Foreword: The Magical Clean Slates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . v
Methods Of "Pile-It-On-Top-Of" Techniques . . . . . . . . . . . . . . . . . . . . . . . . v
The Society’s Major Error . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . vi
The Case For Tabula Rasa . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . vii
The Operation Of The Ability And Productivity Paradigm . . . . . . . . . . . . . . vii
Old Patterns and Fixed Ideas Create Fixed Paradigms That
Prevent Learning, Implementation And Action . . . . . . . . . . . . . . . . . . . . . viii
How Do You Know If You Have A Clean Slate? . . . . . . . . . . . . . . . . . . . . . x
Introduction: The Incredibly Wealthy You . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xi
The Major World Trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xii
Chart of Major Paradigm Shifts and Trends
in the Evolution of the World. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xiii
1 Why . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
The Keys To Success . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Sculptors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
What Is A Paradigm Matrix? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
The Map . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
The Matrix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Paradigms Position You In Life . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
The Nature Of The Machine . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
2 The Basic Paradigm Matrix, Man . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
The Ability Or Productivity Paradigm Matrix. . . . . . . . . . . . . . . . . . . . . . . . . 11
3 The River Of Life . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
4 Reciprocation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
What Monitors The Positioning And
Reciprocation Of A Paradigm Transceiver? . . . . . . . . . . . . . . . . . . . . . . . . 24
5 Life-Force Particles - Your Basic Power Source . . . . . . . . . . . . . . . . . . . . . . . 26
The Wonderful Machines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
Four Basic Types Of People . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
What Traps Life-Force Particles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
Paradigm Crashes Are the Major Cause of Your
Life, An Area, A Trend, or you as a Person Getting Worse. . . . . . . . . . . . . 31
How To Release Life-Force Particles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
Too Much Power . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
There Are Two Types Of Processes: Negative And Positive . . . . . . . . . . . . . 94
The Basic Causes Of Failure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95
Miracles Happen When Life-Force Unfixes . . . . . . . . . . . . . . . . . . . . . . . . . . 96
Negative Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97
13 Paradigm Creators . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98
Paradigm Crashers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100
Tacit Paradigm Saboteur . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100
Paradigm Chaos Creator . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102
Paradigm Saboteur . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103
Paradigm Destroyer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104
Paradigm Shocker . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105
Paradigm Conflicter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107
Paradigm Disestablisher . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109
Paradigm Threatener . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110
Paradigm Enhancers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 112
Paradigm Developer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113
Paradigm Producer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 114
A Succeeder . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115
An Abundancer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117
A Powerhouse . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 118
An Empowerer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119
An Expander . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 120
A Master . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 122
14 The Major Paradigm Shifts And Trends
In The Evolution Of The World . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 125
8000 Years Of Mostly Forward Progress . . . . . . . . . . . . . . . . . . . . . . . . . . . . 125
The Current Shift . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 126
History Of Mankind . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 126
Survival Of The Fittest . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 130
The Holistic Learning Unit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131
What Is A Holistic Learning Unit? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131
Patterns Of Societies And Economies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 132
15 Comprehending Paradigm Matrix Shifts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 134
How Do Paradigm Matrices Come Into Existence? . . . . . . . . . . . . . . . . . . . . . 136
16 The Changing World . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 138
Perception Of Trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 139
Physical Universe Laws . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 140
The Six Phases Of Trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 141
17 The History Of Cycles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 146
What Causes Trends To Continue Forward . . . . . . . . . . . . . . . . . . . . . . . . . . . 147
18 The Cultural, Social And Economic Aspects Of Trends . . . . . . . . . . . . . . . . . 151
Choices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 152
Cycle Of Contraction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 157
Length Of Time Of Cycles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 161
19 The Individual Cycle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 162
The Upward Trend Sequence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 164
The Stalled Trend . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 166
20 What Causes Paradigms And Trends To Downgrade . . . . . . . . . . . . . . . . . . . 169
Chart Of Ascension . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 170
Paradigms Cause Selective Perception . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 170
Scale Of Perception . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 171
Why Literacy Is So Important . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 173
Subject Illiteracy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 174
Perceiving The Zones . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 175
What Causes A Green Zone Area To Drop To Red Zone . . . . . . . . . . . . . . . . 176
21 Why Dreams Fail And Life Goes Wrong . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 179
The Three Basics That Bring About Fulfillment . . . . . . . . . . . . . . . . . . . . . . . 180
Anatomy Of A Problem . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 180
Broken Paradigms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 182
22 Paradigm And Trend Crashes:
The Powers Of Entrenched Old Paradigms . . . . . . . . . . . . . . . . . . . . . . . . . . . 184
Paradigm Shifts Can Be Destructive . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 185
Paradigms Begin To Crash . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 186
The Crash . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 187
Paradigm Crash - The Game And Performance Is Over . . . . . . . . . . . . . . . . . 188
What Takes Place When A Shock Occurs . . . . . . . . . . . . . . . . . . . . . . . . . . . . 189
23 Reversed Paradigms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 193
24 Breaking The Codes Of Silence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 196
What Are Codes Of Silence? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 196
25 The Composition Of Moods And Their Monitoring Factors . . . . . . . . . . . . . 199
To Seek Ascendancy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 200
Transference Of Force . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 202
Accomplishing Your Green Zone Paradigm Matrices . . . . . . . . . . . . . . . . . . . 203
26 Paradigm Shifters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 205
The Multi Billion Dollar Man . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 205
A New Billion Dollar Industry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 207
Where Do Paradigm Shifters Come From? . . . . . . . . . . . . . . . . . . . . . . . . . . . 208
The Red Zone Paradigm Shifters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 210
Yellow Zone Paradigm Shifters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 210
Green Zone Paradigm Shifters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 211
Identifying Paradigm Shifters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 212
27 Square Oneing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 213
Man And The Paradigm Matrix Demands Honesty . . . . . . . . . . . . . . . . . . . . 215
Honesty Causes Uptrends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 217
The Toxic Personality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 219
Education - The Basis Of Honesty . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 220
Global Honesty . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 221
Global Toxicity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 222
The Basics Of Man . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 224
The Optimum Level Of Honesty . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 225
The Greatest Area Of Dishonesty And The Pathway Out . . . . . . . . . . . . . . . . 226
28 You Are Rich! Demonstrate It In The Future . . . . . . . . . . . . . . . . . . . . . . . . . 229
You Are Wealthy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 230
Glossary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 232
* * *
"So that in the nature of man,
we find three principal causes of quarrel.
First, competition; secondly, diffidence; thirdly, glory."
Thomas Hobbes (1588-1679)
The Paradigm Matrix is a mold that creates a box and is similar in function to a gear box. The outside casing of the gear box is made from a mold by pressing a positive pattern of the intended design against its corresponding negative pattern. The casing works in two ways:
1. It prevents outside matter from entering the internal workings; and
2. It controls and contains the inner parts, patterns, and coordinations so that they produce the desired outcome.
THE CASING
(The Product of the Outside Matrix Pressures and Forces
Opposing the Inside Matrix Pressures and Forces)
The outside pressures and forces are composed of those objects, places, positions acceptances, havingnesses, whos, whats, wheres, whens, abilities, skills, knowledges, and behavior patterns that you must not experience, conceive of, be, do, or own.
Any attempt to permeate, duplicate, or perceive in the above areas must produce delusive and incorrect answers. Each must not experience area contains and is encased in the fears. (See Chart of Fears). These must not experience areas are highly energized and, when contacted, will give you a severe shock.
The inside pressures and forces are composed of those objects, places, positions acceptances, havingnesses, whos, whats, wheres, whens, abilities, skills, knowledges, and behavior patterns that it is OK for you to experience, conceive of an identity, its actions and ownerships or outcomes.
At the point that the outside pressures and forces collide with or come in contact with the inside forces, the resultant confusion, fears, and pains cause a ridge of mental mass to form. This ridge is the casing that surrounds you and entraps you in your operational paradigm boxes and fixes you in an identity.
These five phenomena are the matrix, or mold, that creates your personality, your identity, and your spheres of influence:
1. The outside pressures and forces.
2. Opposing and containing.
3. The ridge.
4. Containing and protecting.
5. The inside pressures and forces that you are controlling.
The outside pressures and forces are mostly unknown, thus can cause you compulsively to create unknown identities.
The unknown identities can be controlled by the outside pressures and forces.
When an outside force impinges and breaks through the casing, you experience the phenomena of being accessed.
Each individual has an almost infinite number of must not experiences, which act as barriers to operating optimally with full potentials. That is why the first area that must be handled on a case is Fear. Fear acts as a diverting force that pushes You, the being, away from the area that needs to be permeated and handled. Fear ruins your ability to duplicate, study, and know, thus shuts down your ability to apply and own in an area.
For example, you observe someone with money problems. You can bet that money is not the true problem, but it will be something connected to making money that contains too much fear.
I have been training and consulting leaders, executives, managers, marketers, and sales people for nearly forty years; a great many have gone on to earn consistent six or seven-figure incomes.
In almost every client's case, there was a deep-seated area of hidden fear that was ruining their life. Very, very seldom did it have to do with money; on almost all occasions it had to do with a fear of handling people. Yet it wasn't that people were hard to handle, it was that the client's matrices had been penetrated and they had become over-accessed. The sudden surge of uncomfortable feelings and emotions caused the client to become fearful and pull away or avoid the area, thus sabotaging the client's ability to make money.
The unlocking of the paradigm matrix is a major step forward in recovering a being's abilities, skills, awareness, power, strength, cleverness, and intelligence.
Any individual or company that will spend the time to comprehend the Paradigm Matrix technology, do the exercises, and have one-on-one Fear Handling, can expect to increase their income and positions as much as ten times.
Your belief system establishes the mold in which your paradigm box is cast.
There also is the internal part of the belief system that sets up what are acceptable and desirable realities, what is right, what you should be interested in, and what is important to produce your outcomes; it filters what can and cannot come into your paradigm matrix box.
BELIEF SYSTEMS
A belief system's major purpose is to protect the prevailing paradigm and creation from being crashed. This is why friends and loved ones can sabotage paradigms; they can penetrate the belief systems.
BELIEF: n. 1. The mental act, condition or habit of placing trust or confidence in a person or thing; faith. 2. Mental acceptance or conviction in the truth or actuality of something.
3. Something believed or accepted as true.
(American Heritage Dictionary)
Your belief systems are the important data upon which you base your life, determining its level of existence; what is or is not important; what is right, what is wrong; why something is or is not okay; what is acceptable or unacceptable; what is or is not ownable; what you perceive about yourself and others, and what you don't; what is or is not true for you; and what is or is not knowable to you.
When this is accompanied by agreement from others, you get REALITY.
Reality is formed by agreement or accord. People with similar belief systems tend to band together. The more people, the more agreement; the more agreement, the more solid the reality.
A belief system ALWAYS is formed from the evaluation and conclusions that result from the outcomes of a prior paradigm.
Those conclusions take the form of precepts.
PRECEPT: n. 1. A rule or principle imposing a particular standard of action or conduct.
2. Law. A writ.
(American Heritage Dictionary)
The precept, the source or basis of a belief system, sets up the rule, law, or policy upon which you base your belief system.
Your belief system sets up the sculpting of the who, what, when, where, when, how, and mood level of your life, and your relationships with others.
THE FOUR MAJOR PHASES OF BELIEF SYSTEMS
There are four major phases of belief systems and each has several subsections:
PHASE I: A belief system based on knowledge and truth is the optimum belief system. It flows with and directs the rivers of life. Using the right precepts at the right time, it arrives at the specific and exact who, what, when, where, why, how, mood, and intention, and their interaction and interdependence. It is Green Zone.
Reinforcing it with more knowledge and truth, a Green Zone belief system protects the paradigm and possesses an added strength: the user has a past that contains numerous big wins and successes, and a history of putting together a series of successful actions.
Successful actions require excellent duplication, and the ability to study and apply in a highly disciplined manner. Further, a person must have the ability to set aside preconceptions or opinions about what he is studying or investigating. He must also encounter failure, confusion, and feeling stupid and have the confidence to admit he doesn't know.
The gods must have been smiling on me in my early youth; somehow, I built the basis for just such a system. The first step came when I ran away from home and went into the outback of Australia, an act precipitated by three teachers and a headmaster who all, in a single day, tried to teach me how something couldn't be done. I didn't want to learn “IT CAN'T BE DONE.” I decided to remove myself from that oppressive education system. This gave me two precepts:
1. "I don't know it can't be done."
2. "I know I don't know."
I didn't realize it at the time, but I had set up a working system for learning.
The second step occurred when I became an apprentice compositor for a small newspaper. In addition to hand-setting type, I was the newspaper and jobs proof reader. I used the dictionary frequently to look up words and terms I didn't understand or had difficulty spelling (which nearly always demonstrated that I didn't really understand the word or term), and learned not only the word or term, but its pronunciation and usage.
In a period of eight years, averaging between 20 and 25 words a day, I added approximately 30,000 words to my vocabulary. This put me closer to the truth (the meaning) of a sentence and increased my ability to study, comprehend, and communicate.
I took the third step when I became a professional athlete. Separating the game I played (Australian Rules football), into small parts, I practiced a part until I mastered it, then applied the same sequence to the next part, and the next, until I'd mastered every part and my entire game was upgraded. One of the side benefits of my athletic training was learning to put aside or override old, destructive belief systems and just persist until I completed what I set out to do.
I'd finish my daily skills workouts with sixteen laps of the playing field, an eight-mile run. Frequently, as I approached lap twelve, very subtle forms of self-sabotage and old belief systems intruded: All right Alan, you've done enough; let's have a beer; or, It's hot; it's dangerous to do too much. When such thoughts attempted to prevent me from achieving my goal, I'd tell them to shut up or I'd run two extra laps.
PHASE II: The supposition-based belief system occurs when the belief system drops into the Yellow Zone. Pushed along and directed by the rivers of life, it is based on opinions and delusions arrived at by possible or general but not fully-experienced, who, what, when, where, why, and how, lowered moods, their interaction and interdependence, and fixed conclusions. Precepts, sometimes correct and sometimes not, become fixed.
The supposition-based belief system is the most paradigm-protective type of belief system. Basically, it uses “ought-to-be's”, “supposed-to-be's”, “should-have-been's”, “could-have-been's”, and other somewhat delusive barriers to keep unwanted negative flows of force from impinging on the paradigm and breaking or crashing it.
These supposition-based belief systems are not fact or truth-based. They are based on opinions, guesstimates, assumptions, suppositions, or generalities substituted for facts, knowledge or truth. From these substitutes, a whole series of strange and weird ideas is formed about people, places, things, and subjects. This type of belief system is what most people run into in the areas of education, sales, raising children, or getting another to understand or grasp a piece of knowledge or data; the individual must not have too much input of truth or he will have to face up to and handle too much change. His transceivers have been programmed to reject input of unacceptable new ideas or products.
The supposition-based belief system can be very beneficial or very destructive. If the individual has the ability to develop his supposition into knowledge he'll usually win. If not, he fails.
One of the most common supposition-based belief systems concerns running a business; I have seen millions of dollars wasted by people who supposed they knew how to run a business.
The usual way is for someone to get his family and friends to invest a great deal of money in a bright idea by telling them they'll get rich if they invest in the business. With this money, the Idea Man gets a large office, nice furniture, hires staff, has a grand opening, then waits for the money to roll in.
It never happens. By the time the Idea Man figures out how he should have run the business he's run out of money; spent it on rent, staff, furniture, and ads that didn't work.
What he should have done was work out of his house, test-market his product idea, develop a customer base and demand for his product, find and develop successful actions that produced lots of sales and a profit, and move into larger quarters only when full production was limited by space restrictions.
I'm sure you have plenty of personal examples of your beliefs failing to match the realities of life or business.
PHASE III: The prejudice-based belief system is hostile and negative. It fights and resists the rivers of life and ends up in some backwater or swamp. Its fixed, negative, opposing precepts always make any situation worse. It is Red Zone.
The prejudice-based belief system, usually a responsibility-shifting, blame and shame type of mechanism, is basically a rationalized, protective mechanism used to explain away and justify an individual's inability to make his paradigms work. The problem with this method is it empowers outside forces and makes them more powerful than he is, thus dis-empowering him.
It is arrived at by coming to negative conclusions at the time of being stuck in a paradigm crash, or finding the wrong answers to explain why something did not go right. The wrong answer places the responsibility or cause for the paradigm crash on incorrect who, what, where, when, why, and how, and has extremely low, hostile moods that predispose nonworking interactions or relationships.
The individual with a prejudice based belief system operates from a negative reality of whos, whats, wheres, whens, and hows, and is always complaining or critical and makes less or nothing of people, places, things, or subjects.
His comments usually are laced with suspicion and mistrust words like stupid; no good; crooks; liars, etc. He views life and people from an attitude of: "What hurt or harm are they going to do to me, how can they make me look stupid or ridicule me?"
The prejudiced believer actually is working out of a major paradigm crash that has caused him to hate areas of life, people, places, things, and subjects.
W.C. Fields, who once said, "I am free of all prejudice; I hate everyone equally," had a reputation as an abusive, womanizing alcoholic; he operated from a destructive, "hate everyone" paradigm matrix box.
PHASE IV: The tacit-belief system is created when one has become completely overwhelmed by life. Tacit means unspoken. A tacit belief system is a secret, hidden, unoriginated belief system that is hidden even from the believer.
The tacit belief system is the ultimate protective mechanism. When a person is in the state of tacit belief or sabotage he is down to his last layer of protection. The mechanism used is extreme, deeply-hidden covertness that secretly makes everybody else responsible for his level of existence and condition in life.
Someone with a tacit belief system habitually and silently makes everybody wrong. Anyone who's fairly aware can feel it and usually steers clear of this type of person, which further exacerbates the losing position and condition of his life. He truly runs on hidden agendas.
The tacit believer has no expressed beliefs of his own. He watches what others believe and goes along with that; or he listens to others, agrees with them and then does what he wanted to do in the first place, which is usually nothing. Who, what, where, when, how, why, intention, and mood, and their interaction and relationship are unreal to him; he is little better than a robot.
The major causes of a person's inability to have any expressed beliefs of his own are illiteracy and subject-illiteracy. If the education system in the U.S. teaches anything, it is tacit belief. "Sit still, keep quiet, say nothing, do nothing," is the massive negative process this idiot system runs on its students.
The tacit believer's real problem is that he's in a state of total upset with life, the effect of a massive paradigm crash or crashes with all universes. In consequence, he is violently opposed to all people, places, things, and subjects, which causes all people, places, things, to be violently opposed to him. He appears to be at peace with himself, but actually is locked in mortal combat, totally stopped, and in a frozen state of no motion.
When two tacit believers get together they are completely destructive to one another. It would be hilarious if it weren't so tragic, for they must invent thousands of ways to do and say nothing of importance. Messages such as, "I won't do anything if you won't do anything;" "I won't study if you won't study;" "I'll make this important action unimportant if you'll make it unimportant;" or "I'll make this unimportant action important if you'll go along with me," are transmitted silently by either, with instant agreement from the other.
The most deadly staff member or employee is the tacit believer. He'll suck your energy, do nothing unless told, and shift all responsibility for his life to those around him. But the worst aspect of having the tacit do-nothing around is that you feel enraged for no apparent reason.
The tacit believer is everything you would hate to be. He has no integrity; he cannot hold a position; he hides himself away in meaningless jobs; he produces no valuable products; he causes no improvement in others, and he won't work to improve himself. His dreams and aspirations betrayed long ago, he has a completely negative paradigm matrix box.
Failure to have a positive paradigm matrix box for the future leaves you locked in the sure-to-fail present paradigm matrix box which quickly becomes the past paradigm matrix box and causes you, acting out of your old paradigms, to be left behind in the wrong place and time.
Why do we resist change?
Paradigm matrix boxes act as filters. Based on the type of belief system that's in place, they screen the data entering the different parts of the matrix. If the data AGREES with the precepts, belief systems, dreams, vision, mind, body and the related rules and acceptables of the paradigm matrix box, it passes into the machine effortlessly and is considered to be reality. If the data does NOT AGREE with what is contained in the paradigm matrix box, it is NOT ACCEPTED. Made nothing of, it is not perceivable. For all intents and purposes, it doesn't exist.
If, as sometimes happens, data is so insistent that it forces the paradigm matrix box to acknowledge its existence, the paradigm matrix box goes into action to distort it and make it conform. This of course perverts the in-coming data.
Because the paradigm matrix box selects the data that fit the paradigm and we ignore or deny the rest, a fortune-, or fame-making concept might well be ignored or denied because it doesn't fit the box.
This paradigm matrix box process, this selective filtering effect, can blind you, and others, to great opportunities or deny you prosperity, wealth, success, worthy relationships, and happiness.
Because of this process, leaders may not foresee damaging trends or may fail to use effective preventive strategies and create workable solutions. It prevents managers from coming up with the right answers to the changing environment. It causes salespeople to overlook or completely avoid new markets and steer themselves away from certain customers. It causes you, and others, to earn a set income.
A paradigm matrix box is created as a solution to a problem that was created by a negative belief system. It puts order into the chaos of life. In the paradigm matrix box you have created a safe space for yourself from which you can view life and act. The making of a dream and its pursuit is always caused by an attempt to handle a situation or problem that is perceived to be a major threat to the well being of the paradigm maker. What has been perceived is something (or someone), with which you or a group disagree. It doesn't fit your belief system, therefore you make an intention to handle it.
For example, you have the dream of being rich and famous. It's a good bet you perceive, and set up a belief system, that being poor and unknown is not much fun. No one takes much notice of you, and you can't do what you want to do. It is this state of existence with which you are in violent disagreement. Being rich and famous becomes your solution. To do this, you create a paradigm matrix box.
Your vision is of driving a Rolls Royce, a couple of million dollars in the bank, a ranch, several best sellers, and appearing on national TV talk shows. Your plan is to study how to write, and write well enough to get published.
The implementation: you learn and apply, learn and apply, learn and apply, and learn and apply until you demonstrate competence by writing numerous best sellers.
The outcome: you are rich and famous.
Simple, isn't it? But another phenomenon occurs when you operate in your paradigm matrix box. The phenomenon is that everything that exists outside your box is unacceptable, undesirable, unreal, and unimportant to you. That which exists inside your box is what is acceptable and desirable to you; what is real and important to you.
The paradigm creates your reality. Inside is real, outside is unreal. Inside is right, outside is wrong. Your comfort zone lies within the box.
In the example above, only the things that fit within your Rich and Famous paradigm matrix box are real and acceptable to you. Such things as luxury cars, large homes, designer clothes, other best-selling writers, TV talk-show hosts, other rich people, etc. Anything that doesn't fit your Rich and Famous paradigm matrix box is not real, is unacceptable. You reject such things as cheap cars, small homes, tatty clothes, blue-collar workers, middle class, poor or homeless people, etc.
Have you ever wondered why newspapers, radio, TV news shows and most daytime talk-shows report 90% bad news? The more dead bodies there are, the more space it gets or the closer it is to the front page. The reason is that bad news exists outside of the box, thus it reinforces people's belief systems and realities.
If you took your local daily newspaper and, with a red pen, crossed out every piece of bad news that didn't originate in your own city or town, you would be amazed at how little of the bad news is local.
The more bad news you get, the more unacceptable things you encounter, the more of your life-force you tie up in an attempt to hold them off. With fewer and fewer positive force particles available to handle the things within your paradigm matrix box, the more exclusive your paradigm matrix box becomes. This continues until all your force becomes fixated on the negative things in life and your paradigm matrix box becomes negative and destructive.
Destructive paradigm matrix boxes lie behind the causes of crime, illiteracy, drug and alcohol addiction, insanity, conflicts, turmoil, divorce, bankruptcy, and almost every bad situation on earth, including wars.
The basic source of all arguments, conflicts, disputes, combativeness, games, battles, and wars is the COMPETITIVE FACTOR. The I'm better than you, or, My team is better than your team, individuating, isolating, self-interest-type paradigm is caused by non-aligned paradigm matrix boxes.
The arms race between the US and the USSR provides us with a perfect example of the foregoing. It wasted trillions of dollars and rubles and depleted the wealth and resources of both nations. Worse, it created painfully long-lasting economic and cultural distortions.
Both of these paradigm matrix boxes operated in the recursive manner; as soon as one gained an ascendancy the other expended billions more in manpower, money, and resources to regain ascendancy.
To the US, the USSR lay outside their paradigm matrix box, and visa versa.
The end result is, the US is four trillion dollars in debt, and the USSR has disintegrated. Much worse, while these two idiot powers postured and behaved like maniacs, other countries of the world set about improving their people and their businesses. While the United States and Russia poured all their resources, money, time, and effort into fighting this phantom situation, they have robbed their people of their future. They have dropped so far behind other nations in science, in literacy, and in resources that they have lost their positions in the real war that has been raging on this planet: the war of KNOWLEDGE vs. IGNORANCE.
Japan, Germany, Korea, and Taiwan have captured vast market shares in areas once dominated by the United States.
Seoul, Korea has the highest number of PhDs per capita in the world.
America's top students rank twelfth among the industrialized nations, behind Asia and Europe. One third of American high school graduates are too illiterate to read even the simplest instructions. Their illiteracy blocks the use of positive force particles, and traps them in the blankness of incomprehension and misunderstanding.
Whereas knowledge-based paradigm matrix boxes are far reaching, beneficial, loving, cooperative, winning, highly rewarding, and masterful, the paradigm matrix boxes of illiterate (including the subject-illiterate) individuals overflow with chaos, sabotage, and destruction. They are very limited and small and the areas outside the box are huge, unacceptable, and threatening.
Doing fully the Paradigm Matrix Box Awareness Procedure as laid out in the Creating Your New Futures Holistic Workbook will show clearly what your main life paradigm matrix box is and, when done on specific areas, will show your lesser area paradigm matrix boxes.
Years of research have revealed several basic facts regarding human behavior. Parts of that discovery are the following life principles:
1. The spirit of man is seeking the truth.
2. The spirit of man is responsible.
3. The spirit of man is a seeker of knowledge.
4. The spirit of man is seeking for its creations to survive.
The foregoing reveal why a person, in an attempt to destroy himself, creates destructive paradigm matrix boxes that bring about self-sabotage and dependency.
The simple fact is that each person has incredibly high standards of excellence and ethics. When a person violates his standards of ethics, he manifests hate toward himself and, over the years, builds an inner core of self-hate.
It says much for the high level of truth, responsibility, and knowledge of the spirit of man that, when a violation of his basic integrity occurs, the individual is the strictest judge of his own behavior. Should he deem himself guilty of violating his own codes of honor and integrity, he sentences himself to a penalty: by assignment of his power elsewhere and restriction of the scope of his paradigm matrix box, he makes it smaller and less inclusive and reduces its power.
The problem is that most people over-extend their penalties and develop a constant state of self-hatred that results in an ever-diminishing paradigm matrix box.
The person handles this by no longer wanting to, or refusing to originate new ideas or actions (end of initiative). He cuts back on what he is willing to know or be responsible for; he does as little as possible, and his survival potential suffers terribly. His paradigm matrix box is very limited and limiting.
Having shot himself down to practically zero, he keeps the lid on his hatred by staying within his paradigm matrix box. He is willing, sort of, to work for others.
All is fine until he violates another standard of excellence, honor, or integrity. Assigning more of his power elsewhere, he blames the setter of the standards, seeks to undermine him, and begins a cycle of resentment and hate for those in charge.
Because it is dangerous to attack openly an in charge, he attempts to mask his hostility and begins a set of covert actions.
The basic self-sabotage occurs every time he violates a standard, code, or set of rules. Immediately, he feels degraded, bad, and extremely resentful at having failed once again to maintain his integrity and honor. The spirit of man is so honorable and has such high integrity that he will destroy himself rather than harm those to whom he has given his allegiance. This is the purpose of a Red Zone paradigm matrix box: to stop by any means necessary the violation of standards.
The problem is, the person has sunk so low that if he goes any lower, he will cease to exist. It is at this point that he loses control totally of his paradigm and it kicks in automatically and takes over; the paradigm's sole goal is to help that identity or paradigm matrix box survive.
The paradigm seeks to fight back and destroy the makers or enforcers of the standards, codes, or rules because that is its selective perception of the source of the individual's ever-diminishing size and power. So begins the make nothing of and undermining of those in charge.
The paradigm automatically invents negative behavior characteristics of an in charge, making it OK to destroy. You see this in the irrational stories and justifications used by some people in attacking (verbally or physically), bosses, seniors, or management. The more a person is in the grip of the automatic paradigm, the more he loses his awareness and cause level and the more submerged he becomes.
HOW TO RECOVER AWARENESS AND CAUSE LEVELS
You must understand that when a person gives his word or agreement to a code, standard, or level of honor or excellence, there are no excuses, justifications, rationalizations, or mitigating circumstances that make it OK to violate his word or agreement.
The person who is in good shape never makes any compromise or says that someone else is responsible for his violations or condition. Therefore, you will always find that before an act of sabotage took place, he had committed several violations of his ethics and integrity.
No one of high-integrity likes to complain or undermine another, nor to go off, be stupid, fail to deliver what he promised, produce a faulty product or service, or operate in a low mood.
Honestly cleaning up past integrity violations, and raising the ability to Spirit/Perceive-Intend-Envision-Plan-Implement-Result correctly, will break a person out of his Red Zone paradigm matrix box and restore his self-esteem and high levels of goodness, responsibility and knowledge.
HOW TO DEVELOP INNER BEAUTY
Success is an inner state. Public acclaim does little to make you feel good if you, yourself, cannot acknowledge that a job has been well done.
In seeking success, being successful, and observing the success of others I observed a hidden quality common to many great successes: craftsmanship.
CRAFTSMANSHIP: n. 1. Skill or ability in something, proficiency; expertise. 2. The art of functioning as a craftsman.
CRAFTSMAN: n. A master of a body of knowledge and skills to the degree that he produces, consistently, products of the highest quality.
To develop consistency of success, it is vital that one practice craftsmanship, whether it be in music, art, sports, writing, or business. To sustain success, one must master all aspects of one's chosen field.
YOU - THE BASIC CAUSE
Only you know the true quality of your existence; only you are your true judge.
· When you lie, you know you lied.
· When you do a poor job, you know it.
· When you fail to look up the words you don't understand, you know it.
· When you waste time, you must pay the price.
· When you pretend to do, or know, you cannot hide that pretense from yourself.
· When you break a promise and explain and justify your excuses, you know it.
· When you research and study an area poorly, you know.
· When money, bangles, baubles, and beads seduce you, you know.
· When you do a good job, you know.
· When you master a skill, you know.
· When you work on a liability until it's conquered, you know.
· When you are honest, you know it.
A basic law of success, then is: BE TRUE TO YOURSELF.
The previous chapter is an excerpt from the book “The Paradigm Matrix” to purchase the whole book please click here