INTRODUCTION: THE PRESENT CONTEXT

1. Today we leap from the whole past of Western Civilization to an entirely new civilization, a post-civilization. There is grief over the collapses of the family, educational structure, polity structures, job and community responsibility. But there is an amazing discovery that man can create what it means to be a family, what it means to learn, what it means to take decisional responsibility for society, and what it means to make a vocational decision. It's as though everyone agrees that all the earth belongs to all the people and therefore knows that man desperately needs an effective problem-solving method to redistribute the world's resources. Everyone sees that all the decisions belong to all, and therefore knows that humanity deeply requires a way of acting corporately in order for humanity to decide the future of the globe. Everyone knows that all the gifts of humanness belong to all, and therefore knows that man critically needs disciplined methods to motivate his fellowman to care about all of life. This article spells out the first of these crucial life methods as a context to a manual on Indicative Battle-Planning.

2. In the post-modern context it is natural for man to struggle frantically to come up with some kind of methods that would enable him to solve his problems. And it is further natural to expect him to search so with the only clarity he has - basically old social methods. The contemporary battlefield over methods of problem-solving has boiled down to chiefly the struggle between teleological methods and indicative methods. It is as though in trying to care for the world out of their old social context, contemporary civil, business and church leaders encounter a contradiction in their own methods themselves. This happens whenever their method becomes goal-oriented, and thereby tries to impose upon the given situation an ideal picture of life and by-passes any serious practical vision or contradiction analysis. This method, the teleological method, is based upon a static conception of life, and tries to approach problems platonically, seeking answers "somewhere in the far-away future", somewhere where the grass is greener. One grave question about this method is that it invariably causes people to ignore, to hate their given life, to despise their situation and eventually withdraw in stark cynicism to some castle away from their failures. Such cynics, in their own approach, undercut the possibility for life's success. A second question about this method is that it is structured bureaucratically, where information, goals and decision filter down from the top elite to the "obedient" masses on the bottom, where true creativity and purpose are expected only among leaders, whose main task is to superimpose their creativity upon. Thirdly, they seem to be victim to the cause-and-effect static universe, or a mechanistic focus upon efficiency, where the only concern is to get a job done efficiently, obediently. This ignores the ongoing trends and fosters diversion and boredom among those who work or operate in such a system. In a word, to think teleologically is to decide to lose.

3. However the recent journey of ethical discovery has led us from such teleological ethics and methods to indicative ones. Here the indicative method is experience-oriented, context-oriented and looks not to far-off goals in a never-never dreamland, but rather to concrete situational givens, to the way life is here and now - and precisely there it reveals a dynamic understanding of life and man. Such a method is quite realistic, it looks at real needs, real happenings and trends, and crucially suggests that exactly that can be picked up and moved into the future as the only life there is. Such an indicative method operates basically upon the hope, the possibility that lies within every given situation, for it significantly undercuts every attempt by men to build a system or method that would remove the responsibility for his decision from his shoulders. It keeps them on "the hook", since it recognizes the need for struggle as the only way to reach victory. Thirdly, the indicative method is founded upon a deep trust in the grassroots, upon consensus among the grassroots people "at the bottom" as the key to a more human situation. It is among the people at large that initiative and purpose are expected. It's among the people that models are built, tested and effected. Lastly, this method is rooted in community care as the only way to effective battle-planning. Here the emphasis is upon a relative dynamic universe, and thus upon the fact that to solve a problem, you must move on all dimensions of the problem simultaneously. Here the nurture and training of the people themselves to become the corporate leadership is a strong emphasis. Here motivity and corporateness are fostered for the sake of accomplishing the task of the whole body. In short, to think and plan indicatively, is to decide to win.

4. Post-civilization man knows that life is being perpetually recreated. He experiences mystery as he envisions the future, he experiences consciousness as he encounters contradictions, and knows life is about caring as he makes proposals. Through the implementation of tactics, he experiences life as fulfillment, and responds effectively to the demands of every moment. Man is a new creature even now, as he struggles to responsibly create for himself and his time effective methods to solve the great dilemmas plaguing his society. Already the experimentation is increasing, involving the management by objective movement. Time-effectiveness planning, life work conferences, group participatory training, et. To dare to look into the heart of Indicative Battle-Planning process is in one sense, already deciding to win.

The process of practical vision is creating a comprehensive global screen, analyzing the local situation, articulating the particular objectives, and designing the imaginal art form.

5. A COMPREHENSIVE GLOBAL SCREEN is the inclusive context and social model in response to the question "what is our long range missional context?" It expands human imagination. For the sake of rehearsing global responsibility, it assumes global inter-relatedness. The dynamic of creating a comprehensive global screen uses the methods of lecturing, charting world events, brainstorming trends, and grounding the social process applied by a comprehensive global perspective and has the image of responsibility to decide the future. Pitfalls to avoid are intellectualizing, criticizing insights, disregarding commonality, and working too slowly.

6. LOCAL SITUATION is the social analysis and human needs in response to the question "what is actually going on here?" It focuses and concretizes human concern for the sake of identifying the actual situation. It assumes that the global is acted out in the local. The dynamic of analyzing the local situation uses the methods of brainstorming the local structures and issues and plotting them on the social process triangles and clustering the needs. These are applied by being intentionally true to the local situation and honoring all by being intentionally true to the local situation and honoring all insights. Pitfalls to avoid are superficiality, overcomplication, and placing blame.

7. PARTICULAR OBJECTIVES are the envisioned results of the battleplan in response to the question "what needs to be done?" It specifies key decisions for the sake of the particularization of the vision. It assumes that the vision is grounded in time and space. The dynamic of articulating the particular objectives uses the method of visionary spinning and stating the four objectives applied by using the futuric wisdom already present in the group and being both imaginative and concrete. Pitfalls to be avoid are operating out of a "goal" mindset and falling into abstraction or hit and miss confusion.

8. THE IMAGINAL ART FORM is the sign of corporate decision in response to the question: "How do we symbolize our decision?" It occasions a creative leap for the sake of holding in symbol the common dream. It assumes that it is necessary to hold the tension between the rational and the irrational. The dynamic of designing the imaginal art form uses the methods of individual brainstorming and corporate creation as applied by honoring all wisdom. consensing on both the values to be held and the finished product and allowing the imagination to be exploded. Pitfalls to avoid are individualist over-emphasis, corporate irresponsibility, and extreme rationality or irrationality.

The process of contradiction analysis articulates the blocks and states the four major contradictions.

9. BLOCKS are obvious irritants or obstacles preventing actualization of the objectives which are articulated in response to the question "what's in our way?" It articulates the obstacles for the sake of objectifying them corporately, and assumes that every objective encounters obstacles. The dynamics of articulating the block uses the methods of brainstorming blocks, cross-gestalting, and making individual lists, done by getting all blocks out, honoring all insights, ensuring that everyone understands them, working quickly and looking beneath the brainstorm for other wisdom. Pitfalls to avoid are cynicism, bitching and not dealing with touchy issues.

10. A CONTRADICTION is the underlying condition which perpetuates the blocks and discloses the source of hope in response to the question 'what's behind all this?" It breaks through all preconceptions for the sake of seeing through the present situation to the action demanded and assumes that reality itself discloses the doorway to the future. The dynamic of articulating the contradiction uses individual and group methods, gestalting, contradiction stating, brainstorming and gestalting methods and is done by trust intuitive wisdom, and using creative tension. A contradiction is socially-structurally manifest. Failure to understand and ground the contradiction in real life is a pitfall. Other pitfalls are: thinking that a contradiction is an absence or lack, or that it is the given situation or that it is a naughty deed.

The process of proposal creation states the resolutions and creates the proposals.

11. RESOLUTION are suggested actions or ways to deal with blocks/contradictions in response to the question "what do we need to do?" It releases possibilities for the sake of stating ways to resolve the contradiction and assumes that solutions exist and can be stated. The dynamics of stating resolutions uses the methods of brainstorming and gestalting to create a proposal 4x4x4 applied by people's using their imagination to get out many suggestions all of which are recognized. Pitfalls to avoid are people's propensity to debate, go off on tangents, or leave out some possibilities.

12. A PROPOSAL is an arrangement of resolutions into a rational plan in response to the question "what strategy will deal with the contradiction?" It focuses rational patterns for the sake of weaving resolutions into one fabric and assumes that only a focused plan will effectively deal with the contradiction. The dynamics of creating proposals uses the methods of expanding a 4x4x4 applied by restating the resolutions into a total, rational plan and asking whether they effectively deal with the contradiction. Pitfalls to avoid are abstractions and unrelated strategies.

The process of forging the tactical system states the tactical arenas and creates the tactics.

13, THE TACTICAL SYSTEM is comprised of action tactics planned to spark new awareness and to actualize the objectives in response to the question "what will we do?" It is naming the concrete link between what is and what will be for the sake of deciding winning activities, and assumes that only comprehensive, directed action wins. The dynamic of the tactical system uses the methods of cross-gestalting, regrouping proposed data and gestalting to create tactics, applied by pushing to get the job one, maintaining creative tension, retaining all wisdom from the brainstorm and deciding to care through structures. Pitfalls to avoid are overlapping tactics, unclear wording, and static thinking.

The process of implementary tools articulating implementary paragraphs, coordinates the operational timeline, and modifies and rebuilds the plan of action.

14. INTENTS AND IMPLEMENTARIES are tools to weave together the strands of a tactic into one thrust, in response to the question "how do we ensure that these tactics get done?" It enables thinking through of all the particulars, for the sake of an integrated inclusive system, and assumes that sustained motivity requires clear depth tactics. The dynamics of articulating the implementary paragraphs uses the methods of brainstorming and corporate-writing, applied by using all the troops and being concrete, concise and consistent. Pitfalls to avoid are extreme wordiness and failure mentality.

15. TIMELINE is a coordinated operational time design of the future in response to the question "how do you orchestrate all the deeds into a viable time/troop design?" It disciplines projection into the future for the sake of coordinating all actions and assignments and assumes that it is possible to create the future. They dynamic of timelining uses the methods of consensus applied by being flexible, open-ended, and hearing all the demons. Pitfalls to avoid are overloading or underloading any period of time, and not meshing all demands into one timeline.

16. MODIFICATION is the ongoing process of review, Revision and rebuilding of the plan of action in response to the question "how does this battleplan perpetually respond to the actual needs?" It forces one to stand present to shifting reality for the sake of dealing effectively with every new situation, and assumes that an effective battleplan is always open. The dynamic of modification uses the methods of evaluating and reflecting, applied by placing evaluation sessions of a timeline, reflecting on the past, and redirecting the tactics. Pitfalls to avoid are not reflecting on the vision and contradictions, or forgetting the modification step entirely.

CONCLUSION: THE FUTURIC DEMAND

17. Since we live in a one-story secular scientific urban universe, the given complexity of society demands that effective problem-solving and battleplanning be hard-headed, rational, and scientific in rigorous application. Such rationality insists on building models of the future in full obedience to the facts of the given situation. It employs thorough study and analysis of the problem and full investigation and testy experimentation before it is willing to lend its stamp of approval on any model.

Who has not often felt a deep insistence on getting his mind around all the chaos and moving linearly, step by careful step, holding specific values and using common principles to solve tough problems. Such rationality requires thorough discipline and lucidity. It should be clear that only so could anyone practically and structurally effect significant social change. And therefore it is easy to see why rigorous rationality is build right into the Indicative Battle-Planning Methodology: in the rational listing, plotting, arranging and time-lining of objective data. In contradiction to this insistence on rationality to the methodology's deep appreciation for the irrational, for the discontinuous, for man's daily mundane experience of the awe, the mystery of life. This is due to the fact that transparency, seeing through every moment or event to the depths of its meaning, is just happening to everyone today. This alone allows the rational mind to venture out again and again to build models out over raw chaos and in the midst of sheer absurdity. While the rational mind is obedient to the given situation, the irrational mind is quite free, creative, celebrative with it, and employs all kinds of indirect tangential ways to stand present to the deeps of life. Such irrationality requires authentic sensitivity and full exposure to every dimension of life. Where the rational mind tries its best to be "on target", the irrational mind "shoots quickly from the hip". It thinks quickly on its feel, that is, it operates fully on the basis of raw intuition, in abandoning itself to the mystery and trusting its experience of awe. It makes these creative leaps that allows first responses to be accurate, that move quickly and yet deeply. In short: irrationality requires a passionate decision at every step of the way to engage, to abandon, to move freely. It takes life's ordinariness and provides explosive happenings which as never before reveal its richness and its paradoxes. Where rationality can be seen in Papillion's sitting for days on the cliff, counting the waves, irrationality gave him the audacity to go ahead and leap into the sea and ride out to freedom on the seventh wave.

18. Now the fascinating dreadfilled theory about both irrationality and rationality is that effective engagement in the mission of serving the needs of mankind is impossible without the fullest employment of the gifts of both. This is so much the case that the crucial tension between rationality plus irrationality, between obedience and freedom. between studying and leaping, we call transrationality. A tension which clearly is reassuring everywhere across human society. Such tension alone enables the kind of actual responsible action that catalyzes new life. It has seen to the depths of life, has experienced life's mysteriousness, and then in full response has consciously assumed the burden of care for the actual life and struggle in people that it encounters. The fulfillment that belongs to it on the other side of this response presents the world with happenings that reverberate again and again profoundly catalyzing further happenings, further breaklooses, further responsibility. Such activity can be called a tactic, a concrete risk on behalf of a more human future. But tactics clearly never happen in a vacuum. People never receive the passion and excitement to create new life, new styles, new ideas unless somewhere someone has transrationally put his ear to the ground to listen beyond the ordinary din to the sounds of possibility still beyond the horizon, to foretell the necessary future which will grab people's attention and elicit their engagement. Such depth listening, thinking tactically, is really living tactically, and is obviously unsafe at any speed because it is tension filled, it does attempt the impossible, it does engage amid the absurdity, it does struggle over-against bruises, shock, weariness, pain are part of any tactician's life. Yet his passion for the mission, his unreserved transrational engagement in active service allow him to "roll with the punches" allow him to beware of the liberal trap of trying out any and every neat idea, allow him to beware of the conservative trap of trying to carve his tactics out in stone. There is therefore only one sure sign of transrationalty: it is where history gets changed

19. For the sake of the future it is urgent that man invent new methods of tactically implementing his vision of the future, and he must do so in the face of weariness and absurdity which won't go away. Indicative Battle Planning is a new Social Method that is designed for living in the New Social Vehicle. The Indicative Battle Planning Method is offered to the Movement and to the world as a living tool and must be by its very nature open-ended. It is a method that can be adapted for use in any situation demanding the response of problem-solving and planning. Therefore the Indicative Battle-Planning Method for Universal application and thus can be used for such arenas as community reformation, for clergy and lay training, for LENS courses, for metro cadre can guild planning, for religious house and areal planning. It is not our intention that the method should wrap up the future nor that we are presenting a rosy picture of the task. The chaos and ambiguity will never go away. Nevertheless we are responsible for the future, and have the challenge on our hands to create the method of problem solving that will intentionally create The New Society.

20. The Indicative Battle-Planning Method here intensifies all the previous models of battle-planning into one coherent unified method, designed to represent an obvious need across the world, across the movement for a common methodology. Therefore it is crucial to note that this methodology and the definitions and procedures included here, are suggested as the Movement consensus upon the method to be employed across the board. The reason for this is clear: the method itself, designed as it is, is clearly a winning methodology and thus to decide to use it in common is to decide to win in common. The missional advantages to this are obvious. Not to use this method, or to water it down, is to court disaster. The method thus powerfully serves our common purpose, our global task.

"The task before us now, if we would

not perish, is to shake off our

ancient prejudices, and to build the earth." de Chardin