memo man holland man

*The most important influences were parental:

How the rescuers had been disciplined as children was crucial.

The bystanders were more likely to have been beaten and abused by their parents.

The rescuers parents, on the other hand, used reason to discipline, thereby instilling values as well as compassion.



*Parents behavior toward others was major influence. Kind, caring parents were the model for kind, caring children.


Oliner discovered that 500,000 Christians had risked their lives to save a million Jews from death. His work ;had other rewards: The research, intimates say helped heal Oliner. Rabbi Harold Schulweis, a close friend, says: "He found the spark of decency in human beings." At 60, Samuel Oliner is now a man at peace with the past and hopeful for the future, He says "The notion that we are each other's keepers is gaining. Maybe we've reached a point where another Holocaust is unimaginable. He pauses, then adds: "It's because of the people who cared that I'm here. There are such people in the world--and we can teach our children to be like them.."

Letters to the Editor:

Dear Pacific Northwest Pilgrimage,

It was very good to hear from you. We received your letter and the poems but to tell the truth, I had a very difficult time trying to understand it. I was able to glean a few things:

1) That you are planning on relocating .

2) That you're very negative on people. I think that negativity is a trap that it is [sic] very easy to fall into as we get older. I caution you to strive against it. People are not as bad as you paint them, even in corporate America.
A G.


Dear A G.

Whew! Shit! Here's the guy who turned me on to books like "Pigs in the Parlor, Signs wonders and Response (three days of darkness), Prophecies by Wladyslaw Biernacki, or Constance Cumbey The hidden dangers of the rainbow, and of course The Poem of the Man-God........ Now he's telling me that corporate life is normal.

What many companies are noted for are:

the wrong people in the right jobs,

supra-talented people in the supra-menial jobs,

and the one-dimensional types in the multiple-dimensional jobs.

Management is summed up simply as

"a matter of making sure everybody knows who's boss."

Authority that can not command respect by leadership dynamic or credentials or expertise often shifts to authoritarianism

out of a "fear of being found out"

Where abilities are lacking, insecurities evident in relationships to that,

and the complexities of the organizational function too difficult to cope with, the leader often will resort to authoritarian postures in order to save what he can.

Because for him to admit to limitations or incapacities for "corporate' problems is but to contradict the image.


The shape of an organization is a direct result of the administrative weakeners or strengths that were brought into it, and GOD will not perfect that which has been ignored, especially when the cure is readily accessible at the local business college.
On top of that of course is the already defined authoritarian syndrome which becomes more and more rigid as the ability to cope with corporation complexities becomes less and less.
Weakness of rank and fine can be worked out and perfected but only as there is capable leadership knowledge enough and self-experiential enough to detect them.

In an organization if you ask people how the company values them, most workers will comment along this general line: "It's a job." or "i don't think I'm really that important".

All of which says that they have learned to accommodate themselves to their "value" as set by the company, or director, either directly or indirectly, which is that they are merely piece workers hung together on restrictive codes.

If mediocrity is to be explained at all it has to stem from the empty "value system" of taboos and internal behavioral circumspections.

An organization whose "value system" spins around negatives will find the group spitting into the the wind rather than with it.



Christian workers perhaps more then their secular counterpart are sensitive to the emergence of "false values" based on contradictory images.

They have come to expect much more,.

When these false values continue to go unchecked, they whittle away at the respect until the organization becomes the subject of mean, caustic jokes.


MEMO MAN

He loves paper, lots of paper
see him shuffle all day long.
He loves memo's writing memo's
that say the things that should be done.

He's got a style, and uses techniques
that a nine year old boy knows;
because he loves memo's pretty memo's
but don't ask him what to do

Don't ask him what he's doing
because he doesn't understand
He loves memo's, pretty memo's
those letters he can comprehend

He looks good on paper
Yes paper is what he knows
His clothing is from the "50's"
and Sears Roebuck is the brand.

He loves memo's lots of memo's
don't ask him what he knows
He doesn't want to hear you
and tries not to let it show

Don't tell him what is happening
He is a spineless deceitful man
Show him memo's lots of memo's
that's all he understands

1-15-1984 PST*O