Hyper Learning Audition

For any MitM not in the FLLP, going to the trouble to audition the process of transmuting to Plan B is in your self-interest.

  1. Exercising Plan B skills in shaping social behavior is downright fun. Win-win payoffs
  2. Exploiting the fact of Plan B existence, the “Hammer,” in an escalating series of gambits, places you in a unique, mutually-beneficial relationship with the collective. You are switching from defense, where you invariably lose, to offense, where you invariably win.
  3. Learning Plan B sociotechnology gives you an infinitely valuable life skill, turning your audience into actors.
  4. You climb a rung or two on Maslow’s ladder of psychological success.


The Plan B equivalent to Thor’s Hammer. Catatonia delivered.

The audition gambits provide insights into the value systems of the people in your scope that would otherwise be opaque. As your experience attests, knowing how a person behaves in one social context does not predict how that person will behave in another.

Using “Plan B Lives” as a disturbance is invaluable for trust/no-trust determinations. It weeds out misclassified individuals in your trust pod, avoiding the wreckage of betrayal.

The advanced gambits set you up to avoid pursuits of the impossible, to forecast social outcomes with stunning reliability, and seed beneficial relationships. While there can be no guarantee that the head shed will react rationally to the fact that Plan B exists, it positions you to exploit positive developments should they emerge.

Unlike the FLLP pole vault, some audition gambits take time to mature and bear fruit. The implementers that matter to organizational prosperity, however, will eventually rally to your defense and follow your lead. Positive reciprocity at work. There are many veterans of the FLLP for you to interview.

The ladder to psychological success, transcendence. Plan A gets mired at the bottom rung.

General Remarks

The ultimate irony in learning the mechanisms of action of social behavior is the fact that when you get your act together, when you become congruent with indeterminate social reality, the professionals in sociology and psychology will diagnose you as clinically depressed.

The challenge of displacing Plan A, ancient purveyor of carnage, catastrophe, and conspicuous waste to society, for something better, has been grossly underestimated for millennia. Because the fundamental assumptions guiding the attempts were erroneous, no one even got close. The scorecard:

  • A quadrillion dollars looking for a fix down the drain.
  • Needless human suffering by the billions.
  • No lessons-learned. No reason for hope.

Plan A presents the classic, well-researched, “survivor’s choice” (from WWII prison camps). Why did some survive the concentration camps while most of the inmates didn’t? The studies showed that every survivor took themselves through the same logical process:

  1. They accepted the blunt truth of their situation
  2. They accepted that only taking action could lead to their survival and freedom
  3. They chose compliance to the reality in survival mode

Those who refused to accept the reality of their plight and take personal responsibility for their survival never gave themselves a chance.

The inmates of a Plan A organization face the same dilemmas and the same choices:

  1. Their organization cannot fix itself, matters of their health and welfare will only degrade
  2. Only taking action to change could lead to betterment
  3. There is a Plan B fix to the Plan A asylum, but you have to act

The labor of thinking

The best-fit name for the process that transforms Plan A into Plan B is anagenesis. While the effective transposition process is not rocket science, it’s not intuitive. Like flying in a fog, you have to believe your instrumentation and triage the proclamations of your anxious subconscious.

To think that reading material posted on a website could, in any situation, be sufficient for an individual keystone to bootstrap himself to Plan B status, solo, outside of the FLLP, is ludicrous. Yes, we did it, but we’re certified nut cases, and, as there was no Plan B GPS for navigation, the erratic and painful process took decades and retroactive pessimism. When success came in 2013 it was luck, to be sure, but it was no accident.

The more complexity in the problem facing the organization, the less effective business-as-usual is to solve it. You can’t get to Plan B by studying the available literature, produced by people who have no idea what Plan B looks like. The psychological engine of OD, your subconscious mind, with trillions of connected parts, is unknowable. The irrationality of the healthy brain is no ally, especially since it jumps to conclusions from scratch sever times per second. The line between the normal deluded brain and the pathological brain is neither clear nor sharp. Emotional undercurrents can set your best efforts at conscious-brain operations adrift.

The subconscious brain has two parts. One handles the systems that keep you viable about which you can do nothing. The rest, regarding your survival, is untrustworthy in the extreme. Since it works more to preserve you from reality than adapt to it, never trust your subconscious brain to safeguard your welfare. No amount of data about anybody’s failures points to a successful solution. It just lays there until your curiosity picks it up. The only lasting antidote to uncertainty is implementation.

The subconscious mind, the prime mover of social behavior, is adroit in the manipulation of information. A master of hypocrisy, its methods of moral bookkeeping are craven. Gatekeeping your brain in these matters, as in resisting temptation, is hard work. The only workable scheme for this impossible mess is to use Black Box testing to build system knowledge. Black Box knowledge development is exacting, tedious and endless. Black box only tells you what doesn’t work. Progress towards a fix is dependent on your informed ingenuity.

What we had to learn the hard way, a constraint you are now spared, is the the power of context, of circumstances, nested side-challenges within the social-behavior trust domain that must be resolved before the goal can be attained. One hidden-barrier is the necessity to get your act together before you commence trust-building, before you can engage hyper-learning, before you can attain Plan B. Another example is to understand, POSIWID, the sabotage of management on workforce productivity and the workforce reduction in productivity that occurs in response to this betrayal of trust in “leadership.” You have to learn why the head shed is more Clouseau than Poirot.

The only way to specify the inbuilt, concealed, nested stepping stones, like the flying-monkey ambush, is to attain the goal and study the path to success going back upstream. The major interposed mandatory quests and riddles embedded within the fix include:

  1. The keystone roles of the hierarchy. One at the top level for administration and one for prosperity at a lower level.
  2. In social intercourse, the paramount role of high-stakes trust in sustaining prosperity.

Documentation has its place in learning, to be sure, but by itself, it is neither effective enough, sufficient enough, nor quick enough to reach Plan B. It takes a team.


Since you are not expected to win the skirmish of life by absorbing literature, the website coaching of ambits stops with your motivation to visit a Plan B implementation, see for yourself, and engage a bunch of veterans committed to trust-based operations. See what your life as a Plan B keystone would be like in its operational reality. Try it before you adopt it cuts through all explanatory fog, including the obfuscation we generate here. Therapeutic. But, you know that.

The gambits featured in “audition” are in two categories. First is experiments anyone can do, regardless of their psychological state. Profiting from the remaining procedures require that you first get your act together. That is asking a lot from reading DIY literature. The reason ties back to the functionality of the subconscious mind.

  1. Organizational prosperity is predicated on high-stakes trust
  2. The subconscious mind reaches conclusions about the trustworthiness of others in less that 15 milliseconds. Your’s does too.
  3. If you don’t have your act together, you will be immediately tagged as not-trustworthy and to execute the gambit anyways flips to counterproductive.
  4. When you do have your act together, at low emotional stress and high self-assurance, the gambits pay off immediately. This settles the issue of your chances to reach Plan B success.

Getting your MitM act together will take time and some form of contact with veterans. There is no work-around. No one can do it for you. Because of their role in the hierarchy, MitMs have Plan B rights not available to other levels saddled with obedience to authority.

The MitMs in the FLLP program have everything they need provided by the interventionist, customized to each individual for the hyper-learning sprint, the pole-vault over to Plan B. The folks in the FLLP make progress beyond what’s possible with a website in the first episode of the first season. That’s why this gallery is for MitMs not in the FLLP. For engineering organizational prosperity, MitMs cannot trust anyone outside of The 2½ rule for matters relating to their scope.

Audition, self-directed learning, is a version of on-the-job training where you are both instructor and student, both the audition performer and the evaluator of your performance. You are both coach and coachee. However, at some point, sooner or later, to build the level of high-stakes trust it takes, there has to be face-to-face contact with Plan B veterans. No one will get anywhere near Plan B status without eventually engaging hyper-learning methodology, adult learning at its best. Think pole vault.

The transposition to Plan B has to be a pole vault and you have to get beyond the inflection point where the in-streaming benefits outweigh the out-streaming labor of learning in order to clear the bar. Transmuting from Plan A to Plan B is arguably a pandemic-class disturbance to a social system.

This page provides self-conducted learning packages, gambits, performed in a progressive sequence of risk. The earlier tactics are fun while the later gambits stream rewards. The procedures bring disturbances to the individuals in your social environment and it is by disturbances (black-box testing) that you measure social behavior. Steady-state performance tells you nothing about system dynamics, in engineering terms the characteristic equation.


Producers and Authoritarians

The design of your audition staircase for the climb towards Plan B, is for you to experience first-hand that the Plan B paradigm stuff works 100% of the time. In trust-building, since its premise assumes that human nature and natural law are invariants, your task is to challenge those assumptions by test in your situation. There are two takeaways.

  1. The Plan B paradigm and its algorithms are generic. The process that transposes Plan A to Plan B is also generic. They work 100% of the time, everywhere. You learn to trust natural law and human nature as indifferent invariants.
  2. The benefits of this applied psychosocial knowledge are personal and real. It’s the largest streaming payoff for your efforts of your experience.

Meanwhile, you affirm to yourself that the platform of organizational dysfunction is 100% psychological, the proceeds of the impetuous subconscious mind, the reality of the entangled minds comprising the social network. Yes, social behavior is all about incomprehensible elements and functionality. While you can not get all the way on your own, you can derive benefits from every audition step you can manage. If you choose to go all the way, via the FLLP, you can.

To repeat, for the MitM not in the Front Line Leader Program, there are limits to self-learning Plan B. At some intermediate level it will be necessary to reach out for veteran assistance to finish the transposition. This barrier, an objective negative function, is not a flaw in your competency, or ours, but a condition of the pole-vault sprint. To get “there” at all, you have to get there in a rush with other MitMs. The reason storm-the-castle mode is necessary is turnover, secondary trust, and your supply of internal energy tied up in Plan A-caused angst.

  • Turnover erodes all progress. Turnover strangles any goal-seeking gains to death. Turnover is all about trust.
  • Angst, an insidious form of pain, commandeers your internal energy supply. Angst is all about trust betrayed. High-angst people can’t learn, trust, or solve problems. When you’re with veterans, you can experience what the psychological payoffs of trust-based Plan B will mean to you.
The cognitive effort to gatekeep our subconscious decisions is the linchpin of Plan B






The audition menu

  1. Study Hall
    1. Engage website
    2. Read history
  2. TUS poster, observation
  3. Commence getting act together: grooming for high-stakes trust-building
    1. Understanding MOA of Plan A
    2. Understanding head-shed sabotage, Ca’canny
    3. Understanding MitM keystone Plan B role
    4. Strive for angst blowdown
  4. Develop and practice trust-building skills outside of work
    1. Rogerian Triad
  5. Plan B silence-breaking (posters). Ally-building by education
    1. Plan B exists
    2. Inalienable rights
  6. Veteran contact: requisite for confidence-building


Joint effort phase

  1. Trust-building the revenue crew
  2. Explain and introduce Plan B to crew, angst blowdown
  3. Operate Plan B, validate realized benefits (before A v after B)
  4. Petition for the FLLP with other MitMs


Study Hall

No, society is not picking on you. No, you didn’t order the carnage. The “A” problem is bigger than you but not, as we learned, and you too can learn, bigger than “us.” There’s a rational, comfortable platform for what we’re doing that’s beyond dispute.

Begin the climb towards Plan B in zero risk by browsing the website and the literature. You can have a .pdf thumbdrive of the entire Plan B library for the asking. It’s a bit much in scale but searchable on keywords. There’s a lot of history of Plan A. It was one of the first things the Mesopotamian scribes captured on clay tablets in the fourth millennium BC. The quotes and excerpts on this website, and there are many,  give an overview.

Available artifacts: The .pdf thumbdrive. The website


This is a portion of “The Universal Scenario” poster, 2′ x 3′ that breaks silence on Plan A project mismanagement. Assembled thirty years ago and still painfully current.

The Universal Scenario

The first test step after your study hall phase is over is to affix the Plan A poster of its big projects in your workspace. The gambit is simply to observe reactions of your visitors encountering it. You’ll be using that observation time to get your act together. Some will get engrossed and take smart phone pictures. For fear of appearing disloyal, managers will act as if the poster wasn’t there. The purpose is to experience the ubiquity and uniformity of Plan A behavior regarding the operational reality.

The self-explaining poster is provided to anyone who asks for it. Label it Plan A.

Designed and executed by the artist Gwen Moore in 1989, hundreds of them went out to adorn cubicle walls around the globe. Your learning comes from observing the reactions to the message. It is a subtle silence-breaker by itself. Over time, responses to the poster affirm the ubiquity of organizational dysfunction, classifies those who react to it, and shows the subterfuge of Plan A to protect its throne.

When the 2′ x 3′ Universal Scenario for big projects poster has made the round of visitors, it is time to head off for the next milestone.

Artifact: The Universal Scenario poster

Before you can develop high-stakes trust in others, you must come across as trustworthy yourself. The act has to be authentic. over time.

Getting your act together

This is the hardest part of the cognitive journey to Plan B enlightenment. Only you yourself can get your act together. No one can do it for you. You must enter the boxing ring of psychic struggles with yourself.

As introduced earlier, the dilemma driving this requisite is this: your subconscious and that of all Homo sapiens makes semi-permanent determinations of trustworthiness in a few milliseconds. You cannot fool the subconscious of anyone into trusting you when you have angst and insecurity. We surmise that the subconscious figures that anybody worth high-stakes trust would take care of business at home first.

If you are psychologically damaged goods, your chances of building high-stakes trust in others are zero. The subconscious is just too fast to fool over a practical time frame.

Carl Jung nailed the core issue a century ago.

Learn the source of your angst/insecurity, Carl Gustav Jung. If the culprit is Plan A life, the usual suspect, you must learn the mechanisms of action of Plan A so as to see its lunacy. It seems odd, but once you understand it’s social system source, beyond anyone’s control, the angst will subside. When you understand that something can be done about your plight, your insecurity will subside. In short, getting your act together is learning about the reality and displacing faulty knowledge. The operational reality is indifferent to your objectives.

You are not bereft of options. The website is loaded with descriptions and procedures to help you through this growing process. It is study and test. It is throwing the stuff that didn’t work away, keeping the stuff that did, and formulating another concept to test. There is nothing to buy. Your brain will start to hurt from conscious-mind effort, not from angst.

Understanding the role of sabotage

The origin of every Plan A begins with productivity sabotage committed by the head shed. Thorstein Bunde Veblen wrote several books on the subject over a hundred years ago. He showed in detail how corporate management deliberately impedes productivity in order to control prices. He showcased how the ruling class uses usufruct to hoodwink the population by taking its resources, banking the proceeds offshore, and leaving the debris and tailings for others to clean up.

The response of the workforce to the deliber ate sabotage of productivity by management is to reduce it further, a reaction labelled Ca’canny in the 16th century by the Scots. The reflexive withholding of efficiency by the workforce accounts for at least a 25% reduction in productivity. It is this 25% which is restored by Plan B that jump-starts prosperity. It is the reversal of Ca’canny in Plan B that the workforce uses to prevent head-shed sabotage from taking place. This adds to the beneficial impact of Plan B.

We have learned to treat head shed and workforce sabotage, not as a crime, but as subconscious-instinctual reaction to the fulfillment of hierarchical roles. It is why, exactly, Plan B depends on the conscious mind exercising veto power over the subconscious. Yes, it takes the labor of thinking.

Understanding your keystone role in Plan B

Reflect on the keystone role of the MitM. Two aspects of the keystone convey the unilateral power to sustain and increase organizational prosperity in the face of disturbances and the unending onslaught of the 2nd Law:

  1. You have no social capital to lose. You are not a prospect for class warfare. You cannot be threatened by alienation from management or labor. You are a man in the middle at the organizationally-neutral position. Not management, to management. Not labor, to labor. Blaming you for everything that goes wrong just reinforces your role power to get the right things done and demonstrates hierarchy awareness of your positive power. Your function is engineering.
  2. You are not deity-obliged to obedience to authority. You are the vital, creative link in translating abstract injunctions into tangibles, tooling, and concrete tasks, many times a shift. Your revenue crew has no choice in the matter of its task action.

When you understand the unique power associated with the front-line leader position, you realize you are the only level in the hierarchy in control of social system prosperity. Everyone blames you for performance shortfalls and damaging accidents precisely because they recognize your keystone role. This calls up Warfield’s dictum, “Don’t ask them to do what they can’t.” Don’t expect the head shed to do what is impossible for its role. Namely, deliver high productivity. It can’t. Only keystones can do that.

Napoleon figured this out, like Joshua Reynolds, on his own.

Striving towards angst blowdown

Since you need a large supply of free internal energy to make the pilgrimage to Plan B, it has to come from somewhere. It can’t be bought. We recovered the energy confiscated by OD angst for the purpose. We call this event angst blowdown because in reality it occurs in a flash just like the steam boiler blowdown cycle ridding its water of accumulated impurities. Indistinguishable from magic, angst blowdown usually occurs before the third episode of season one of the FLLP.

Angst reduction occurs when the keystone:

  1. Learns that OD is ubiquitous and it’s not his luck
  2. Acquaints himself with the mechanisms of action of Plan A OD
  3. Understands why his hierarchical role is inherently the Plan B keystone role, protected as such under the laws of man and nature
  4. By testing implementations, gains confidence that the Plan B works. That there is a solution to his dilemma and he can prosper.

By reaching this milestone in getting your act together, you have learned about ubiquity and the inherent power in your keystone role. You have learned to distinguish between the pursuit of the impossible and the characteristics of Plan B success. Being able to trigger catatonia, at will, marks the end of what you can do in self-learning for angst reduction without veteran assurance. While you can  trust the Plan B paradigm, don’t trust yourself to fight city hall on your own and prevail. Think Magna Carta.

If you attempt to build trust by your intuition and make a mistake, the cause is lost. High-stakes trust-building has to go right the first time. You can read about the methods critical to success, especially the Rogerian Triad, but you need to practice in safety far away from your revenue crew. We practice every day ourselves while running the errands. Since no two people are the same, personalization is necessary to tailor the trust building process. One size does not fit all. Don’t attempt high-stakes trust building until you have your act together.

We can’t assure a MitM that he can reach angst blowdown on his own. In the FLLP, getting a group of MitMs to vent off their angst is straightforward and quick. Like popcorn, when one keystone cries out “Ho Lee Schmidt” in the all-MitM class, everyone does. As you can well imagine, no MitM in the group dares to lag his peers. It’s the premier indicator that high-stakes trust has kicked in. The rush of newly-available internal energy supply is a privileged sight to behold and a rush of oxytocin all around. It feels damn good to have that big ape angst off your back – forever.

The criticality of angst blowdown comes into play in high-stakes trust building. Your anxiety is detected within a few milliseconds and it’s game over. You can’t trust anyone whose internal energy is locked up with angst. That door swings both ways.

Practice trust-building

It is important to hone your trust-building skills to high confidence levels before you attempt to build trust with your revenue crew, the wealth generators of the organization. When the stakes are high, one slip up is doomsday. The technique that always works for trust-building is the Rogerian Triad.

  1. The keystone should be self-aware, low angst and genuine. Have his act together.
  2. The worker’s experiences, positive or negative, should be accepted by the foreman without any conditions or judgment. In this way, the worker can share experiences without fear of being judged.
  3. The MitM demonstrates empathetic understanding of the worker’s experiences and recognizes his emotional experiences without getting emotionally involved.

There are several YouTube videos of Carl Rogers in action. There is precious little about this competency that comes natural. Once you get the hang of it and witness the gush of positive reciprocity, however, it will become habit.

Silence breaking to mark your sanctuary of rationality

After the ubiquity test has done its job, it is time to prepare for the future. Since pushback on silence-breaking is an inherent risk, it’s prudent to prepare your defenses in advance. Your bulwark has four arguments:

  1. The inalienable rights of the MitM role
  2. Your legal duty as a MitM professional
  3. Contrasting Plan A to Plan B. Benefit package
    1. Reversing Ca’canny
    2. Blocking head-shed sabotage and conspicuous waste
    3. The incontrovertible fact that Plan B exists, aka the hammer

Like The Universal Scenario, the silence-breaking gambit is executed by displaying posters in your workspace and observing reactions to the messages. Having the “Plan B exists” card gives you the option to trip the hammer that triggers catatonia. They have no response to your logic or to your position. You’re not leading a revolt but simply stating your boundaries of obedience provided by the DOI and civil law to MitMs. Your central and only goal is increasing organizational prosperity, building organizational wealth. You authenticate your goal in an indisputable way by increasing productivity and competitive advantage.

After getting comfortable with the Plan B platform and getting your act together for yourself, it is time to begin educating your social environment. The posters and gizmos are preamble.


When catatonia takes place, instead of punishment, the news travels around the workforce at smart-phone speed. In one stroke you will have gained the quiet support and trust of every worker, every fellow MitM.

This is where the law of diminishing returns takes over. It marks the end of striving towards Plan B solo and staying intact.

Posters: Ready for printout.

  • The Plan B hammer
  • Inalienable rights and professional duty
  • System A v System B
    • Windfall
    • Administrative waste


Windfall Poster, copy and print

Plan B ∆ Plan A Windfall

The engine of organizational prosperity

These are the interconnected functionalities common to and comprising all social systems. One element in the listing below cannot be changed without affecting other elements. The collective functionalities comprising the social system change as a set. Only the authentic As and Bs are stable.


  • Productivity ∆↑ 25%
    • Availability ∆↑ 25%
  • Quality ∆↑ 45%
  • Managerial Workload ∆↓ 75%
  • Supervisory Workload ∆↓ 25%
  • Administrative Workload ∆↓ 50%

Security boost

  • Turnover, overtime, and absenteeism ∆↓ 80%
  • Safety ∆↑ 50%
  • Health ∆↑ 80%
    • Physical ∆↑ 40%
    • Mental ∆↑ > 100%
      • Morale ∆↑ > 100%
    • Mutual trust ∆↑ > 100%
    • Sabotage, corruption, pilfer and swindle ∆↓ 75%
    • Authentic, specified responsibility for goal attainment ∆↑ > 100%
      • Responsibility freely taken, coupled with autonomy to act ∆↑ > 100%
    • Resilience to unforeseen disturbances ∆↑ 75%
      • Incontrovertible, failure-proof process ∆↑ > 100%
      • Square deal Magna Carta ∆↑ > 100%
    • Inalienable rights restoration ∆↑ > 100%
      • Opportunity for psychological success ∆↑ > 100%
    • Actionable quality information (reality truth) ∆↑ > 100%
      • Transparency ∆↑ > 100%
    • Freedom and encouragement to innovate (err) for advancement ∆↑ > 100%

Sustaining Improvement

  • Positive reciprocity ∆↑ >100%
  • Streaming Feedback into navigational corrections ∆↑ > 100%
  • Viability husbandry
    • Entropy extraction ∆↑ 75%
    • Damage and waste ∆↓ 50%
    • Regulatory compliance ∆↑ 50%
    • Environmental protection ∆↑ 50%

Bright Future

  • Stakeholder satisfaction ∆↑ 75%
  • Competitive advantage ∆↑ > 100%
    • Growth and new Opportunities ∆↑ >100%
    • Workforce innovation ∆↑ > 100%
  • Community relations ∆↑ > 100%
  • Unsolicited job applications ∆↑ > 100%

Conspicuous waste of administrative effort poster. Copy and print:

The administrative, overhead issues endlessly actionable in Plan A, conspicuously absent in trust-based Plan B operations.

  • Ca’canny: reduced productivity and availability
  • Troublesome quality in products and services
  • Stakeholder dissatisfaction
    • Stakeholder tort litigation
    • Deteriorating community and public relations
  • Creativity shutdown: little or no competitive advantage and opportunity for growth
  • High transaction costs
    • Turnover, overtime, absenteeism and grievances
    • Inspecting and policing
    • Regulatory and environmental damage
    • Insurance
    • Corruption
    • Safety/injury, waste, damage, sabotage
      • Reduced psychological and physical health
      • Insecurity, angst, distrust
  • Low morale, Esprit de corps
  • Reduced resilience to unforeseeable disturbances

Human rights poster for Plan B. Copy and print.

Human rights and Fundamental Freedoms

Moral Rights

1.   Declaration of Independence, 1776, Bill of Rights (1789)

2.   UN Universal Declaration of Human Rights (1948)

3.   Rights codified in man-made law, including recourse

  1. Tort
  2. Conditions of professional license (keystone PEs)

4.   Genome rights, Human Nature Instincts


Acquired Rights, stop rules codified in natural law, incontrovertible

  • Contingent rights, conditional
    • Acquired obligations of role
      • Duty of effort
      • Outcome responsibility
      • Stakeholder protection
    • Acquired rights of accessibility and independence to attain objective


The website calling card. A supply provided on request.

Veteran Contact

This is about as far as a MitM can get solo. To continue the advance, it is necessary to interact with veterans. You need to know what “Done” looks like in order to be able to navigate towards the goal.


Joint effort phase FLLP

This discussion is about the milestone sequence after the FLLP gets started, a preview of coming attractions. These milestones are met as a squad of keystones, kept on track by the interventionist. There are no gambits, no posters, no gimmicks in the FLLP. There are FLLP sport shirts for the Plan B veterans and the talismen. The veterans have proven to be quite capable of thinking up job performance aids for themselves.

  1. Trust building with the revenue crew
  2. Introduce and explain Plan B to crew
    1. Angst blowdown
    2. Workers rights of independence
  3. Operate Plan B, validate realized benefits (before A v after B)
  4. Promotion of Plan B with other MitMs (FLLP)
  5. Keystone fraternity
    1. Magna Carta petition

This coalition phase is covered in detail in the other galleries of this website.

It is essential to make the the pole vault exclusively with MitMs. You cannot afford dragging the anchor of anyone who has social capital to lose. The beauty of the MitM role is that it absorbs all the punishment the organization can deliver without you getting a scratch. Let them have their supreme authority. You have absolute power and control of organizational prosperity.

Trust building the workforce

Armed with competency and confidence, high-stakes trust is the milestone that enables reaching all subsequent milestones.

Workforce Angst Blowdown

As specified, this milestone cannot be reached without you getting your act together and prior veteran/peer assistance. Your natural instincts as a MitM, multiplied by your social conditioning, are counterproductive towards that end. Experience with the FLLP shows that as-received MitMs, 99.9% when it comes to trust-building, left to their natural proclivities, encourage the very distrust they seek to avoid. Don’t think you are special in that regard.

The moment you succeed in building high-stakes trust in your workforce, the streaming rewards are so great, recidivism will not be an option. This benefit applies to your workforce as well. That is why, exactly, turnover drops by 80% on the same day trust locks-in. Remember, the social network has no psychological inertia.

The workforce signals their trust of your leadership of the wealth-generating crew, by poking fun at you. You are lead-dog, bell-cow, but one of them. They will be comfortable making remarks about your idiosyncratic ways to your face and will take your reciprocity in kind with good humor. Until you are the butt of their jokes, in public, you haven’t made the trust milestone. While we can only guess why this is the case, the pattern is invariant.

We surmise, since fear is a driver of angst, that when angst blowdown occurs, the release of fear changes perceptions. What was perceived as a flaw in your character before trust, becomes irrelevant afterwards. You are being measured by performance towards shared goals, not your personality profile. When that happens in the revenue crew, productivity soars in lockstep with the joyful camaraderie. Don’t worry, everybody knows who’s lead dog.

When high-stakes trust is achieved, everyone involved wants to trust his co-workers with responsibility and independence. It’s social behavior at its best. No one would dare betray that trust, money no object.

Operate Plan B

When Plan B kicks in with your revenue crew, it is important to keep complete, reliable A v B quantitative performance records. Operate under Plan B for a few months to actualize and measure the full benefit package. Positive reciprocity is the signature trait of sustaining Plan B life.

Sideways promotion

While sideways, in-level workers will be quite aware that healthy changes are being made, it is necessary to keep focused on Plan B in your zone until the facts of comparison are indisputable. When the evidence is beyond dispute, launch quiet promotion. This is best done by petitioning for the FLLP in Magna Carta style. The interventionist and format will take care of everything, fast.

The keystone level fraternity and the “petition”

The final phase of the transmutation is forming a local keystone fraternity. Since solo assaults have no chance, to establish a square deal between the workforce and the head shed it is necessary to form an alliance, a solidarity for the purpose of fair trade. FLLP experience is clear. No matter the amount of windfall going into the treasury from Plan B, management reflex is to sabotage operations, not share the windfall with the windfall producers.

The fraternity campaign for fairness is simply to make an offer to management about the windfall they cannot refuse. Remember: no mass, no inertia. The keystones can make things worse than Plan A natural in a day. So far, in practice, the petition delivered by the foreman fraternity has never been turned down.



The gambit step 1

The first task action is to develop your cover story as to how you got into contact with Plan B heresy. You must be far above suspicion for seeking it out by your own initiative. You will be asked this question several times and the goal is consistency with your answer. One possibility is to blame someone in high repute who no one knows. Someone in authority sent you to the m-i-t-m.com website. An acquaintance of yours working for the competition put you on to it. Whatever. Anything but the truth.

It’s generally OK to have investigated the veracity of the claims and developed the technical objections to the process. It’s Ok to have searched for flaws and discrepancies, to controvert the concept. Anticipate the objections that groupthink management would typically raise and include them in the FAQ section.

The gambit step 2

The second milestone is establishing the Plan A performance baseline.  For that chore use the Plan A ∆ Plan B comparison framework, the scope of 16X, as your checklist. It is provided below.

To save effort, there are four key variables, any one of which seals the deal for organizational dysfunction.

  1. Turnover over 36%
  2. The legitimate allocation of responsibility for prosperity, absent
  3. Management’s allocation of effort to Plan A consequences >75%
  4. Treatment of the foremen as candidly reported by the foremen

Interviewing the foremen, one on one, our standard approach, can answer all four factors at once. Abuse of the foreman, the leader of the revenue crew, is typical Plan A practice. The relationship of the factors is synchronized by the network. When one changes, they all change in the direction indicated.

The delta chart, the difference in performance between system Plan B and system Plan A is multipurpose. Everything on the chart is described to excess in the website. Overall, the chart:

  • Specifies the scope of social system functionalities connected to the organizational network of minds
  • Shows the negative material consequences of organizational dysfunction
  • Shows the positive material consequences of Plan B nonexistent in the Plan A repertoire

Use any means you think best to determine the quantities that characterize your target organization. When you get good data on one parameter you can narrow your estimates on the other parameters in the system. The relationships are synchronized by the network as to the direction of change. For example, when safety jumps up, quality jumps with it. It’s never independent movement.

Examine and evaluate the following parameters of system network functionality:

  • Foreman treatment as expressed by foremen
  • Personalization of workforce
  • Turnover
  • Productivity, not production
  • Authentic responsibility for goal attainment
  • Availability
  • Resiliency to disturbances and disruptions
  • How management allocates its efforts
  • Quality of goods and services
  • Competitive advantage
  • Safety and health
  • Inalienable rights
  • Regulatory record, environmental
  • Public relations
  • GIGO and feedback utilization


Plan B ∆ Plan A

Revenue Workforce 16X: Scope and Components

Streaming prosperity

Concerns unique to Plan A: *

  • Productivity ∆↑ 25% *
    • Availability ∆↑ 25% *
  • Quality ∆↑ 45% *
    • Inspection ∆↓ 75% *
  • Managerial Workload ∆↓ 75%
  • Supervisory Workload ∆↓ 25%
  • Administrative Workload ∆↓ 25%
    • Policing ∆↓ 75% *
    • Stakeholder litigation exposure ∆↓ 95%
    • Corruption ∆↓ 95% *


  • Turnover and absenteeism ∆↓ 80% *
    • Grievances ∆↓ 99% *
  • Safety ∆↑ 50% *
  • Health ∆↑ 80% *
    • Physical ∆↑ 40% *
    • Mental ∆↑ > 100% *
      • Morale ∆↑ > 100% *
  • Mutual trust ∆↑ > 100%
  • Sabotage, pilfer, and swindle ∆↓ 75%
  • Authentic, specified responsibility for goal attainment ∆↑ > 100%
    • Responsibility freely taken, coupled with autonomy to act ∆↑ > 100%
  • Resilience to unforeseen disturbances ∆↑ 75% *
    • Incontrovertible, failure-proof process ∆↑ > 100%
    • Square deal Magna Carta ∆↑ > 100%
  • Inalienable rights restoration ∆↑ > 100%
    • Opportunity for psychological success ∆↑ > 100%
  • Actionable quality information (reality truth) ∆↑ > 100%
    • Transparency ∆↑ > 100%
    • Defense against GIGO ∆↑ > 100%
  • Freedom and encouragement to innovate (err) for advancement ∆↑ > 100%

Sustaining System Improvement

  • Streaming Feedback into operational corrections ∆↑ > 100%
  • Viability husbandry *
    • Entropy extraction ∆↑ 75% *
    • Damage and waste ∆↓ 50% *
    • Regulatory compliance ∆↑ 50% *
    • Environmental protection ∆↑ 50% *

Bright Future

  • Client satisfaction ∆↑ 75% *
  • Poised for 16X innovation
    • Competitive advantage ∆↑ > 100% *
    • Growth and new Opportunities ∆↑ >100% *
    • Workforce innovation ∆↑ > 100%
  • Community relations ∆↑ > 100% *
  • Unsolicited job applications ∆↑ > 100%
  • Positive reciprocity ∆↑ >100%

Independent Validation of Organizational Health

  • Endocrine system
    • Testosterone and derivatives (Plan A marker) ∆↓ 75%
    • Oxytocin, Arginine vasopressin and derivatives (Plan B marker) ∆↑ 80%
  • Immune system
    • Interferon gamma (Plan A marker) ∆↓ 50%


Ask your target to estimate how much of their time and energy are invested in the above entries marked by *. Then tell it that those issues never arise as issues requiring head-shed attention in Plan B. The CEO typically laughs at the question and then estimates that his staff spends 90% on “managing” the consequences unique to Plan A .

The vanishing issues

  • Productivity and availability
  • Quality and client satisfaction
  • Stakeholder tort litigation
  • Safety and health
  • Morale, Ca’canny, and trust
  • Turnover, absenteeism and grievances
  • Regulatory and environmental
  • Corruption, espio
  • Community and public relations
  • Competitive advantage and growth
  • Resilience to disturbances

The gambit step 3

Referring to the ∆ chart, estimate the benefit package by comparing what Plan B promises to Plan A estimated performance (step 2). The actual expense of items like turnover are typically grossly underestimated. The success of the gambit does not rest on the amount of justified benefits. The ROI of Plan B is over 10,000 %. This is one reason management goes catatonic. Weaned on a ROI of 10% in management school, it has no maneuvering room.

The gambit step 4

Prepare the FAQ section to answer the typical concerns of management. The technical and financial.

  • How long does it take before benefits accrue?
  • What do I have to buy?
  • Are there installations of this methodology for audit?
  • Can a demonstration of the process be run in our organization?
  • What is required of management?

The gambit step 5

Prepare the “proposal” to management. Reference the documentation resources, site audit invitations, veteran testimonial videos, and demonstration implementations on home base.

A delivered petition, prepared in 2019, is provided as a reference example of a successful submission.

The gambit step 6

Once your submittal is in and a few days of silence has passed you can assume it has  succeeded its mission. There are many events that transpired during your preparation that matter to what to do next. The odds are that your peers and others have become interested in your gambit. This is the time to contact some MitM veterans who have been through this phase before you, for discussion.

There is no rush for action. Gambit success is your signal to go further in the sociotechnology bank and learn what you can. Meanwhile, stick to your cover story. Remain quiet; let things spread horizontally by themselves. There are far too many possibilities to plan further. Experience shows that MitMs, informed, are quite capable of making good choices on their own.

General Remarks

The gambit follows the fail-proof Ackoffian Triad

  1. Know your starting condition dynamics
  2. Know your goal condition dynamics
  3. Design and execute a feasible method of moving from 1 to 2

Since it is generic, you can test-drive the gambit on anyone in any situation. Even your peers will go catatonic, until they see what you have achieved in performance. Chat with a veteran.

It’s a plus to know about Plan B, its existence freaks-out Plan A people. It’s your life and your accomplishment is important to your self-image and legacy. Plan B, the platform for social-system immortality, is the paramount contribution to species Homo. The fact Plan B is reflexively rejected by Plan A networks of subconscious minds takes away nothing from Plan B’s importance to species survival.



The website calling card. A supply provided upon request.


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