[Dialogue] core values

[Paula Philbrook]

We used to have corporateness principles poster.  I remember a large printed
copy on the collequim room decor at the Chicago South House on Blue Island
Ave, (72-73 maybe).

Paula
On Wed, Aug 17, 2011 at 10:55 AM, Nancy Lanphear <nancy at songaia.com> wrote:

> Dear friends,
>
> Some things have been put away and only brought out with the appropriate
> "trigger", is that a human condition, or what?
>
> How about PITHY PEARLS OF PRIORSHIP?  I do remember that, perhaps by it's
> creative name rather than it's content.
>
> We, too used the Stylistic Disciplines in Kenya, India and the Student
> House.  I remember the process of creating the unique list of Disciplines in
> the Student House.  It was amazing!  Not only did the kids create the list
> but they honored it!  SOmetimes they need to be reminded but it truley was
> theirs.
>
> With love and gratitude for our common life together,
>
> Nancy
>
>
>
> On Wed, Aug 17, 2011 at 7:27 AM, James Wiegel <jfwiegel at yahoo.com> wrote:
>
>>   Two sources came to mind, Darrell:
>> One of the eventual results of the Appreciative Inquiry study of ICA in
>> the mid 80's was a list of core values.  I am not sure if these were an
>> actual product or done later by staff in Chicago.
>> Another was done as a tool for village development replication, either in
>> India or Kenya, and was a set called the "Stylistic Disciplines"
>> I also went on the repository website -- wedgeblade.net and found a list
>> of over 200 principles divided into 12 different areas titled "Principles of
>> the Intraglobal Movement" (see end of message)
>> Also on the repository website is a set of 10 considerations for community
>> reformulation and also 24 principles for global social demonstration.
>>
>> Jim Wiegel
>>
>> Life isn't meant to be easy, it's meant to be life. -- James Michener, The
>> Source
>>
>> 401 North Beverly Way, Tolleson, Arizona 85353-2401
>> +1 623-363-3277 <%2B1%20%20623-363-3277> skype: jfredwiegel
>> jfwiegel at yahoo.com www.partnersinparticipation.com
>>
>>
>>
>> UPCOMING TRAINING OPPORTUNITIES FROM PARTNERS IN PARTICIPATION
>> ToP Facilitation Methods Sept 20-21, 2011
>> ToP Strategic Planning, Nov 8-9, 2011
>> The AZ Community of Practice meets the 1st Friday of every month at 1 pm
>> Facilitation Mastery : Our Mastering the Technology of Participation
>> program is available in Phoenix in 2011-12. Program begins on Oct 12-14,
>> 2011. See our website for further details.
>>
>> Global Research Assembly
>> Chicago Nexus
>> July 1976
>> OPERATING PRINCIPLES OF
>> INTRA GLOBAL MOVEMENT
>> INTRODUCTION
>> The following twelve groups of operating principles contain those
>> guidelines drawn from movement experience of some 20 years. The principles
>> range from references to the Art of War by Sun Tzu to the most recent
>> insights gained from work in local community development around the world.
>> While some two hundred principles are given, this is only a beginning.
>> This effort may be considered the base upon which to build an even larger
>> compendium for the guidance of Those Who Care, whatever may be their
>> particular assignment.
>> The emphasis throughout is on operating practically in a time of doing.
>> The sayings are arranged under twelve categories which are the keys to
>> success:
>> 1. Tao  21
>> 2. Structure  28
>> 3. Decision 14
>> 4. Information  23
>> 5. Discipline 33
>> 6. Human Nature  18
>> 7. Speed   28
>> 8. Control   11
>> 9. Indirection   6
>> 10. Double Action  15
>> 11. Situation of Advantage  18
>> 12. Planning  28
>> THE TAO
>> Effective operation in any dimension
>> requires insight into the profound
>> depth of life.
>> 1. The spirit is finally the key factor. Once the troops' spirit has
>> internally crumbled, the battle is lost.
>> 2. Use symbols strategically not superstitiously; remember that profound
>> change happens only through symbols.
>> 3. Use celebration as a tool for signaling the recent victory and
>> anticipating the future victory.
>> 4. Conduct accountability daily for the sake of absolution.
>> 5. Allow the symbolic to take precedence over the practical.
>> 6. Use your body, face, stance, tone of voice, posture and dress as
>> instruments of presence.
>> 7. Use humor to provide creative distance from tragic absurdity.
>> 8. Discern how to give form to what is already happening.
>> 9. Dress intentionally for the occasion to honor it and enable it.
>> 10. Use task­related decor to impact troops with the profundity of the
>> current campaign.
>> 11. Care for yourself in order to be able to care for others. Your spouse
>> can't care for you, your colleagues can't. Let it go one day and it gets
>> compounded.
>> 12. Accept tension­filled assignments as caring for you.
>> 13. Take time to lick your wounds.
>> 14. Remember the task is what sustains you; allow the mundane to disclose
>> significance.
>> 15. Go to Daily Office every day to remain an ally, not an enemy of the
>> Dark Night of the Soul and the Long March of Care.
>> 16. Gain the advantage over the day by beating everyone out of bed. Reap
>> the harvest of the day by late­night brooding. Demand a fine piece of
>> creativity from yourself before you climb between the sheets.
>> 17. Take good care of yourself by charting your day and learning to deal
>> with intrusions.
>> 18. Be a bold, inscrutable, mysterious presence.
>> 19. Remember there is more than one well that people can fall down.
>> Profound consciousness can be expressed in many ways.
>> 20. Be sensitive to the new face of the movement and give it concrete
>> form.
>> 21. Wear, and be the presence of, the blue as a practical reminder of the
>> stance of Those Who Care.
>> STRUCTURE
>> .
>> A Structured Revolution concerns the
>> strategic use of troops for achieving
>> victory. Front­line warriors, back­up
>> specialists, new recruits and the general
>> himself all engage in the common
>> battle for the common good.
>> 1. Use the resources, structures and forces of the situation in which you
>> find yourself; everything you need for winning already exists in the
>> situation.
>> 2. Organize the task according to the structural forces available to do
>> it.
>> 3. Make trans­rational assignments. Brood through assignments carefully.
>> 4. Make assignments in such a way as to stretch, not protect the troops.
>> 5. Make assignments according to the demands of the mission, not according
>> to an individual's neuroses.
>> 6. Organize your troops horizontally and insist on participation from all.
>>
>> 7. Continually re­configure the troops to sustain motivity.
>> 8. The fewer the troops, the greater the need for their strategic
>> placement.
>> 9. Have the name of someone in every micro.
>> 10. Management and control of the many is the same as of the few. It
>> depends upon the symbols that address the depths of one's being.
>> 11. Use structures to care for human beings. Find ways for all to be
>> engaged significantly.
>> 12. Hold the tension between internal life and moving it, moving it,
>> moving it.
>> 13. Grasp the situation as a single task with one aim, not merely the job
>> you have to do
>> 14. Use the Troika.
>> 15. Select a person to shadow the consultant from among the local leaders
>> as a training tool.
>> 16. Use the local shadow to provide access to community power centers in
>> order to authenticate the local story and to train future leaders.
>> 17. Favor team operation whenever possible.
>> 18. To do a miracle think it through, plan it well. Provide the
>> instruments beforehand, ensure that everyone as an assignment and the tools
>> needed to do it.
>> 19. Work behind the scenes to ensure that things run smoothly. Whoever
>> sees the need does the deed.
>> 20. Meet the enemy with fresh forces, disciplined and well­prepared. When
>> the enemy is equally well prepared, avoid him.
>> 21. Protect your flanks. Position the enemy so that his vulnerable places
>> are unprotected.
>> 22. Know how to use both large and small forces.
>> 23. Let the mission do the healing. Keep plunging the troops into the
>> mission.
>> 24. Use the normal forces to engage the enemy and the extraordinary forces
>> to win. At the same time prevent the enemy from uniting and consolidating
>> his forces.
>> 25. When quality is important, give large chunks of time to skilled
>> people.
>> 26. Build events that engage new colleagues.
>> 27. Strike with the right force at the right time. Momentum and timing are
>> key. Watch out for the enemy gearing up to strike you; protect your
>> vulnerable spots.
>> 28. Meet financial obligations; it is an opportunity for engaging
>> colleagues rather than another drain on your energy.
>>
>>
>>
>>
>>
>>
>>
>>
>> DECISION
>> Decision is the key to winning or losing.
>> You win or lose before the battle. The
>> war can't be lost until you decide.
>> 1. Victory is won only by your prior decision to win. To merely hope to
>> win is to be defeated before you every start.
>> 2. Identify the task to be done and put your resolve behind it.
>> 3. Stage the happening that celebrates the decisional victory.
>> 4. Remember the real issue is how to move it; resist the temptation to
>> worry about loose ends.
>> 5. Be versatile in your varieties of roles, as you walk with kings and
>> local man.
>> 6. Build your campaign plan and brand it on the inside of your forehead.
>> 7. Use trial balloons as a tool to build consensus.
>> 8. Use the large group for overall consensus on the plan, smaller groups
>> to decide on the steps.
>> 9. Unclarity is the result of not making necessary decisions.
>> 10. Keep the brackets on the presently insoluble.
>> 11. On a call, believe that the thing you are asking for is possible for
>> every person you're calling on.
>> 12. On a development call ask for one thing: money.
>> 13. Find a way to get paid for doing the mission.
>> 14. Shoot for the sky when making a call.
>> DISCIPLINE
>> Without a disciplined body of troops
>> operations will come to a standstill.
>> 1. Discipline has to do with shaping the forces and the situation. It is
>> your decision to keep at the task and keep it moving.
>> 2. Establish a clear picture of the victory that has been won, and of the
>> next victory to be won.
>> 3. Motivate the troops to win. The motivation issue is the major portion
>> of the task to achieve victory.
>> 4. The general will work in the front lines as a sign of the task's
>> corporate nature.
>> 5. Sing to enliven the group and to symbolize the common task.
>> 6. Rehearse the story that holds the real significance of the task.
>> 7. Symbolize a statement of consensus by some ritual observance.
>> 8. Know when to terminate a task.
>> 9. He whose ranks are united in purpose will be an unopposable force.
>> 10. All house staff are generals, so avoid categorizing some troops as
>> exclusively back­up, and assign them to circuits.
>> 11. Assign the special forces to exchange with the warriors from time to
>> time.
>> 12. The morale and discipline of the troops are your responsibility.
>> Regard them as your beloved sons and they will die with you. Indulge them
>> and they will be useless.
>> 13. A general thinks through his situation, formulates his strategy and
>> 'buys' time to await the hunch.
>> 14. There is one team and one task; the whole team is responsible for the
>> whole task.
>> 15. Bracket the apparently insoluble issues, but name a time to reconsider
>> them.
>> 16. Trust the models formed by consensus. Beware of the latest bright
>> idea.
>> 17. As you observe peoples' engagement in a task, be careful also to
>> observe the evident contradiction.
>> 18. Don't get caught with your models down. For each task have a
>> comprehensive checklist and use it.
>> 19. Centrums exist to serve the local.
>> 20. Judge the outcome of your works by the effect, not by the effort.
>> 21. You are nobodies in history; you are solely out to release new life.
>> 22. Never take yourself too seriously.
>> 23. To be the religious is to be "nothingness." To seek money, notoriety
>> or praise as your goals is to become their slave.
>> 24. Look to yourself first to discover where the perversions are.
>> 25. Hold in memory the lives of warriors who throughout history gave their
>> lives and strive to imitate them.
>> 26. Beware of 'going native'; resist the temptation of thinking my area or
>> region has such special problems that they transcend the global model.
>> 27. The gun of an outfit is the decisive "someone" who takes charge of a
>> project, does not know what it means to succumb to fear, and yet remains a
>> nobody.
>> 28. Deal with the contradictions in every thing you do at every moment.
>> 29. Keep all plates spinning, spot the slowest one and give the necessary
>> effort to accelerating it.
>> 30. Extend yourself to the task of daily changing one person's life.
>> 31. Leave each call honorably with the door open behind you.
>> 32. A Human Development Project is self sustaining. Don't depend on
>> outside money.
>> 33. Retain incoming funds for as long as possible in the HDP.
>> INFORMATION
>> To command an army you must know the local
>> situation, the command issues and the tactical
>> situation. Not to know these elements
>> is to confuse the army and hand the victory
>> over to the enemy.
>> 1. Never demean the academic but berate those who try to reduce life.
>> 2. Don't undertake a campaign until you know where you are, what the
>> circumstances are, what the trends are, what the unique local factors are,
>> what the ability of the leadership is, what the organization and discipline
>> of the troops is like and whether or not you have a consensus.
>> 3. Observe, probe and spy on the trends of history and the deep currents
>> of the time. Know where people are talking from and what they acting out of.
>>
>> 4. Know the situation. Know the enemy. Know the trends. Know yourself and
>> your victory will be complete.
>> 5. Know the enemy and your real situation; otherwise you are operating in
>> an illusion and are in great peril.
>> 6. Insure victory by gaining access to a large reservoir of data and
>> insights from the global repository. Take from and contribute to the
>> repository.
>> 7. Keep objective statistical records to monitor every phase of the
>> operation and use them as wall decor.
>> 8. Always brief and debrief the circuit teams.
>> 9. Grid and art form every situation you are in and let it inform your
>> decisions.
>> 10. Use your third eye and third ear to estimate the enemy's situation
>> correctly and avoid having the situation blow up in your face.
>> 11. Carve out time for brooding through the task and force yourself to get
>> it down on paper.
>> 12. Make the night deliver its wisdom.
>> 13. Use evaluation at the completion of a task for the sake of informing
>> the future.
>> 14. When reporting on the battle hold the tension between using the
>> objective level to celebrate the victories and the interpretive level to
>> extract guidance for the future and the deep significance of the present.
>> 15. Take good notes. This represents a decision to honor your colleagues'
>> wisdom, to value the wisdom of others as much as your own and to take
>> responsibility for the mission by being the Xavier.
>> 16. Know the principles you would not violate.
>> 17. Maintain your critical inventory of supplies.
>> 18. Use an objective consultant to deal with polar log jams.
>> 19. Pay attention to the local mores.
>> 20. Remember the "Last Fat Lady."
>> 21. Use referrals and entrees when doing calling. Don't call without an
>> introduction.
>> 22. (HDP) Deal with groups individually. Know the income of last year for
>> each family to know if it increased.
>> 23. Insure that the local base is an independent economically autonomous
>> unit.
>> HUMAN NATURE
>> Strategic use of human propensities
>> is often the key to success.
>> 1. Build on strengths of others and live with their weaknesses.
>> 2. Never cut off the enemy's escape but always cut off your own.
>> 3. Create intentional chaos as seed ground for new models.
>> 4. Do not press an "enemy" at bay for this would lead to a desperate
>> battle.
>> 5. Ask for too much rather than too little.
>> 6. Use basic contexts to relieve anxieties.
>> 7. Don't attack people, but, when necessary render them impotent.
>> 8. Be able to identify incipient paranoia.
>> 9. Never tell people more than the situation requires.
>> 10. View a chaotic place as one where much work is going on.
>> 11. Be attentive to insights of others.
>> 12. Look for ways to honor the group.
>> 13. Keep an attitude of detachment from the concrete task while at the
>> same time participating in it.
>> 14. Rehearse "you can bend history" from time to time.
>> 15. Practice what you preach.
>> 16. Be firm, yet "cool".
>> 17. Don't broadcast your anxieties and beware of negativism.
>> 18. Remember that development is evangelism not charity.
>> SPEED
>> Avoid protracted operations. Elongated
>> timelines hinder the operation. Short
>> timelines help it.
>> 1. Victory is the aim, not doing a process. Prolonged operations reveal a
>> decision to look good trying, but not to win.
>> 2. Move with speed by miracles. Operate miraculously to carry out
>> implementaries in your battleplan. Decide on what the miraculous victory
>> will be for the day.
>> 3. Set a short time to accomplish the task. Anything longer than six hours
>> becomes a work project, not a miracle.
>> 4. Do all the programs all at once. Win victory in every aspect of the
>> campaign in the very first week.
>> 5. Go in pursuit of the first major funding gift that will be symbolic
>> enough to release other funding.
>> 6. Don't get bogged down in last week's tactics. Keep moving forward. Keep
>> the momentum up. Keep on keeping on.
>> 7. Release colleagues for action who insist on standing still when
>> everything is demanding 'move it.'
>> 8. Keep the circuits moving; do one town in the morning and another in the
>> afternoon. Know when to dig in and when to keep moving on.
>> 9. Long range planning can be a trap. It is impossible to win a protracted
>> war.
>> 10. Get on top of the situation before you hit the room. Don't enervate
>> the troops by long meetings that excuse from doing the victory of the day.
>> 11. To win battles and take your objectives but to fail to exploit the
>> achievements may be described as wasteful delay. They give the enemy a
>> chance to regroup his forces and strike back.
>> 12. Bracket all extraneous cares.
>> 13. When faced with difficulties, divide them and bracket part of them. To
>> do otherwise is to let them overwhelm you.
>> 14. Think through what you want to accomplish every day.
>> 15. Attack the major contradiction.
>> 16. Don't allow goals to paralyze tactics and implementaries.
>> 17. Avoid overkill when dealing with authorization. Trust the nod that has
>> been given and operate out of it.
>> 18. Create a timeline of the quarter, the week and the day
>> 19. Institute a system of self checking daily, weekly, monthly to grade
>> your success in every phase of the operation in order to sustain momentum.
>> 20. Remember as you go into battle that the war is the next one hundred
>> feet in front of you.
>> 21. Trust that every situation possesses the inherent elements allowing
>> you to move it.
>> 22. Hit the road by 8 o'clock.
>> 23. Manage the time you can control to achieve effective management.
>> 24. Work over against the mind­set of summer relaxation in order to gear
>> up for fall programs.
>> 25. Hold the tension between the temptation to immediate action and
>> kairotic time.
>> 26. Win in the situation by acting, it is not enough to see through a
>> situation and stand inert.
>> 27. Engage totally while waiting for clarity.
>> 28. Make everything you do a symbol. Organize tactics and implementaries
>> into miracles.
>> CONTROL
>> Either the enemy will determine the
>> situation and hence the victory; or you
>> will create the situation to which he
>> must conform. The one destined for victory
>> is in charge from beginning to end,
>> no matter what the circumstances.
>> 1. In every situation the elements exist that enable it to be moved.
>> 2. Create your own situation.
>> 3. You are out to release the yes latent in the situation.
>> 4. Turn every no into a yes. Believe that the person you are calling on is
>> capable of an affirmative response.
>> 5. Analyze the indicative mood in a situation. Know the mood needed to win
>> and gradually transform the indicative mood into the necessary mood.
>> 6. Delimit the geography; deal with all the problems simultaneously; push
>> to the depth human issue; use symbolic power to effect change; work with all
>> age groups.
>> 7. Build drama into the schedule to avoid the necessary humdrum turning
>> into perfunctory routine.
>> 8. Build a temporary value screen for a particular task to reduce the
>> ambiguity just enough to enable it to move.
>> 9. Never assume a context; he who sets the context generally wins.
>> 10. Transform your village or town to make possible the transformation of
>> every village and town. Your turf is the whole world, your situation the
>> whole of history.
>> 11. Being like Xavier allows one to have the whole world wherever he is.
>> INDIRECTION
>> Life is always indirect. The strategy of
>> indirection is simply an imitation of life itself.
>> 1. One who is master of the enemy's fate moves without any trace of
>> control; is an invisible catalyst; is constantly on the alert for any
>> manipulation on the part of the enemy.
>> 2. The one who uses the direct and the indirect approach makes the devious
>> route the most direct and turns misfortune into advantage; the one who does
>> not, remains at a disadvantage and is defeated.
>> 3. Attack the enemy's strategy; this is the art of indirection. You are
>> out to release men from disabling mindsets; you are not out to chain them to
>> another yoke.
>> 4. Never attack the enemy's stronghold head on; to do so is to lose the
>> battle and your troops as well. Fight directly only when there is no
>> alternative.
>> 5. Utilize the element of surprise; come at the enemy with the indirect
>> approach. Find the weak point and then move on with top speed. To fail to do
>> this is to accept defeat by default.
>> 6. Transform the structures from within so as to move them into the
>> future; to destroy them is to cut off all possibility.
>> DOUBLE ACTION
>> Formulating winning policies means to live
>> in creative tension; holding polarities is
>> balance within one's being; to fail to do so
>> is to fall off on one side which leaves a
>> vulnerable point for the enemy to exploit.
>> 1. Social change is ever going on. Tension is of the essence; conflict and
>> struggle is that without which structures cannot move into the future
>> 2. The authentic Transestablishment at any one moment is either being the
>> authentic Establishment or the authentic Disestablishment, whichever history
>> demands.
>> 3. There are times when the orders of the sovereign are not to be obeyed.
>> If there is no chance for success, do not use the troops; if it is not in
>> the best interests of the state, do not act; if you are not in danger. do
>> not fight.
>> 4. Don't give up; keep at it; to draw a line beyond which you would not go
>> is to resign in defeat.
>> 5. Neutralize public officials only enough to get the task done.
>> 6. Avoid seeking support from middle echelon bureaucrats. Don't report to
>> underlings.
>> 7. Co­operate with nobody, but be prepared to use everybody and everything
>> to carry out your battleplan and so win victory.
>> 8. Allow social agencies to enable the task in accord with the plan. Never
>> allow them to interfere with your battleplan.
>> 9. Keep the law without being bound by it.
>> 10. Obey God and the deep currents of history.
>> 11. Sustain the tensions built into your battleplan as you carry out your
>> own assignment.
>> 12. Intensify the complexity of any situation. This initiates new
>> paradigms of action. Do not try to force fresh chaos into stale models.
>> 13. Beware of saying yes to all demands simultaneously. Operate out of
>> your revolutionary timelines and not the world's timeline.
>> 14. Never attempt to do the revolution on somebody else's terms.
>> 15. Keep your eyes open to the need for mid­course correction.
>> SITUATION OF ADVANTAGE
>> He who knows when he can fight and when
>> he cannot will move only when he has the
>> advantage.
>> 1. Operate from a situation of advantage. Don't waste your life in a
>> situation where it is patently impossible to be effective.
>> 2. Never move until you have the advantage; it is suicide to move
>> otherwise.
>> 3. Your purpose is to protect the people and promote the best interests of
>> the sovereign. If the situation is one of victory, fight; if the situation
>> is one of disadvantage, do not engage.
>> 4. Move on the soft underbelly. Bracket the hardcrust areas.
>> 5. Occupy a position which facilitates your actions; protect your
>> vulnerable spots; position the enemy so that his vulnerable points are not
>> protected. Without the advantage of the situation you cannot get started.
>> 6. Get the enemy looking in another direction then sneak up on him and
>> attack swiftly. Beware, he is trying to do the same to you. Watch the
>> situation for signs of his presence.
>> 7. Don't enter a situation where you know you're going to lose.
>> 8. Miss no opportunity to master the enemy. The only alternative is a
>> position where the enemy can master you.
>> 9. The crux of operations lies in pretending to accommodate yourself to
>> the designs of the enemy; when he presents an opening strike swiftly.
>> 10. Never do the same thing twice in the same location.
>> 11. Obtain local authorization before you move in. Obtain introductions
>> through Aunt Ida and take Aunt Ida with you on the calls.
>> 12. Build authorization before the campaign begins. Build firm support
>> after you have begun to succeed.
>> 13. Let the symbolic leader know you are there.
>> 14. Listen for the image your audience is operating out of and weld it to
>> reality in a new way.
>> 15. Tell the story that will find the hot button.
>> 16. To campaign effectively concentrate at first on a few major areas
>> where superior performance will produce outstanding results.
>> 17. Keep your temper. The minute you lose control the situation takes
>> charge of you.
>> 18. Keep your cool so that you can break up others' cool. Never destroy
>> that which you are over against.
>> PLANNING.
>> Effective operations depend on effective planning.
>> 1. Trust the corporate planning methods as being ontologically grounded.
>> They work.
>> 2. Periodically take time to get out the big picture.
>> 3. Do the whole revolution before you start by means of transrational
>> planning.
>> 4. Give the whole group a picture of the total task to avoid tunnel
>> vision.
>> 5. Keep a comprehensive checklist of the total operation. Know what you
>> are bracketing and for how long.
>> 6. Cover the entire battle field transrationally.
>> 7. Work through in detail the steps required to stage each event or
>> complete each job. Clarify how each of the specific tasks is to be done.
>> 8. Battleplan each day through to the last detail.
>> 9. Prioritize and timeline the jobs involved in a task.
>> 10. Stay in dialogue with the situation and let it inform you.
>> 11. Use intrusions and interruptions as a way of checking the
>> inclusiveness and practicality of your battleplan.
>> 12. The key to actuation is clustering and timelining implementaries and
>> doing continual tactical modification.
>> 13. Condition yourself to think tactically and contradictionally all the
>> time.
>> 14. Attack the major contradiction and avoid taking potshots at whatever
>> moves.
>> 15. When you win, do not repeat your tactics but respond to the
>> circumstances in an infinite variety of ways; modify your tactics in accord
>> with the current contradiction.
>> 16. Schedule the programs transrationally: 1 the first quarter, 6 the next
>> quarter, 36 the next quarter, 216 the last quarter.
>> 17. Symbols occasion social change. The abstract transrational model is
>> high symbol and it is high symbol that changes history.
>> 18. Focus on the imaginal impact of your charts.
>> 19. Do the whole operation with miracles.
>> 20. Don't underestimate the corporate power that comes from squared off
>> tables and centerpieces.
>> 21. Leave able generals room to move so they can select the tactics
>> suitable for victory.
>> 22. To select a town or village walk through it with all your senses
>> tuned; talk to the local people only after the ''aha" hits. Then apply
>> rational criteria to check your intuitive responses.
>> 23. Target the rural heartland, not the urban centers.
>> 24. Effectiveness is not efficiency.
>> 25. Treat indicative battleplanning as a term of evangelism
>> 26. Use the all­is­good stance for effective contradictional discernment.
>> 27. A revolutionary uses shotgun, not a rifle.
>> 28. Follow the battleplan rather than your next good idea.
>>
>>
>>
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-- 
Paula

*Gratitude unlocks the fullness of life. It turns what we have into enough,
and more. It turns denial into acceptance, chaos to order, confusion to
clarity. It can turn a meal into a feast, a house into a home, a stranger
into a friend. Gratitude makes sense of our past, brings peace for today,
and creates a vision for tomorrow*.
*Melody* Beattie
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