Abraham Maslow's hierarchy of needs
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Maslow's hierarchy of needs is a theory in psychology, proposed by Abraham Maslow in his 1943 paper A Theory of Human Motivation, which he subsequently extended to include his observations of humans' innate curiosity.

Maslow studied what he termed "exemplary people", such as Albert Einstein, Jane Addams, Eleanor Roosevelt, and Frederick Douglass, rather than mentally ill or neurotic people, writing that "the study of crippled, stunted, immature, and unhealthy specimens can yield only a cripple psychology and a cripple philosophy." Maslow also studied the healthiest one percent of the college student population, which he comments about in his book, The Farther Reaches of Human Nature...

Abraham Maslow's hierarchy of needs is predetermined in order of importance from survive to thriving... The traditional pyramid does NOT reflect Maslow's later observations and experiences, which adds Aesthetic needs as a level in between Esteem and Self-actualization, and at least 2 higher levels beyond Self-actualization...

Because a CUBE functions more easily in comprehending balance within our life-expressions -- that all areas (sides of cube) must stay equal in size to remain as a "cube", as one are expands or contracts, so too must they all; unbalance life-expressions cause a person to easily become dyfucntional. Thus Darlene Sartore, Dean of An Ever Better World Academies, places these survive and thrive factors into 6 categories; combining 4 and 5 Esteem and Aesthetic needs, combining 7 and 8 in Self-transcendence and Success of offspring. Thus:

Let's review some of Maslow's observations...

Maslow's hierarchy of needs is predetermined in order of importance. It is often depicted as a pyramid consisting of five levels: the first lower level is being associated with Physiological needs, while the top levels are termed growth needs associated with psychological needs. Deficiency needs must be met first. Once these are met, seeking to satisfy growth needs drives personal growth. The higher needs in this hierarchy only come into focus when the lower needs in the pyramid are met. Once an individual has moved upwards to the next level, needs in the lower level will no longer be prioritized and will no longer have intense motivator influences... What has been acquired is no longer thought about to any great extent.... If a lower set of needs is no longer being met, the individual will temporarily re-prioritize those needs by focusing attention on the unfulfilled needs, but will not permanently regress to the lower level. For instance, a businessman at the esteem level who is diagnosed with cancer will spend a great deal of time concentrating on his health (physiological needs), but will continue to value his work performance and (esteem needs) and will likely return to work during periods of remission.

Chilean economist and philosopher Manfred Max Neef has also argued that "poverty is the result of any one of these needs being frustrated, denied or unfulfilled".

Deficiency needs
The lower four layers of the pyramid are what Maslow called "deficiency needs" or "D-needs". With the exception of the lowest needs, physiological ones, if the deficiency needs are not met, the body gives no indication of it physically, but the individual feels anxious and tense. These deficiency needs are: physiological, safety and security, love and belonging, and esteem.

Safety needs
With their physical needs relatively satisfied, the individual's safety needs take over and dominate their behavior. These needs have to do with people's yearning for a predictable, orderly world in which injustice and inconsistency are under control, the familiar frequent and the unfamiliar rare. In the world of work, these safety needs manifest themselves in such things as a preference for job security, grievance procedures for protecting the individual from unilateral authority, savings accounts, insurance policies, and the like.

For the most part, physiological and safety needs are reasonably well satisfied in the "First World" countries. The obvious exceptions, of course, are people outside the mainstream — the poor and the disadvantaged. If frustration has not led to apathy and weakness, such people still struggle to satisfy the basic physiological and safety needs. They are primarily concerned with survival: obtaining adequate food, clothing, shelter, and seeking justice from the dominant societal groups.

Safety and Security needs include:

Social Belongingness and Love needs
After physiological and safety needs are fulfilled, the third layer of human needs is social. This psychological aspect of Maslow's hierarchy involves emotionally-based relationships in general, such as:

Humans need to feel a sense of belonging and acceptance, whether it comes from a large social group, such as clubs, office culture, religious groups, professional organizations, sports teams, gangs ("Safety in numbers"), or small social connections (family members, intimate partners, mentors, close colleagues, confidants). They need to love and be loved (sexually and non-sexually) by others. In the absence of these elements, many people become susceptible to loneliness, social anxiety, and Clinical depression. This need for belonging can often overcome the physiological and security needs, depending on the strength of the peer pressure; an anorexic, for example, ignores the need to eat and the security of health for a feeling of control and belonging.

Esteem needs
All humans have a need to be respected, to have self-esteem, self-respect, and to respect others. People need to engage themselves to gain recognition and have an activity or activities that give the person a sense of contribution, to feel accepted and self-valued, be it in a profession or hobby. Imbalances at this level can result in low self-esteem or an inferiority complex. People with low self-esteem need respect from others. They may seek fame or glory, which again depends on others. It may be noted, however, that many people with low self-esteem will not be able to improve their view of themselves simply by receiving fame, respect, and glory externally, but must first accept themselves internally. Psychological imbalances such as depression can also prevent one from obtaining self-esteem on both levels.

Aesthetic needs
The motivation to realize one's own maximum potential and possibilities is considered to be the master motive or the only real motive, all other motives being its various forms. In Maslow's hierarchy of needs, the need for self-actualization is the final need that manifests when lower level needs have been satisfied.

Self-transcendence
Near the end of his life Maslow revealed that there was a level on the hierarchy that was above self-actualization: self-transcendence. "[Transcenders] may be said to be much more often aware of the realm of Being (B-realm and B-cognition), to be living at the level of Being… to have unitive consciousness and “plateau experience” (Asrani [serene and contemplative B-cognitions rather than climactic ones]) … and to have or to have had peak experience (mystic, sacral, ecstatic) with illuminations or insights or cognitions which changed their view of the world and of themselves, perhaps occasionally, perhaps as a usual thing."

Success of offspring
Maslow stated that the achievements and success of his offspring were more satisfying than the personal fulfillment and growth characterized in self-actualization.

Resources:

Hierarchy Of Needs -- http://en.wikipedia.org/wiki/Maslow's_hierarchy_of_needs

Abraham Maslow Biography -- http://en.wikipedia.org/wiki/Abraham_Maslow

Abraham H. Maslow: Books, Articles, Audio/Visual, & His Personal Papers -- http://www.maslow.com/

Maslow. org from which the following is shared http://www.maslow.org

"People are not evil; they are schlemiels."

A schlemiel is a dummy, bumbler, dolt. A stupid individual.

Schlemiels are those we consider evil are really just dumb. They are retarded to some degree and not fully human -- not healthy specimens of the species. This form of reduction is deadly when mixed with authoritarianism and dominance, as we have learned from Saddam, Hitler, Cheney and others.

"The good society is one in which virtue pays."

"What shall we think of a well-adjusted slave?"

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Some trivia about the term "schlemiel" ... In the beginning of a television show, Laverne and Shirley are seen skipping down the street, arm in arm, reciting a popular Yiddish-American hopscotch chant: "One, two, three, four, five, six, seven, eight! Schlemiel! Schlemazl! Hasenpfeffer Incorporated!" The theme song is entitled "Making Our Dreams Come True" and is performed by Cyndi Grecco. The opening sequence is very popular and has been parodied in many pop culture outlets, including the movie Wayne's World, where Garth and Wayne perform the theme song while visiting Milwaukee.

Schlemiel and schlimazel are Yiddish words, defined by the online Free Dictionary as follows.

Schlemiel.
http://www.thefreedictionary.com/schlemiel

"A habitual bungler; a dolt"

Schlimazel. http://www.thefreedictionary.com/schlimazel

"An extremely unlucky or inept person; a habitual failure."

This "Word for the Weak" archive entry points out that the two are usually linked together. http://jonzer.com/blog/archives/2005_08.html

"A schlimazel can be concisely described as a born loser. No discussion of schlimazel could be complete without mentioning his counterpart: schlemiel, a habitual bungler. They go together:

A schlemiel is one who always spills his soup, schlimazel is the one on whom it always lands.

A schlimazel's toast always falls butter-side down. A schlemiel always butters his toast on both sides."

As for hasenpfeffer, that is a German word.
http://www.thefreedictionary.com/hasenpfeffer

"A highly seasoned stew of marinated rabbit meat"

The phrase was just the introduction to the theme song "Making our Dreams Come True" as written by Norman Gimbel and Charles Fox. The rest of the lyrics can be found on the Blackcatter's "World of TV Theme Song Lyrics" website. http://www.cfhf.net/lyrics/laverne.htm

"In 1976 the theme song was popular on the radio and charted as high as #25 in the Top 40. This was [Cyndi] Grecco's [the woman who sang the song] only hit."

Even though the openng phrase is a typical nonsensical hopscotch or jump rope chant, the description of a schlemiel and a schlimazel does capture a certain aspect of the characters of "Laverne & Shirley."

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Nidus is latin meaning a "nest" and used figuratively for a place or source of origin or development.

But the biggest human tragedy is that most people simply do and think what they are told.

Hitler said: "What good fortune for those in power that people do not think."

We must engineer better leadership.

How?

Every action feeds the Zeitgeist

The Zeitgeist is the "spirit of the times." It's like waves of energy that pass through societies and spawn new realities, a la the cloud chamber. Huxley said it well: "We are all individual molecules of a great social gas."

With a little knowledge of good marketing techniques (i.e. social physics, social stoichiometry, etc.), one can accomplish a great deal. All you have to do is to understand the B-man.

The B-man is described fully in the work of Abe Maslow.

Pura Vida!

You get one point for curiosity, and I get one point for attention capture.

If you have what it takes, you will begin assimilating the concept.

Eupsychian Management

"I became an immediate convert--Maslow's evidence is overwhelming. But to date very few people have paid much attention." -- Peter Drucker, 1999

"Eupsychian Management...could be regarded as Maslow's reply to Das Kapital." -- Colin Wilson, 1972 in New Pathways in Psychology

"He wrote it to bring McGregor and me down to earth." -- Peter Drucker, 1995

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"Authoritarians must be converted or they must be excluded."

"It is only when people get righteously indignant over being swindled, that people will tend to stop swindling. If swindling pays, then it will not stop."

"The definition of a good society is one in which virtue pays."

"Proper management of the work lives of human beings, of the way in which they earn their living, can improve them and improve the world and in this sense be a utopian or revolutionary technique."

In his Eupsychian Management (p. 17, et. seq.), Abraham Maslow states:

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These assumptions underlie Eupsychian Management Policy

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1. Assume everyone is to be trusted.

2. Assume everyone is to be informed as completely as possible of as many facts and truths as possible, i.e., everything relevant to the situation.

3. Assume in all your people the impulse to achieve...

4. Assume that there is no dominance-subordination hierarchy in the jungle sense or authoritarian sense (or "baboon" sense).

5. Assume that everyone will have the same ultimate managerial objectives and will identify with them no matter where they are in the organization or in the hierarchy.

6. Eupsychian economics must assume good will among all the members of the organization rather than rivalry or jealousy.

6a. Synergy is also assumed.

7. Assume that the individuals involved are healthy enough.

8. Assume that the organization is healthy enough, whatever this means.

9. Assume the "ability to admire"...

10. We must assume that the people in eupsychian plants are not fixated at the safety-need level.

11. Assume an active trend to self-actualization--freedom to effectuate one's own ideas, to select one's own friends and one's own kind of people, to "grow," to try things out, to make experiments and mistakes, etc.

12. Assume that everyone can enjoy good teamwork, friendship, good group spirit, good group homonomy, good belongingness, and group love.

13. Assume hostility to be primarily reactive rather than character-based.

14. Assume that people can take it, that they are tough, stronger than most people give them credit for.

15. Eupsychian management assumes that people are improvable.

16. Assume that everyone prefers to feel important, needed, useful, successful, proud, respected, rather than unimportant, interchangeable anonymous, wasted, unused, expendable, disrespected.

17. That everyone prefers or perhaps even needs to love his boss (rather than to hate him), and that everyone prefers to respect his boss (rather than to disrespect him)...

18. Assume that everyone dislikes fearing anyone (more than he likes fearing anyone), but that he prefers fearing the boss to despising the boss.

19. Eupsychian management assumes everyone prefers to be a prime mover rather than a passive helper, a tool, a cork tossed about on the waves.

20. Assume a tendency to improve things, to straighten the crooked picture on the wall, to clean up the dirty mess, to put things right, make things better, to do things better.

21. Assume that growth occurs through delight and through boredom.

22. Assume preference for being a whole person and not a part, not a thing or an implement, or tool, or "hand."

23. Assume the preference for working rather than being idle.

24. All human beings, not only eupsychian ones, prefer meaningful work to meaningless work.

25. Assume the preference for personhood, uniqueness as a person, identity (in contrast to being anonymous or interchangeable).

26. We must make the assumption that the person is courageous enough for eupsychian processes.

27. We must make the specific assumptions of nonpsychopathy (a person must have a conscience, must be able to feel shame, embarrassment, sadness, etc.)

28. We must assume the wisdom and the efficacy of self-choice.

29. We must assume that everyone likes to be justly and fairly appreciated, preferably in public.

30. We must assume the defense and growth dialectic for all these positive trends that we have already listed above.

31. Assume that everyone but especially the more developed persons prefer responsibility to dependency and passivity most of the time.

32. The general assumption is that people will get more pleasure out of loving than they will out of hating (although the pleasures of hating are real and should not be overlooked).

33. Assume that fairly well-developed people would rather create than destroy.

34. Assume that fairly well-developed people would rather be interested than be bored.

35. We must ultimately assume at the highest theoretical levels of eupsychian theory, a preference or a tendency to identify with more and more of the world, moving toward the ultimate of mysticism, a fusion with the world, or peak experience, cosmic consciousness, etc.

36. Finally we shall have to work out the assumption of the metamotives and the metapathologies, of the yearning for the "B-values," i.e., truth, beauty, justice, perfection, and so on.

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The Post-Capitalist Organization - Third.ORG

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Abe Maslow observed:

"The only happy people I know are the ones who are working well at something they consider important."

"Proper management of the work lives of human beings, of the way in which they earn their living, can improve them and improve the world and in this sense be a utopian or revolutionary technique."

"What shall we think of a well adjusted slave?"

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The purpose of Third.ORG is to inject eupsychian (pronounced you-sigh-key-un) activism and engineering into sick organizations. Pooled human motivation is the engine of any organization, yet our energies are being drained off and corrupted by sociopathic organizations. These are sick organizations and must be fixed.

These organizations have reduced human beings to slaves working for enrichment of D-realm executives (the "black holes" of modern society). The model worker is the "well-adjusted slave" who doesn't speak up, doesn't question authority, doesn't rock the boat, looks down, lives in fear, etc. This has made organizations motivationally hollow, inefficient and anomic. Nobody cares. Maslow caught this anomic spirit well when he said: "If it's not worth doing, it's not worth doing right." We deserve better.

Human beings are powered by B-values, which are nowhere to be found on the balance sheet. Properly tuning an organization for superiority involves not only the mechanical engineering of the physical processes, but also the B-calculus of human side of the house. When organizations are aware of and communicate their unique meaning and value to individuals, and demonstrate these values to communities and society as a whole, they build the B-gravity it takes to attract fighters and creative drivers.

Consulting and training at Third.ORG is rooted exclusively in Maslow's extensions to Douglas McGregor's "Theory Y" style of management, the eupsychian assumptions. Even though these assumptions are formidable and challenging, they deserve attention because only when they are fully developed in the culture of the organization can productivity reach the next level and also stabilize at that higher level and beyond. It's a quantum switch--turning the corner.

So Third.ORG stands strongly for Third Force leadership which focuses on human energy as well as appropriate physical technologies. To this end, we have developed the N-group (a variant of the traditional T-group) as the exclusive vehicle for development. We believe that this model is the only rational starting place for re-growing healthy organizations from the value cesspits that we have in many organizations today. N-groups build trust. Trust is the universal fuel and lubricant where human productivity is concerned.

As N-groups elect representatives to higher levels based on trust and demonstrated competence, new pathways for growth and creativity develop because individual strengths and aptitudes are correctly pooled with objective requirements of objective situations. New networks are "grown" rather than appointed and new leaders emerge from the process who are "naturals" because they are the most trusted and competent representatives of each group. And when these individuals form higher level N-groups, magic results. If you would like to explore possibilities with us, please advise

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The B-values
RE: p. 83 -- "Toward a Psychology of Being" (Second Edition) authored by Abraham Maslow
New York: Van Nostrand Rienhold (1968)
Library of Congress: 82-2071
ISBN: 0-442-03805-4 pbk.
Dedicated to Kurt Goldstein []

WHOLENESS (unity; integration; tendency to one-ness; interconnectedness; simplicity; organization; structure; dichotomy-transcendence; order);

PERFECTION (necessity; just-right-ness; just-so-ness; inevitability; suitability; justice; completeness; "oughtness");

COMPLETION (ending; finality; justice; "it's finished"; fulfillment; finis and telos; destiny; fate);

JUSTICE (fairness; orderliness; lawfulness; "oughtness");

ALIVENESS (process; non-deadness; spontaneity; self-regulation; full-functioning);

RICHNESS (differentiation, complexity; intricacy);

SIMPLICITY (honesty; nakedness; essentiality; abstract, essential, skeletal structure);

BEAUTY (rightness; form; aliveness; simplicity; richness; wholeness; perfection; completion; uniqueness; honesty);

GOODNESS (rightness; desireability; oughtness; justice; benevolence; honesty);

UNIQUENESS (idiosyncrasy; individuality; non-comparability; novelty);

EFFORTLESSNESS (ease; lack of strain, striving or difficulty; grace; perfect, beautiful functioning);

PLAYFULNESS (fun; joy; amusement; gaiety; humor; exuberance; effortlessness);

TRUTH (honesty; reality; (nakedness; simplicity; richness; oughtness; beauty; pure, clean and unadulterated; completeness; essentiality).

SELF-SUFFICIENCY (autonomy; independence; not-needing-other-than-itself-in-order-to-be-itself; self-determining; environment-transcendence; separateness; living by its own laws).

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