of the most obvious difficulties for
any organisation today is how
to maintain dynamism, while at the
same time retaining the need for strict control. That the empowerment of individuals yields profitability should no longer be in doubt – but none the less, no serious organisation can flourish without thoroughly dominating what has been traditionally known as the "Employer-Employee relationship" (which we shall refer to as the "Enabler-Actualiser relationship"* – "Enabler" defined as those who direct and manage a situation, while "Actualisers" are those that make the conceptual structures devised by Enablers into a reality). Only in this fashion can the whole be directed in a manner befitting the ends – that of yielding far greater surplus.
So an examination of the situation is in order.
Let’s take an example. Giovanni has an applecart, from which he sells apples in the local market. Owing to his exceptional Quality Assurance and customer service, his profitability has greatly increased as of late. Giovanni sees this as the opportunity to intensify his determinations, so he hires his nephew Gino to actualise the stall, while he takes care of enabling the whole enterprise. As Gino is family, Giovanni trusts him with the day-to-day running of things. Giovanni wisely uses his time to lay the groundwork for further expansion, meeting with prospective clients, and considering more conceptual structures, which he plans to have actualised. So far, so good.
But there’s one little problem. That’s right – Gino. While its certainly understandable, Giovanni’s trust has been misplaced in young Gino, who is unable to see the enterprise as demanding his total commitment. While certain techniques are available to use, such as Desire restructuralisation, Giovanni doesn’t have the necessary infrastructure to put it into action. So while Giovanni is out, Gino is eating the apples, reading the paper, thinking of girls, etc. Not what is needed to maintain business growth.
When Giovanni first learns of his young nephews mistakes, he explodes in anger, and vows he will kill the young man. But then, due to his knowledge of the system of Behaviour Actualisation, he realises there is a better way of handling the situation.
He has a plan.
The next morning, Gino arrives late as usual at the stall. He eats a couple of apples, then opens the paper, and after awhile, goes to sleep.
After about forty minutes, Gino awakes from a fitful sleep. Suddenly, a terrible feeling grips him. Bright lights explode around him, and the market seems to be full of huge laughing insects who are devouring each other. Gino closes his eyes, but he can still see everything! Paralysed by fear, Gino is certain he is dying. Just then, Uncle Giovanni shows up. Gino falls to Giovanni’s feet and clasps his legs, begging for help. Giovanni explains that this is all the result of Gino’s slothfulness (he, quite correctly, fails to mention that he has laced the apples with LSD). Gino swears he will do better, and so they close up the stall and go home for the day. While this is a loss, it is also an investment. Over time, at successive intervals, Giovanni doses Gino, until he is a mere shell of his former, boisterous self. Gino soon knows no other purpose in life than serving Giovanni, which turns out to yield enormous benefits, as Giovanni expands his business interests into other highly profitable ventures.
Enablers must use every means available to empower Actualisers. They
must be ruthless in the quest to realise their determinations, because
to fall short is to fail completely. There are always ways to bring your
Actualiser’s thinking up to date, and Enablers must be ever-vigilant in
the search for the most effective method to achieve total commitment on
the part of Actualisers.