Since everything worthwhile in this field is learned by the process of elimination, running live tests on social behavior concepts is fundamental to learning about primary causation of social unhappiness. If you choose to not run these tests, you already answered the reality question.

 

“Life is worthy of the name only when it reflects Reality in action. No university will teach you how to live so that when the time of dying comes, you can say: I lived well I do not need to live again. Most of us die wishing we could live again. So many mistakes committed, so much left undone. Most of the people vegetate, but do not live. They merely gather experience and enrich their memory. But experience is the denial of Reality, which is neither sensory nor conceptual, neither of the body, nor of the mind, though it includes and transcends both.” Sri Nisargadatta Maharaj

 

There are two chunks of social reality testing on this page for you to use to test your social context and evaluate the findings. That test experience will deliver your first Ho-Lee-Schmidt (HLS) moment of learning about the pursuit of happiness in today’s unhinged society. Most people find a dozen or more HLS jolts on this exceptional, unexampled website.

It is impossible to obtain and sustain happiness in the operational reality of these times and practice reality-denial at the same time. As you already know, you can be happy temporarily in make believe, where the realities of sanitation, nutrition, health, potable water, and insect repellant never intrude. At some point, however, everyone has to eat and it gets tornadic.

While the choice to be happy is free, getting there is not on cranium autopilot. Since the field of social behavior is 100% psychological, getting to the happy state requires a significant amount of intelligent, cognitive effort. The only shortcuts in the plodding process of elimination (POE) that we know involve speeding up the process by using intelligence amplification techniques, such as computer-assisted dynamic simulations of social reality, millions of them.

To achieve happiness you have to attain a threshold of knowledge and skill to deal with reality in its own language and on its own terms. Reality is indifferent to “Life” and rocks alike. Any distortion, deception, fiction, anything that is not truth, bounces off of reality’s equal-opportunity deafness-to-persuasion clause. Reality just acts by its mathematical physics, nothing else.

Reality is unresponsive to your predispositions in sensing and information-processing systems. It does not design, plan, tradeoff, or consider stakeholders. It does not consult other viewpoints to detect possible error because its operating premise is infallibility.

While there are several requisites to orchestrating a happy psychologically-successful life, the paramount requirement is to be reality-centered. There is no sustainable happiness without it. We live in a world that is designed by reality-centered producers. Reality deniers can’t invent and build anything material.

The goal of this website is to help you make sense out of the crazy-insane, illogical, lose-lose social behavior going on all about you, at home and abroad. Only by understanding the originators of the apparent madness of global organized society can you learn how to relate to social reality in ways that contribute to your happiness.

You can’t control what you don’t know. How does any error-prone system establish actionable-quality truth? Well, it can’t.

Reality denial goes back in recorded history for millennia.

Reality-denial practices (causes)

  • Obedience, compliance to social norms
    • Rules, traditions, policies, doctrines, groupthink
    • Peer emulation
  • Hope, faith, infallible-god-card
  • Persecution of free speech, especially by reality-centered producers
  • Rejection of equipoise, inalienable rights, square deals, alternate views
  • Hostile attacks on the reality-centered producers
  • Class distinctions
  • Multi-tiered legal system

 

“Hope is the denial of reality. It is the carrot dangled before the draft horse to keep him plodding along in a vain attempt to reach it.” “Are you saying we shouldn’t hope?” “I’m saying we should remove the carrot and walk forward with our eyes open!” ~ Margaret Weis

 

Associated behavior patterns (effects)

  • Closed-minded: impervious to history, feedback, evidence, and logic
  • Aversion to cognitive effort
  • Reality-denial syndrome
  • Imposter syndrome, act’s not together
  • Social media addiction
  • Binge-watching TV
  • Chemical addiction
  • Gambling addiction
  • Chronic insecurity, fear, angst
  • Virtue signaling
  • Debates end in stalemate
  • Deep depression, unable to recognize truth

 

The social ideology you already know that drives business as usual, mother of organizational dysfunction (OD), we label Plan A. The social ideology that powers and sustains a flourishing collective, labeled Plan B, delivers the streaming bonanza.

Business as usual, Plan A, fractal. Rotate the graphic and it’s still Plan A
Plan B in action. As good as social behavior gets.

Manifestations of reality-denial in a social system

  • Path of least organizational resistance on autopilot
  • Incoherent activity
  • Closed mindedness
  • Making decisions on intuition, gut-feelings, pulling rank
  • Centered on rules, policy
  • Ignorant of the 2nd Law, POSIWID
  • Short-changing maintenance
  • Exclusive top-down thinking, a basic assumption that is fractally wrong
  • Assumption that high authority equals social power
  • Using social practices known to fail, e.g., drive management
  • Choosing with GIGO-spiced information, the bad burrito rule
  • Disregard of ground truth, evidence, feedback
  • Averse to risk management practices
  • Hope, faith, infallible god-card
  • No benchmarks of best attainable outcome, vague goal-setting
  • Only Plan A is possible. No benchmarks of outcome success. No tight goal definition
  • Blatant hypocrisy, fractal
  • Withholding efficiency, ca’canny, instinct of workmanship
  • Reaching intuition-based conclusions without justification
  • No equipoise, balanced weighing of factors, tradeoffs
  • High value on strong class distinctions, striations of rank
    • Imposing losses on innocent producers to bolster class distinctions
  • No square deal, equipoise. Separate, unequal legal systems.
  • Usurping of inalienable rights
  • Opaque proceedings, defensive routines, undiscussables
  • Deliberate ignorance, willful blindness
  • No authentic responsibility for goal attainment
  • Censure before evidence, ready-fire-aim
  • Intentionally defiant to the laws of reality, regression
  • Disregard of history, feedback
  • Hostile to contrary evidence, contrary viewpoints
  • Efforts squandered on phony issues
  • Obedience to authority paramount
  • Hindsight centered. Averse to forecasting, predictions. Reactionary, impulsive
  • Feigned cooperation, collaboration

Languishing attributes

  • Deterioration of health, safety, and welfare
    • Angst accumulation
    • Chemical addiction
  • Progressive degeneration, unrest, instability
  • Paralyzed by novel disturbances.
  • Reduced productivity, ca’canny
  • Increased administration costs – safety, quality, turnover, unrest, regulatory
  • Fractal corruption
A performance motivation failure for millennia. Still #1 in use.

 

When in danger, when in doubt, run in circles, scream and shout.

Reality test packages

These self-tests will determine if you are reality-phobic, one way or the other. For the reality-centered, the rest of this website follows along proven methods of adult learning. The quantities of sociotechnical knowledge to transfer are too much for any other approach.

As mentioned above, there are two test modules for you to run when and as you see fit. The first test module is the “social system performance report card.” The purpose of this test is to gain insight into the “real” value system of the ruling class. You will demonstrate that a flourishing organization is far from the paramount value of those with the legal authority to lead it. Since the learning process in these matters is confined to the process of elimination (POE), you work down the list of purposes you assumed were high on management’s list because those are the values its class has continuously espoused as top priority for centuries.

The initial test is targeted at manager types but it will work on anybody. Unlike the second test, it is a safe, risk-free test that management handles with ease and promptness. You inform the target that a scheme has been worked out and implemented for tracking the actual performance of his hierarchy – compared to the best performance it is capable of attaining and sustaining. This examination also provides a stability index, a computed value showing how close or far things are from a crash in organizational stability. You tell him the performance trend report card process is available for audition should he be interested. Stop. End of test. Poker face. Change the subject.

The target will react instantly, by intuition in reality-denial, and forget the offer was ever made. Your rejected offer then joins the undiscussables list and life goes on. The target sensed that the trend chart was also a measure of his managerial effectiveness because he knows the gap between actual and possible increases over time on his watch. What you learned from the encounter is that management places organizational health and prosperity far below the values it does cherish, POSIWID. When the smoke clears, you’re still stuck cranking on the POE.

Can you think of any mental function more important to your way of life than making prudent choices about allocating your efforts? Can you think of anything more essential to prudent choice-making than trustworthy knowledge about cause and effect (C/E) in the reality of your environment? Can you think of any skill more important to your wellbeing than applying trustworthy C/E knowledge to improve your goal-seeking batting average? What do you think your chances are of making prudent choices based upon garbage information processed by your notoriously-untrustworthy intuition?

Technical background on test one

Thanks to the brilliant works of Rudolf Starkermann in the dynamic simulation of social behavior using mathematical physics (control theory), it is a straightforward effort to determine, for any social system configuration in the universe, the margin between its “now” operating performance and its attainable apex.

The parameters and their values used by Starkermann in “flying” social behavior around the various pylons of reality, are impossible to fake. Management can lie about their turnover rates, for example, but everyone working there knows the truth because everyone is impacted by turnover. Trust is another parameter that cannot be faked. Your subconscious mind is deciding about trustworthiness of the players in the scene several times per second.

Starkermann’s techniques in simulating the dynamics of social behavior, a clinic on intelligence amplification, can also measure the margin between “now stability” and the edge of unsalvageable collapse into chaos, where performance ceases altogether.

For any system, metal or flesh, reaching its best performance for positive outcomes is like tuning the engine of a race car. Peak performance is very sensitive to changing conditions and disturbances where all directions of effect on performance are down. The further away the system operates from its best possible, the more entangled things get about restoring the optimum state. That’s why every racing team has engineering specialists in tuning engines while the car is racing, using telemetered operating data, and sending back adjustments to on-board actuators.

Practical peak performance of a social system is Plan B. The performance algorithm, based on Starkermann’s works, played a huge role in how we got to Plan B in the first place (2013). It’s parameters are well established.

For a social system locked in dysfunction, all directions of response action make matters worse. By comparing the rate of decay in performance to the rate of depletion of the treasury, the margin to collapse can be expressed in time remaining. Accuracy of that forecast is, like the volcanologists predicting the next eruption, subject to many unknowable factors.

Reality denial, closed mindedness, suppression of free speech (the undiscussables) means a trajectory of life determined by a series of non sequiturs. It will be no shock to learn that a string of irrational choices can never deliver a prosperous, happy life. In 2021-22, the USA showed the world how fast social security can be destroyed by caravans of bureaucrats in reality denial.

To summarize: what any Big Kahuna can have, just for the asking, is a running account of the performance of his organization towards goal attainment and the gap between the actual and the attainable. Also available is its resilience-to-disturbance factor, the margin to organizational instability. This measurement capability has been in routine application in the field for more than two decades, so far without an exception. An aid impossible for a reality-centered leader to turn down? You bet.

The languishing organization, well cloaked in opacity, is still painfully obvious to everyone. While it can continue to be self-defeating by itself as long as its loss to 3D corruption is funded, when the money runs out, as it must, it mortally implodes. That’s why mergers and acquisitions have such a horrible track record. The transparency of the flourishing organization is also obvious to everyone. If it sustains itself against the 2nd Law, entropy extraction, it can be immortal.

The Imposter Syndrome

The “Plan B exists” test

The steps of this psychological exercise is to:

  1. Introduce the idea of a proven Plan B
  2. Overview the comparative benefits of Plan B (B-A)
  3. Assure the target that transparency of Plan B and open-house for in situ examination and evaluation are there to establish Plan B authenticity, beyond dispute.

Test two commentary

The differential performance between flourishing and languishing social systems is the menu of values held by the Plan-B-responsible crew, its identity, compared to the value system of Plan A business as usual for choosing task actions. When the head shed refuses to audition Plan B, it reveals its utter contempt for the values Plan B holds sacred. For one example, to refuse a boost in productivity is also to refuse improving workforce health. Intuition, oblivious to regression science, has it that high productivity and high turnover go together when the evidence shows the opposite is true – the instinct of workmanship is set free.

Unlike the animated reaction in test one, the targets of test two go catatonic. Test over. Poker face. Disconnect and distance.

You do not have to be a Plan B veteran to run the test. You don’t have to know the scientifiker derivations of Plan B features on this website to justify your claims. The target who refuses to follow up on incontrovertible Plan B by engaging it, will never inquire. It is the defense of deliberate ignorance, willful blindness. This self defense quickly wears off, leaving the target dressed in his imposter syndrome.

When science showed that 70% of reality deniers exhibited the imposter syndrome, we were at first quite skeptical of the high figure. Field experience equipped to look for the syndrome has changed our minds. In these times, watching the newscasts deny reality is looking at unhappy people infected with the imposter syndrome, the lot.

The second test module uses the existence of Plan B. Once you implement, you’ll never be the same.

The Nash Equilibrium is a control of nature on social behavior for both A and B situations. As you have experienced in OD, any system element that attempts to change its operations for the better is attacked by the other elements in the system and socially forced back in place. This builds a hotbed for corruption that never fails to produce.

The flawlessly indifferent Nash Equilibrium, of Nobel Prize fame, provides the same service to a flourishing social system. Any element that changes for the worse is visited by the other elements in the social system to help restore high performance of the collective. Because it is detected as an error and corrected before damage has been done, corruption can’t get a foothold. Promptness in catching errors is a precondition for prosperity. Early detection takes proximity, good benchmarks, frames of reference, and alert vigilance.

Happiness is an earned condition. Unhappiness is a nobrainer.

Overview of the Plan B benefit windfall

This table is used in conducting test #2.

Comparative B-A streaming benefits

  • Productivity increase ≥25%
  • Health, physical and psychic, step improvements
  • Safety, all kinds, losses cut in half
  • Quality, instinct of workmanship liberated
  • Administrative workload reduced by half
    • Turnover backed down to background levels

Benefits of Plan B unavailable in Plan A

  • Resilience to disturbances, problem solving capability
  • Corruption proof, futureproof
  • Competitive advantage, innovation on steroids
  • Positive reciprocity, benefits multiplier
  • Franchise

Discussion

The step productivity increase comes from eliminating the causes of ca’canny and giving workforce creativity and workmanship free reign. The jump comes early in the transposition process because participants want to show their capabilities and trustworthiness.

The health benefits of flourishing compared to the ills of languishing angst are dramatic. Everyone notices.

In 2013, when Plan B first went operational, we were astonished by the size of the drop in losses that took place. Nothing like it had ever been recorded in the safety business. That’s what installing “watching your back” can do. Same result as special forces.

Releasing the instinct of workmanship to do its thing results in better quality, reduced waste, and fewer rejects. It is pride and self-image on steroids.

In plan B, turnover practically stops in it’s tracks. The misfits to plan B take themselves out of the action on their own. It’s a clinic on what the workforce really values. These are effects not causes from installing Plan B. With the various stakeholders satisfied by performance, the administrative load is cut in half.

Barn in a day. Plan B.

Plan B bonuses

Plan B brings new categories of benefits unknown to bureaucracy as usual. Beyond zero sum, there is no limit to the size of benefit possible when the amount of creativity is raised by orders of magnitude. Workforce people have mental capacities for innovation as good as the best professionals. They are the equal of anyone in problem solving. When you go from 2% of the roster to 88% of the roster thinking new, there’s no telling what benefits will ensue.

The competitive advantage of Plan B, since it is produced by ideology, has been called unfair by vanquished competitors. You can invite them to open house without concern, they would rather go bankrupt than change their ways of operating.

Corruption-proofing,  “You can’t cheat an honest man,” is built-in to Plan B, as discussed earlier. Futureproofing is the reward a flourishing society gives itself. Your collective has more problem-solving capacity than any foreseeable disturbance could throw at it.

Positive reciprocity is another streaming benefit that has no upper limit. It is the slowest acting of the benefits but it expands by the 2n law. Full of pleasant surprises, we foster positive reciprocity every day in every social encounter that comes our way. Of course, positive reciprocity is powered by people happy to be doing it. No doubt, positive reciprocity is a joyful scene that attracts others on the spot. When they see the happiness display, those numbed by social dysfunction want a piece of the action.

Franchising Plan B is the workforce payoff for due diligence. Details of franchising are covered on its own page.

 

Nothing would be more fatal than a government of states to get into the hands of experts. Expert knowledge is limited knowledge: and the unlimited ignorance of the plain man who knows only what hurts is a safer guide than any vigorous direction of a specialist. Why should you assume that all except doctors and engineers are drones or worse?

If the ruler is to be an expert in anything, he should be an expert in everything; and that is plainly impossible. Everyone is capable to varying degrees of guiding his own life in the things that concern him. Winston Churchill, in a letter to H.G. Wells

Background

This website introduces and frames our lifelong quest to reach and maintain a state of psychological contentment, psychological health, and psychological success – be happy. You have to attain happiness for yourself before you can contribute to building a flourishing social system. Unhappy people don’t even know where to begin the process and most of them don’t want to learn. Vague goals produce prolific waste.

Born free, like you, we grew up in rural society composed of people who were always happy with their lot and those who were not. Through our formative years, we learned it didn’t matter if the people were poor or rich or anything else. All classes, all cultures featured these opposites in personality profile types. Flourishing social systems are happy, languishing social systems are not. It’s never the other way around. Neutral is impossible.

Early on, we wondered how people were arriving at these highly disparate mental attitudes within the same human nature and social envelope. As most collectives of society contain both happys and unhappys, we concluded the choice was personal. That observation raised the question: what motivates an individual to willfully choose to be unhappy, as so many do? What are the roles of social conditioning and social norms in delivering this unfortunate condition?

Those questions are not easily answered. The psychological states of happiness and unhappiness are effects of your mental choosing processes intersecting reality, the task actions you choose to perform in your context. These are measurable states of mind.

There are many disparate causes for each state, happy and un, and each generates its own set of consequences. It turns out you can’t certify the causes of organizational dysfunction (OD), aka Plan A, until your solve its riddle. Then you notice you can’t certify the span of effects of OD until after you compare the before to the after processing states. It seems ludicrous, but you have to possess the answer book of Plan B before you know the fruitful/frightful questions to ask about how did these intelligent humans end up supporting unhappy Plan A.

We conclude, at present, that social norms dictated by the ruling class are the primary coercive forces of the choice to forego happiness. After all, foregoing your inalienable rights is a standard condition of employment. It’s plain the social status incentive didn’t ride in on our Stone Age genome because it never manifested in Stone Age society. It had to arrive by social conditioning. Remember “Do as you’re told!?” “Curiosity killed the cat?” Behave or the boogie man will get you? “I’m the mommy, that’s why! Remain in the station to which you were born. Obey me: don’t believe your lying eyes.”

One nifty thing about having the fix for the primary cause of OD in your toolbox is that it is demonstrable to any audience, at any time, in any situation. In fact it is so easy to demonstrate that anyone can do the demo, regardless of their knowledge and experience. Think of the naïve boy in the Emperor’s Clothes fable. You’ll get it right the first time.

More proof? Just being told that the primary cause of OD is known and has a fix put you in a psychological quandary, one which you already feel. “Do I really want to know the cause of unhappiness? Do I really want a fix for OD?” You reflexively answered yourself “No,” just like everyone else.  Why does everyone immediately choose “No?” Well, that’s another process of elimination chore of great significance that centers on your unknowable subconscious mind. For now, it’s mostly guesswork from failed experiments.

This website introduces and frames our lifelong quest to reach and maintain a state of psychological contentment, psychological health, and psychological success – be happy. You have to attain happiness for yourself before you can contribute to building a flourishing social system. Unhappy people don’t even know where to begin the process and don’t want to learn.

Born free, like you, we grew up in rural society composed of people who were always happy with their lot and those who were not. Through our formative years, we learned it didn’t matter if the people were poor or rich or anything else. All classes, all cultures featured these opposites in personality profile types. Flourishing social systems are happy, languishing social systems are not. It’s never the other way around. Neutral is impossible.

Early on, we wondered how people were arriving at these highly disparate mental attitudes within the same human nature and social envelope. As most collectives of society contain both happys and unhappys, we concluded the choice was personal. That observation raised the question: what motivates an individual to willfully choose to be unhappy, as so many do? What are the roles of social conditioning and social norms in delivering this unfortunate condition?

Those questions are not easily answered. The psychological states of happiness and unhappiness are effects of your mental choosing processes intersecting reality, the task actions you choose to perform in your context. These are measurable states of mind and they tend to be fractal.

There are many disparate causes for each state, happy and un, and each generates its own set of consequences. It turns out you can’t certify the causes of organizational dysfunction (OD), aka Plan A, until your solve its riddle. Then you notice you can’t certify the span of effects of OD until after you compare the before to the after processing states. It seems ludicrous, but you have to possess the answer book of Plan B before you know the fruitful/frightful questions to ask about how did these intelligent humans end up supporting unhappy Plan A.

“Science” has been researching the psychological phenomena of social behavior for centuries without a clue as to the best-attainable social states and how to get and stay there. Considering the abundance of knowledge gathered about these diametrically opposite attitudes and opinions, we still wonder why so many people are deliberately choosing to be unhappy? Everything in this conundrum is entangled in value systems, your priorities for selecting task actions.

The reality centered Life is ancient common sense.

General remarks

Since sociology science didn’t derive the top down causal cascade from reverse-engineering its vast working knowledge of effects, that fact alone explains much about the grossly-unhappy state of hierarchical society today. We surmised there has to be a motivator (our guess is social standing) that ranks higher in value priority than personal health and happiness. As everything in and about this state of affairs in social behavior is psychological, our bet today is placed on “norms and values” of the culture you live in. The absence of that factor is why, exactly, Robinson Crusoe survived his social isolation intact.

Social behavior has no mass, no inertia to overcome. There is nothing to buy. There is no central control room. Social behavior is but the product of a wireless entanglement of individual, unknowable subconscious minds. Everything you witness about the engine of social behavior is intangible and some of that is eternally unknowable to boot. There are no permissions to obtain to learn about this psychological stuff about happiness. The pursuit of happiness is an inalienable right.

We conclude, at present, that social norms dictated by the ruling class are the primary coercive forces of the choice to forego happiness. After all, foregoing your inalienable rights is a standard condition of employment. It’s plain the social status incentive didn’t ride in on our Stone Age genome because it never manifested in Stone Age society. It had to arrive by social conditioning. Remember “Do as you’re told!?” “Curiosity killed the cat?” Behave or the boogie man will get you? “I’m the mommy, that’s why! Remain in the station to which you were born. Obey me: don’t believe your lying eyes.”

This website fills in many of the particulars in our ongoing quest to certify the apex causation of organizational dysfunction (OD). Every day we ask ourselves anew: “What primary cause must be addressed first, upfront, before any of the other causal candidates can be decisively neutralized?” This question is absolutely primary because if you get it wrong, you can’t reach flourishing Plan B.  And, the only way to find out which one is top gun is by the grueling, thankless process of elimination, a royal PITA nobody wants to have to go through.

It’s mentioned above, but you have to knowingly, deliberately attain the happy Plan B state before you can validate primary causation of Plan A’s OD. Since no one before 2013 had ever gotten there, everyone was working on second order causes of OD with nothing but failure to show for their efforts.  If history had exceptions, OD would have been eradicated by now. The wreckage of Plan A is global gigantic, far more carnage than all the wars of mankind put together.

One nifty thing about having the fix for the primary cause of OD in your toolbox is that it is demonstrable to any audience, at any time, in any situation. In fact it is so easy to demonstrate that anyone can do the demo, regardless of their knowledge and experience. Think of the naïve boy in the Emperor’s Clothes fable. You’ll get it right the first time.

More proof? Just being told that the primary cause of OD is known and has a fix put you in a psychological quandary, one which you already feel. “Do I really want to know the cause of unhappiness? Do I really want a fix for OD?” You reflexively answered yourself “No,” just like everyone else.  Why does everyone immediately choose “No?” Well, that’s another process of elimination chore of great significance that centers on your unknowable subconscious mind. For now, it’s mostly guesswork from failed experiments.

Breaking Silence

A sample

Field explorations with operating social systems regarding the social-mind blindspot, super-significant to everyone’s way of life, are nonstop. Our curiosity about an anomaly concerning the most important functionality to Homo sapiens existence, began the quest: ‘How does context influence the choice of task actions?’ How does knowledge of the operational reality, or the lack of it, impact choice-making? Hundreds of live experiments have been conducted over the years and computer-driven dynamic simulations of social behavior, based upon mathematical physics, are in the millions.

It didn’t take long on the social battlefield (battyfield?) to affirm that the paramount knowledge and skill set for engineering a healthy, successful way of human life is routinely sabotaged by the Establishment – with the full cooperation of its socialized victims. This self-defeating, lose-lose process of reality denial, is on display everywhere, right now. Just look.

Because of its great significance to mankind’s health, welfare, and survival, breaking silence on this menace to society is top priority. You will soon realize this breakthrough, in attaining happiness on purpose, is for you. Before 2013, you and your hierarchy didn’t have a choice.

Happiness is a free choice.

 

⇒ Announcing what has been achieved⇐

Since 2013, the capability to take a hierarchical social system languishing in dysfunction and transpose it, as-is, into a flourishing, self-sustaining, futureproof collective. Incontrovertible.

 

What is rendered undiscussable?

The reality-denial blindspot blocks knowing that:

  • Your inalienable rights have been taken away
  • You have been bludgeoned into mindless obedience to authority
  • Your curiosity has been locked to “idle”
  • You have been depersonalized and herded into a baitball configuration
  • Your knowledge of cause and effect has been restricted to low-significance matters, always “digging down” to effects, “getting under” the data, never working upstream towards primary causes
  • Methods for locating the primary cause of organizational dysfunction have been made undiscussable as well
  • There are successful social relationships, such as the master/apprentice schema
  • There is a proven fix (Plan B) for organizational dysfunction, Plan A

 

To name a few.

What’s within reality-denial’s scope?

Crippled functionalities

  • Curiosity
  • Creativity
  • Goal setting
  • Making prudent choices of task action
  • Distinguishing right from wrong
  • Planning
  • Forecasting
  • Selecting
  • Communications
  • Research
  • Design
  • System control
  • Education
  • Operations, producing
  • Adult learning
  • Maintaining
  • Problem solving
  • Innovation
  • Responsibility

 

To name a few.

Reality centering is a task only the conscious mind can bring home.

Lock List

The benefits of having reliable, proven social dynamics knowledge, stream to you every day, all day. Nothing is in your way to start your benefit stream here and now. The samples taken from the knowledge bank, when deployed, can immediately reduce your angst levels. In this unknowable affair of the mind, there is no mass, no inertia to overcome.

The left stack of causation lists attributes of social behavior you can observe in action and validate on an objective basis. These are discrete causes locked to the right stack of cascading effects, guaranteed to coexist. You can validate the effects associated with their causes by objective measurements. No permissions are necessary.

Once you gain confidence in the social behavior lock list, you can start adjusting your social behavior accordingly. The first benefit to flow to you is angst reduction. You will discover first hand that understanding the mechanisms of action of social behavior, especially those that drive you bonkers, takes away the sting on your security and self-confidence. The second streaming benefit is that your forecasts of the trajectory of the social system are spot on and timely.

To any who refuse to absorb and deploy what can be learned about social system reality, pure windfall, nothing more is available. They have chosen to enter a sociological black hole from which escape is impossible. Disconnect and distance.

To those who have experienced the power of social dynamics knowledge and wish to extend their social intelligence, the website is a bonanza.

Because it is simple, direct, and powerful, the lock list is a stalwart first milestone on the cognitive toll-road to Plan B. Make sure you double check the cause with ground truth. Once satisfied as operational, look for the associated cascade of its effects. You can immediately use that knowledge to navigate the social minefields, predicting the trajectory going forward. Your peers will notice the reliability of your forecasts. You can separate the producers from the oblivious entitled consumers for Rogerian-Triad personalization and trust building.

Partnering with reality is a clinic in cause and effect.

Operational Cause  ↔  Assured Effect

 

  • Hierarchy ≥ 3 levels of command ↔  Business as usual, Plan A cascade, 3D corruption
  • Turnover ≥ 36% per annum ↔  Organizational dysfunction (OD) lock
  • Depersonalization of workforce ↔  Withdrawal of efficiency
  • “Drive” management  ↔  Sabotage of productivity
  • Rule-based behavior ↔  Helpless in disturbance, unable to extract entropy or provide competitive advantage
  • Class distinctions ↔  Upper class entitled consumers abuse of producing classes
  • Top-down paramount operating assumption ↔  Locked in Plan A, progressively degenerating
  • Denial of inalienable human rights ↔  Corruption, health degradation
  • Mutual distrust in transactions ↔  Ever higher administrative costs
  • No legitimate outcome responsibility ↔  project failure blame game, stakeholder damage
  • Too big to fail ↔  In self-generated crisis, government bailout rewards corruption
  • Head shed focus on social standing by authority  ↔  No social power to do good for the collective

 

Each of these locked associations is discussed at some length on this website.

Onward

Elaboration on reality-centering has its own page.

The wealth of practical knowledge about flourishing provided on this website, including the roots of happiness, about improving your way of life through applied social intelligence, is our legacy to society. In this fascinating new/old arena there is no waiting to receive payoffs and there is nothing to buy.

There is a separate page for background on our pilgrimage.

The lead-off page of website m-i-t-m.com for the man in the middle has been changed as improved knowledge has been developed. We placed some of the predecessors are available on this website for our use in marking progress above the mentor line.

To delve further into the cause and effect dimension of organizational dysfunction, go to the C/E toolshed page.  There you can visit pages about the coupling, fractal cause, fractal effect, one reality, that are not listed on the banner menu.

To learn about our personal platform for operations, visit about us

 

Hits: 3563