"A NEW LIFE"

Conversation 109

Talks on the new world of work

a talk with Dr. Michael Laitman December 12, 2012

http://files.kabbalahmedia.info/files/heb_o_rav_2012-12-12_program_haim-hadashim_n109.mp4

Oren: Hello and thank you all for joining us on "A New Life," a series of talks with Dr. Michael Laitman. Hello Dr. Laitman.

Hello everyone.

Oren: Hello Nitzah Mazoz.

Hello.

Oren: We have been discussing the new world of work on our series of the new world of work. Organizations, companies, places where we spend the majority of our days. No matter where we live, no matter who we are, we would like to learn the integral approach step by step from Dr. Laitman, and how it is applied in this world of organizations and companies. On our previous talk, we began discussing one of the most important things for an organization today, which is building its strategy. We looked for highlights and learned them from you according to the integral approach; how an organization that would like to succeed tomorrow, wants to move forward, break through, flourish and be renewed, what highlights can it take from the integral approach in order to adapt itself to the trends, the process the world, the business environment, the consumers' environment is undergoing today and prepare itself in advance for tomorrow? Nitzah how are you going to lead us to where we would like to begin this meeting?

Nitzah: So we are actually continuing the process we began and one of the most truly significant things, when we look outward, from the organization outward, we encounter our competitors. Now, our approach toward competition to date, toward our competitors, has been that we try to be better than them in every situation. Sometimes it's true war, such as price wars and sometimes it's actually by attempting to be better in service, quality and professionalism. In this manner, we have always wanted to create a certain competitive advantage compared to the competitors and it's also clear that in some fashion in order for us to be more, so we can expand, flourish and grow, it always has to come at the expense of the competitor, too who naturally has to downsize. Here, we are very interested, through the new approach you are giving us now, through this new angle, what new way can we actually find in order to deal with this competitive market? How is this competition managed altogether?

The competition doesn't disappear.

Nitzah: Yes.

It is just a different type of competition. I don't put my profit as the goal at the expense of the others, rather I set my goal as the service being nicer, providing the needs of the consumers as the goal. Meaning, me; let's just organize it.

Nitzah: Yes.

In the end, we rise to a degree that's called "Love your neighbor." I understand I might not be the words that need to be heard on the matter, but the connection, the law, the connection amongst everyone in this network which is being revealed is love of others. It's the law of connection, it's the communication, the communication existing amongst all the parts; we would like our human network to be exactly compatible with that same network which nature is revealing. Or else humanity will be contrary to it and the more it is incompatible with that network being revealed by Nature, our network, the human network and the network of Nature, the more it is incompatible, thus we will suffer. And that suffering is actually advancing us to being compatible. Whether we want it or not, suffering is increasing, because we are growing and the network is drawing closer from below, Nature's web, and after all, it is obligating us , to get along, more and more, until we become compatible. So the law is simple. In the integral network, I need to accept everyone as I accept myself. It's the law of complete communication; the connection amongst the parts. Yes? That is, in our words, it is called love. "Love your neighbor." It's the same thing. To be open to the others and they open up to you and you are all as one. That's all. So stemming from that I now need to extract all the rest of the laws, my form of behavior with my past competitors, with the consumers, with all sorts of organizations relevant or not exactly relevant. Competition remains. Why not? If I can be more instrumental in organizing this new network through everyone's connection, then why shouldn't I…? Will I be alone in the market? No. I need more minds and each one, whoever knows how to bestow unto others, let them come and take part and succeed. May there constantly be competition in that. Then we will advance according to Nature, in a rhythm adapted to Nature; that way we will never suffer and humanity will always flourish in the finest, best and safest way. Hence, the competition is good competition, just what is the competition? Not that I consume the others and then sell what I produce since there is no one else in the market; the cheap and spoiled things at high prices for which people have no choice but to buy. Yes? Rather I should be in competition with other such organizations like mine, where each one of us is seeking to fill the desire of the others. And that is what nourishes us. That means, now I don't set my goal to make the most profit and destroy the competitors, rather, I set my goal as to truly satisfy the desire of the consumer, not the flawed desire, but his integral desire; otherwise I won't be able to maintain my organization. Yes? That's all, because what doesn't belong to the flourishing integral network, will not exist. That’s all, my competition is in that. Then, stemming from that, I make the calculations concerning my new organization. How much do I need to pay everyone? How much profit and loss should there be? It turns out that I decrease, more and more specifically by all of us reorganizing, all the workers, managers and everyone begin to understand how they should work, not in just over-filling the work places, rather we reach… maybe half of what we were before, but we flourish and besides that, likewise, the prices we demand for our work are prices, let's say, that profit us in order to exist normally, as is customary in our integral society for now, yes? More or less, and we suffice with that. All the rest we simply, we reduce the price of our product. We're not going to make millions and billions in order to later deposit them in the bank, no! We live, with all the expenses, only with all the things we need. Meaning, we don't have a goal of excess profit. Our profit is providing the consumer with a good and cheap product which will lead him to an integral life, adding to his integral life alone. That’s all.

Oren: No, I didn’t exactly understand concerning the competitors. Today there are budgets in organizations, for the purpose of destroying the competitor organizations. According to the integral approach today, is that something I should do, or something I shouldn't do?

I can't.

I am now developing my strategy accordingly; I want to learn to develop a strategy for the next few years according to the integral approach. Should I invest resources and efforts, or not? In destroying the competitors?

It can't be.

Oren: I shouldn't.

No. it's not that you shouldn't. It is forbidden. The integral approach rejects that.

Oren: But they will devour me.

No they won't devour you.

Oren: Why?

Because they won't be adapted to the integral approach at all. They will vanish from the scene. They will go bankrupt. Very simple. You see what is going on in the world. First of all, you are now going to manufacture something that others don’t have.

Oren: The value…

Your approach, your product, your attitude- it s all new.

Oren: Yes.

You have no competitors and if you do, welcome.

Nitzah: Now you touched upon an important point which is part of a strategy we call separateness, uniqueness. So is that uniqueness, that unique separateness you just presented actually in our initial understanding of the new trend.

Yes.

Nitzah: As we gradually adapt ourselves to it?

Yes.

Nitzah: Will that actually give us the advantage in today's competitive market?

Certainly.

Nitzah: Yes. Meaning, if, say the company and organization I manage is about to undergo this process, I can be sure that I, meaning from my competitors' perspective, I have a very clear advantage here. Yes. Unless they too begin to learn that same approach?

Oren: Correct.

Yes.

Nitzah: And then?

Then, let there be competitors, so what? Is your purpose to make millions or is your purpose to supply something good to people? Something that will connect them more pleasantly to each other?

Nitzah: What happens, for instance, if now just for example, I, a communication company, started working in this approach. Does the competitive company see that something good is starting to take place here, something different?

Wait, wait. Better in what?

Nitzah: Well, they see…

So you are now providing communication services.

Nitzah: Yes.

Connecting everyone with everyone. Charging fees to maintain the company and no more. You are not accumulating millions. You aren't playing any tricks on people. You would really like, as you would regarding a person close to you, important to you, precious to you. That’s all. Do you want to make a profit on him?

Nitzah: No.

No. if it's a relative, like your child.

Nitzah: It took me time, but let's suppose.

Oren: No, because you took a leap here.

Nitzah: Yes.

Oren: 100 steps forward.

Sir! Either you see that you need to shift to a new track,

Oren: Yes I understood.

Or you remain…

Oren: The new track, it could have a ladder of development within. In the meantime, I understood that the principle raising me to the level of

…. is before you

Oren: The new success is that my product, or my service will cause the consumers to be more connected, better connected, between them and other people. These are the world of tomorrow.

No, no, no, no, no…

Oren: What no?

No.

Oren: That's what you taught me as a principle in forming strategies.

In your approach. The idea of developing a product which eventually leads them….

Oren: Yes.

Better connections,

Oren: Yes.

Correct.

Oren: That is worth developing.

Yes.

Oren: So that is what I want, to shift my organization to that place. I want my organization to go there tomorrow.

No. that is not enough.

Oren: Ok.

Your approach toward work, toward the consumer and the world has to change.

Oren: In what?

You can't produce communication devices instead of shoes, for them to connect people better. Rather, your attitude needs to be different. That you are doing it only for the good of people and you see yourself as their servant. That is called "Love your neighbor as yourself." You do it out of love. That means, how much do you get back from the consumer? Only in order to exist normally, like the consumer himself. This approach leads you to the necessities of one degree, a life for everyone.

Oren: I don't know. One degree, a life for everyone, these are things that are far from me right now. I am currently the CEO of a huge organization. You told me that I need to concern myself with making everything for the good of people. Not to be a greedy organization; to rob them as you said, to sell them… today, you described it well. Today I consume all the competitors, sell spoiled things to the consumers after I have destroyed everyone else. I understood that it is contrary to the integral approach; inverses the picture, does the exact opposite.

Why should you do that?

Oren: I want to adapt to the new trend. You said the new trend, of everything becoming more interconnected, further and further.

Do you believe me?

Oren: Of course I believe you.

Why?

Oren: Because it makes sense. I also see it on the news every day.

Nitzah: No. Because they are suffering.

Oren: Every day organizations are collapsing.

Nitzah: What? Suffering. Exactly.

Oren: Every day organizations are collapsing. It's not prophesies. You, you are analyzing what I see in the market today very accurately.

So?

Oren: It's not…

And then?

Oren: And then? Then, I inverse the picture. You told me… now we are on the question about

No, you are not…

Oren: Competition.

You don't inverse the picture; you haven't changed anything by that.

Oren: Wait. I haven't inversed yet. Let me inverse and tell me what I should do.

You came to me to buy a certain patent to continue in your ways.

Oren: No. I am for everything to be connected and good with no greed and without selling you anything spoiled - just like for my kids.

Just give me a few billions more for…

Oren: Not billions. But don't turn me into a philanthropist now. I'm just a business organization. I'm not a voluntary association. I don't think the discussion now is how to turn into a non-profit association, rather the discussion is about how to become a successful organization in an interconnected world. That is the level of our discussion.

So?

Oren: If we wanted a discussion like: come and explain to me how my company becomes a non-profit organization; that's a separate discussion, and I don't know how many listeners we would have. So that's why I don't want to talk about that. I do want to talk about how an organization advances toward adapting to this inter-connectedness being revealed. So if we are now talking about the issue of competition, then I understood that primarily, you told me that consuming the others, that's already not according to the approach of a good connection amongst all. I'm not consuming the others. Put that aside for a moment. Let's say I've digested that. Now you told me another principle: you need to provide good services for the clients, as if they are your children. Yes? You said that to Nitzah a moment ago. Would you overcharge your child? No. I understood that, as well. Now I would like to understand the matter of competition because I'm having a somewhat difficult time digesting that. If I understand you correctly, suppose in my organization, all the people, including me and everyone, from the managers to the last worker, all of us will have to further develop this integral awareness of ours, according to the principles you will teach us. Stemming from that, you said we will begin to feel the consumer public,

Yes.

Oren: The public we serve; we will start to feel how to give them only good things. Not to exploit them, not to give them trash products, but rather quality products at a fair price,

Yes.

Oren: If I go along with you and I truly try to get all the people in my organization, including me, including the stock holders, including everyone- whoever is in my range of influence will begin adopting this approach; that is the question, do I no longer need to be concerned with the competitors? I now have a piece that troubles me very much. There used to be… the competition. If I adopt this line of benefitting

connection, for the benefit of good service, for the benefit of decency, for the benefit of the consumers, I, will I be, will I earn some sort of immunity which will protect me from the other organizations coming to prey on me daily? That is the question.

They won't prey on you on condition that you think about the client service and not about your existence.

Oren: I understand.

That's it.

Oren: And by the way, how will they know about it? Who will tell them about it?

It won't be told. It's this same law that exists.

Oren: Meaning?

It's the general network that connects everyone. If you think about the benefit of others, no one can touch you.

Oren: Why?

Because you are the positive part of the system. They can't have a hold on you then. No one will come to you. No one can touch you or harm you.

Oren: What are you counting on? That the public will sense the difference between my products and theirs?

Me, I only count on the network itself that's within it, that you are sitting on. The network of Nature, which is being revealed as the connection amongst everyone, for if you support this connection, no stranger can come and harm you.

Oren: Wait. Slowly. This is interesting. Let's say that Nitzah has a certain organization and I have another organization.

Yes.

Oren: And I begin developing the awareness of the organization and of all the workers, and of all… I reformat; start reformatting my organization according to the integral approach

Yes.

Oren: And we both operate in the same market, say the communications market, or no matter what, in any market you'd like. And I slowly advance. Let's take a leap, let's say that I advanced a great deal. A year from today.

Yes.

Oren: A year from today. I advanced perhaps, not in… you know. No… I advanced as much as I could promote myself and the workers. There are a lot of people too.

Yes.

Oren: There are a lot, here… I advanced in something. I moved forward for the good of this new world, the new approach which is well-connected and Nitzah remained as she is today.

Yes. In adapting yourself to the new system.

Oren: Yes. My organization did it and we are operating in the same market.

Yes.

Oren: And Nitzah, in her organization they didn't do it.

Yes.

Oren: I also stopped, following your advice I stopped trying to destroy Nitzah as a competitive organization.

Yes.

Oren: In short, I don't deal with that at all anymore. I entered, I feel I have entered some sort of inner development of my organization, the workers, our thoughts, ideas, everything…

A new approach.

Oren: That's right. In our organization.

Yes.

Oren: Now, a year has passed in the meantime.

Yes.

Oren: I have advanced, let's say three steps on this axis and Nitzah is stuck as she is today. Just like she is today.

Yes. An egotist. You can tell.

Oren: Now I am asking.

Yes.

Oren: Let's assume you are the consumer public.

Yes.

Oren: You will feel it's worth purchasing the service or the product, never mind what it is from me and not from Nitzah. Who will protect me? What will protect me? What will allow my organization to sustain in the market? The consumers? Where will it come from? You say "you will be protected." Will this protection come from the consumers who will sense that my services are preferable?

That, too.

Oren: That too. By the way. How will he sense it? Will he feel…?

The tendency, according to your approach.

Oren: Will he feel it?

Yes.

Oren: Will the consumer feel it?

Yes, that it is, that they are working for the benefit of the citizen.

Oren: For his benefit, not just for his benefit, you defined his benefit he has a new one.

Ye.s

Oren: Tomorrow, he, the consumer of tomorrow, is one who only pays for something which strengthens the connectedness between him and other people,

Yes.

Oren: From which he finds satisfaction in his purchase.

Correct.

Oren: So he will sense it.

Yes.

Oren: So that protects me.

Yes.

Oren: O.K. that means the confidence in the consumers voting with their feet, as they say.

Yes.

Oren: They will feel it's worthwhile purchasing from my organization and not from Nitzah's.

Yes.

Oren: And in that…

Because it's certain that from your side, the product comes from the whole heart, a good product, a product that is needed, together with the approach, with the guarantee, with everything. In short, he is doing business with a company he would like to be in contact with, because this company has already found itself in the new network, too.

Oren: O.K. now, let's say that Nitzah, too, also organization B, joins the development according to the integral approach, and it too starts acting for the good of the public.

So?

Oren: You said before that in such a case, it's fine. That it's actually good for there to be competition between us.

Who gains?

Oren: The public.

Good.

Oren: So it's good?

Sure, I see mothers, if they have the opportunity, they hire another cleaning lady and cook, and caretaker for their baby, and someone else and others, why not? If it's possible, if it's an option for this baby? The main thing is to add. Yes. So why here…?

Oren: So in what…? Okay, so that's what we will ask. How is tomorrow's competition, say organization A' and organization B' are both starting to develop according to the integral perception,

Yes.

Oren: In what way is the competition between them different tomorrow than the competition between us today, before we began the process?

The more we can be beneficial to the connection amongst people, because after all, that is what is so lacking in humanity. Connection amongst people, optimally. Meaning that from us it will be at minimum expense and maximum gain for the public.

Oren: Is that legitimate competition in your eyes?

Yes. It has to be.

Oren: It, meaning it will be competition according to the integral approach?

Yes. It has to be.

Oren: Has to be. Why? And by the way, what if it won't?

Then who knows what, how do those organizations operate? Only in that way, competitively, can we understand that they are truly constantly advancing in their influence to others, further and further.

Oren: If I understood you correctly, you're saying that if…

The piece that's between them, the difference between those two organizations,

Oren: Yes.

Who thinks more of the good of the others?

Oren: Right.

That's all.

Oren: So you would specifically like for that competition between them to remain.

Sure, because that…

Oren: Because the consumer will gain more.

Yes.

Oren: The public will gain more.

The public will gain more, first of all in the attitude. The competition is in the attitude and stemming from the attitude, the new things will develop.

Oren: Elaborate please. This is interesting. What? The competition is in what?

In the attitude toward the consumer; the extent to which I consider the integral network and the integral consumer, the extent to which I can benefit him, assist him, provide for him, support him. The extent to which I think about him. The extent to which he becomes more and more precious to me, close. That means, competition between two organizations becomes a spiritual competition.

Oren: What does spiritual mean?

Concerning who loves the others more.

Nitzah: Why is that called spiritual?

Because it's in the spirit, in the feeling. That's all. So we see that the entire world is built in order to attain spiritual competition.

Oren: I'm interested in how the public…

It's called "Go and make a living from each other." For by supplying shoes, clothing, various services, etc., that is Nature, through you needing those things, you will be obligated to bring yourselves to love of others. Each one toward the other.

Nitzah: If we look at the picture this way, then actually the previous competition led us to a state which developed our intelligence, thoughts, how to achieve more all the while, it's actually quite clear that we did everything, how to achieve more for… for our own benefit.

Yes.

Nitzah: In order to develop.

Yes.

Nitzah: And the new competition…

Now it's a course,

Nitzah: Yes.

And a new trend has come along.

Nitzah: And the new trend is actually, when you were talking about competition, I was trying to think, wait. How will I be better at the new competition? I will have to develop this intelligence too, but, as you said earlier: there is individual intelligence and there is integral intelligence.

Yes.

Nitzah: That means, I will constantly have to develop my integral intelligence, all the time.

Yes.

Nitzah: In order to learn, how do I…

Two women love one child, which one more? For the benefit of the child. He gains. So why shouldn't there be competitions?

Nitzah: Meaning, it essentially becomes positive competition?

Yes. Of course.

Nitzah: Before, the competition was negative.

Yes.

Nitzah: All of us suffered…

And then…

Nitzah: We all suffered.

And then competition becomes spiritual competition. Who loves the consumer more? Who is more concerned about the consumer? So, it turns out that all the culture, education, industry, economics, finances- everything existing amongst us is an egoistic connection today - it will become the altruistic connection.

Nitzah: There is a term common to organizations today. It's called organizational ego, organizational pride. It's like, some kind of desire, to always be the best, the strongest, the most prominent leader, the most…

So, soon it will completely collapse and…

Nitzah: And what will replace it?

The ego.

Oren: Who provides the public with better service.

The ego. The ego as well, but a reversed ego.

Oren: Who serves the public better and not…

Yes.

Nitzah: Yes.

Oren: The benefit of the public.

Yes, yes, yes.

Oren: And then there will be medals, all sorts of competitions. Yes. Of course. Only… how to say it? The goal is, meaning, who is the recipient? Who gains? That will change. But the competition is, everyone will see what is truly gained from this competition. Who gains today? The consumer no longer gains from certain organizations being in competition. The consumer no longer gains. Once there was someone who gained. It came out cheaper. Then… today, not any more. Everyone reaches all sorts of agreements amongst them, they all retain the price, everyone… it's already… that was in the past, capitalism was progressing and we thought it would truly bear good fruits. No. it immediately reached a state… the moment all you want is money, you can go to anything and destroy it.

Oren: I can see you would like to move on

Yes.

Oren: Before that, I would like to understand one more thing from Dr. Laitman. If I understood correctly, in tomorrow's world,

Yes.

Oren: An organization will succeed to the extent it will be more directed toward the benefit of the public.

Of course. Yes. Only that.

Oren: That means, if I exploit the public today in order to succeed, you are saying that in tomorrow's world, you are going to collapse. Who will succeed in tomorrow's world? Whoever defines the benefit of the public today as their flag by which he manages his affairs.

Yes.

Oren: O.K. let's move on.

Nitzah: Yes. I would like, perhaps, one of the models, one of the models we use in… which we learned from the strategic consultation, is called "SWOT model." What? What is that model about? That model actually says: If you really want to be competitive in your market, you need to examine a number of factors, a number of things. One thing, you need to look out, outward, to your external environment and examine what opportunities you actually have and on the other hand, what threats or dangers you could encounter. And the second thing you check, inside, inward, in your organization, what strengths you have and on the other hand what your weaknesses are. Now, if we look at this model, try to calibrate it for me, because what do I actually understand? That this entire process we are undergoing with you, it's as if you are calibrating us. Performing some sort of calibration…

No, no, no, that system you just told us about now- that remains.

Nitzah: It remains?

Yes.

Nitzah: How?

It remains.

Nitzah: Please show me, demonstrate it to me…

Only the goal is different.

Nitzah: Okay.

That’s all. Do I need the strengths? Yes.

Nitzah: Yes.

Do I need to know my weaknesses? Yes?

Nitzah: Yes.

Do I need to know what's happening in the market? Yes. Do I need to know the competition? Yes. I need to know everything, except that I, after all that, from my integral form, with my integral organization, I place in front of me an integral goal and work on it.

Nitzah: That means that my options today actually, first of all my opportunities, I was looking for business opportunities how to be better, more competitive. What are the opportunities today? What is considered an opportunity?

The consumer, you don't look at the competitors at all.

Nitzah: The consumer?

Yes. The consumer. Can I develop a new approach now and a new product for the new consumer, the integral one?

Nitzah: And my risks?

What risks?

Nitzah: We said that there is an opportunity and on the other hand there are risks. What risks could I have according to this approach?

It needs to be examined. The extent to which you should go with it. Is the consumer ready yet? Not yet ready? Meaning, because these are things with no measure. It has just now started to develop. It should be considered.

Nitzah: In other words to do it in steps in adaptation with…

Let's see first,

Nitzah: Yes.

What can we offer, if we are talking about the new things? That's it. But again. There needs to be in order… really… we should enter a healing process in our organization. It has to change. It has to change its approach. Everyone needs to understand where we are heading. Every single one in the organization, because that gives us strength. It gives protection that the competitors won't come. It gives us support that we will succeed. That is because here we are adapted to nature. Out of this approach, we will also start to see new things. We will start to hear new things. Really, new sounds in the world. New images in the world. We will see a new world and then our approach, it's not that we are now imagining that it will change slightly; it will totally change.

Oren: Will that bring bright insights for development.

Certainly. Certainly.

Oren: Why?

Because it's a new mind. Yes.

Nitzah: There is another model which examines the forces operating in the market, and it claims there are five such significant forces, which we are examining today.

Yes.

Nitzah: One force is the rivalry between the competitive companies. The second force is all sorts of replaceable products, which can replace my product, suppose at a cheaper price, something that is easier to attain. The additional force, the third one is the force of some constant threat; that some new factor, which didn't pose as a threat previously, will suddenly enter. A new player gets on the field and suddenly presents some kind of competition again. And besides these three forces, I also have the consumer on the right side who enforces his force on me nowadays as well. Today, the consumer is not simple. He's demanding. He uses the social networks - I do something which doesn't suit him, immediately all the systems go wild, he protests. Not simple. Today's consumer doesn't behave likes he used to. And the fifth force, the last one is my supplier. The supplier from whom I purchase products sometimes, basic products, materials and services, occasionally. Actually, he also does, he constantly threatens to bypass me. He threatens to go directly to the consumer. He… all the forces

Right.

Nitzah: Those, they are the forces I am coping with today.

Yes.

Nitzah: From the new approach, how would you look at these forces? Are these the forces at play in the new approach too? Are there other forces, new ones?

I wouldn't look at them at all, since I have risen to the second floor.

Nitzah: That means, if I ascended to the second floor, is it above those forces?

Of course. I am already operating completely, completely in a new form.

Nitzah: So what forces operate there?

Only out of a nice approach toward the others, only toward the consumer. Now, it could be that I am manufacturing new things. I am developing new programs. For instance, if it's banks, or financial organizations. I may develop a new supply. I don't know, new maintenance. I develop a new approach toward the consumer. That's all. In accordance with the network of Nature which nurtures us. I want to be a continuation of Nature. Whatever Nature didn't supply man, compared to animals, which are supplied everything; for man Nature doesn't supply everything. People need clothes, they need clothing, shoes, a home, everything he has at home, heating cooling of sorts, and many other things. Nature didn't supply them and I, in place of nature, proceed and supply, as if it came from Nature, in the same trend. If I approach the consumer that way, I, together with Nature, attain adherence with it.

Oren: What level of satisfaction from such actions will an organization operating according to these principles feel? That he's joining this vibe, as you say, just like Nature supplies animals with everything; my organization does good in the world. Provides good things, at decent prices to people.

He feels as if Nature was the provider.

Oren: Will it be felt in the organization?

Yes.

Oren: What will be felt?

What will be felt is that we are a continuation of Nature. We provide humankind with things that are necessary for them, whatever Nature didn't provide and let us provide. Yes? So we are continuing Nature. We feel Nature that way. We cleave to it.

Oren: To whom?

Cleave to Nature itself. To the force of Nature. To the love it has. To the bestowal embedded in it. It is as if we are integrated in it, within Nature, we are no longer separate. My organization seems to be assimilated in it and continues the same approach toward others. Thus, it is impossible that anyone will harm us. It can't be that we won't be satisfied in any way, that anything will be missing, that anything will happen. Because I already, I go from the organization and consumer and from all there is, I love, I join Nature as part of the great bestower who maintains life. That is how all of humanity should see all of its engagements in this world. To complete To complete Nature.

Oren: You say, just like Nature gave us life, so my organization, if I shift it to think and act according to the integral approach, I'm actually enabling a good life for the public.

I complete the public in whatever Nature lacked. It allowed me to do that. Nature allowed me to do that. Nature allowed me to add. Itself. The inanimate, the vegetative and animate lack nothing. Man lacks many things in order to exist, to live.

Oren: Yes.

That is called "Go and make a living off each other." You need to attain those yourselves, by the nice relationship amongst you, just like I treat you. So I by treating everyone like Nature does, with love, in bestowal, by that I join Nature. I no longer seem to be from the side of mankind and the created in general, rather from the side, at the side of the Creator.

Oren: I have an image in mind. Maybe it will help me understand. Nature, I 'm concerned that perhaps some may not understand that image. What came to me while you were talking is another image, that you gave earlier. Tell me if it suits this explanation here. You said earlier "like when a mother treats her children for the best."

Yes.

Oren: So let's say I'm an organization beginning to develop and think according to the integral approach and you are the consumers. And I start developing the integral approach in my organization.

Yes.

Oren: You, as the collective consumer, begins to feel that the approach my organization gives you as the collective customer, is a good one. Like a mother's.

And how. Yes.

Oren: So it is as if the mother is above all the children and above all the struggles and above all those things, so it seems.

Yes.

Oren: So, it seems like I didn't quite catch the image you were depicting. How…? You said it this way. You said that it's like… there is the force that creates life. But, it's like, if I understood you correctly, in simple words, what you're saying is that Nature didn't complete its work in our regard of mankind. Regarding the animals, they are all set. A cat is born, until its dying day, it'll be fine. It will manage, find, go, here and there. People won't. There is a force that gives us life and later, go manage. If my organization,

Yes.

Oren: Comes with a positive approach for the benefit of the public

Yes.

Oren: It's like I shift to the good guys' side. It's as if I shift to the side of the force which enables life,

flow, existence, everything.

You cleave to Nature's side.

Oren: So it gives me such powers, and moral strength.

Everything.

Oren: And energies and the advantage…

Sure.

Nitzah: Does it give him an advantage by him becoming part of this approach of Nature?

Sure.

Nitzah: Yes? How will this be expressed practically?

Oren: Yes. That's what I…

Nitzah: It's…? How…?

People will feel it.

Oren: The consumers?

No.

Oren: The workers?

Primarily, all the workers.

Oren: Oh. It will come to them. Will these sensations come to them from the inside outward?

First of all, why are we exercising integral education in the organization itself?

Oren: Okay. so from within the organization? What will they begin to feel in the organization?

They will begin to feel that they are in a world which is all good. Truly. That everything is good. Nothing bad can happen to them.

Oren: To the workers?

To the workers, the managers, everybody. They will see how much can be added and further benefit and more. This will be an opportunity for them. They will never see or know evil. Not in health and not in relationships amongst them and not in anything because they are already in this force of Nature.

Oren: And the consumers?

The consumers will feel that abundance comes from them, the good.

Oren: Will they feel it?

The good. Sure. And they will want to use what is produced and even join them.

Oren: Say Nitzah and I are two organizations producing mineral water.

Yes.

Oren: And I take my organization through the process of developing the perception of an integral world and Nitzah doesn't.

Yes.

Oren: And you go to the supermarket tomorrow.

Yes.

Oren: And one time you bought one of my bottles, and Nitzah's bottle another time.

I won't buy her bottle. I won't even, without knowing, without premonition, I won't buy her bottle. I won't buy it. The network itself which governs me will place only your bottle in my hand. But that already has to with…

Oren: And when you drink it?

I will feel pleasure here compared to disgust with what she gives me.

Oren: Why?

Because it lacks the soul. No fulfillment. I won't feel it suits my present deficiencies, which already come from the network; I won't feel it suits me. It's water suited for a cow, I don't know for whom over there. Where was it taken from?

Nitzah: That means, actually, you as a costumer or consumer, you will already feel who, somewhere, say in your inner feeling, you will already feel who actually shifted to the new approach and who is still holding on to the old approach?

According to my dysfunction and correction, that is how I will use you or him.

Nitzah: Okay.

The Supreme Providence, the law of equivalence of form, it will lead me here or there.

Oren: Wait, wait. I want to understand this well. It reminds me, the example of the organizations producing mineral water, reminds me, just like when preparing food. Sometimes you feel… say we are preparing an omelette in hot sauce…

Like when you arrive in Holon.

Oren: Yes.

Before our lecture.

Oren: Yes. Exactly. Now, say, food is being served. So you feel that the food was made with love, wholeheartedly. You feel that.

Yes.

Oren: With every bite, in everything.

Yes.

Oren: Right? Now. They could have made exactly the same thing, I'm sure that if I bought exactly the same thing, according to the same recipes, in some restaurant where they didn't make it wholeheartedly like that, rather just to cash in on me, surely there is a difference in taste. Right?

Yes.

Oren: Everyone knows it, everyone understands it.

Yes.

Oren: That's on the interpersonal level.

Yes.

Oren: As they say "Mom's food" and so on.

No, not Mom's food. We see it especially with babies.

Oren: That what?

If you don't provide him the warmth and complete goodness, compared with whom you provide not such great things, but with the warmth, how much each one develops.

Oren: Fine. So you are telling me that in the business world of tomorrow, the consumers will be like a judge.

Yes.

Oren: They will feel that this is a product produced by organization A, they will feel it, like you said, that it has soul.

Yes.

Oren: Yes?

They won't be able to take this bottle. They love… "I want this"…

Oren: Yes.

"Why do you want this?" "I don't know." They want it, just like that. That's called "Supreme Providence" guiding them to this product on purpose. What is "Supreme Providence?" Equivalence of form.

Oren: That means that the public is going to train me. I, as the owners of the organization, or corporation, or whatever, you are saying, you know what? You can decide not to evolve today. No problem. The world is evolving. The connection between everything is getting increasingly stronger. You can either go with the trend, or lose.

Yes.

Oren: I'm telling you, be well with your wisdom. Good luck. Work with Nitzah.

Yes.

Oren: You are saying farewell. A year or two will pass. The public will vote with their feet. The public will feel it.

Correct.

Oren: That with her, after she reformatted her entire organization according to the integral approach, eventually, say, let's say that that's how it will be. Suppose we both sell the same water for a dollar.

Yes.

Oren: So a consumer next year or in two years from now will approach the shelf and be drawn to…

They will take only hers. Only hers.

Oren: Hers?

Yes.

Oren: And not mine?

Because they will feel more fulfillment there. That it is suited to his vessel all around, to his desires. We don't function "just because" in this case, or in that case.

Oren: Fine. Come… come…

Nitzah: Yes. There is something else troubling me. It's truly the… One of the things that most troubles us truly today in organizations is truly the topic of the feeling of stability. Some kind of stability; some kind of firmness of the organization. Because right now, the feeling is like a boat at sea where everything is stormy

Oren: In the stormy ocean.

Nitzah: The stormy ocean. Everything is like… you never know where the next storm will come from and what will happen and truly there is no stability and this lack of stability is really felt by everyone, too. By the workers

So?..

Nitzah: By everyone. And the question really is here, how? Is this approach, the shift to it…

The approach I am presenting you is the safest approach that could be for the future because we see where it is going and what my trend and plan is; according to the trend, which precisely matches it, so what is there to talk about here? It's not the stormy ocean. We see exactly what is going on and we have come to calm the ocean. That's it. For even though there will be great changes, the integral education is actually adapting the organization to what will take place.

Oren: But every day there is a new surprise. This one collapses, that one collapses. This country collapses, that market collapses.

Because they aren't adapted to the integral changes taking place in the human society, happening inevitably. And it's not that we are summoning them or are adapted to them ourselves. If you adapt yourself, then nothing will happen. That's the whole problem. Waves? I don't feel any waves. What waves?

Oren: The most stable thing today

Yes.

Oren: In the market, it is instability. This is the most stable thing.

Yes.

Oren: That nothing is permanent.

So? ...

Oren: As the CEO, the owner, the senior management, these are extremely troubling things.

Yes.

Oren: Troubling us today.

I understand.

Oren: So why does inculcating the integral approach into my organization, or in what way will the inculcating of the integral approach into my organization promise me stability in this unstable world? That's the reality.

From where? Why has the world become unstable? Because now, the new trend, the new component, which is the connection we don't understand, the unknown amongst everyone has come in. This connection which is suddenly being revealed amongst everyone, it's shattering everything for us. It doesn't enable me to act in a favoristic, egoistic, calculating way. It doesn't enable me to sustain the family as before. It doesn't give me anything. I suddenly begin to be connected to a thousand more conditions I am not familiar with. I don't want to acknowledge them. That’s called the stormy ocean. Stormy out of that I suddenly feel the whole world is connected, pressuring from a thousand places and, let me advance like before

Oren: Give us tranquility.

Yes.

Oren: And there is no tranquility, as they say.

Yes. I used to make horse carriages so let me continue making horse carriages. Today it's impossible. That's it. What we are doing is changing your mindset. So your mindset will also be integral, according to the new changes. And then you don't feel the ocean is stormy. For you it becomes calm. It is if you are situated… you don't feel those waves.

Oren: Why?

Those waves suit the old approach. Regarding the new approach, it's not waves. You ascend to the second floor; it is a stable floor and you will do whatever you want.

Oren: What is there? Will the world go into the freezer?

The world has entered fine connections, the strongest of all.

Oren: Will there be tranquility there? You said, you manufacture horse carriages. You wanted tranquility, to continue to manufacture horse carriages,

Yes.

Oren: Or cars, no matter what, and today the business environment and in general, is above the business level, the environment in which my organization operates, every moment bombards me with some ricochet, with some madness. From morning to evening, you…

You

Oren: You can't get through a day

We already talked about that in the beginning of this conversation

Oren: That what?

Or the previous one.

Oren: That what?

That you leave all those things altogether. Now you, continue with them for the meantime,

Oren: Yes.

But you are now engaged in making an internal revolution in the organization.

Oren: Upgrading my organization.

Yes.

Oren: Yes. And then?

Then you gradually ignore all things that occupy them. You continue doing things, but gradually your mind becomes a new mind. You begin to think. After all we aren't talking about you discontinuing anything today. We are talking about how you are planning your organization for the next six months, year two years and so forth. Then you are already with the new mind, that your workers and your managers, everyone is learning, the new approach, the new life, the new world, they are learning. They start to adjust themselves to enter this new world. Where is this door? How do we enter there, what things do we leave here as obsolete, and what do we take with us? And what do we renew within us and in our organization and products?

Oren: Let's leap ahead.

Yes.

Oren: Say we are entering this process, the entire organization, all the people in my organization, another year another two years from today.

Yes.

Oren: We turned into an organization that acts and thinks and everything, according to the integral approach.

Yes.

Oren: The changes in our environment, of the organization, do they no longer threaten us? The problem is that today the changes threaten me. Will there be more changes, or does everything become static, kind of dead, what will be?

I think you will start to manufacture things that have no competition. Or let there be competition. The competition will be for the better. It's not in order to destroy you, but rather to do good for the public. The competition will be in a different direction. Do you understand? I don't know how to say it. If the goal is the benefit of the public, then we both, it forces us to enter interaction, how do we perform for the benefit of the public. Then you will manufacture water of one type and I of the other type. You - in this way, and I - in another way. Which is good because the public is diversified. That's it. But not that we fight each other, but rather we fight for the public. We don’t have an attitude of hatred, of the competitor between us. Therefore we, according to the measure of which we love the public, we love each other, because it helps us to continue the love, the service, the attitude. On the contrary. Specifically there, the competition is what brings prosperity. With us competition always leads, eventually, to collapse.

Nitzah: One more small question about the transition phase. One of the things that are most disturbing is the transition phase. You shift, how did you say? From the first floor to the second floor. Are there stairs in the middle?

There is no question about that now. First of all, we need to provide education. Until we complete the education, we don't shift into anything. To the contrary. We are forbidden to do that.

Nitzah: Meaning, first of all we go through a process of understanding the approach.

Understanding and feeling and a great deal of workshops and a lot of things. We see how our public is changing, how they are ready to be integrated with each other, how the mind is changing, how the approach is changing the world.

We do everything, all those games and activities with the public, the workers and managers, we need to work with them, we need to live with them already at the next level and make all kind of plans and dreams truly like this. Yes? After it is clear to us, we deliver the next state, out of the deficiency which is already truly born in us. It's already cooking in us and then we reach a level of necessity of the shifting stage and only then we do it. It's like Nature used to advance us in an egoistic way, through blows. Obligating us to advance, that way we produce ourselves, this new world, ours internally, for it to obligate us to advance and give birth to a new situation.

Oren: When we are ready, will we be able to operate at this new level even if our entire environment is still in the old phase?

Sure.

Oren: We are breaking through, that means

Yes.

Oren: We are breaking through. We are leading. The main thing is the adaptation to Nature. That's all.

Oren: Well. One more time has run out. Thank you very much, Dr. Laitman. Thank you, Nitzah.

Nitzah: Thank you.

Oren: Thank you too for being with us. Come again. Together, we will break through into the new world. Until next time, I wish us all the best - see you soon.

(end of talk)

קבלה מדיה

קבלה מדיה

איזור אישיכדאי להיכנס כדי להוסיף לייק לסרטונים, לשמור תכנים ולהירשם למינויים.

בניית אסטרטגיה, חלק 2

בניית אסטרטגיה, חלק 2

בניית אסטרטגיה, חלק 2

קבלה מדיה© כל הזכויות שמורות 2003-2026 בני ברוך - קבלה לעם

איזור אישי
כדאי להיכנס כדי להוסיף לייק לסרטונים, לשמור תכנים ולהירשם למינויים.

קבלה מדיה
© כל הזכויות שמורות 2003-2026 בני ברוך - קבלה לעם