by Tom Baugh
He builds on the female compliance by not only praising her, but also by presenting her female subconscious programming as one of virtue, and implies that the male subconscious is one of violence and vice. This starts the split between the genders which the cheater requires to implement his plan. Thousands of generations of family raising have taught the females to be social creatures, a skill necessary for keeping a hut full of kids from beating each other senseless. So, he provides opportunities for as many females as possible to gather to celebrate their charitable virtues as a group. They then reinforce each other's behavior, at first. Some males will accompany their females to keep them safe, while others will stay at the hut with other stuff to do. The few males who attend pass off the congregating as a harmless outlet for her, but still see no real threat.
Outside a moderating influence, females are notoriously competitive and wily. For the cheater, this is a good thing as, congregating together, they then begin to compete as to who is the best at charity. Left unchecked, the males might soon put a stop to this nonsense as it is beginning to have a noticeable impact on their inventory. The cheater knows he can do nothing about males from what he might call the zeroth generation. But he, and his offspring, have time on their side. The cheater becomes cheaters, and begin to band together to mold the culture in their favor. The male individualists are usually too busy watching for tigers to notice the threat which grows behind them.
The next generation, however, is easier. The females, still not recognizing the danger, then learn from the collective to teach their children the distinction between female virtue and male violence and vice. The girls delight in a congregation which exclusively celebrates their nature. The boys, who might become men who would oppose these changes in their culture, at first learn to accept this stain upon their natures to please Mommy, and then accept, or reject, this philosophy as men.
Those young men who reject this philosophy, and embrace their maleness, are of no consequence, as there is always another generation. The sons of those who accept this philosophy have little chance to reject it later, their own fathers proponents themselves. Soon, there are sufficient females entrenched in the philosophy. These are joined by sufficient males who are either entrenched or merely compliant. Together, they begin to insist, by force of law, that charity, particularly value taken from others, become the rule of the day. The collective begins to win as maleness itself, the only possible check on this philosophy, is increasingly defined as evil and unlawful.
Throughout this process it is necessary to keep the individualist males off guard. So, all authority in the congregation is to remain in the hands of entrenched males, at least at first, to avoid the appearance of a female's collective which has run out of control. The cheater might even toss in a few platitudes about male authority. By choosing for this purpose males who emulate and proclaim the soft chasteness of the original cheater, the mating tripwire is still avoided. Much later, once control is complete, these positions of authority can be handed over to women who have proved their compliance by blatantly denouncing maleness.
The very softness of this approach allows the subconscious programming of both the males and the females to be turned to the purpose of the collective. Each step is so incrementally nice and non-threatening that violent response seems so unreasonable. Over time, violence becomes prohibited for any purpose, no matter how justified, as does maleness itself, the only quarter from which effective resistance, against this cleverly soft tiger, might come.
If you are deeply offended by this discussion, as I have said many times before, put down this book now and read no further. If, however, you were disturbed by the exercises at the start of this chapter, but feel at least a tingle of pleasure, even guilty pleasure, at what you have read, there is hope for you, no matter how much you were disturbed. Each of those exercises was meant to challenge the female subconscious, and to illustrate the depth to which modern society has suppressed maleness.
But you can change the programming you have accepted from others. As you sip your beer or your wine, or reach for the lighter, or go on your walk, ask your subconscious mind one of the following questions, as appropriate.
If a woman, ask, "How can I express my female power of nurturing, soothing, and encouragement to best benefit my family, without having my power manipulated to harm my family by feeling pity for each fly-bitten sack of crap who crosses my path?" Or a theme to that effect as best for you, as you slip beneath the warm bubbles.
If a man, ask, "How can I restore my male power of command, authority, skill and knowledge to best protect and provide for my family, and avoid my power being diluted by the collective?"
Try doing that each day for a week. At the end of that week, you will find that your outlook on life will probably have improved significantly. As such, you will also find it much easier to get in the creative flow state, as your subconscious mind will be under less stress trying to compensate for a world-view for which it is ill-suited.
Over time, you will find yourself avoiding activities which you once scheduled around. People who you merely tolerated before will become more detestable or more likeable. You will perceive them differently to the extent that they had previously attempted to force the values of the collective on you. Or alternatively, to the extent that they had resisted your attempts at projecting collective values on them, respectively.
You will find yourself having interests which you hadn't noticed before, but which seem more satisfying, somehow. Your spouse will find you more attractive, and vice-versa. If not, consider trading up, as life is too short to spend around someone who is constantly trying to mold you into someone you are not. Your children will have more respect for you, although they may not admit it.
All of these things will snowball into a better self-image, which places you closer to that internal creature-comfort state which helps you inflate your brain bubbles. So armed, you can then get to some serious work to start solving life's problems for yourself. To do so, you have to learn the next level of communicating with your subconscious.
To present this topic, I first want to give an example about how to solve a problem which shows how the conscious and subconscious minds interact. I will use the example of a physics problem first. But, I also substitute small engine repair or crop failure at each step to show how this coordinated problem-solving approach is general to a large class of problems in many areas of endeavor.
When first presented with a problem, before the conscious mind has a chance to digest the information, the subconscious mind begins analyzing the details. It will immediately give you some feedback about whether you have the tools necessary to get the job done.
Perhaps when the teacher describes a physics problem, or the engine fails to start, or you see a plant or two not doing well here or there, you feel a sense of confidence. Or, you might feel ill-ease, depending on whether you know how to solve the problem. Or have the resources necessary, or have sufficient confidence in your own abilities to solve problems in general. If you lack fertilizer, for example, but haven't yet consciously decided what kind or confirmed this lack with your stock of supplies, you might feel an urge to go to town.
At this point, you haven't solved the problem, but you get a sense of whether or not you can. If your self-confidence is lacking, this can fool you into thinking you lack the resources to solve it, when in fact you do. If you look around at a lot of life's issues, and constantly feel under fire, then perhaps it is a self-esteem thing which can be fixed separately. The best way to fix self-confidence problems, in my opinion, is to tackle head-on things you think are beyond you and commit to learning from the effort and forget for a moment about the outcome. Over time, this will train your subconscious to distinguish from the things you truly can't do, and those which are just hard or unfamiliar. Having done this a few times, you will probably see a dramatic improvement in your overall self-confidence, which will make it easier for you to get in state and stay there, and so on. The ben
efits multiply almost endlessly.
OK, so back to our hypothetical problem. At this point, the subconscious mind has recognized the general nature of the problem, and, if familiar with the overall format, has delivered to the conscious mind some idea about how to proceed. At this point the conscious mind can either draw a diagram of the problem, or visualize an exploded diagram of the affected areas of the engine, or imagine a set of possible crop-related issues. Effectively, the conscious mind confirms, "yes, this is the problem I wish to solve." If the conscious mind does not recognize that as the problem to be solved, it should really reconsider, as a well-trained subconscious mind usually deserves to be listened to.
Armed with that mandate, the subconscious springs back into action. The subconscious mind of a physics student will recall various formulae which may be relevant to the problem, while the engine repairman may be presented with a recollection of a repair procedure. The farmer might recall a chain of differential diagnoses to enable him to check for various symptoms in his plants and the conditions of the soil.
The conscious mind then takes over again. The physics student writes down the equations which he has recalled, and manipulates these equations to an end result, and then substitutes the values given to attain an answer. The repairman might start taking parts of the engine off as he drills down to what he thinks might be the problem. Or the farmer looks for insects or checks the pH of the soil, etc., to confirm the diagnosis.
But perhaps the equations don't seem to fit the problem, or the repair procedure isn't yielding fruit, or the diagnoses aren't matching. This will be signaled by a small, but growing, feeling of "oops". It is then time to ask the subconscious to try to come up with something else. The best way to try again is to repeat the problem statement, or symptoms of the engine or of the crops, looking for details missed before that might have led the subconscious mind astray. At some point, the answer is found to the problem. The subconscious will then concur with an "ah-ha!" moment, rewarding the individual with a warm feeling of accomplishment.
Notice that nowhere in this process can a problem be solved by collective action. Somewhere, somehow, an individual must rely upon the interaction of his conscious and subconscious minds to analyze the problem, formulate a possible solution, work toward the solution, and recognize completion. Different individuals may solve different sub-problems, but even so, each individual must perform the same basic procedure to get to an answer to his own specific problem. Problem-solving is an intensely individual activity which no group will ever perform. The group can only get in the way, or get out of the way, to varying degrees. How much the group gets in the way will affect the efficiency with which individuals can do their work.
A key point is that creative minds cannot be jump-started. Organizations cannot dictate that "you will solve this problem now." Organizations may be able to dictate "you will turn this wrench now," but that is an entirely different proposition. If the organization is directing that the wrong bolt is to be turned, chances are the organization will never figure this out. It takes the insight of an individual to correct error, which is a subset of the overall concept of problem-solving. The more authoritarian the organization, the better it is at coercing physical performance, or attendance, or parroted opinions. But the worse it is at solving problems.
Of course even physical labor coercion has a limit. Once the worker begins to feel that he is little better than slave labor, his performance will necessarily decline to the point where he merely avoids the lash. But why, if organizations can dictate manual work, can they not dictate intellectual work? An example from the world of manufacturing is helpful here.
Imagine that you are making a car, which is just a collection of a large number of individual components. Each of these must be assembled in a more or less defined order. You can't put the wheels on a car until the axle is in place, for example. Now, you may be able to place the engine and the axles into place with or without the transmission in place. But, depending on the design, one of these options will be the best for the car in question. Get the operations out of order, and you will just have to take parts back off and put them back on again the right way.
Now let's say that the assembly line runs out of transmissions. No matter how many other parts of the car you have available, without the transmission, you don't have a car. You have a bunch of parts which almost looks like a car. Continuing to work beyond the point at which the transmission needs to be installed is pointless. You may provide jobs putting stuff on and taking it back off over and over, but you aren't making any cars this way.
In fact, even starting to build a car without a supply of transmissions is more or less pointless. You can only get so many in the pipeline like that before your assembly line is jammed. In some cases, keeping a part of a car half-assembled can even be damaging. Exposed parts may start corroding or freeze up without lubrication, or mechanical members which can support unusual stresses during the few hours of assembly begin to deform during days of partial assembly.
Many times, a partially assembled item has to simply be taken back apart, inspected, and put back together. And, your data systems probably can't handle the inventory hiccup of parts neither in inventory, nor represented by a finished unit. You would have been better off to not start at all if a key component is missing.
The subconscious mind of a productive, problem-solving individualist is not inclined to such foolishness. If you try to force it to do silly things like that, it is simply going to go on strike, and wander off to do something else. If you insist, it will punish you with negative emotions.
When examining a problem for you, the subconscious mind sees holes in your knowledge, experience or resources long before your conscious mind does. At first, this shortfall gets reported to you as a feeling of ill-ease, possibly resembling a lack of self-confidence. If you are in touch with your subconscious, you will learn to look around and examine all the features of the problem, and the resources you have with which to deal with this problem.
A dentist sometimes can't tell, just by a visual inspection, which tooth is causing you pain. In these cases, she might touch each facet of each tooth with a probe. If this doesn't help, she may switch to a cold stick, or a warm stick until you let her know where the problem is. Similarly, as you mentally touch each feature and resource related to the problem, you will be able to distinguish which areas produce no response. As well as those which cause you emotional discomfort. By doing this inspection, you will identify possible shortcomings which your subconscious has already recognized as standing in the way of success.
Sometimes you aren't able to find all the touchy spots by yourself. Your subconscious mind may be trying to protect you by telling you to stay away from that particular problem, particularly if the problem is in an area completely new to you. In that case, you may not have enough experience in the subject area to even know where to start probing. Or, your subconscious mind might not allow you to probe the sensitive area at all. This situation is much like the patient who shies away from the dentist holding the ice stick. When that patient is saying "oh no you don't, stay away from me with that thing!", he does so knowing that when the right spot is hit it will hurt a lot.
In this case, if your own mental inventory bears no fruit, tell someone familiar with the problem domain about the problem. She doesn't even have to have a solution for you, all she needs to do is ask you questions about the problem or your resources. In effect, this helps you by probing areas which your subconscious might shy away from. You will know she are getting close to the raw tooth when you get aggravated with a particular reasonable suggestion with an angry, "NO, that's not it!"
If you can't find the bottleneck this way, you may have a genuine selfconfidence issue. In that case, try doing simpler tasks, or working on subsets of the problem which you can perform. This approach builds confidence in your abilities and removes parts from the problem until you can see the gap. For example, if you have an engine problem which you
can't figure out and are afraid to solve, and you can't mentally inventory your shortfall, you might take a part off the engine. Perhaps then you will realize you are missing the wrench which your neighbor borrowed, or part of the engine you uncovered just looks wrong.
If you don't go through the process of looking for the weakness in your knowledge, skills or other resources, your subconscious will stay on strike until you find the problem. It will remind you of its status by making you aggravated each time you even think about the problem. In your mind, the problem will linger out there like a tilted picture frame in a museum which is three inches out of reach. Knowing you can't solve it, your motivation to start remains low. Others may complain that you are avoiding the problem, which is true.
If your mental inventory didn't work, and your third-party inventory didn't work, and your self-confidence exercise didn't work, then you need to set the problem aside for a while. At this point, you should have a feeling of wanting to do something seemingly unrelated. Perhaps you feel an urge to watch TV, or grab a book you haven't read in a while, or browse the internet, or go shopping. This is usually your subconscious trying to direct you to identify that resource you need. Follow this feeling, like water flowing downhill.
At some point, the shortfall will occur to you, and then you can work on removing the obstacle. Once you do find the obstacle, the resolution of it will depend on its nature. If the obstacle is skill-based, you might want to practice on a harmless prototype. Maybe try using that tool in a new way on some scrap wood. If the obstacle is knowledge-based, then perhaps you bone up on some area of knowledge around your shortfall. If the obstacle is the lack of some material or tools, go get some.
