Thermotron training — Journey thru Darkness
her*mit
1. a person who lives by himself in a lonely or secluded spot, often from religious motives; recluse 2. a spiced cookie made with nuts and raisins.
Cookies? Well anyway, during the last year, the Pacific Mountain Pilgrimage set up shop in an imaginary Tibetan Buddhist hermit’s cave. The goal was to be come isolated from civilization and to focus on matters of divine importance. To seek enlightenment. Noble intentions, right? That lasted about a week or so.
It gets [expletive] boring living in the [expletive] middle of [expletive] nowhere! Hey, we tried! Unfortunately, we’d signed a lease with no transfer clause. Not to mention that we had to pay for the whole year right up front. What are you going to do? The landlord is a lawyer too. <bleep>
Truth # 329-6437:
When the enemy is ignorance,
the warrior must be a teacher.
What do you do when the lights come on and you’re living in a insane asylum? What do you do when you can see the Horror right in front of your eyes, day in and day out?
What do you do when you’re the Jew who doesn’t just march with the herd into the waiting freight cars. When you’re the Jew who says Bullshit! Getting on the train is crazy! People say: “Oy, Hymie, don’t make an ass out of yourself. It’s just a work camp. Get on the damn train!”
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Excerpt from the book ” The compassionate Beast: What science is
Discovering About the Humane Side of Humankind”
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But it wasn’t’ all your people. It was some of them. There were people like Balwina Piecuch. Heedless of the danger to themselves, they had rescued Jews. As he spoke, Oliner realized how one-sided his lectures–and his own view–had been. There was a good side to human nature; he had to study it.
Oliner began reading about people who had rescued Jews in Nazi-occupied Europe. As a social scientist, he wanted to understand what had created the altruistic nature of these people. In 1982 , a grant from the American Jewish Committee enabled him to launch a study of the surviving rescuers.
He and his staff also interviewed 200 people from the same areas and of the same age, class and background who had done nothing to save the Jews. Then they analyzed the differences between the two groups. Among the findings, which cast light on how compassion can be built into human nature are:
*People who rescued the Jews were not particularly adventurous or self-confident; nor were they more religious than the “bystanders,” as Oliner calls those who did nothing. But they were more empathetic, more caring and had a much greater sense of responsibility for others. How did the rescuers become compassionate? In part, by having lived among people who were not of their own faith and background, they had learned to see others as fellow human beings.
*The most important influences were parental: How the rescuers had been disciplined as children was crucial. The bystanders were more likely to have been beaten and abused by their parents. The rescuers parents, on the other hand, used reason to discipline, thereby instilling values as well as compassion.
*Parents behavior toward others was major influence. Kind, caring parents were the model for kind, caring children.
Oliner discovered that 500,000 Christians had risked their lives to save a million Jews from death. His work ;had other rewards: The research, intimates say helped heal Oliner. Rabbi Harold Schulweis, a close friend, says: “He found the spark of decency in human beings.” At 60, Samuel Oliner is now a man at peace with the past and hopeful for the future, He says “The notion that we are each other’s keepers is gaining. Maybe we’ve reached a point where another Holocaust is unimaginable. He pauses, then adds: “It’s because of the people who cared that I’m here. There are such people in the world–and we can teach our children to be like them..”
Letters to the Editor:
Dear Pacific Northwest Pilgrimage,
It was very good to hear from you. We received your letter and the poems but to tell the truth, I had a very difficult time trying to understand it. I was able to glean a few things:
1) That you are planning on relocating .
2) That you’re very negative on people. I think that negativity is a trap that it is [sic] very easy to fall into as we get older. I caution you to strive against it. People are not as bad as you paint them, even in corporate America.
A G.
Dear A G.
Whew! Shit! Here’s the guy who turned me on to books like “Pigs in the Parlor, Signs wonders and Response (three days of darkness), Prophecies by Wladyslaw Biernacki, or Constance Cumbey The hidden dangers of the rainbow, and of course The Poem of the Man-God…….. Now he’s telling me that corporate life is normal.
What many companies are noted for are:
the wrong people in the right jobs, supra-talented people in the supra-menial jobs, and the one-dimensional types in the multiple-dimensional jobs. Management is summed up simply as “a matter of making sure everybody knows who’s boss.”
Authority that can not command respect by leadership dynamic or credentials or expertise often shifts to authoritarianism out of a “fear of being found out” Where abilities are lacking, insecurities evident in relationships to that, and the complexities of the organizational function too difficult to cope with, the leader often will resort to authoritarian postures in order to save what he can. Because for him to admit to limitations or incapacities for “corporate’ problems is but to contradict the image.
The shape of an organization is a direct result of the administrative weakeners or strengths that were brought into it, and GOD will not perfect that which has been ignored, especially when the cure is readily accessible at the local business college.
On top of that of course is the already defined authoritarian syndrome which becomes more and more rigid as the ability to cope with corporation complexities becomes less and less.
Weakness of rank and fine can be worked out and perfected but only as there is capable leadership knowledge enough and self-experiential enough to detect them.
In an organization if you ask people how the company values them, most workers will comment along this general line: “It’s a job.” or “i don’t think I’m really that important”. All of which says that they have learned to accommodate themselves to their “value” as set by the company, or director, either directly or indirectly, which is that they are merely piece workers hung together on restrictive codes. If mediocrity is to be explained at all it has to stem from the empty “value system” of taboos and internal behavioral circumspections. An organization whose “value system” spins around negatives will find the group spitting into the the wind rather than with it.
Christian workers perhaps more then their secular counterpart are sensitive to the emergence of “false values” based on contradictory images. They have come to expect much more,. When these false values continue to go unchecked, they whittle away at the respect until the organization becomes the subject of mean, caustic jokes.
MEMO MAN
He loves paper, lots of paper
see him shuffle all day long.
He loves memo’s writing memo’s
that say the things that should be done.
He’s got a style, and uses techniques
that a nine year old boy knows;
because he loves memo’s pretty memo’s
but don’t ask him what to do
Don’t ask him what he’s doing
because he doesn’t understand
He loves memo’s, pretty memo’s
those letters he can comprehend
He looks good on paper
Yes paper is what he knows
His clothing is from the “50’s”
and Sears Roebuck is the brand.
He loves memo’s lots of memo’s
don’t ask him what he knows
He doesn’t want to hear you
and tries not to let it show
Don’t tell him what is happening
He is a spineless deceitful man
Show him memo’s lots of memo’s
that’s all he understands
1-15-1984 PST*O
…A S S H O L E M A N…
HE SITS AND PONDERS HIS POLICIES
THOSE POLICIES, AND then HE PLANS.
WRITING ALL THE CORRECT PHRASES
AND KNOWING WHAT HE WON’T DO.
HE ONLY SEE’S THE NUMBER’S
QUESTIONS HE DOSEN’T UNDERSTAND
HE THINKS HE HAS ALL THE ANSWERS
BECAUSE HE THINKS-HE-IS-A-MAN.
SO, HE SIPS HIS CUP OF COFFEE
GLANCING AT THE CLOCK,
WONDERING IF HE LEFT-RIGHT-NOW!
IF HIS PAYCHECK WOULD BE DOCKED
HE WISHES IT WAS FRIDAY
AND THEN PLANS THE WEEKEND FULL
HE WISHES HE WAS SOMEWHERE ELSE
BECAUSE HE’S NOTHING-BUT-A-F-O-O-L.
HE SEE’S THEM MOVING IN THE HALLWAY
SO, HE QUICKLY SHUTS THE DOOR
REACHING FOR A COMIC BOOK
SO NOW HE WON’T BE BORED.!
HE SEE’S THEM ALL scheming
FROM HIS WINDOW WITH A VIEW
HE THINKS THEY ARE THE ASSHOLE’S
LITTLE DOES HE KNOW.
LIVING HOLDS NO PROMISE’S
BUT EATING IS FUN TO DO.
HE EXERCISES REGULARLY
BY HUMPING SOME G-O-O-D SCREW
HE DOSEN’T HAVE A PURPOSE
HE REALLY DOSEN’T HAVE A PLAN
HE’S JUST A BIG-FAT-NOTHING
SO, WE CALL HIM A S S H O L E M-A-N!!
PST*O
COPYRITE-84
V I S U A L
Training
visual:
adj. detailed, graphic, illustrative, photographic, pictorial, picturesque, vivid;
oo ocular, optic, optical.
I sat and we talked
for two hours
and he told me
all of his views.
He was looking
for a handle,
a button to push
in me.
I listened to
the words he spoke,
but I didn’t believe
a word.
I’ve never trusted
shifty eyes,
and his eyes
were the worst.
I guess
he needed practice,
because i wasn’t
conned that day
Or maybe
he was just a hack,
and didn’t know what
to say.
I wonder if he
believed himself,
his eyes
were the story to me.
His eyes
were moving everywhere
it’s a wonder
he could see.
So, he could have used
some training,
He could have used
some luck.
He should have stayed
somewhere else,
until he got all the bugs
worked out.
But he thought
he had it down perfect,
He thought
it was a sm-o-o-th act.
But he never tried it
on a man;
So, his story
just fell flat.
I watched his shifty eyes
moving across the room
I though to myself
“here we go”
The company store In Bloom
So, his eyes
told the story,
and his words
betrayed the plan.
He found
it wasn’t working well,
deceiving
this honest man.
He really should
have practiced,
maybe in front of a
mirror.
He would have
learned”what to avoid”
so, he wouldn’t have
sat so near.
In this World
shifty two-faced,
liars, cheats and thieves,
They’re still a dime-a dozen.
ed[I’ll buy the next dozen]
PST*O
COPYRITE-5-84
Peter F. Drucker in his book “The Effective Executive”
” It is the duty of the executive director to remove ruthlessly any one especially a manager who constantly or consistently fails to perform with high distinction. To let such a man stay on corrupts the others…Indeed I have never seen anyone in a job for which he was inadequate who was not slowly being destroyed by the pressure and the strain, and who did not secretly pray for deliverance. “
ed [ unless the director is a spineless liar and thief]
(yes the king really dosen’t have any clothes on!!)
W O R L D L Y W I S D O M
Have no dealings with dishonest people.
Neither their promises nor their friendship
are worth having.
Their promises are like gusts of wind,
and they do not know the meaning of friendship.
The dishonest cannot offer their honor as a bond,
because they have none to pledge;
and without a bond,
there can be no forfeit.
The name written under an agreement
counts for more than all the
legal phrases which precede it
oe/PST*O
1980
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