What to do When It's too Late - 01/22/24

Only on BBTV!

Episode Transcript

Speaker 1 (00:21):
What to do when it becomes too late for humans
to correct their behavior? Author researcher, professor, and climate change
expert David Hawk says such a question implies a need
for change, and herein an argument is presented that humans
believe in their own immortality, but a price is paid

(00:42):
for support of that belief. Humans protect themselves from change
via culture, and it's implied changelessness. As summers bring intolerable
heat that increases and storms that eliminate insurance companies, humans
began to think of change. Please welcome the host of

(01:04):
what to do when it becomes too late? David Hawk.

Speaker 2 (01:17):
Good evening, my friends. Very nice to be here again.
I'm I'm looking forward to this. We have a few
items to cover tonight. Continued with that I more or
less promise last time, or at least suggested I would
continue with the dimensionality in part to give you a

(01:41):
sense of why it's important. Major reason being that the
alternatives are pretty thin. That we can pick any particular
item and go through and criticize it deeply, but I'm
afraid it will be one item and there's at least

(02:02):
ten other items that you or I or someone can
argue those are fine, so don't worry about it. In essence,
I'd like to have us look at something a little
more holistic, more systematic, more of the systems vasion. So indeed,
I'll give you a few stories tonight about what caused

(02:27):
me to go off into dimensionality back in the sixties
through the seventies into the eighties. Let's take a look
at the first image. And so we have been dealing
with this issue of too early or is it too late?

(02:50):
And the application has been for some time very sorry,
I'll take a coffee, And implication from me has been that,
indeed it is too late, and it keeps becoming too late,
and not just in California or Florida or places like

(03:15):
that in the world. In essence, it's I don't think
we can keep the bad things from happening, accumulating, expanding,
in essence, changing life as we know it, life meaning
life in general on the planet, and then of course

(03:36):
life of humans on that particular planet. So there's a
very fundamental rule at the edge of science, or at
least the science that I've studied and practiced and dealt with.
And that's in essence in the statement in the middle

(03:57):
of your screen, can you know an ending if you
don't know it's beginning? And that's been one of the
great dilemmas of life on the planet because we don't
really know how life began on Earth. There's lots of speculation,
but we do not know. Thus it's very hard to

(04:20):
know much about how life will end on Earth. So
keep that comment in mind as you're thinking about many things,
particularly in the program tonight, but also in the previous programs,
and also you wander around in this thing called life.

(04:40):
Maybe we go on to the next And of course
this we touched on last time and have commented on it,
oh at least five or six times during the forty
some programs we've had. An essence, it's best to maybe

(05:02):
reflect on the children's future in that for people like me,
it's more or less too late and things will more
or less continue a bit longer unless I live in
California or Florida. That's a joke, sorry, But in essence,
the children's future and this in part is why I

(05:24):
decided long ago to not have children. I couldn't deal
with the pain that the children would have. But nonetheless
I end up with three daughters because they're mothers thought
it was a very good idea, and I trusted the mothers,
and I'm very glad they did it. So, in essence,
this first image has very much to do with the point.

(05:48):
An essence, our little boy is sitting on a point,
and so in essence that's the zero dimension, which is
a point off to our right. As you look at this,
we find another introduction to the fifth dimension, which is
the dimension of spirituality, which lies many gradations above the

(06:11):
point or above zero. You have to go to the one, two, three,
four to get to the fifth. So, in essence, tonight
we're talking about both of these and how to go
between them. Next image. Please, And of course, many of us,

(06:33):
many of you, many humans are taught to simply be patient,
wait for leadership. Leadership will show up and everything will
be fine. And every now and then in history there's
been fantastic leadership, so it's bound to happen again. Even
though we usually admit current leadership is pretty crappy. Ever,

(06:58):
wonder why, probably because almost all leadership known in history,
known to humans, known to life, has been crappy. In fact,
it's very very hard to find any leadership that wasn't.
And here we have three depictions about leadership. Upper left

(07:20):
is in ancient Rome, and as you can see, the
Roman Empire to his left has the army fully of
his control. Behind him are shall we see, the billionaires
of Rome and Italy and the region. And in essence,
the billionaires are the ones sponsoring him being in power.

(07:45):
They helped him get there, they helped keep him there,
and then he has control over the military. So way
back in Roman days this was the theme. And then,
of course the same theme continued into oh, shall we say,
nineteen twenty twenty three, twenty four, twenty five in Germany

(08:06):
and also in Italy. Here we have this distinguished leader
called Hitler on the left, waving his right arm, just
as some current leaders we've noticed ten to wave their
arms also, and one or two of them even go
into a same missalute as Hitler, more so with time.

(08:30):
And then of course to his right was Mussolini. So
we have these two talking to their huge crowd, accepting
wonderful cheers, in essence behaving like a fantastic leader. And
of course, in the upper right hand corner we have
another bout with leadership, in this case in our country,

(08:52):
United States of America, and here you find the group
of shall we call them billionaires, which allow them leader
to come into power and more or less stay in power.
So here you have three, I think remarkably bad examples
of leadership. But if you step back a moment and

(09:12):
think about leadership, you may all come to the conclusion
that you don't remember a good leader. You don't remember
having one, you don't remember hearing about one, you don't
remember seeing the documentation for one. In fact, it's a
bit spurious for humans to keep looking for leaders outside

(09:34):
the self. And as I've argued for thirty forty fifty years,
even sixty, even seventy seventy five, that self leadership is
the leadership that matters. You must find a way to
lead yourself. It's quite crucial. What do I mean by that, Well,

(10:00):
around nineteen eighty four, I'm sorry, nineteen seventy four or
seventy five, while I was a student at the Wharton
School of Business, working under the leadership of Eric trist
who refused to act like a leader. He was very
much of the Lao Zoo variety. If you recall that

(10:23):
the Laozu person is the one that says, if things
go very well, I didn't do it. They did it.
In all cases, when it goes well, they did it.
Only if it goes badly does a good leader say
I did it. I'm responsible, I'm very sorry. I'll try

(10:43):
to never do that again. But if it goes well,
they did it. If it goes badly, I did it.
I think you've seen very few leaders in the twentieth
twenty first century that have acted like that. But nonetheless,
Eric Trist, professor at Wharton, former director of Tavistock Institute

(11:05):
in London, very famous for sociotechnical systems, socio ecological systems,
many other theories. Anyway, he had myself and another student
work on a project. It was called the Scott Paper
Plant of Dover, Delaware, and so he assigned us to

(11:26):
go find out how that had gone. It was a
project that he initiated with a new plant manager for
a new product line using new technology for Scott Paper
Company located in Dover, Delaware. So I and Bill the
other student made a track down there to meet with
the plant management and try and figure out how the

(11:49):
Elektrist model of leadership had worked out or was it working.
So we went for the first trip, which was one
of many dozens, if not scores. During the six month period,
we spent a great deal of time in the Dover,
Delaware plant, interviewing all workers, interviewing plant manager, interviewing other

(12:15):
people higher up in scott Paper to try and understand
what was going on. We interviewed even some of the customers.
So what we found is that as opposed to a
hierarchical system, Eric trist had set up this plant on
the model of the ancient hunting party, where the ancient

(12:37):
hunting party, as I mentioned before, composed of five people,
where the leader is the person that has the skill
that's most needed. At the time that skill is not needed,
he or she fades into the background. Another leader in
charge of the next skill, rises to the occasion. So,

(12:58):
for example, in the ancient hunting party, which tracks the
game to shoot is a marvelous tracker that in essence,
we believe that person is spiritual, that we can understand
how he can see the footprints of the deer and
follow them through the force, followed by the shark shooter,

(13:21):
the marksman. The next leader is the marksman, which, once
you found the deer, takes over the shooting of the deer.
After that you have the logistics person which takes over
the movement of the deer. So the logistics person organizes
for how to pick up the deer and carry the deer.
Then you move to the chef or the person that

(13:45):
manages in addition to the logistics person, the cooking of
the meal, taking care of the group, and so during
the cooking period the chef is certainly in charge. Then,
of course, there was a fifth element that I mentioned before,
which we called the shaman. This is the person that
gave a prayer over the meal, that talked about the

(14:07):
hunting party, said grace over the dead deer and thanked
nature for providing the deer. An essence brought spiritual meaning
into the activity. So you had five leaders dependent on
what leadership capability was needed. Okay, in the Scott paper plant,
the same thing happened. You had a group of five

(14:28):
and the house people in essence manage themselves. In terms
of what they did. In the Scott paper plant, it
was fantastic because it was new technology that was breaking
down a lot, yet they managed to repair it bring
it back online. The product was new, which is to
be recyclable towels, reusable towels, which was quite fantastic, and

(14:53):
the raw material was new in terms of trying to
be more environmentally sensitive. So we worked with for six
months finally came up with a report and the report
was as follows, that we found that the plant manager
over time was not needed and he found he was
not needed, so late in the game of our six

(15:16):
months he decided to semi retire and go home, and
if they needed him, the groups should call him, either
a group or the entire one hundred and fifty hundred
and sixty employees, and so if so he would go
in and work with them doing whatever. But otherwise he
felt a leader like him was in the way in

(15:38):
the factory because it was doing marvelously, and we pointed
out on our report that in essence that factory was
thirty percent more efficient than the other factory Scott Paper
had even keeping in mind that the machines were broke
down more than any other factory because they were a
brand new they were testing. So it was a marvelous

(15:59):
output and we were down at what we found, mainly
because the leader was so fantastic. He would sit home
and work on other things. He would not wander around
the place, looking for power, looking for control, looking for
whatever leaders like to pick up. Okay, let's take a

(16:22):
break now, and we'll come back and I'll continue with
the Scott Paper story, and I'll talk about the presentation
that I and Bill made to the board of directors
of Scott Paper when we were done with our report.
See you in a bit.

Speaker 3 (16:38):
What if there were a super tiny device that could
diagnose the brain and is smaller than a single human hair.
What if you could see inside the brain to help
an epilepsy patient during surgery, or to help the fight
against Parkinson's disease. Doctor Patricia Brodrick is proud to announce
the Broaderick Prove Biomedical and Electronic Breakthrough Imagine, a probe

(17:04):
to help with the understanding and potential cure of brain
related diseases. To learn more, listen live to the Easy
Sense Radio Show with host Doctor Brodrick Wednesday's seven pm
Eastern on the Bold Brain Media Network and tune in radio.
And to help support the Broaderick Foundation, please go to

(17:24):
easysense dot com and learn how with your help we
can fight these horrific brain disorders. That's easysense dot com.
To learn more and help support the Broaderick Foundation. Author,
radio show host and coach John M. Hawkins reveals strategies

(17:48):
to help gain perspective, build confidence, find clarity, achieve goals.
John M. Hawkins' new book Coached to Greatness Unlock Your
Full Potential with Limitless Growth, published by I Universe, Hawkins
reveals strategies to help readers accomplish more. He believes the
book can coach them to greatness. Hawkins says that the

(18:10):
best athletes get to the top of their sport with
the help of coaches, mentors, and others. He shares guidance
that helps readers reflect on what motivates them. We discover
and assess their core values, philosophies and competencies, find settings
that allow them to be the most productive, and track
their progress towards accomplishing goals. Listen to John hawkins My

(18:34):
Strategy Saturdays one pm Eastern on the VBM Global Network
and tune in radio. Did you know that your beliefs
create your entire reality? But it's the subconscious beliefs that
do most of the creating. Belief Shifter and life coach
Sharraz can help you identify those limiting beliefs and eliminate them.

(18:58):
Often in a single session.

Speaker 2 (19:00):
It's almost instant, like I had relief right away.

Speaker 3 (19:04):
Creating better help relationships, careers and finances. Let Charaz help
you step out of safety and into awareness.

Speaker 2 (19:12):
Definitely, something's happening like a flow inside. Yeah, it feels good.

Speaker 3 (19:17):
Whether in person or online. Sharaz provides personal coaching belief shifting.
Visit Charras at Energeticmagic dot com or call four one
six five to nine seven four two nine Energetic Magic
on the BBM Global Network Tuesdays at seven pm Eastern.
Find your greater happiness, be well, be aware, be magical.

Speaker 2 (19:46):
Ah good h To continue a little bit with the
Scott Paper example, what had happened to was phenomenal. It
demonstrated that self management was miraculous if you allow it
to be, and what the workers did was far better
than any central manager could do. So Scott Paper should

(20:08):
have been extremely happy because the product went very well,
very high quality, tremendous productivity, happy workers. It was what
they all talk about, they want if they're going to
do an article in Financial Times or whatever Wall Street Journal. Anyway,

(20:28):
we were making this presentation to the board of directors
on what a phenomenal place. They had a few minutes
into our presentation, they brought it to a halt and said,
just hold on, and we waited five minutes. Then a
lawyer came in, and a lawyer had a document which,
in essence Bill and I had to sign, which was

(20:50):
that we would not write a public paper or a
science paper and talk about that plant. That plant would
never be mentioned in a formal paper we would publish
for the public, and we'd never give a news story
about that plant. Because they had never heard of how
things were going. They were shocked. Then we continued with

(21:12):
our presentation. At the end they thanked us. We left.
That was it. A few days later they fired the
plant manager, fired him for incompetence for being at home. Second,
they brought in a union so a union could bring
order into the plant, because they felt the plant was

(21:32):
very disorderly, and so they tried to shape it up
so each person knew their little piece of the action
and would only do that a little little piece and
would not worry about this management slash leadership crap. And
so the plant was totally changed. At least half the
employees resigned and went away. They didn't want to waste

(21:54):
their life on the normal Scott paper crap. And then
a year or so later, that plant cause got paper
to be to almost go freaky internally in terms of
how could the CEO have allowed that plant to happen?
So the board looked for a new CEO and they

(22:15):
hired this person called Texas chainsaw Al Dunlap, And he's
a person that the Wall Street Journal loved, adored because
he promised to double productivity in six months in any
company he took over. So they hired him, and he
came in, and indeed he doubled productivity, meaning he fired

(22:38):
half of the Scott people, meaning public relations, customer service,
research and development. They were all gone, only had production left,
so by definition the same production and only factory workers,
he doubled it. Then, of course he was picked up
by another major company, much larger, and that other company

(23:01):
went bankrupt within a few months. And the last thing
I saw Texas Dunlap, he was out in front of
the headquarters of that building in New York City in
tears because he said the board fired him. They fired
him because they felt the company would bankrupt because of him,

(23:22):
and that was it. So keep that example in mind
and indeed, self management, self leadership is an incredible model.
And I have argued every since somewhere in the sixties
and certainly in the seventies and seventy five, the climate
change could only be dealt with through self leadership. That

(23:43):
there is no spiritual guru that'll come out of the woods,
out of the ground, out of the sky and solve
the climate change or environmental deterioration problem of humans. Okay,
go on to the next please, And of course we
have these dimensions that I talked about, remember the six dimensions,

(24:10):
And in essence, here we see some of the dimensions.
On the left, we have the short term gain long
term pain, which essentially is the dimension that we get
from looking at economics that almost every theory of economics
we have, even the ones put on other stations within

(24:35):
this BMB network that concentrate on economics. In essence, look
at economics as the savior, is God's blessing, as something
that must be done, either capitalistic or anti capitalistic or something.
And I have a book that I did a few

(24:56):
years ago published only in Europe called short Term Gain,
Long Term Pain. And almost all cases economics takes a
leader or a company, or a person or even a
member of the family towards what provides short term gain,
and they sort of kiss off the long term pain.

(25:17):
Now we noticed even American voters tend to vote in
terms of some idea of short term gain. Say someone
promises to make things better, then of course the pain
is a little longer term, although these days it's not
as long as we anticipated. In the middle, you have
this wonderful thing relative to the second dimension, peculiarities of

(25:44):
two dimensions versus three four five, A wonderful little cartoon
if you can't see it, all those humans are walking
along with a mobile phone on their ear. Meanwhile, the
park bench you have one robot reading a book, the
other robot making sketches and writing words around the sketches,

(26:06):
more like what humans used to do. And then, of course,
in the last of the second dimension is very much
use relative to the law, relative to judge ship, justices, lawyers,
lawyer behavior and the laws. So increasingly you will notice
on the news more and more people talk about the law,

(26:29):
and are we obeying the law, ignoring the law, or
making up new law as we go along. In essence,
you're in the world of two dimensions. If you're talking
about the law, and we have this fantastic example to
the right, next image place, and of course if we

(26:51):
want to go on to the third dimension, as I
talked about last time with the lady and the child
wondering through the in essence. In my system, I define
hope as the feminine as opposed to the masculine. The
masculine is mostly hopelessness. The feminine is hope having to

(27:12):
do with nurturing and nature. In essence becomes a nurture
of nature, the essence of the third dimension. These are
two of my Chinese friends. The one that left I
had shown you before. She's the one that has the
famous coffee shops in Shanghai. Evelyn's her name, wonderful person

(27:33):
with one of her customers who is becoming a friend
in the coffee shop, that her coffee shop is like
a miracle, the way that she manages it and runs
it very very differently than other coffee shops you may
know of. Let's go into the next image, and of

(27:57):
course that fourth dimension, which we talk some about last
but is terribly important, the fourth dimension, which is as
opposed to hope of the third dimension. The fourth dimension
is the one that engenders helplessness. That whereas the third
dimension I generally call Mother Nature, the fourth dimension I

(28:20):
generally call Father Time. So an essence, father Time's domain
is the entropic disintegration of all energy and material that
is used within the human process. And there is no
way to reverse that, no way to stop that, but
it can be slowed down. An essence, we can be

(28:42):
much more efficient in terms of deciding what to make
and deciding how much energy uses how much material is
necessary to manufacture or make it. But this is an
image of a neighbor's barn, which an essence, thirty years
ago was quite a fantastic parn. Since that time, the

(29:03):
entropic process has been working on it, and in probably
another five years it'll be flat. Next image please. And then,
of course, as began to more seriously look for the
fifth dimension. And the fifth dimension is what to do

(29:25):
after the fourth dimension hits you, after entropy has consumed
the energy materials you needed to live as normal, that
in essence, there aren't even available as a raw material,
no more oil to take out of the ground, no
more of the key minerals to find in the ground. So,

(29:48):
in essence, you have had it in the fourth dimension,
even though the third dimension, if you had dealt with nature,
lived with nature, nourish nature, not declared war on nature.
Let's say the feminine in terms of feminine values, that
you would have lived within the third dimension. But we

(30:11):
in the fourth dimension pretty well did in the third
dimension by taking what we wanted out of it and
throwing trash back in it. So now we arrive at
the fifth dimension. And after you've chosen your leader, say,
for example, well you've chosen your new president for the

(30:31):
United States of America, you will notice, as happens with
most leadership, it turns into leadership. And so based on leadership,
you take off on a run to get the hell
away from what's happening around you, whether it's Florida, California, Iowa, London, Japan, China, whatever,

(30:56):
you run from the catastrophe that goun to take place
at the end of the fourth dimension. So, in essence,
in the fifth dimension, you have some inkling that it's
there because you know, it probably preceded the zeroth dimension.
It was there before humans came along. In essence, is

(31:18):
this spiritual realm in the cosmos, in the universe, and
you take off looking for it, and so you run
as far and as fast as you can, hoping to
find the fifth dimension next please, okay, So you see,

(31:45):
the dimensions are a way that I have that I
have turned to because these other ways just weren't working.
For example, the scott Paper plant that I mentioned, people
had used other standard methods of management to try and
make sense of it, and one stead he said that

(32:07):
the plant manager's cheating, that he simply wants to stay home.
I'm not true at all. In essence, the plant manager
and we visited him often at his home. In fact,
he was almost more involved in what was going on
at the plant than he was walking around the plant.
He was dedicated to the plant. It was like his lifeblood.

(32:27):
He was not staying away or hiding. And the workers
were fantastically happy about being in charge of their work,
being in charge of what they do. Eric Trist became
famous a new approach to coal mining, which was called
the socio technical system. And that's where he put together

(32:51):
again a hunting party team of five people to work
down in a coal mine using the new machinery that
up until then was killed bill quite a few people.
It's called the long wall mine, and it was very dangerous,
very productive as long as people were alive around it. Anyway,
he started a system using the long wall approach where

(33:13):
you had two people running the machine, two people taking
care of the coal coming off of it and ensuring
the safety of the two, and the fifth member could
stay home that day. So the five were very interesting.
Two were at life's edge, two were logistics people, and

(33:34):
one could stay home that day. It turned into a
thirty percent increase in coal mining over before what Triss did,
so it had to do with something quite different than
was taught in management schools were thought of by leaders
in business. In essence, leadership was very very different under

(33:54):
that rule. In fact, leaders had to maintain the idea
that if it goes back, my fault. If it goes well,
I don't know what. It's miraculous, thank God, happy you
did it. So in essence that Eric trist approach to
management of socio technical systems was really quite something. If

(34:14):
to doesn't allowed to end over and I use that
as a model to talk about climate change and what
to do with climate change, meaning that we cannot elect
a leader who's going to solve the problem of climate change.
Not going to happen. The most a leader can do
is make it worse. If you're not sure what that means,

(34:35):
hang on for the next three and a half four years.
You'll learn much more about how a leader can make
a problem worse. So, in essence, this environmental deterioration needed
business as unusual, not business as usual. And so that's
where my term business as unusual and the plea define

(34:56):
business as unusual came from. So much of the advisement
I do with companies has to do with how to
bring business as unusual in to the doing of business.
And as I mentioned once before, one of the companies
I advised for fifteen years. During that time went from
thirty billion a year in sales to three hundred billion

(35:19):
a year in sales, and their major thrust during all
that time was concerned about climate change and how to
prepare for what we call climate change consequences. And an essence,
they did very very well in preparing for such, and
they do extremely well even today. I won't go into

(35:39):
their name, I won't go into what they do, but
in essence they are now known even in the Wall
Street Journal as a remarkable company, and the Wall Street
Journal can't quite figure out why they're so good, So
keep that in mind before we meet next time, and
I'll take you a little bit deeper into the leadership
bit and why leadership it's not going to make it

(36:02):
unless it's leadership of the person under conditions of climate change, Okay,
And we'll talk a little more about a couple of
other leadership examples and many of the projects I've worked
on me and the projects I've done, I had extensive
research data, extensive documentation that I was going to use.

(36:27):
And indeed, the last university I was at, which fired
me so fit to burn all those documents that were
in my office. But in essence, they were concerned about
the stuff I talked about in my classes, and so
they made sure they cleaned society by cleaning out all
that documentation. We'll talk a little bit more about what

(36:49):
that documentation was and what it meant for its too
late relative to climate change, and then what it means
relative to what should you do once it's too late.
Once the fires have taken off again in Los Angeles,
which they did today, and that's only a small symptom

(37:11):
of a much wilder future in the next four, five,
ten years, tough time during that time. Thanks very much.
We'll see you next week.

Speaker 1 (37:27):
This has been what to do when it becomes too late,
with host David Hawk. Recent studies conclude that about eighty
five percent are concerned with their being a human future.
They begin to sense that short term gains come at
a longer term price. Many are foregoing the idea of

(37:48):
immortality via having children. Tune in each week as David
talks about these and other important global issues Wednesdays, six
pm on the old Brave TV network.