Truth # 329-6437 When the enemy is ignorance

journey through darkness



her*mit 1. a person who lives by himself in a lonely or secluded spot, often from religious motives; recluse 2. a spiced cookie made with nuts and raisins.
Cookies? Well anyway, during the last year, the Pacific Mountain Pilgrimage set up shop in an imaginary Tibetan Buddhist hermit's cave. The goal was to be come isolated from civilization and to focus on matters of divine importance. To seek enlightenment. Noble intentions, right? That lasted about a week or so.

It gets [expletive] boring living in the [expletive] middle of [expletive] nowhere! Hey, we tried! Unfortunately, we'd signed a lease with no transfer clause.

Not to mention that we had to pay for the whole year right up front.

What are you going to do?

The landlord is a lawyer too.

Truth # 329-6437:

When the enemy is ignorance,
the warrior must be a teacher.

What do you do when the lights come on and you're living in a insane asylum?

What do you do when you can see the Horror right in front of your eyes, day in and day out?

What do you do when you're the Jew who doesn't just march with the herd into the waiting freight cars.

When you're the Jew who says Bullshit! Getting on the train is crazy! People say: "Oy, Hymie, don't make an ass out of yourself.

It's just a work camp. Get on the damn train!"

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Excerpt from the book " The compassionate Beast: What science is
Discovering About the Humane Side of Humankind"
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But it wasn't' all your people. It was some of them. There were people like Balwina Piecuch.

Heedless of the danger to themselves, they had rescued Jews. As he spoke, Oliner realized how one-sided his lectures--and his own view--had been. There was a good side to human nature; he had to study it.


Oliner began reading about people who had rescued Jews in Nazi-occupied Europe. As a social scientist, he wanted to understand what had created the altruistic nature of these people. In 1982 , a grant from the American Jewish Committee enabled him to launch a study of the surviving rescuers.
He and his staff also interviewed 200 people from the same areas and of the same age, class and background who had done nothing to save the Jews. Then they analyzed the differences between the two groups. Among the findings, which cast light on how compassion can be built into human nature are:



*People who rescued the Jews were not particularly adventurous or self-confident; nor were they more religious than the "bystanders," as Oliner calls those who did nothing.

But they were more empathetic, more caring and had a much greater sense of responsibility for others. How did the rescuers become compassionate? In part, by having lived among people who were not of their own faith and background, they had learned to see others as fellow human beings.



*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.

AND when the holland boy.. manager.. says he has more respect for people who are not educated in college...

WATCH... OUT... HE IS A HOLLAND MICHIGAN WHORE

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.


When they say... gee i hop this company stays in business long enought o i can get some retire ment out of it..

or gee... i like the regular check!!