GYAT Milestone One

Angst-free, you finally have enough internal energy to invest in advancing towards your wellbeing. Getting your act together, GYAT, is a different kind of beast than angst blowdown. It takes longer to attain and its cognitive demand will deplete your cranium’s limited input supply of glucose more than once.

Experience has shown the best way to GYAT is to first build a knowledge platform which will support the myriad connections that have to be made among the “pavers” of discipline dogma. GYAT is both above the mentor line and is massively cross-disciplinary. The GYAT platform covers topics that must be comfortably understood at the outset. Including:

  • Subconscious mind’s dominant role
  • Cause and effect proofing tools
  • Allocation of effort, choice-making sociotechnology
  • Context channels social behavior
Causes drive effects that breed more causes, changing the triggering events. There is no stop rule.


The “cause and effect” coupling is highly significant to navigating your way of life. Knowledge of the coupling provides basic guidance for choosing your daily doings. Solving your tough problems requires reliable understanding of their causes and effects. Cause and effect competency is intrinsic to effective choice-making.

GIGO ruins problem-solving chances. If your assessment of effects is untrustworthy, finding the efficient cause is problematic. If your assessment of causes is deficient or defective, finding the real causes is impossible. As one example, for the last two centuries management has attempted to control workforce motivation by financial incentives. Each attempt has failed and in every case management response is to try yet another mix of financial incentives.

In general what is taught in school about discovering and validating cause and effect is limited to issues where both the cause and the effect are below the mentor line (ML), that is, simple causes and simple effects. The Establishment places the ML where it chooses using its financial clout, so that the causes of the horrendous consequences it delivers to society are above the zone of inquiry and investigation. That is why, exactly, the system sciences never got off the ground. That is why, exactly, the social sciences never get near the causes of incoherent organizational behavior, a gross failure of responsibility it has to society first voiced over a century ago.

It is easy to discern those causes of organizational dysfunction that are rooted above the ML. Those couple with the seriously harmful effects that persist, unmitigated, generation after generation. Examples include:

  • Not learning from history.
  • Creating class distinctions.
    • Drive and aggression against their own producers.
  • Attempting to defy natural law, humankind is immune
  • Attempting to defy human nature, humankind is immune
    • Social conditioning to mindlessly obey authority
  • Hostility towards curiosity, learning, creativity, and change
  • Indifferent to the amount and scope of the wreckage caused.

Since practically all root causes of persistently bad, lose-lose social behavior are situated above the mentor line, if the victims do not venture above the ML to discover and address causes, it’s lights out. This progressive degeneration process is on display worldwide now.

Putting your conscious mind to work in your behalf

While getting your act together so you can flourish is very rewarding, it is a dramatic switch from getting by on your intuition to advancing goalward via your cognition. Your high-effort, glucose-sucking conscious mind has to intervene and take charge of your efforts because your powerhouse subconscious mind doesn’t have the necessary functionality to get your act together (GYAT). Its decision-making cycle time is much too fast to allow for fact-checking, error removal, and making coherent, logical choices based on evidence. If it needs data to justify its choice, it makes it up (GIGO).

This well-researched conundrum puts you in a precarious position. If you take the path of least cognitive effort, the path of least organizational resistance, AKA business-as-usual, you fail.

There is an unavoidable, menacing obstacle in the way to GYAT. Your GYAT scorecard is tallied by others and, until their subconscious minds agree, you don’t have it. You are being evaluated for mental togetherness by others in the first centisecond of interaction and they, not you, sign your GYAT card. Unlike most other failures, it is impossible to cover up for scoring non-GYAT. Has anyone ever fooled you?

Having your act together is central to good mental health, gateway to good physical health. The statistics on the connection are voluminous and incontrovertible. In 1910, 90% of the producing population considered themselves mentally healthy. In 2021 that number has lowered to 30%. The psychotherapy industry is booming with the victims of authoritarian dysfunction and the issues that attend languishing. The fact that 70% of the population suffers from the imposter syndrome doesn’t help matters either. Many physical health issues are related to protracted psychological stress.

No society can flourish of which the far greater part of the members are poor and miserable. Adam Smith

When you reach GYAT, everyone’s attitude towards you changes and your subconscious mind recognizes that change immediately. After all, your subconscious mind interprets and regulates all of your senses. Your genome came with all the templates for choice-making about GYAT already installed. Infants just a few hours old are already doing it.

Your GYAT score is largely based on your performance in getting good things attained, your problem-solving competency over time. When you consistently handle tough problems, especially those that baffle others, your GYAT card is signed. That category of problem always involves complexity and multiplicity of causes and effects.

Your expertise in handling multi-dimensional causation is the key to GYAT building. It is also a direct measure of your intelligence. People who consistently fail to solve significant problems cannot also be called intelligent. People that consistently make choices that pan out in the operational reality cannot be called intellectually inferior. This fact poses big problems for the self-image of class-conscious entitled authoritarians. Their response is not to GYAT themselves but to sabotage high performance in the “inferior” classes.

Bottom line, the path to GYAT grade includes competency in cause/effect determination in non-obvious cases, a creative competency not taught in school. Being skilled at cause/effect determination of cases above the mentor line, always cross-disciplinary, places you in a special category in the subconscious mind of others – the Go-To man. They can bring their difficult problem to you to solve without jeopardizing their social status by stepping up to the plate and solving it themselves. When they do enlist your services, reciprocity grants you positive social power.

Because this skill set is essential to GYAT, you must venture to where its knowledge platform resides – above the mentor line. Your social system doesn’t want you to know what’s in this region. It takes a comparison of validated states of both flourishing and languishing to define either state. Being an expert in depression psychotherapy does not translate to expertise in flourishing.

The cause of flourishing is only validated as true when produced by a flourishing person, the wizard, who can take the languishing state and transpose it into a flourishing state, Oz.


Causes and effects

The cause/effect domain of coherent reasoning covers a broad spectrum. At one end is simple one cause, one effect. The other end features multiple, entangled causes and radiating, cascading effects. Like everything material in the universe, everything cause/effect is a function of time. The large asteroid that slammed into the Yucatan peninsula 65 million years ago examples a single cause with multiple effects, one of which was bringing on the age of mammals (us).

A society languishing because of COVID 19 management is an example of a single compound effect, languishing, from a cascade of choices made on autopilot. When cause and effect events are witnessed firsthand, local effects can confidently be connected back to local causes and demonstrably so.

It doesn’t take much complexity in causation and the effects produced by the triggering event point nowhere. Facts of effects, no matter how voluminous:

  1. Do not suggest or validate causation
  2. Do not delimit the full scope of the effects

When the knowledge of effects observed fails to implicate cause, it can’t guarantee inclusion all of the kinds of effects produced either. Opinion and intuition cannot alter your personal truth.

For most of the cause/effect spectrum, available information as consequences is used to guess at plausible causes. The first round of causes is always done by the subconscious mind on autopilot (intuition). Remember, everything in this arena is psychological. Granted, the seat of psychological-world is the individual cranium, a tangible, but its functional reality is unknowable. Even if man had the wiring diagram of his brain, so he could intervene at the neuron level, he wouldn’t know where to begin.

Science looks for simple cause to offer a simple fix within its discipline. It classifies the plausible causes it invents into groups that have known remedies.  Science’s driving premise is that fixing each cause independently will restore the original condition. The record proves otherwise.

It is easy to draw the line where this popular strategy for causation fails because the problem of consequences it seeks to solve persists generation after generation. One example is the monotonous, manmade rise and fall of civilizations. That’s right, the exact same psychological system that built the civilization drove it to ruins.

No strategy in the repertoire of cause/effect “science” addresses the messy part of the spectrum, where the big, significant issues of species survival lurk in ambush. Human creativity in surmising causes from effects is far outclassed by complexity and multiplicity. In blunt terms, our brain is not large enough. That is why it took monstrous computer power for dynamic simulations of social behavior to help arrive at Plan B.

Those causes that originate below the mentor line are in three categories:

  1. Cause of effect is direct, simple, beyond dispute. Knowledge of the effect automatically couples with the cause.
  2. The effect has multiple nonobvious causes but included within a single discipline scope. Both cause and effect are below the ML.
  3. The effect has multiple nonobvious causes and effects that are cross-disciplinary and knowable only by a cross-disciplinary mindset. Even so, knowledge of effects by itself points nowhere. Finding root causes in multiplicity requires the process of elimination. Causes can only be certified after they are identified.

Material effects are always below the ML and measurable. Effects that appear above the mentor line are unknowable to those below.

Since Plan B is far above the mentor line, the causes in the Plan B driver’s seat can only reside there. Once again, discovery requires the process of elimination. It’s a task that took us decades and millions of dynamic simulation experiments. After eight years of Plan B success, the answer book of causes allows anyone to demonstrate the root causes in any setting. You can create cause and predict its effect in any social setting on demand.

Next up is the topdown breakdown chart of the languishing mode of organizational operations.

Cause/Effect of the languishing state. Simple causes multiply into many causes. Many effects are consolidated and labelled as languishing.


Next up is the topdown breakdown chart of flourishing organizational operations. Same structure different outcomes.


The Flourishing state has more causes and fewer effects than the languishing state. Flourishing resides in the realm of the conscious mind.


The Flourishing state requires intelligent husbandry. If the conscious mind turns things over to the subconscious mind, it’s freefall back to the languishing state.

Cause and effect are rarely symmetrical. Causation of flourishing is validated only when produced by a person who can take someone languishing and, using a transparent process, intentionally transpose his state to flourishing. That is how, exactly, Plan B was validated in 2013.

Since everything is a function of time it is a dimension in cause/effect and it is highly asymmetrical. Plan A is fast because aggression is fast (++).  Plan B is slow because benevolence is slow (+-). There is a kind of social behavior, mutual hostility, that is explosive (–).

In ++ social behavior, as in zero sum transactions, the aggression takes the form of competition over entitlement stuff, the golden rule. In +- social behavior the individual wants to do what the other wishes would be done, the platinum rule. In – – social behavior, each party wants to do what will damage the other the most. All three of these aspects of attitude were first described in mathematical physics by Rudolf Starkermann in 1960. Each aspect has a role defined by control theory and there are no other aspects. It is as equally true in industrial process control as it is in social behavior, another matter in the scope of control theory.


The gargantuan unsolved problem posed by organizational dysfunction has causes above the mentor line and outside of all discipline scopes. That’s above the mentor line. A social system that is languishing has no chance to right itself by continuing its rule-based behavior, which put it in languish mode in the first place.

The languishing institution cannot move toward flourishing on its own steam. It has intuitions about the causes of its lethargy that are dead wrong. The consequent GIGO-based actions it takes are forms of punishment of the workforce. Counterproductive.

The only method proven effective, one that can eventually lead to requisite understanding of the cause/effect situation is the process of elimination. The only way to validate that statement is to have confidence in the end target and try out candidate fixes until the target is attained. In our case we adopted Chris Argyris’ criteria as definition of flourishing success. The fix can only be validated by implementing the causes, which must be generic, and deliver a flourishing social system.

Significant cause/effect issues, where both the causes and the effects are incompletely known, ends in ineffective responses. The odds of right action by chance are zero. Reliance on intuition is a sucker’s bet.

A reasonable facsimile of the Plan B process is “The Wizard of Oz.” Efforts of the wicked forces infuse fear into the foursome.

The foursome has delivered the goods demanded by the Wizard to him and he reneges his part of the deal in a fiery blast of threats to their safety, infusing fear and hopelessness, angst.

Enter the Interventionist, Toto, who shows the foursome that the threatening Wizard is a fraud.



Toto the interventionist has pulled the curtain on Oz and the foursome wakes up to the reality, fear suddenly gone. Angst blowdown, just like the FLLP.

GYAT Platform Facts

  • GYAT, or not is sensed immediately by all mammals, man’s dogs, and their young.
  • Human nature is invariant across space and generations.
  • Natural law is indifferent
  • Social conditioning goals, part of our genome, are essentially invariant
  • No one can learn this stuff for you.
  • The basic laws of social behavior are generic
  • “There is no try.” Yoda, No partial attainment of success.
  • The subconscious mind always chooses task action first.
  • You only have control over your efforts. Nothing else.


To choose with intelligence and prudence, cause and effect must be completely known and validated.

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