--- In FairfieldLife@yahoogroups.com, "Buck" <dhamiltony2k5@...> wrote: > > > > --- In FairfieldLife@yahoogroups.com, "Ann" <awoelflebater@> wrote: > > > > > > > > --- In FairfieldLife@yahoogroups.com, "Buck" wrote: > > > > > > It's very unfortunate news for the Fairfield Dome community that they > > > have returned to the strict anti-saint policy, considering how many > > > people went over to India and saw saints just recently. Purusha in India > > > continues to see saints. Down in Boone meditators see saints. So much > > > for the flower of the movement. John Douglas comes to Fairfield in just > > > a few days. > > > http://www.spirit-repair.com/shop/workshops > > > > I would love to know what your definition of "saint" is. Or at least the > > definition of those who go to see these people. > > > > > > > > The Saintly: Spiritually activated folks who carry a field effect that is > healing physically or in consciousness in positive transformative spiritual > affect on people. It's that simple, we know them when we meet them in the > work of their lifetime. >
Saint aka, 'charismatic' or intuitive. "Weber, in an oft quoted passage, defined charisma as "... a certain quality of an individual personality, by virtue of which [s/]he is set apart from ordinary [people] and treated as endowed with supernatural, superhuman, or at least specifically exceptional powers or qualities. These are such as are not accessible to the ordinary person, but are regarded as of divine origin or as exemplary, and on the basis of them the individual concerned is treated as a leader"." Quoted from: When Prophets Die, The Postcharismatic Fate of New Religious Movements, Timothy Miller, 1991. Page 1, Introduction. [Melton] When Prophets Die: The Succession Crisis in New Religions. Notes, page 197, Max Weber, The Theory of Social and Economic Organization (New York; Oxford University Press, 1947), 358-59. Quoted in Keith A. Roberts, Religion in Sociological Perspective (Homewood, IL: Dorsey Press, 1984), 184. > From FFL post 335353 : > > It is relatively helpful in looking at this [charismatic] holy subject to > > graph > comparatively the Saintly or Holy ones in a Distribution by Graphing their > Saintly Distribution as data pairs on a Cartesian x-y axis. > > > It seems most everyone here in Fairfield has developed a graph somewhat like > this that they work off of from their own experience in sorting [reconciling] > the [moral] spiritual dissonance they've seen. > > > > See FFL post 335353 for the graph > http://groups.yahoo.com/group/FairfieldLife/message/335353 > http://groups.yahoo.com/group/FairfieldLife/message/335353 > > > > > > > > > Trouble? For the community? > > > > Well yes, things evidently went backwards recently with the movement > > > > guidelines. Talked to someone just recently, an old movement > > > > campaigner who was denied employment up there because would not sign a > > > > paper pledging to never see saints again. This is a highly competent > > > > long time movement person in the community that they had sought out for > > > > employment in to a position. After the discussion the person turned > > > > around and called the course office people to check the guidelines and > > > > it was confirmed the guidelines are back again to old governors not > > > > seeing saints to be involved with the movement. > > > > > > > > > > > > > > >Thanks for taking the time and having the courage to post this > > > > > > >here. > > > > > > your last six words bothered me just a little. In what way? As in > > > > > > fearful of repercussions for expressing one's opinions? If so, do > > > > > > you really feel this way? > > > > > > > > > > > > > > > > Trouble? > > > > > Yes, someone in the course office could view [judge] Trowbridge as > > > > > being negative and un-stressing in the act of posting his letter. As > > > > > JT values coming back to the group meditation he could have created > > > > > trouble for himself. Tru-believers in the middle easily could see > > > > > Trowbridge being disloyal and lacking in fealty. > > > > > > > > > > --- In FairfieldLife@yahoogroups.com, laughinggull108 <no_reply@> > > > > > wrote: > > > > > > > > > > > > --- In FairfieldLife@yahoogroups.com, "Buck" wrote: > > > > > > > > > > > > > > Beautiful. Thanks for taking the time and having the courage to > > > > > > > post this here. > > > > > > > -Buck in the Dome > > > > > > > > > > > > > > > > > > > Ditto. In fact, worth saying again: *Beautiful*, Mr. Trowbridge. > > > > > > Perhaps it will be read by people with the ability to affect the > > > > > > changes of which you write. > > > > > > > > > > > > your last six words bothered me just a little. In what way? As in > > > > > > fearful of repercussions for expressing one's opinions? If so, do > > > > > > you really feel this way? > > > > > > > > > > > > > --- In FairfieldLife@yahoogroups.com, "jwtrowbridge" > > > > > > > <johnwtrowbridge@> wrote: > > > > > > > > > > > > > > > > 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 > > > > > > > > basewin 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 doreach 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 jobto 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 themto 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, > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > > >
