--- In FairfieldLife@yahoogroups.com, "Buck" <dhamiltony2k5@...> 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. > > > > > > 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, > > > > > > > > > > > > > > > > > > > > >
