As mentioned on the Preparation page, there are “flying monkey” precautions that should be accommodated in preparing for the A→B expedition:

  • Learn Cat 3 prominent natural laws
  • Learn your audience and their value systems
  • Musts, must-nots

These are the unavoidable issues that sprout up along the A→B journey that you should recognize rather than be surprised when they appear. Forewarned is forearmed.

The various topics introduced in this page will be found in their A→B expedition context all over this website. Links to other pages are provided. The learning process for Cat 3 issues cannot be rushed. Remember, by the time you have prepared for liftoff, half of the technical challenge will have disappeared.

Kelly’s comment says it all about psychological Cat 3s.


Natural laws, mathematical physics, have been perfectly indifferent since they were formed 13.8 billion years ago at the Big Bang. Since they are deaf to persuasion, they operate exactly the same whether you align with Nature’s laws or attempt to defy them. Mother nature instantly recognizes your foolhardy attempt at defiance and punishes you, “Whack a Mole,” without remorse.

It is necessary to be acquainted with Her prominent laws in Cat 3 problem-solving. You don’t have to know their mathematical physics, but you should know enough to avoid attempts at defiance. Included are:

  • Control theory
    • The 2½ rule
    • The 36% rule
    • Gain – system stability
    • System dynamics/entanglements
    • Multiplicity
    • Ecosystem entanglements
  • The 2nd Law
    • Entropy extraction


Audience value systems

When you appreciate the role that social value systems (Groupthink) play in making choices, it’s prudent to take them into account for customizing your social interactions. Wide disparity in value systems create wide social class distinctions, a highly regarded value to the supreme-commander class. Value systems in opposition, zero sum, with no common ground, exhibit the value cherished in one system that the other’s values should be denied. This is the fundamental principle of war.

The prominent value systems in social intelligence are those that characterize the privileged sinecure class and those of the producing class that fuels the fleet. The aristocratic class in society holds “divide and estrange” as essential.

Warfield’s Dictum governs prudency in approach: “Don’t ask them to do what they can’t.”

While the ruling class has the legal authority to make the producer class produce, the producer class can’t expect its “leaders” to meet the implied obligations of leadership in Cat 3 situations. There are many natural laws that prevent the rulers from making effective choices and there are no civil laws that prevent them from making incredibly bad choices. Human intentions have nothing to do with this verity.

In practice, value-system conflicts causes great harm to the producers and rattles the imposter syndrome of the rulers. Meanwhile, the Cat 3 issues don’t get solved. Lose lose.

Morality has nothing to do with sinecure value systems.

The paramount value of the sinecure class is social status by authority, an opinion, intangible and opaque. It is an endless rut competing for high office.  The ruling class can only hold on to their authority by persuading others to be supplicants, typically by sharing the proceeds of corruption. They have no direct control of their social standing. Their status depends on others, and it can be fleeting for the silliest of reasons. Most efforts in this class go to defending their sinecures, a class corrupt by definition.

The paramount social value of the producer class is status by socially-positive performance, a measurable tangible. The producers have direct control of their social status by their instincts of workmanship (Veblen). It does not depend on the opinion of others. It can’t be taken away, even by denials of tangible reality by the privileged class. The MitM achievement of Plan B stands on its own feet, transparent. Those who refuse to visit an implementation for examination and evaluation have no effect on our social status. Sinecures go catatonic at the thought of interviewing a Plan B veteran. For one example, Vladimir Lenin was an aristocrat claiming to support the proletariat who never mingled with the masses himself.

Musts and must nots

There are task action guideposts for the journey that should be observed. It is important to not engage practices known to fail and it is important to attend to all the necessaries in sequence. Some of these factors can be fatal to the Cat 3 effort all by themselves. The law of optimality specifies the sequence of tasks to be performed.

People who live a life of purpose have core beliefs and values that influence their decisions, shape their day-to-day actions, and determine their short and long-term priorities. Frank Sonnenberg


  • Identify the likely perils and prepare, design basis events
  • Perform the Front End
    • Proving ground for the candidates
  • Win win, no losers or class distinctions
  • System view, cross discipline
  • Personalize revenue crew, Rogerian triad, trust
  • Responsibility taken by legitimate producer for positive outcomes

Must Nots

  • Attempt to defy a natural law
  • Reductionism
  • Zero sum, “Whack a Mole”
  • Violate Warfield’s Dictum

Any functionary that tries to improve the operating system will be hammered back in place by his peers.

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