A New Life

Talk 114

Talks on the new world of work

Oren: Hello all and thank you for joining us on “A New Life,” the series of talks with Dr. Michael Laitman. Hello Dr. Laitman. Hello Nitza Mazoz.

Hello.

Oren: in the current series of “A New Life” we are discussing the new world of work. The workplace, the organization where we work is the place where we actually spend most of our lives, looking in retrospect. That’s where we experience all types of relationships, goals, aspirations, values, norms, behaviors, all kinds of things which in fact shape us as humans, as people who succeed more or succeed less in life, as organizations that succeed more or succeed less in life. We would like to insert the integral view, the new approach to life which you’re teaching us, Dr. Laitman, into this world where we truly spend most of our lives. We invite you, come and join us and it’ll be interesting, I promise.

So far we’ve actually held a number of talks where we marked the goal, analyzed the trends of changes occurring in the consumers market, and from the processes and forces that currently operate in the market, we tried to understand where it’s all going, what the rationale is; we wanted to try and identify the inclination even before it floats on the surface and conquers the market.

We said that consumers’ needs are changing. It used to be that a person purchased something, a product or service, and would see if it makes him happy. The social evolution, our development as humans has been advancing us towards interactions involving other people, and the consumer is becoming one who demands new things. He demands good service, he demands good treatment, he demands good connections, he demands warmth with people, which is what we are lacking today as people in such a technologically advanced world on one hand, but on the other hand so cold and aloof emotionally and interpersonally. People are no longer satisfied with what they had yesterday, to go and buy something, return home with it; rather, they need an experience, they need a taste of good contacts. I feel it’s going to be like an intravenous infusion, like a dose of oxygen which revives us. Places and organizations where I feel this frequency of warmth, a new connection, sharing, goodness, harmony amongst people, are the ones which will draw me near like a bee to the nectar.

We also said that organizations capable of identifying this change with the consumer public will in fact catch the wave before it arrives and they’ll be able to be the market’s leaders, they’ll be able to bring the news. But in order to do this, the organization itself must undergo some metamorphose in its perception; it must undergo an inner revolution. I, the consumer, was like a means to increase my personal benefit as an organization in this battle between me and the consumer public; from an organization that used to focus on its own benefit alone, it needs to start building a common place where its pleasure and its clientele’s pleasure exist in a single, common place. If you’re deriving pleasure, I’m deriving pleasure, and if I’m pleased, you’re pleased, and we’re enjoying that together.

This new model of mutual pleasure is tomorrow’s business world. Organizations capable of perceiving it now will gain, succeed, catch, advance, renew, and conquer the consumers’ hearts. For that purpose, no one needs to be a genius; every one of us is a consumer and clearly, if we feel this in a company, we’ll be its loyal customers forever and ever. We’ve discussed this process extensively and detailed, explained and expanded upon it in previous talks.

I think we should progress in the project which is so magical, I see something magical here, because I identify a huge potential in the spreading of the integral perception amongst adults. You can count on children, for if the education system starts such a revolution, it’ll seep through to all the children in all the countries around the world. Where will it be possible to inculcate this idea in adults? You can effect changes in adults' perceptions only in their workplaces because that’s the institution where the adult spends his 70 years of life.

Now I think we should take the project one step forward. All the ideas we have depicted so far truly sound promising, innovative and logical, although they are breakthroughs and require some digestion, but it sounds like they suit the things we already see today. Consumer revolutions, Facebook, all kinds of organizations; people no longer agree to what took place before. And it sounds genius. The question is how to make the shift from the approach governing the organization nowadays, to tomorrow. This is the major question, one which we’re also receiving in response to our talks.

You depicted the greater goal, I want it, how do we make the transition? When we come to make the transition, we need to remember that we’re already talking about what is beyond the ideological level; I have people here, I have people who work for the organization, I have a management, I have employees, they have a whole emotional world, they have fears, they have hesitations, they have hopes, they have aspirations, they’re not machines, it’s not like moving a glass from here to there. Here we have an evolutionary mental process people will need to go through. You spoke a lot about this as well, that it’s not something done overnight, it’s long-term. We are beginning a process and developing towards it. And I think that from this point on in this project, we would like to advance towards the phase of implementation. The greater goal has been clarified, explained, elaborated upon; how do we progress from here? Nitza, what can you add for focus?

Nitza: Right now, so far, our view was turned from the organization outwards. Now we are turning our view inwards, now the work begins.

Now, we would like to see how to organize the management team, the employees, the entire organizational system, in a way that will succeed rolling and shifting from its current state to the new state, in some way and through some process. Maybe we should say a few words about the organization’s current state. Why is it important to understand it? In order to truly feel, to get a feeling of whom exactly we’re working with. What are the difficulties the organization, the management team and the employees are coping with now? Nowadays, most of the managers are actually coping with unmotivated workers on the whole. They’re having great difficulty finding the force to motivate them to work altogether, and then they constantly find themselves in a process in which they are required to follow up on the performance of certain tasks and to monitor them so they were performed the best way possible.

Something else that needs to be dealt with in organizations is that there is a gap within the organization itself. The relationships and systems of communication within the organization itself are in crisis. For instance, there’s a very large gap between the organization’s goals and the employee’s goals; those are totally different goals. Generally speaking, the organization’s goals are to keep growing, prospering, expanding, realizing itself as an organization. The employee’s objective is to keep growing and prospering as an individual.

At the organization’s expense.

Oren: Whether it's at the organization’s expense or not he doesn't even notice; rather, they see the organization as an entity and the employee sees himself as an entity. And everyone else sees himself as an entity as well.

Nitza: After we’ve marked the point in the distance, the point of light we wish to reach, we need to organize this entire organization, including all its inner aspects as well as the relationships and systems of communications within it, in order for it to slowly move in this pathway. For it to move from the first floor towards the second level in steps.

So the first question in this process with which we begin is, how to ignite such a move?

First of all, we have a big problem in that no one in the organization actually understands what we’re moving toward, what unprecedented change in the history of humanity we need to undergo, in the connection amongst people, and as a result of that, a change in the connections in the organizations, in workplaces, in the market, in all places reflecting the relationships amongst us and where we make a living off one another. We are undergoing a change called a new "birth."

Meaning, this is a tragic and very dangerous situation because it entails many phases which cannot be a hundred percent foreseen or assured to work correctly, like in childbirth. Up to now, we know that birth is a natural thing; what is more natural than giving birth? But we see the process is entirely unknown. By that, Nature has given us an example on the animate level where it is actually so natural, yet specifically with humans it’s not that simple, because now we reflect that, in our need to undergo birth in our awareness, perception and thus move on.

The problem is in the language. Language is perception. What was Einstein’s problem explaining what was taking place in his perception? Explaining the new language, that there’s no time, no space, no distance, that all those dimensions are taking on a new shape; it’s the same thing here. We’re incapable of explaining to people with an individual egoistic perception, an old perception of reality, that they are thinking according to the old economy, that they are counting on the public’s consumption power. Yet, the public won’t have any consumption power, nor will it have a desire to buy. They are still proceeding according to the old paradigm and wish to force-feed the consumers. There are so-called consumers, but they’re not consumers any more. A person does not buy anymore, these days you can’t call a person a consumer; he no longer wants to buy, he wants to acquire something totally different.

This means that he is no longer a prospective consumer of whatever has been offered before. It’s as if all the markets have to be cleared, everything that the industry has previously produced for the consumer market yet they don’t have a buyer. This is what’s happening, this is actually the crisis – there’s no buyer. We need to understand that this crisis where there’s no buyer is not even because they don’t have the money, even though it is so; rather, it’s because they have no desire. The desire is changing, the desire is becoming round, it’s becoming more integral, it’s becoming something else. They themselves don’t understand – neither those who possess the desire, the ordinary people, the so-called consumers and buyers, nor those who sell to them, who are about to sell and serve, they don’t understand either.

That is to say, they’re facing each other – the vendors don’t want to sell and the consumers don’t want to buy. They’re in a situation where they don’t understand what’s going on here in the middle. In the middle, in the meantime, a new desire is growing which isn’t for any of this; it’s a desire for a new connection between them. If we want to connect, we need to create a new relationship here. But in order for there to be a new relationship, in order to even explain the new perception, this brand new communication needing to be born now, we need to find a new language with them, an integral language.

The values in the integral language will be innovative; the economy won’t be valued according to how much I sell, rather according to how much I connect with someone and he with me. I won’t be looking at his pocket, but only at his benefit, and only in accordance with that will I produce. It’s like the behavior in my mother’s kitchen. Mom is standing by the table and oven, and I sit at the table, and she asks, “What would my beloved son like?” She makes whatever I ask for me, whatever I like. Only at that moment does the production begin. And this is what she wants; she wants to please me through some kind of product, a soup, some porridge, something from Mom’s home.

In other words, there needs to be a new approach here which is dependent on changing our perception, changing the approach of each and every employee. As you mentioned, the relationships amongst people who work for an organization are formal and they don’t want to speak to one another, and today they invest in all sorts of group events etc.; this is precisely what we need to take care of first and foremost.

Meaning, we are now taking a very small part only, representing the entire organization and everything they do there – only the relationships amongst the factory’s employees, a certain office’s workers or a company’s employees and so on – and only that we improve, we will suffice with that.

Later on, we will already have a common language with them in order to discuss the following steps, and they will understand us. We won’t skip steps, but rather climb gradually. We need to understand that we’re actually with them in a situation where I sometimes feel like a person whose house is burning down, and he escapes from the house outside, and he knows that if this fire doesn’t go out then it will soon spread to the entire city, but he is mute. He can’t explain it, nobody understands him. And the fire is truly spreading already. This is how I feel.

Therefore, here we need to approach them in a way in which they’ll see how those things work in us, in unity, in connection, how a language is forming in them; it is called a “thought,” “perception,” “intellectual formation,” how they already begin to see, to think. The first change is very dramatic, internal within a person. So, the more the change, the more we’ll be able to explain the following steps to them, and thus we’ll move forward. As a result, I think that if we approach them, we don’t need to talk about the consumers because that is a dangerous thing. “Who are you, where is your experience from, what’s going on, do you know what the consumers market is? Do you know how to talk? Do you know how to prepare our salespeople for the consumer? Who are you?” Instead, we need to only go for our areas of expertise, in relationships amongst people, only for the connections within the organization, and thus advance.

Nitza: So as you say, our first step is to slowly start building the language, the new approach, the new thought.

Yes.

Nitza: Which tools can we use within an organization in order to start developing this language?

Only in our explanation, whatever we teach in our “Mutual Responsibility” course. Of course we need to modify it according to every organization’s needs.

Nitza: It’s going to undergo an adjustment process, it’s very important, because a generic explanation won’t necessarily fit everywhere. Here we would really like to receive an explanation as well as practicalities, because it’s always a combination of the two – a combination of approaches is both something I understand and also something I begin to feel as different.

There are four things here which we need to convey to them. The first thing is knowledge, the second is workshops, the third is activating through games, and the fourth is theater.

All of the above elements need to work together alternatively, one after another and so on, according to the topic and according to the audience. Sometimes, after we’ve held a workshop and another activity, we need to revisit the material, to see how they know and understand it now. Until it is grasped internally.

What does it mean grasped internally? Until they begin to feel that their inner mold of perceiving the world, of thinking about the world, of seeing the world, is changing according to our material, according to what we wish to convey to them. This means that a person is already looking at the world through my eyes and understands it through my mind, grasps it, scrutinizes it; this is what we need to do.

It’s truly an inner revolution which needs to take place in all people and employees of the organization. It’s the most important stage. It may last for months, but without it nothing else is possible to get done. However, with this they will already feel that changes are happening inside the organization. The new attitude amongst them will surely spread towards the customers too, as well as towards the suppliers and to all their different contacts; it will already work in different directions and we will feel it. Once this is done, we’ll be able to speak to them about changing their approach towards suppliers and consumers.

Nitza: Here it’s very important for me to clarify and understand exactly what we say to whom. Let’s take the organization’s general manager, does he need to know the strategy as you described it in the plans?

No. He has no language, he won’t be able to understand, it might repel him. If I talk to him about the final results now, he’ll interpret it in a way as if I want to ruin his organization, because I’m talking about considering the customer’s benefit and it doesn’t matter to me how much the customer buys and if he’ll buy at all. When I approach the general manager this way, I need to present myself. This is truly how I need to think, and to that I need to aspire. If it’s not about the profit, the percentages, the growth, it turns out I’m not on the same level with that general manager. Therefore I cannot talk to him about this; for the time being I talk to him only about changing the relationships within the organization.

Nitza: Are you not turning your vision outwards at the moment?

No. I say that it is sure to influence the productivity of every employee as well as the whole organization, and it will be felt. There will no longer be anyone placing an obstacle before another and not wanting to promote him, which is usually what happens and this is what 90% of the time is wasted on. He will also be able to cut down on the number of employees because they’ll be working nicely and more closely, and those who are not as productive can be laid off. In short, he will definitely feel the benefit, but most importantly, he needs to understand that we’re going to heal the inner organization. Meaning, everything that they already have in that place is what we are correcting.

Actually, we can see it after a few sessions. In other words, after a week you see change. For this we don’t need a consumer; who knows what’s going on out there in the field, it’s not in our hands and also why would we want to interrupt their current approach and the training they provide for their salespeople? It’s simply impossible for us to start dismantling their entire approach and replace it with our approach in an instant. We can see on ourselves how much those things require slow and gradual change.

Nitza: So with respect to the organization, which currently doesn’t see the distant point, what are the declared objectives?

The objectives are healing the organization; in that we can guarantee its productivity. They will feel where they can actually save on human resources, the pace of work, electricity, water, everything that’s used in the organization.

The human relations we activate, all of those things, yield great savings. I would start with that alone. It’s simple, it’s in our hands, because people are with us in an auditorium, in a room, in a situation where we’re conducting a lecture, an activity, role-play, a game. Sometimes we take them outside to the yard. In short, everything is in our hands. We can bring some more of our people to help us out. It’s not a place where we go out for sales or some kind of wild situation.

Nitza: Whom do we start with? There’s a hierarchy within the organization. It is usually customary that when there’s a significant move, you walk it through the management team first because if you don’t recruit them to this process, it won’t sink in.

Right. For sure.

Nitza: Gather the management team first.

Including the general manager, the “tip of the pyramid.”

Nitza: Now we want to gather the management team and the “tip,” and start walking them through this perceptual process, slowly. What would you advise us to do as an initial exercise? Something that will begin to set us in motion as a management team.

We can’t bring them games right away like we do in schools, that is obvious. They will think, “Who are you anyway?”

Nitza: They like games that challenge the mind, the brain.

I usually begin from the topic of free choice. Or before that, I explain that this is the matter of creation, the will to enjoy. They understand that very well.

Nitza: You said something about the evolution of desire. I liked that a great deal.

The evolution of desire is included within. The desire, or “matter of creation” as it’s called, the matter of Nature, let’s say. Nature includes matter and form, and the matter is a will to enjoy, encompassing levels of development. It evolved from the inanimate, vegetative, animate, human, the entire history of the universe, the entire history of humanity. It’s necessary to talk about this a little, briefly, in order for us to have a common language later, but they need to grasp this drift, this development. It isn’t certain that everyone is aware of this, despite the senior staff etc. being there.

Afterward, for this matter that we see in our world as matter and form, evolves through an inner motor developing it, and that motor is called “Nature.” The law of Nature develops us as it did over thousands of years of evolution, and today it is continuing to develop, as well. Nothing is happening in that respect.

We need to talk about the fact that today we are like little children who don’t know where to go when Mom went away. I don’t know what to do, I stand in the middle of the room and cry; that’s how all of us are, all of humanity. Note the fact that it is Nature developing us, and not that it’s us who possess any opinion or power or do anything ourselves. That is one thing. Secondly, how can we find this force of development within us, to learn, meaning to understand, to feel, to acquire it and somehow develop ourselves by ourselves?

Here we explain that we’ve come to a new world, the integral world, and here we can build this form amongst us ourselves, begin to connect amongst us in a way in which we’ll understand the forces of evolution. We won’t ever lag behind them like before, when Nature pushed us to evolve and we constantly ran in the form of revolutions, wars and so on. Rather, here we can, by arranging society correctly, catch this drift, see the new degree to which we need to climb, and thus advance in awareness, in understanding, on our own.

Meaning, we don’t want to advance through blows constantly striking us from behind, but rather by pulling forward, like possessors of the knowledge, emotion, perception, and plan. This means we’re giving them our entire way of thinking. And if not, then we’ll come to evolve through this crisis which will clear the surface drastically, very dramatically, because we’ll never know what the next step is; the crisis won’t even allow us to gently deteriorate the situation, but instead it’ll happen through all-encompassing bankruptcy, war, and who knows what.

In other words, by us beginning to attempt and understand the new nature today, the new step, the new state, with that we acquire knowledge, wisdom, the approach to life as a whole. Not only how to build our organization and how to build better relationships in our family or in health or education, but truly everything. Meaning, to give them a feeling of importance that what they are acquiring is something brightening up their lives in general, in all aspects of life.

This is basically the first topic we deal with say, a week, two weeks, depending on the people, the quantity, their quality, the way they respond. It may be appropriate to hold a workshop and then a discussion again, a discussion and another workshop and activity. Role-play and games will follow a little later. Games should take place after they play amongst them, after they’ve already become closer to one another through workshops. Likewise, role-play will come later in order to teach them how to arouse others in all sorts of pleasant and unpleasant situations, so they can raise the morale in the company.

So in the meantime we conduct talks or lectures, and workshops.

Nitza: When I tried to connect the evolution of desire to the strategic plan in my mind since I intentionally want to speak in an organizational language accepted in the organization, so it won’t sound too complicated – I actually understood that the evolution of desire spreads that map of strategy before us. If I look at what they call “Where did we come from and where are we headed,” then I can truly learn about these market trends. In fact, the management team will have an enormous desire to understand this process. As we know, this is what they’re going to learn about in the frameworks of marketing – the ability to conduct a market survey and truly understand what the forces moving the market are, and where the customer’s need is. Here, the need and the desire are the same thing at the end of the day. This means that once you unfold this map of the desire and evolution, you’re giving them the option to understand what the next desire is going to be. And as soon as they understand that, it’s in their interest to move forward because this is in fact what’s giving them the ability to be the first, the ones who break through in this field. So I see this topic as one of great interest among management members.

In everything they learn, this will be the case. The most important part is actually the evolution of desire. At the following stage, after we’ve spoken about the desire and its evolvement, we start talking about free choice. How can we really advance, not to lag behind Nature’s blows, but to move forward ourselves. Not to suddenly collapse one sunny day, but rather to know how to lapse nicely and correctly, and even to rise without going downhill. This can happen only through directing ourselves correctly. How do we direct ourselves correctly? That is called free choice, because all the laws we see in Nature today are laws we don’t understand, but Nature is pushing and we don’t understand, and are deteriorating. So how do we take these laws into our hands and start ascending? That is our free choice – instead of descending, to start ascending.

I don’t simply teach them, I’m already selling them such tips they won’t be able to buy anywhere else. What does free choice depend on? The environment. Changing a person’s desire, changing man, can happen only through the environment. In other words, the stronger and more unified an environment we arrange, each and every person in it and even one who’s not completely in it, will be affected by it, in any case.

Hence, we correct each and every one. What are we correcting him for? Everyone will suddenly feel, “What are they correcting, what do they want to do with me, are they making a mutant out of me or what? Hold on! Everyone will feel from that environment that he’s friendlier, that he belongs more to that environment, that his life depends more and more on his positive approach toward others. He doesn’t become enslaved to the environment, he wants to be connected to them, feels warmth from them, confidence, inspiration, excitement.

Nitza: Let’s see what we got from free choice. Free choice says that so far, Nature has developed our desire without our involvement in this evolution, it has simply taken place. And you’re saying that there’s a point from which you have the option to cooperate with the force that’s developing you.

Then, once I begin to cooperate with the force affecting me, I actually begin to acquire an ability to change something. And so I build the environment, which for me the organization is my environment.

Meaning, if I’m in the management team now, I need to make sure to arrange the environment which is my organization, in such a way which will support this law that is developing. The first problem is that I’m not familiar with these laws. I know the rules of the game that governed my life so far. Here you’re describing something new.

I’m not describing anything. You learn those laws through the workshops. You change and then you understand them. I’m not giving those laws as bullet points on the board.

Nitza: Isn’t it one, two, three, four, five?

No, absolutely not, it doesn’t work that way. I convey it through workshops.

Nitza: What’s the purpose of the workshop?

When I as a person, change. I change and realize that here such and such law should govern, only out of experience. Through actions become familiar with the new Nature, the integral Nature.

Nitza: That means that the workshop is in fact my key to free choice?

Yes.

Nitza: So now let’s say that we are the management team and we want to hold a workshop, perhaps an initial one to get a taste of the feeling in it. As a management team, we are the team that needs to understand, we’re the ones who will build the environment at the end of this process, and will create it for all the employees. So perhaps they need to feel it first, to understand it first. What should be the first step?

Of course all the people who are working with the organization, who handle the organization, need to go through a special course, otherwise how will they come to a place of caring for people? For sure, we need to organize courses for our “salespeople,” because we are selling integral education. This way they’ll be able to go there and advise and present and provide an example and demonstration. Also we should bring them some kind of presentation; to actually show them visual examples on video, on how we do it. We’ve yet to prepare all of that.

Nitza: The purpose of this project is to build the world of content and workshops and methods, which eventually will become part of the workshop you’re talking about.

If you’re talking seriously, then right now you need to start building the course you yourselves are going through, and later you can convey it to them, of course.

This is a topic on its own; I’m not ready for this yet. We need to make a plan, see in what way we can give such a common, ordinary, generic course. Here is the place where you’re presenting it. It needs to be a brief course. At first, there are levels; it’s impossible to sell it to them years in advance.

Although we don’t need to emphasize it, perhaps they’ll understand after the first course that further changes and improvements are required of them, and also that follow-up does not end as the course concludes. They will need to stay in touch with our representative who will go there and move from one department to another – because it depends what kind of organization and in which factory – and our representative needs to take care of and constantly maintain the factory workers’ and organization employees’ connection, advancement. This is nonstop work like educating children. It means that if we enter a cdrtain place, we need to understand that it’s a very lengthy marriage.

Nitza: It’s important to understand that the needs existing in the organization , in companies, are different than needs that exist in other circles of a person’s life. Here you truly need many tools for conflict resolution, crises, not only among people. For instance, how to reach a decision together, how to go through the process of making common decisions, or processes of making new decisions, perhaps truly according to the integral method and direction? How to motivate the employees, how to recruit them to this process, how to deal with a situation of fluctuating stability?

That is precisely what needs improvement, and pretty fast too. It’s something our representative and his assistants need to feel, they’re the ones who are handling everything, they should be feeling it rather quickly. People are smiling, there should be different music playing, there should be a break in the middle of the day, a few breaks with the same music or the same songs we sing during workshops; they need to be reminded of the connection, of unity. Maybe their eating area needs to be changed, their smoking area, for everything to be friendlier, warmer, helping one to open up to another more. We need to look at these things in generality.

Whoever comes to see the place with an integral approach, can instantly recommend all sorts of changes which could benefit the closeness among people. Out of this closeness – all the issues I’m currently hearing about are problems of connection and attentiveness – so of course they’ll be solved.

Nitza: From what you are saying I understand that to start with, the spirit of the organization needs to be reestablished.

Yes. There’s nothing more to it. All the rest are outcomes.

Nitza: There’s a field called organizational culture, and there are researches showing that companies with a strong foundation usually have a very consolidated organizational culture. This means that the employees and all layers, all levels, are truly committed to the same goal; everyone implements the values in practice, it’s not a list of values that’s posted on the bulletin board, but rather they truly implement and believe in that path, and there’s a very unified spirit there. We really need to build the same spirit, to slowly unify a team of employees. As we know, the problem is that one manager isn’t working with the second manager and isn’t cooperating with the third one, this department with that department, there are always problems between the departments, communication is not good.

If I understand you, then essentially we’re not starting to resolve all their problems, but rather we’re initially building that spirit. Is this what you mean?

Yes.

Nitza: What are my steps for building that new spirit?

Those are the steps we need to teach them over the course of a couple of months, approximately. I can deliver the material within a week, but I need it to be internalized within them, for them to absorb it, for them to begin to implement it a little, as there will be issues, questions, answers, I need to work closely with them. And the general manager must know that he needs to dedicate time for this, he needs to give me at least two hours a day, or three times a week. I, as our ambassador, will be working with various departments, depending on the organization, if it’s large or small. I can’t work with three or four hundred people at once; it could be possible, in which case I would bring a few more assistants with me, a few more instructors. It’s a question. We need to see; we already have the experience and we need to adapt.

We need to take what we have and see how suiting it is. We always need to check what kind of organization we’re approaching and adapt. It could be that there would be slight changes, but what we can actually do is clear. Also whom we send there, it depends to which organization, so who our salespeople for that organization would be; as well as his assistants, the organizers, everyone helping him in that production.

Oren: The purpose of this series of talks is to create content which later can be brought into the world of those organizations. Whatever we have today is nice and reasonable, but the purpose of this project is to create the next generation of information for organizations, to move forward, to develop something new. What we know how to do is also what we’re doing now, because organizations are operating, presumably on a certain level. The question is, can we break through to a new level? That’s the challenge of this series, to break through here with your help, to a new level that will captivate the people in the organization, the entire population of the world because all people are in organizations; a level coming from another place, one which will click in their minds, in their hearts, in the market, in what they see, in the difficulties they’re dealing with, in their relationships inside the organization, outside the organization, in the realization of a person as a human being on all levels and all aspects.

We mapped this great world of work, and we have many topics with different aspects, with various discernments. We thought we would speak with you about every discernment and every aspect, and as a result of the new ideas you produce – in accordance with this world of organizations and adult people who work and wish to develop and realize themselves in a career and advance and so on – be able to create a new ideological world, in which the new outlooks and thoughts you produce will serve us tomorrow when we already approach organizations on a different level. Thus, if today we’re approaching on a certain level, then once we create good material we’ll be able to approach a higher level.

Do you realize that these two levels are total opposites?

Today, the tendency of a factory owner or manager of an organization is to sell as much as possible, to succeed as much as possible, to be wealthier, healthier, happier, more successful in everything at the expense of others, and he doesn’t care if whole world burns. I need to elevate him to another level, not “higher” in his values so he’ll have more money, more health, more taking advantage of the whole world just for him to spit on everyone. I shift him onto a new qualitative level which is totally not here. It’s a completely different plain, it’s a completely different direction, a completely different dimension. That is why I was talking about a language which cannot be understood for the time being. I bring him to a certain leap into space, into a new and different life, as if onto another planet where people live by other values.

I have no choice because this is the next life, this is the future way of living, and it’s not according to what he thinks. This is what is going to be, except I can’t tell him that in advance. What can I tell him? “Tomorrow you’ll be pleased that your neighbor is successful, that everyone around you is smiling, you’ll feel satisfaction from this and it’ll make you happy”? Can I explain it like that? Then he’ll ask me, “What am I going to sell and how much will I make?” And I’ll tell him, “You’ll be so pleased that people around you are happy”? I can’t sell him that, it’s called a “foreign language.”

Therefore, I’m not telling him anything about what will happen afterwards; I cut out that step with my values, values that say the world is going to advance this way but will advance through an abyss, drop from what we have today, and be reborn on a new level. I don’t want that to happen. I want him to undergo a change here, and I will conduct the transformation from one state to another for him. But since there’s such a huge gap in our perception, in the approach, in the paradigm, everything, I cannot explain to him those advanced stages now because it’s strange to him, disgusts him, contrary to him, “anything but this.”

So I tell him, “I’ll make you a positive organizational change which will be felt in all the results you want in your success zone today with respect to your numbers, the number of unemployed, the number of employees, the number of the ill, there will be no arguments, the organization will work nicely, prosper, because the pace of labor and all sorts of things will certainly change for the better. In short, everything you are telling me about intra-organizational relations, I promise you will improve. In how long? Within a week, two weeks you’ll begin to feel a change. If you’re a person who’s receptive to it because you work there and you care, and it’s very important for you because all the success lies in that, then you’ll feel it within a couple of weeks. Are you interested? We’ll give it a try. Regardless if he agrees or not, this is the only thing I say to him.

Let’s say that his level is A plus one; after that comes A plus two, plus three, plus four, until they themselves begin to feel from within that their desire is no longer to make tons of money in dollars, but rather their desire is getting fulfilled through connections. They need their necessity in order to sustain themselves, to feel normal, but they’re no longer thinking about that; instead, they move onto a state of “Not on bread alone shall a man live,” they live on the spirit of society.

This is what I need to help him draw from within himself, this new desire. To organize him, to format him, to truly build and give him that form, and then we’ll be able to advance, to flow with them according to their pace, God forbid not faster because otherwise it could be intimidating. He will think, “What do you want to do with us? Where’s the profit?” If you come to him and start telling him about the new approach, what happens there at the end of the road, you will never succeed. This is our problem, that we want to show them the whole map.

Therefore, during "Occupy" a while ago, we wanted to explain to the government, “Let’s do some work in society, in the country, in order for people to get closer with one another, soften up a little” and so on. This is what we’re talking about. The same thing here, we’re talking about softening only, about a nice approach, about sharing.

Oren: So now precisely on this frequency you described, the question is, would you be willing to enter this process you just described and deliver it to us as an organization? As you said "A", "A", plus one, "A" plus two, three, four; for in a couple of weeks we’ll suddenly be more sensitive perhaps, we’ll feel new things, at the pace you think, with the dosage you think, with the art you think, with the idea of a tool followed by some emotional activity, and with such a discussion, and such a workshop? Whatever you want you can put in there. You even decide on the means you choose to adopt. From what you've described, I understand there’s a process here which is a two-line topic.

Do you want us to do everything here in the studio?

Oren: Exactly.

With full demonstration? We need to get into that seriously.

Oren: I hope we’ll get into it on our next talk. In the meantime, we’ll thank Dr. Laitman, thank you Nitza Mazoz, thank you all as well for being with us. Come join us next time, starting from the beginning.

Thank you.

All the best to us and goodbye.

(End of conversation)