The mechanisms of action of organizational dysfunction (OD)
This page on health and the next gallery on GYAT are placed within in this sequence of knowledge transfer by the subconscious mind. We learned by hundreds of trials that starting any other place fails. The necessity for Plan B is high-stakes trust and Brainiac is making a provisional determination of your trustworthiness instantly by “reading” your health and how much you have your act together (GYAT) every second. If you attempt to establish high-stakes trust before you are healthy and have your act together, as others evaluate, you will fail. They will trust you less for attempting the deception.
Before you can establish trust, you yourself must be trustworthy, that is healthy and act together.
System Plan A, a psychological phenomenon, has a very long history. It has proven indestructible from its spontaneous emergence many millennia ago when its requisite context first appeared. All Plan As have identical functionality crafted by the Stone Age survival strategy of the species. These common attributes nail the cause of Plan A social behavior as systemic and places its prime movers above the mentor line, i.e., in disciplinary no-man’s land. Otherwise Plan A would have been scoped and replaced before the Bronze Age began.
Knowledge of the causal engine of plan A is so sparse and erroneous that it took the advent of Plan B in 2013 to even measure the scope of Plan A influence. The domain of social behavior turned out to be wider and more significant than anyone had surmised from crawling around its wreckage. Since Plan A is systemic to the hierarchy, any effective Plan A fix must replace the Stone Age mindset automatic with one that works for today.
One stunning discovery of the systemic nature of social behavior in 2013 was workplace safety. Our professional background in construction includes decades of experience with the conventional safety discipline and the OSHA regulatory system. As everyone knows from the insurance premium record, loss experience cost has continued rising since the industrial revolution began centuries ago. OSHA had the same impact on loss performance trends as safety training programs do, namely minimal and zero.
When the impact of Plan B was measured in 2013, the tally included an immediate 50% drop in loss experience. This unexpected, welcome bonanza was entirely spontaneous. Nothing in the FLLP or implementation of the Plan B paradigm involves anything explicit on workplace safety. Block-improvement benefits were also recorded with availability, turnover, quality, and competitive advantage. The big lesson learned is that the upper hierarchy, entitled consumers, cares not a whit about workforce wellbeing. On occasion the head shed will fret about production, but never productivity.
The bedrock of social intelligence, the common denominator of all social behavior, is a simple stipulation of mathematical physics, a corollary of the Second Law. From any given operating state of a system, an ecology, there is an infinity of events and actions that will make system performance worse. Degrading the operational reality can be accomplished effortlessly by doing nothing or by executing task action choices made by your subconscious mind. It makes choices from scratch in less than a centisecond.
To deliberately make system performance better demands effort in cognition, study, and short-cycle run break and fix (SCRBF). All system improvement is entropy extraction. The facts one works with to extract entropy must be local, particular, and timely. Knowledge of the system and its dynamics must be extensive. To extract entropy takes structure, which has to be invented, and work. Any social system operation that has losers, will fail.
Making good choices and knowing it takes whatever time it takes to run down the checklist of prudent choosing.
Social Intelligence Time Line
Two million years ago until 9K BCE
This was the subconscious mind formation period, when the human nature genome evolved to support man’s hunter/gatherer life as he was living it. At the beginning of the Age of upright apes, human groups were small, a few families at most. Everyone in this age was a producer.
For most of the time, Stone Age groups were too preoccupied with survival to wage war on their neighbors. At the end of the Stone Age, however, group size approached maximum dimensions, trade began, and tribal warfare became common. Trade brought a big incentive to advance the technology of weaponry. Ashby’s Law of Requisite Variety was common sense to social species even before the hairless ape, Homo sapiens, evolved.
Stone Age conditions became the design basis for the genome of human nature regarding social behavior. Because evolution of human nature is so slow, the Stone Age version that evolved remains the standard issue to this day. It is the human nature standard that will be issued for many generations to come. Consider it invariant.
The Age of hierarchical variety
From 9K BCE to 3K BCE
This period began after the ice age had subsided and agriculture took root. With abundance of food and relief from nomadism, the human population grew in size. Along with increasing population emerged the dilemma of social system variety control. The nobrainer fix is to add layers of authorities to the hierarchy to suppress the variety of the producers by enforcing rule-based behavior. During this Age, the few examples of entitled authoritarians menacing society were still remote from most producers, farming far away from the palaces. While most of the population remained connected to reality, as all producers must, the consumer high authorities turned their attention inward, to maintain and enhance their privileged social status as tax collectors.
As hierarchy grew, the motivation to improve weaponry grew with it. In going from ore to product, workplaces were designed to support these labor-intensive activities. New craftsmen levels were added to the social hierarchy forming the Establishment.
The Age of civilizations
From 3K BCE to 1750 CE
With the development of civilizations came the “two hierarchy social system.” It consists of the upper hierarchy of consumers authorized to rule the organization from the top and one for the producers working away voluntarily at the bottom, provisioning them. Separating these hierarchies is the MitM level. This Age was marked by non-stop intertribal warfare. Since history records that every Plan A civilization that flourished went extinct, it is important to understand why the two-hierarchy system is not self-sustaining. Since it is clear that personality has nothing to do with it, the cause must reside in human nature, Stone-Age version.
Eventually the entitled consumers, who can’t produce, can’t extract entropy, run out of provisions. So much for the value of entitlement in Nature’s operational reality. The ruse of entitlement which works so well on the human subconscious, Stone Age model, doesn’t work at all on Nature.
The Age of rapid context change
From 1750 CE to present
The industrial revolution brought the most rapid change to the context of social operations in humankind history. Since 1750 there has been no breather for natural social system adjustment to take place. A human nature that evolved when the social conditions remained constant for a million years included no provision for adapting to rapid context change. Ashby’s Law gave the advantage to the Stone Age subconscious mind. As the size of institutions increased, the numbers of entitled authoritarians increased. Some organizations proudly host more than thirty layers of entitled consumers in the chain of command.
In recent decades, the rate of social context change has been so high, entitled consumers have become the collective’s majority. Accordingly, the ruling class, disconnected from reality, is setting the rules of social behavior for the entitled majority, also disconnected from reality. Keep in mind that 97% of the population has no idea of how they made the choices of action they execute.
The producers can’t help but take notice of the new surge of hostility from the oligarchy. The current assault of intense fear-mongering is not sustainable. It wouldn’t be the first time the producers stranded the consumers.
The regimes of Plan A
All regimes of Plan A are on exhibit 24/7. Once you know the MoAs and the associated clues to look for, its repertoire of behavioral patterns can be observed everywhere.
Regime one: producers
Regime one covers the globe as farmers, herders, master/apprentice, and small business. There are no attributes of Stone Age human nature or mathematical physics that prevent a flourishing regime. Nash is dormant; entropy can be extracted. Variety for dealing with unforeseen disturbances is sufficient.
Regime two: consumers
Regime two examples are unevenly distributed. When the 2½ rule kicks in, the dynamos of dysfunction are set into motion. With loss of proximity, it becomes impossible for the head shed to maintain intimate knowledge of operations. When the head shed finds out they are powerless to deliver prosperity, the imposter syndrome sets in. The title of supreme commander only translates into the social power and legal right to harm the producers. That’s 21st century social intelligence for you.
Imposter syndrome > 70% of population is afflicted. Common signs of imposter syndrome include:
- Self-doubt, insecurity
- Irresponsible for results
- An inability to realistically assess your competence and skills
- Attributing your success to external factors
- Berating your performance
- Fear that you won’t live up to expectations
- Fear you will be found out
- Sabotaging your own success
- Setting very challenging goals and feeling disappointed when you fall short
The following subtle mental habits tend to be primary drivers and maintainers of imposter syndrome, self-test:
- Reassurance-seeking. Reassurance-seeking is the habit of looking to others to alleviate your anxieties or insecurities. While reassurance-seeking—and the reassurance you often get as a result—feel good in the moment, it tends to perpetuate imposter syndrome long-term. When you habitually look to other people for confidence and validation, you miss out on the opportunity to do so for yourself. And if you never validate yourself, you’ll never truly believe that you’re competent enough.
- Mind-reading. Mind-reading is the mental habit of assuming you know what other people are thinking, especially about you. When you imagine that your boss knows you’re a phony or that your supervisor can see through you and see all your insecurities and doubts, you’re making assumptions based on your imagination rather than facts in real life. This leads to increased anxiety and other unhelpful habits like reassurance-seeking or catastrophizing.
- Hypervigilance. Hypervigilance is the tendency to be on the lookout for danger and threat. While this is normal in times of genuine danger, it leads to chronic stress and insecurity when it becomes the default way of operating. Furthermore, hypervigilance can turn into a self-fulfilling prophecy because we tend to be more aware of, and then fixate on, otherwise small or inconsequential mistakes or doubts.
- Rumination. Rumination is the mental habit of dwelling on and getting stuck thinking about past mistakes or failures beyond the point of helpfulness. Of course, some amount of reflection on our mistakes in the past is helpful, but when we get stuck ruminating endlessly on mistakes it biases out thinking to become overly negative and self-critical.
- Emotional Reasoning. Emotional reasoning is the habit of making decisions based on our emotions and feelings rather than evidence and fact. Because people who struggle with imposter syndrome often feel like frauds, emotional reasoning tends to lead them to make decisions in-line with this feeling of being a fraud. If you feel incompetent, for example, it might lead you to hesitate and waver on an important decision, which then would be seen as a sign that you lack initiative and decisiveness.
The head shed challenge becomes how to maintain the illusion of entitlement of production it does not produce. Those able to become entitled authoritarians are capable also of the deceit to sustain them. The imposter syndrome, however, ruins their self-image and sense of infallibility. Choking on angst, they don’t even trust themselves. The first victim of angst is reason.
The Brainiac solution is to use its authority to punish, to create fear in the producers. Fear mongering triggers the Stone Age mind’s compulsion to move back to the herd and form a bait ball. To hold on to their entitlements, all the head shed has to do is terrorize the producers. The whole pattern of social dynamics in play is psychological, subconscious human nature. As producer health attests, there is no conscious-mind intervention in the madness.
Regime three: old age
Above six tiers in the hierarchy, there is no longer any change in the Plan A repertoire. No matter how many tiers are added, there is no meaningful variation in the performance dynamics. That is why all “tsar” installations by government were total failures from day one. These tragedies prove the intrinsic disconnect between authority and the power to get good remedies implemented. Every tsar ends up afflicted with a serious case of the imposter syndrome. Like M&A, no lessons are ever learned.
Framework of the mechanisms of action of Plan A
For the case hierarchy ≥3 levels, the 2½ rule rules context, LUMP and human nature matters. Laws of the Universe and Mathematical Physics – LUMP.
OD initialization events
Triggered by the 2½ rule
- Head shed disconnect from the producer’s operational reality (2½ rule)
- Context-forced depersonalization
- Advent of entitled consumer class, rule-based behavior, class distinctions
- General staff installation
- Loss of individual control to the two Natures, LUMP and human nature (Stone Age version)
- Abrupt changes in operating culture
- Loss of responsibility for consequences (a society loss), for organizational prosperity (survival)
- Ca’canny of producers
- The undiscussables period (Argyris) commences
- Imposter syndrome appears top down
OD Escalation phase
- Dysfunctionality increases with time
- Turnover >36%, 2nd Law ignored
- Rule-based behavior, groupthink
- Responsibility for organizational performance evaporates
- Corruption ubiquitous
- Imposter syndrome prevalent
- Head shed discovers authority ≠ positive social power
- Deception and producer subjugation
- Fear mongering prevalent
- Bait ball forms
- Subjugation of producers by entitled consumers
- The undiscussables are undiscussable
- Entropy extraction impossible
- Nash equilibrium prevents remedial change
OD Climax phase
- No further operational changes with added levels, time, or increased turnover
- Fear mongering at maximum
- Bait ball formation 24/7
- Rule-based behavior, incapacity to extract entropy, the 2nd Law controls context
- Full 3D corruption of the organization, two-tier legal system provides perpetrator immunity
- Zero responsibility for consequences, protection of stakeholders
Extinction by entropy suffocation
Liquidation of organization, consumers and producers
That social behavior is entirely psychological is beyond dispute. In the “soft” disciplines, such as psychology, the normal mode of progress consists of experimenting with graduate students and endlessly debating the meaning of the results. This debatable process of debates does nothing to add to the store of useful knowledge. As a trustworthy scientific process, validation by opinion has nothing to recommend it.
What is exceptional about the “hard science” approach to mechanisms of action herein, is that every concept and every facet in it, is scrutably connected to the laws of nature (LUMP) and invariant human nature. No connection to opinion is involved. The blessed result is that everything in the concept of social behavior is observable in real time and demonstrable in your own shop.
Without dependency on opinions as progress milestones, progress is much faster and much quieter. After all, life itself is connected to natural law. Plan A and Plan B both are connected to natural law. Plan A, government by force, features futile attempts to defy natural law. Plan B features the putting of knowledge of natural law and human nature to work in self-government.
Comprehending the non-linear path of discernable fact, evidence, and reasoning that accounts for Plan A formation and maintenance is not for anyone baffled by long division. The various mechanisms of action (MoAs) of social behavior in the storied repertoire of social behavior called Plan A are described here so you can see the Plan A motif, the MoAs of business as usual in action, in your face, all day every day. As producers well know, none of this causal stuff can be learned for you. Entitled consumers have a collective blind spot regarding the MoAs of social reality that cannot be removed. The blind spot is massive enough to protect the biggest of blunders in choice making by entitled consumers (Argyris).
There are two core Natures determining social behavior: human nature (genome) and natural law. Being natural, they are indifferent. Such natures do not change their influence no matter the context. Both invariant natures play a role in every social action. While the interaction of components is seldom simple, the elements themselves are quite understandable. All Plan A social behavior is produced by the subconscious mind, instantly and effortlessly. That’s why the subconscious mind, Brainiac, was illuminated on the previous page in this gallery.
Since only subconscious minds are involved, it means human nature (Stone Age model) is calling the shots. Entitled consumers acting socially only on their subconscious minds drag everyone else into the abyss. Using the MoAs, the combined invariance of Nature makes Plan A social dynamics entirely predictable. Rudolf Starkermann spent decades doing exactly that, putting the matter beyond dispute. His graph below summarizes the lot.
When the conscious mind is calling the shots, the trajectory of social action depends on exercising prudence, on thinking. Without intelligent choice-making, however, the unprepared conscious mind does no better than business-as-usual subconscious. Leaving choice-making up to your subconscious mind, Brainiac, takes no conscious effort whatsoever. Brainiac always acts to choose first, instantly, and cannot be prevented from doing so. Control is by risk-informed veto.
Choosing prudently and knowing it consumes large amounts of cranial glucose and the elements of prudence never take a holiday. While giving your Brainiac full control of your efforts is the borrowing of trouble, Prudentia is an insatiable energy hog. Consumers naturally choose the path of least cognitive effort. Producers have no choice but to stay real with LUMP (the Laws of the Universe in Mathematical Physics) and their human nature.
The trigger that releases the Plan A menace is pulled by the 2½ rule. It announces to those in the know that the big Kahuna of the enterprise, having no intimate contact with the operational reality, cannot make choices based on evidence and reasoning. He is too far removed from the brute truth of the front lines to make good choices for the collective and everyone knows it. Being indifferent, the 2½ rule cannot be avoided, neutralized or defied.
While organizational dysfunction (OD) itself can exist at any level in the hierarchy by incompetency and ignorance, if the hierarchy stack of authority exceeds three in number, OD has to be present. As soon as there is a supervisor of the supervisors of the keystones, the LUMPs of ecology take over and the roles assigned by hierarchy do the installation of Plan A. Personal characteristics have nothing to do with forming the OD motif, an oligarchy.
It is important to understand the history of Plan A and how changing operating contexts changed Plan A social dynamics. The step changes are reversible with the size of the collective. When the first city, Gobekli Tepe, imploded under Plan A and the producers went back to the hunter/gatherer life, the tyranny of Plan A evaporated.
Your way-of-life choice is simple. If you go with your Stone Age subconscious mind, Brainiac, you will fail. If you religiously gatekeep Brainiac with your conscious mind, Prudentia, you can succeed.
The justification that oligarch consumers use to maintain their exalted status is by fabricating entitlement, a deception. The rationale used exploits idiosyncrasies of Stone Age human nature. The MoA begins by generating fear in the producers by the oligarchy. The angst of fear prods the producers to cling tighter to the source of their fear, straight out of the Stone Age playbook, for emotional security. That’s right, the producers provision the oligarchs who fabricate the same fear they, the producers, are reacting to, seeking security in the bosom of the herd and forming a bait ball of individual data continuously devoured en mass by the Establishment partnering with Silicon Valley for the purpose of abolishing your inalienable rights.
The entitlement treachery is surprisingly easy to pull off on the Stone Age subconscious mind. Fear is highly contagious and the events of Plan A social living provide plenty of things to fear. That is why the Establishment has always controlled the media. The end stage dials in when the 2nd Law eats away all the rules and delivers enough entropy to drive the system unstable. Since the Plan A organization is incapable of entropy extraction, social instability cannot be avoided. It is suffocation by entropy.
With two social system mindsets in opposition, one for producers and the other for entitled consumers, organizational dysfunction (OD) is inevitable. Authoritarians immediately make things difficult for themselves by flogging the producers with fear. The conservation laws of Nature do not step aside for anyone.
As the upper hierarchy locks in to social status by authority, forming an entitlement-based oligarchy, it triggers a cascade of social system reactions. The world of production becomes eclipsed and subjugated to consumer-based functioning that is oblivious to reality. The Entitlement Generation, devoid of social intelligence, is the last phase of species extinction. Without connection to the operational reality of LUMP and unable to learn and do what it takes to extract entropy, sooner or later the entitled oligarchs run out of provisions.
When OD sets in, corruption is set free to grow by reciprocity in all directions. All needs of the winners are supplied by the bait ball, the losers. Plan B has no OD, no bait ball, no corruption, no losers.
The instant the entitled consumers dominate by treating the producers as inferiors, the subconscious minds of the producers goes on Ca’canny and efficiency of work drops like a rock. When the head shed announces a merger or acquisition, for one example of corruption, productivity immediately drops below zero (sabotage). You’ve been there.
In time, the entitled consumers realize the only tool they have to maintain subjugation of the producers is fear of punishment. Often the zero-sum rut over authority is settled by flogging the producers. The more you learn about the consumer/producer relationship in the operational reality, the easier it is to understand why head sheds repeatedly shoot holes in their own boats.
Dysfunction or not is determined by the individual personality (subconscious) of the workmasters. In dysfunctional mode, entropy cannot be extracted and things start going to hell in a handbag. Rule-based operations makes dysfunction unavoidable no matter the personalities involved in the head shed. Invariant human nature and mathematical physics take over the shaping of social behavior throughout the hierarchy.
Performance worsens with time above 4 levels. The Nash equilibrium keeps it that way.
Over six levels of hierarchy, performance dynamics no longer change with levels or time. The segregated chains of command do not link up. Rule-based behavior is Nash reinforced.
The core requirements
For angst blowdown to occur, you don’t have to know everything about the MoAs of Plan A, but you must understand enough to learn that as a producer, you can refuse to join the bait ball. Your social status only depends on your performance as producer, effort which is under your exclusive, personal control.
For producers, angst is vented off by understanding:
- The artificial fear-mongering for the deliberate fraud it is
- Refusing to join the bait ball
- Your inalienable social power
- Your inalienable, personal responsibility for prosperity
- Your immunity to corruption and the imposter syndrome
How Silicon Valley took control over your health
When you traded your inalienable right to life for the path of least organizational resistance orchestrated by your subconscious mind and socialization, you triggered a cascade of events that took control over your way of life, your health. You joined the irrational fear-based bait ball of the organization.
The mechanism of action you unwittingly authorized was to allow access and control of your subconscious mind to anyone and everyone who knew the fear-based entry code. The ability to control your task actions, by people you don’t even know, no less trust, was turned into settled science by Silicon Valley and the social media it operates that learned how to form the bait ball. Corrupt government partnered in the development of Impostorism from the first. Besides financing a corrupt Establishment, 3-D, the incredible wealth generated by Silicon Valley control of human subconscious minds speaks for its success.
In this well-organized conspiracy against your inalienable rights, all it takes for your antagonist armies to ruin your health is for your conscious mind to do nothing. Social media has become the most efficient and successful fear-monger of all time. Over 90% of the news ingested by the population is especially crafted to induce fear. Know anyone who is not revolving in a brain-numbed bait ball?
You already know that organizational dysfunction (OD) is ubiquitous, global. The extreme level of anxiety characteristic of dysfunctional society, saturated on self-induced fear, is authoritarianism’s trademark grip on humanity. Fear mongering is species extinction from the inside, not a cataclysm of Nature from the outside. The fears themselves are confections of the mind with no rational basis in fact.
Just observe humanity in action. The generations of entitlementers, clutching to their social media in a death grip, eagerly forming a bait ball, are willing targets for the hostile takeover of their choice-making subconscious by Authoritarians. Over time, as capability with reality fades away into opinion, the opportunity to flourish is lost.
This mechanism by which angst is infused to your subconscious mind is a streaming incongruency. It is a discrepancy between the actual experience of the organism, you, and the self-picture of the individual insofar as it represents that experience – one that doesn’t go away by itself over time.
It’s plain that the mechanisms of action employed by your despotic antagonists to ruin your health via Angst must be severed and replaced with conscious-mind actions that keep them severed. It begins by stopping the ingestion of fear mongering, threat-based insecurity. The span of control of your efforts includes veto of subconscious mind imperatives. The fix is not one-off, but a life-long commitment of your thinking, rational, reality-centered conscious mind set to the task of Brainiac triage. Plan B, egalitarian, classless, makes it easy to identify the imposter syndrome. Your brain only hurts doing all this until you get addicted to its streaming benefits.