Level 1 experiences are counted for percentages everyday in the dome, men, 
women, vedic city, special groups, etc. It is the experience of bliss becoming 
blissful.

--- In FairfieldLife@yahoogroups.com, Michael Jackson <mjackson74@...> wrote:
>
> I am not familiar with what Level 1 experiences mean - I haven't been to 
> Fairfield since I was on staff at MIU in the 1980's
> 
> 
> 
> 
> ________________________________
>  From: jwtrowbridge <johnwtrowbridge@...>
> To: FairfieldLife@yahoogroups.com 
> Sent: Wednesday, April 3, 2013 6:33 PM
> Subject: [FairfieldLife] Re: Feedback to the TM Movement
>  
> 
>   
> Thanks Michael. I will just keep going on doing what I do. I love my program, 
> but I have never been financially dependent on anyone from the TMO. I feel I 
> have the best of both worlds. I am grounded and enjoy my work. I contribute, 
> and the knowledge, my experiences have always been fantastic. If I did not 
> get anything from the technique I would not practice it a week. The truly 
> devoted are the ones in the Dome who are part of the 50% who keep coming back 
> and report daily no level 1 experiences.
> 
> --- In FairfieldLife@yahoogroups.com, Michael Jackson <mjackson74@> wrote:
> >
> > Having read your ideas about the Movement it gives me a good feeling that 
> > there are people with common sense who want something that has been good 
> > for them to blossom and prosper. Even having left TM years ago, I do 
> > understand the feeling doing program gives one, I recently did my TMSP 
> > after years of not doing so and it felt good.
> > 
> > I sincerely believe the only way for you to fulfill the desires you have 
> > for the Movement is to walk away from the TM Movement and create one of 
> > your own. Others have done so, thereby giving a fresh venue for teaching 
> > and promoting the technique that is so meaningful to you. 
> > 
> > The TM Movement has never really existed to do what you want it to do. I 
> > spent years wondering why something that felt so good to me and had such 
> > high goals and spoke about itself in such glowing terms could produce such 
> > unkind, unhelpful people who administered the Movement - how could the 
> > practice of the TM technique not create a group of individuals who 
> > administered the Movement intelligently, lovingly, and efficiently? 
> > 
> > As long as I believed that Maharishi was enlightened and somehow in some 
> > unknown way, the excesses and omissions of the people who ran the Movement 
> > were some sort of aberrant anomalies and that one day it would all balance 
> > out, the Movement would straighten itself out and people would actually be 
> > well taken care of in all phases and aspects of their dealings with the 
> > TMO, much of what Maharishi did and none of what the TMO did made any sense.
> > 
> > When I realized that Maharishi was not enlightened, and used his Movement 
> > to further his desires to, in essence, be a big shot, gain wealth and have 
> > a revolving door of sex partners, it all fell into place. This means that 
> > the people who ran and still run the Movement learned at his feet and 
> > realize that anything they want to do is alright as long as they remain in 
> > charge and get paid. 
> > 
> > The idea that Bevan, Tony and the rest will ever give any authority to a 
> > Board of Directors is something that will never happen. They will not give 
> > up power  - the TMO gives them everything. When is the last time any of 
> > them had to worry about paying rent? How to pay the utilities? When is the 
> > last time they had to wash their own clothes? Make their own meals? These 
> > guys live like princes and they won't give it up.
> > 
> > They will never put others needs and desires above their own need to be in 
> > charge and keep getting paid, just like their former leader - and just like 
> > M putting these guys in charge, who do you think these guys will pick to 
> > follow them? The exact same energy will be passed on in the next generation 
> > of leadership. 
> > 
> > Get together with all the responsible teachers with common sense who feel 
> > the way you do, organize your own Movement and get out while the getting is 
> > good. 
> > 
> > I have mentioned once or twice before that Girish, and the Srivastavas 
> > brothers still run the Maharishi Group which I believe still owns all the 
> > property that MUM is occupying, both the land and buildings. If the day 
> > comes when they feel the revenue coming to them from MUM isn't satisfying 
> > them, they will sell off the university holdings in a heartbeat, and you 
> > will be without the Domes anyway. They have already begun this process in 
> > India, and I believe they are doing so because they know the Movement is 
> > running out of steam and won't give them the money they are used to. So 
> > create your own Movement - why continue to trust people and a Movement that 
> > have betrayed your trust for decades?
> > 
> > 
> > 
> > 
> > ________________________________
> >  From: jwtrowbridge <johnwtrowbridge@>
> > To: FairfieldLife@yahoogroups.com 
> > Sent: Monday, April 1, 2013 8:25 AM
> > Subject: [FairfieldLife] Feedback to the TM Movement
> > 
> > 
> >   
> > I would like to give feedback from the perspective of one who loves TM, but 
> > not how the organization is run. I have wanted to do so for many years. I 
> > feel I have a unique perspective to do so. I am not angry. I am not 
> > dependent on TM other than my wonderful program I practice. I have no ax to 
> > grind other than a genuine desire to see the organization succeed. I wish 
> > to help this organization from the point of view of one who is a family 
> > man, a professional who sees the divinity of my practice, and the missteps 
> > of the organization.
> > 
> > My TM program is the only time during the day that I know my activity is 
> > perfect. It is a perfect program. It is a perfect activity. It is perfect 
> > knowledge. I have recently obtained all of the advanced techniques. I have 
> > missed maybe five meditations in 40 years only because I enjoy it. There is 
> > no other reason. Not for health, not for enlightenment, such is the joy and 
> > power of my program. 
> > 
> > I have just finished 34 years as a public school teacher in North Carolina, 
> > and I am still teaching. I have been married 30 years. I have two children. 
> > My wife meditates. My two children have been initiated. From the beginning, 
> > I have provided support to the TM Movement through the use of my house for 
> > lectures, initiations, and whatever I have to offer all these years. I am 
> > your biggest fan.
> > 
> > I started TM on November 13th, 1971 and got the sidhis in `80 or `81 at 
> > MUM. I practiced my program by myself over the decades until 5 years ago, 
> > when I went to MUM to fly in the dome for a 7-week visit. I have gone ever 
> > 2 years during the summer thereafter. I have never taken one dime of grant 
> > money. 
> > 
> > I mention specific names and impressions in this letter, not to target 
> > individuals, but to show relevant examples of what concerns me. I also want 
> > to describe what could be done differently, especially if you want to have 
> > credibility with Americans. The goal of this organization is not to appeal 
> > to a particular leader or person, but to the widest possible audience who 
> > will appreciate and practice the TM program in its purity. 
> > 
> > 2007: This incident exemplifies so many of the elements of what is wrong 
> > with how the TM organization is managed. When I came 5 years ago, I was in 
> > the dome for the IA course for just a few days when the men's group had to 
> > move because workmen were replacing the roof. We moved to a flying hall 
> > near the swimming pool. Unfortunately, a mistake had been made in preparing 
> > the new hall. The floor and walls had been painted with a toxic, oil-based 
> > paint, and the odor was awful, awful. The air in the new hall was extremely 
> > noxious. Fans in the eaves of the building were run night and day. Sidhas 
> > pleaded with Dr. Doug Birx not to move us into this situation. He said it 
> > could not be helped. I spent one day in the new hall experiencing bliss 
> > with an underlying headache. I never have headaches. 
> > 
> > I walked and hitchhiked to Vedic City to do program for most of the week 
> > instead of going to this toxic hall. Once I was picked up by a Board of 
> > Trustees member. I don't remember his name. In casual conversation, told 
> > him I had not come from North Carolina to huff paint fumes. The next day, 
> > thinking the fumes would be better, I went to fly in the newly painted 
> > hall. It was better, but still not good. During the 10 a.m. experience 
> > time, Dr. Bevan Morris asked Dr. Doug Birx an introductory question, "Is 
> > there a problem with the hall?" I assumed that the trustee I had talked to 
> > called Dr. Morris. Dr. Birx stated no. Who could question the bliss 
> > emanating from this hall? he asked. He added that there were some problems, 
> > but they had been worked out. He completely dismissed the issue.
> > 
> > Who knows why Dr. Birx moved us into a hall that could have sickened the 
> > whole men's flying group, but the result was they were exposed to toxic 
> > fumes  for a week due to his decision. And when he was questioned about 
> > this, he did not admit a mistake had been made and remedy the situation by 
> > moving the sidhas to a safe space. 
> > 
> > Systemic Issues: The TM movement employs managers who are brilliant and 
> > well versed in the Vedas or special knowledge. However, this does not make 
> > them skilled managers. The problems that allowed this one example to unfold 
> > are systemic in the organization. People are good, and when good people 
> > make wrong decisions, it is usually due to responding to the stressors and 
> > structure of the system that is in place. I blame the systems under which 
> > they are managing, and the environment of not recognizing issues that 
> > should be addressed when they emerge. 
> > 
> > This one example reveals a lot about the dynamics of how the organization 
> > is managed. This dynamic is repeated a thousand fold up and down the 
> > organization, resulting in less than stellar results. No one holds the 
> > leadership accountable.  And there is no mechanism in place for the rank 
> > and file to report problems, concerns, or issues. There is no mechanism for 
> > addressing problems. There is no mechanism for reporting how problems are 
> > addressed. This is systemic throughout the organization.
> > 
> > In any well-run organization, the manager would have stated the obvious: A 
> > mistake has been made. Let's go to our rooms for week, and do program there 
> > until this hall airs out. This should not have been a big problem. Dr. Birx 
> > could have called for help to solve the problem from staff below him, and 
> > staff above him. It appears his decision was made in isolation, as are so 
> > many others. I can infer also that the Board of Trustees is more of a paper 
> > tiger trusting on management to make the right decisions. Dr. Morris trusts 
> > Dr. Birx  to make the right decision, and neither questions the other. 
> > 
> > The Nature of Conflict: There is a misunderstanding in the movement about 
> > what the nature of conflict is. I have seen this over and over. The 
> > Maharishi tape in which he talks about always seeking the positive instead 
> > of the negative, in which he describes the saint who was shown the dead 
> > cat, and comments on his beautiful teeth, has been greatly misunderstood, 
> > and used to the great misfortune of the movement.
> > 
> > I have a master's degree in early childhood education with emphasis in 
> > guidance, and a bachelor's degree in mental retardation. I hold 
> > certifications in teaching students who are learning disabled, mentally 
> > handicapped, behaviorally emotionally disabled, as well as curriculum 
> > instruction and public school guidance. I am an expert in working with 
> > dysfunction, confrontation, and conflict. I deal with conflict all day 
> > long, and have for decades.
> > 
> > There is a difference between being negative and dealing with conflict. 
> > Conflict is just the environment trying to normalize, evolve, grow. 
> > Conflicts that exist are a tool, a means of change that enable you to 
> > normalize the environment. If conflict is there it is OK. Conflict and 
> > confrontation are part of the normalizing process. It is part of life.
> > 
> > This point alone could save the movement untold problems, and has lost it 
> > untold support. Through its unintended actions, (how it handles conflict)  
> > the TM movement has disenfranchised scores of TM teachers who would 
> > otherwise have been certified, scores of meditators who would be in the 
> > dome, scores of people who would start TM. 
> > 
> > There are of course many dissatisfied people who when even handled by best 
> > practices are still angry. It's just that so many have been mishandled, and 
> > feel the organization does not listen, will not change, say they are 
> > negative, and have been dealt with in such a fashion that their revenge 
> > energy is tapped, causing problems for the organization, and the individual.
> > 
> > In an organization with enlightened management, almost all problems are due 
> > to poor management or poor systems. They manage from the point of view that 
> > if you believe that people are good, then good people want to be competent. 
> > They want to do a good job. If you believe that people are bad, then you 
> > believe they have to be closely supervised, and forced into doing a good 
> > job.
> > 
> > The goal of management is to move people to autonomy. If a person is 
> > inexperienced, or incompetent you give more directing telling statements 
> > with the goal always of moving them to becoming as independent, and 
> > autonomous as possible. The successful manager's role would then be that of 
> > a cheerleader, one who provides resources, and removes obstacles to allow 
> > everyone to achieve his potential. It would enliven the baseâ€"win win.
> > 
> > This means the organization is managed from bottom to top. The person who 
> > has the most information to solve a problem is closest to the problem-- the 
> > store clerk, the janitor, the citizen meditator, the TM teacher, the 
> > visitor. Enliven the bottom, and they will come out of the woodwork to help 
> > you. They possess untold passion, and ideas to help this movement do what 
> > management could only dream they could doâ€"reach the widest possible 
> > audience who will appreciate and practice the TM program in its purity. 
> > This is the goal. This is what the TM organization is about. 
> > 
> > Transparency in decision making: Good management is transparent. It has 
> > nothing to hide. When I managed in a residential facility for the severe 
> > and profound developmentally disabled (Black Mountain Center in North 
> > Carolina) we had a sentence or phrase with which we could measure every 
> > decision. This way any person in the organization, any person, could 
> > approach management, and state his problem, and suggest a solution based on 
> > our "what we are about" statement. 
> > 
> > Our phrase was "How does this help active treatment?" Active treatment was 
> > what we were about. It could be a goal to improve a client ability to hold 
> > a spoon, and increase independent dining, or a goal to reduce a behavior 
> > problem, increase mobility by getting out of a wheelchair, and so forth. 
> > 
> > All decisions were measured by this statement of what we were about. This 
> > mobilized the organization, and released immense creativity from all 
> > employees. The greatest desire of people in an organization is to have 
> > autonomy in their jobâ€"to feel needed and heard, to contribute, to make 
> > a difference. We saw evidence of this in the improvements made as a result 
> > of all players in the group. I have done this. It works. It works, and it 
> > is respectful of all people, and defuses, and enlivens, and keeps the 
> > organization on the cutting edge moving toward its organizational goals in 
> > a natural, life affirming way. It also promotes egalitarianism. We are all 
> > equal. We just have different roles. 
> > 
> > Making decisions based on a shared mission dismantles ego, status, hidden 
> > agendas. No one can use resources for selfish purposes or hidden agendas. 
> > It can empower the bottom employee, or in the case of the TM movement, the 
> > meditators who support the organization's mission through daily practice.
> > 
> > These management principals I describe are so like the values of TM, yet 
> > they are the antithesis of what the TM movement actually practices.  Even 
> > from his enlightened position, Maharishi constantly made adjustments and 
> > changes to see what would work and what didn't.
> > 
> > An additional component to creating a transparent organization is openness 
> > in accountability and responsibility. This information is not publicly 
> > available on the TM website. Where is the information about who is on the 
> > Board of Directors? Where are the minutes from their meetings? Where are 
> > the organization's by-laws? Outside of the organization's 990, required 
> > under federal law, where are the annual reports that show what the 
> > organization has accomplished, performance metrics, details on income and 
> > expenditures?
> > 
> > How do we know the current model isn't working? Just look at the anemic 
> > statistics on dome usage as an indicator. People vote with their feet.  To 
> > determine why the dome program is foundering, go to the base for the best 
> > decision-making. The top of the tree does not speak to the roots. 
> > 
> > I tell people that the knowledge is the real deal. That they should trust 
> > their experiences, trust their program, trust the holy tradition, and if 
> > you see something you don't like just turn your head. We all do. That is 
> > because there is no system in place to do otherwise. 
> > 
> > I have meditated for over 40 years based solely on that I enjoy it. 
> > Something this powerful will not be stopped. It will get there, but nature 
> > demands it must evolve, and grow, and greet this day, this time, this 
> > culture, this age. 
> > 
> > How else do I know the current system isn't working? As I shared meals on 
> > the MUM campus, if the organization/management subject was broached, TM 
> > teachers and non-teachers alike just shook their heads in resignation.  
> > They see what I see, and have done as I have done. 
> > 
> > I do love you guys. It's just that the current model is not working, 
> > despite the fact that there is more talent in the TM movement than I have 
> > seen in any organization bar none. I could not shake a tree on the MUM 
> > campus without five brilliant TM teachers falling out. Use the talent that 
> > has been thrown at you, more plentiful than sand on the beach. Do not just 
> > depend on a handful of bright stars. There are many stars wishing to 
> > contribute toward your goal.
> > 
> > And finally, there is no upward movement in the organization. If you become 
> > a TM teacher, the top leadership positions seem to be life appointed. The 
> > organization is stagnant, dependent on just a few leaders, though brilliant 
> > and talented, who seem to do it all with no structure in the organization 
> > to enliven all the myriad multitalented potential of the organization. 
> > 
> > There are so many examples of poor experiences I have had over the years 
> > that give the impression of unprofessionalism from the very trite to the 
> > significant. I know I am not the only person who sees these things and 
> > knows that below the tip of the iceberg lies a larger problem. These are 
> > well known. It is not the intention of my letter to enumerate, but to give 
> > but one more voice only to suggest, to prod, to affirm, to encourage you to 
> > recognize, and solve themâ€"to grow, to change.
> > 
> > For lack of a better expression, I would like to suggest that their needs 
> > to be a separation of church and state. The church is the purity of the 
> > knowledge, and the state is how TM is administrated, the organization. The 
> > organization should consider some of the principles I have suggested. There 
> > is nothing wrong with conflict. Conflict is just an opportunity to solve a 
> > problem. It is how something maladaptive, and disorganized becomes 
> > beautiful.
> > 
> > Sincerely,
> > Jai Guru Dev,
> >
>


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