When someone has a near death experience, their instincts are transformed. No longer afraid of death, attitudes are more loving. The culture of money-only-capitalism attracts those who instinctively support it. To change instincts, transformation is required. I’ve developed a system for that -- near death experience not necessary!
To have a culture in public companies that is profoundly principled, fundamentally patient, and socially accountable requires that the reward and attention systems be focused on that outcome. For the most part, we don’t have that in our public companies. Instead, they pay attention to money. This focus on money finds it easy to ignore effective and safe operations, and is a great incubator for greed, corruption and short-term solutions.
In 1970, Milton Friedman argued that the sole purpose of business is to generate profit for shareholders. Supported by the Reagan Revolution, the revised focus on quarterly results and growth produced the reward and attention systems for the Board, for the Executives, and for the Business Schools.
People, especially men, tend to do what they are rewarded for. Those who are instinctively attracted to the prevailing reward systems also perpetuate the culture by promoting and hiring people who “fit” the culture. As Robert Jackall said in his ground-breaking book, Moral Mazes (1987), “the primary criterion for promotion is if they are comfortable with you.” People who challenge the culture are not exactly comfortable to those in charge.
I submit that the focus of money-only for the shareholders has reshaped the culture of capitalism. In earlier forms, capitalism was a system used by corporate leaders to employ outside capital to grow the strengths and opportunities of their business. As the business prospered, so did the economic prospects of the employee base and of the whole community. Attention was on growing the business. Investors were paid dividends and hoped for good and reasonable returns. It was a patriotic system that benefited many – not just the shareholders.
Major corporations were built by leaders who loved the business first, e.g., Ray Kroc loved his hamburger buns, the Duponts loved the results of R&D. As the business grew and profited, they were well compensated. Steve Jobs created Apple as the instrument of his ideas – and the same for Bill Gates. Yes, the money followed, but these founders were primarily pursuing their ideas.
Over the last 30 years, however, the money-only culture of capitalism and its reward systems have attracted a new form of player, attuned to the business of making money. Business schools have ground out investment bankers and consultants who considered the down-sized employees as “toast.” The dot.com bubble was blown by people who were in the business for the money, not for producing a lasting enterprise. And the stock market analysts, brokers, venture capitalists, M&A lawyers and accountants all helped add steam to this engine of making money for the sake of making money.
For some people, money and power (which can also provide the 3rd major driver, sex) operate like alcohol to an alcoholic. It is the most important thing there is, and there is never enough. Alcoholics don’t really pay much attention to principles, patience and social accountability.
The problem is, we have a cadre of corporate captains and crew who see the money-only culture as socially acceptable and desirable. It’s just business.
Until there is a ground swell of activists, marching to a different drummer, who wield enough power to shift the formal reward structures, the money-only culture will continue ...
… UNLESS enough leaders have a transformative experience that frees them from the fear of dying (or losing their job and status). Such experience could open their eyes to the true value of principles, patience and social accountability. A few transformed and free leaders can set the tone that others might follow, for despite the current allegiance to money reward systems, many people are still yearning to find their inner value … and to touch a loftier sense of purpose.
The Disruptive Idea Solution: Educate leaders (from corporations, business schools and government) in the Transformation Option and facilitate experiences for those who are interested. Then have those who have stepped out of their “normal” frame and into this new experience develop their own self-mentoring group to begin addressing new solutions to major issues. This can include “How to Change the Reward and Attention Systems that Drive the Money-Only Culture.”
After I left my 15-year corporate career in the telecommunications industry (including IT, marketing and internal consulting on OE), I went searching for answers to my question
There are so many ways to create effective organizations, so why don’t people do it?
I found the answers.
- Corporations do not tend to “reward” effective operations. They primarily “reward” fighting fires, fixing problems, pleasing the boss – and meeting the budget. Money and power rule.
- People tend to act on their natural instincts – or the Systems 1 Thinking that Daniel Kahneman describes in his book Thinking Fast and Slow (2011). Especially when stressed, people will do what has worked for them in the past, whether or not it makes sense in the current situation. Common options include: trying to please, controlling, withdrawing, working all the time, finding a scapegoat, etc.
Some people have natural instincts for effective management. They often get frustrated with the politics of corporate life – because it almost seems crooked to them. In consulting with good managers, I’ve had to help them recognize that politics is part of the corporate scene. It’s not “bad,” it just “is.” And in order for them to get the resources they need for effective operations, they need to start playing politics with integrity. It is still very hard for them.
The people who tend to go up the organizational ladder often have natural instincts for power and for money. Effective operations, attention to safe conditions, and social accountability are much less interesting … unless a point of pain is encountered.
I learned early on in the Bell System training I received as a manager that you can usually change behavior through carrot and stick management attention. But it takes continued attention. If the attitude of a person aligns with the desired behavior, the manager’s job is much easier.
So, since we are dealing with instinctive drivers to behavior, what can a person do to change their innate attitude – rather than just cope with it?
In 1987, I began to experience and research the phenomenon of personal transformation. The Disruptive Idea that I propose for fundamentally shifting the attitudes of some leaders – and consequently the attention / reward systems in their corporations, is to create awareness of the opportunity for transformative experiences. I have been working with individuals on such “Conscious Transformation” for almost 10 years, and the potential is awesome.
As background, through the ages, personal transformation has come from crash & burn, near death experience, dark-night of the soul, or some ecstatic event. Transformation has been spontaneous, neither planned or directed. The results usually include a shift in one’s instinctive reactions – a shift in attitude.
This is different from the results of most therapy. In therapy, the person learns that there are “better ways” to handle a situation and to end self-sabotage. They use willpower to interrupt their instinctive reactions and choose a different response. However, the willpower to interrupt the instinctive reaction is highly affected by stress. And if the instinctive reaction is socially acceptable … good luck on changing it!
I began my living laboratory in personal transformation at a 3-week intensive program called STAR (www.starfound.org) in 1987. It took us from conception, through birth, and up to age 13. We integrated our history with the emotional impact that had never seen the light of day. During that process, I had several profound transformative experiences. Coming from an education in physics and operations research and a career in organization effectiveness consulting and communication systems, I HAD to understand the process of how transformation worked.
Now, I’ve developed a system to decode the roots of instinctive reactions that lead to self sabotage and other stress-producing issues. Further, I am able to facilitate a person in transforming those codes. I call this "Conscious Transformation." The results have included:
- Resolution with partners, both business and personal
- Clarity on business and career direction
- Freedom from cravings (alcohol, cocaine, crystal meth, gambling and “being too nice”)
- The roots of panic attacks are cleared
- Stress drops and you feel happier – naturally
Using the intuitive skills I have developed over 30 years of keen observation and training plus a meditation practice since 1988, I am able to “read” a person’s INTENT for success in certain areas. (I cannot read minds, but I can sense the recurring stress patterns -- the stress fractals -- that a person is born with.)
For example, in watching Tony Hayward, former CEO of BP during the Gulf Oil spill, testifying before Congress regarding his attention to safety at BP, I found that his subconscious intent for Safe Operations was “blocked.” His intent to be a financially successful CEO (according to their prevailing culture) was very clear. However, his instincts did not serve him well in trying to change the culture of BP towards greater attention to safely. Why? Because a Hardwired Underlying Belief, with him since conception, was that “There is no value to life …. There is only value for what you do.” I know that if he transformed the sequence of codes that drive this aspect of his life, not only would he more instinctively be interested in the impact on the lives of others, but he would also be more free of the stress that set up his self sabotage.
See www.HowComeTheory.com for more information on the system I have developed. It is truly a Disruptive -- and valuable -- Technology.
More humanity felt within our current leaders, plus more clarity on Intent for Success.
When the leader can "connect" better with the human beings in his / her organization, the opportunity for collaboration and desire to perform is enhanced.
When the leader has a system for being able to identify and clear his own subconscious self-sabotaging instincts, the probability is much greater for success, both for the individual and for his organization.
When "stress fractals" in a person's life are transformed, stress drops and good-feeling energy is enhanced. The person is happier - naturally.
When stress patterns separate a person from his willingness and intent to be safe, instinctive reactions to avoid fear make it more difficult to think clearly and strategically. Transformation helps a person feel more safe and be more safe, naturally.
First steps include presenting this new paradigm of the Transformation Option to the MIX Group.
The history and personal results of people who have stepped outside-the-box of their previous experience of "how life is" would be provided to reinforce the understanding of transformation itself, and its potential for profound and SAFE raising of one's freedom and potential.
Other methodologies that support spontaneous transformation experiences, most notably the work of Stan and Christina Grof on Holotropic Breathwork, would also be presented. Stan Grof, M.D., PhD has written many books in the field of Transpersonal Psychology, and is a respected pioneer in the field of Transformation.
Once the MIX Group feels comfortable in exploring this new option, then I would invite one or two members of the group to have several sessions with me. True understanding can come only through experience. This is different from anything out there -- including therapy, Cognitive Behavioral Therapy, EFT, NET, NLP, the programs of EST (the Forum and more), etc.
Once satisfied of the potential of this new system for Conscious Transformation, I propose that the next step be to invite a select group of "normal" CEO's to a forum to discuss the potential. The primary focus of this forum would be to describe the system and its application for transforming subconscious imprints that may create impediments to some success in their life -- whether corporate success or personal / family success. The system rightfully should be described as "consulting" -- not "therapy."
The foundation of my work includes the understanding that we are all being SUCCESSFUL all the time. If we are not getting we we SAY we want, then we are getting Hardwired Unloving Beliefs coming true. And these Beliefs can be transformed. Through Conscious Transformation (which requires feeling the stuck emotion - the Emotional Solder - that is holding in the Beliefs), the subconscious drivers become more aligned with the conscious intent, producing easier success. And different from Performance Coaching, the results are lasting.
Next steps will include sessions with the volunteers. An initial program is expected to take 8-9 sessions that usually last for 2 hours. It can be accomplished in less than a month.
I will be developing training and certification programs for others to do what I do. Also, we can direct participants to further resources to enhance their journey, if they wish.
The CEO Roundtable Group would be set up with the first 3 people who participated, with others added as they are ready. Their mission would be exploring how to apply their new understanding to corporate and world issues. For example, a CEO with "clear intent" to be successful in the development and financially successful distribution of alternative fuels would accelerate such results.
If the new BP Oil CEO is clear in his intent for safe operations in the company, and minimal impact on the environment, it would not take so much governmental intervention and cost to get them to "pay attention."
I am willing and intent for greater attention to effectiveness -- in our corporations, government and education. I believe that you are, too. Let's introduce a Disruptive Idea that can set a new path to success.
Rochele HC Hirsch, M.S.
Her Theory of How Come represents a synthesis of her experience and thought over the last 40+ years. Her instinctive drivers include developing systems to "make things work better," sensitivity to nuances, and alternative health. Major influences have come from the following:
STAR Program with Barbara Findeisen (www.starfound.org), Holotropic Breathwork with Stan and Christina Grof (www.holotropic.com), Suzanne Caygill, Originator to the Key to Color Harmony (I am a graduate of her Academy of Color), Denny Johnson and his Rayid System, June d'Estelle (meditation teacher www.alohem.org ), the Lazaris Material, metaphysical authors (Deepak Chopra, Wayne Dyer, Jean Houston, and many more), Buckminster Fuller, my degree in Physics (primary professor Bulent Atalay at Mary Washington College), my masters in ISyE (Georgia Tech), my Organization Effectiveness training and development at AT&T, and 15 year corporate career at BellSouth, my 25 year career as a business owner and consultant (U.S. and Singapore / SE Asia, see www.commexpress.com ), and my own "living laboratory" in developing and trialing this system.