DS 8 Summary

Reference: Data Series

Reference: Data Series 8—SANITY

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SANITY AND FIXED IDEAS

An observer has to be sane to sanely observe. Sanity is vital to accurate observation.

The “idée fixe” is the bug in sanity. Whenever an observer himself has fixed ideas he tends to look at them, not at the information. Prejudiced people are suffering mainly from an “idée fixe.” The strange part of it is that the “idée fixe” they think they have isn’t the one they do have.

A fixed idea is something accepted without personal inspection or agreement. It blocks the existence of any contrary observation. No actual experience alters these fixed ideas.

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NORMAL SCENE

The reason a fixed idea can get so rooted and so overlooked is that it appears normal or reasonable. And somebody or a lot of somebodies want to believe it. Thus a fixed idea can become an ideal. It is probably a wrong ideal. A rational ideal has this law: 

THE PURPOSE OF THE ACTIVITY MUST BE PART OF THE IDEAL ONE HAS FOR THAT ACTIVITY.

Thus one can analyze for a sane ideal by simply asking, “What’s the purpose of the activity?” If the ideal is one that forwards the purpose, it will pass for sane.

There are many factors which add up to an ideal scene. If the majority of these forward the purpose of the activity, it can be said to be a sane ideal. If an ideal which does not forward the activity in any way is the ideal being stressed then a fixed idea is present and had better be inspected.

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URGES TO IMPROVE

Sometimes the urge to improve an activity is such that it injures or destroys the activity. If one is familiar with the type of activity he must also realize that there is a law involved.

THE FACT THAT SOMETHING IS ACTUALLY OPERATING AND SOLVENT CAN OUTWEIGH THE UNTESTED ADVANTAGES OF CHANGING IT.

It is the difference between an ideal scene and a practical scene which brings down many old businesses and civilizations. Therefore, to have an ideal, familiarity with what works is desirable. It is quite possible without any familiarity, to imagine a successful ideal. BUT IT MUST NOT HAVE ANY FIXED IDEAS IN IT.

It is the fixed idea that knocks a practical operating living environment in the head. Do-gooders are always at this. They see in a row of old shacks, not economic independence and a lazy life but P-O-V-E-R-T-Y. So they get a new housing project built, shoot taxes into the sky, put total control on a lot of people and cave in a society.

Thus there should not be too wide a difference between the ideal and the represented scene. And not too wide a difference between the ideal and the actual scene.

Reality consists of the is-ness of things. One can improve upon this is-ness to bring about an ideal and lead the reality up to it. This is normal improvement and is accepted as sane.

When none of the outpoints are present, yet you do have reports and the scene is functioning and fulfilling its purpose one would have what he could call a sane scene.

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SANITY IS SURVIVAL

Anything not only survives better when sane but it is true that the insane doesn’t survive.

The 5 primary illogics or outpoints as we call them are of course the anatomy of insanity. In their many variations the insanity of any scene can be sounded and the nucleus of it located. By locating and then closely inspecting, such a point of insanity can then be handled.

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DS 7 Summary

Reference: Data Series

Reference: Data Series7—FAMILIARITY

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FAMILIARITY

If one has no familiarity with how a scene (area) ought to be, one cannot easily spot outpoints (illogical data) in it. In other words, If one doesn’t know the ideal scene then one is not likely to observe non-ideal points in it. The rule is: 

A PERSON MUST HAVE AN IDEAL SCENE WITH WHICH TO COMPARE THE EXISTING SCENE.

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OBSERVATION ERRORS

When the scene is not familiar one has to look hard to become aware of things. Most errors in observation are made because one has no ideal for the scene or no familiarity with it.

Just because you discovered something novel does not, necessarily, make it important. People often imagine a missing piece of a sequence instead of seeing that it IS missing. Thus, many people become “reasonable” and assume things instead of seeing the outpoint.

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ACCURATE OBSERVATION

There are certain conditions necessary for accurate observation. 

First is a means of PERCEPTION whether by remote communication by various communication lines or by direct looking, feeling, experiencing. 

Second is an IDEAL of how the scene or area should be. 

Third is FAMILIARITY with how such scenes are when things are going well or poorly. 

Fourth is understanding PLUSPOINTS or rightnesses when present. 

Fifth is knowing OUTPOINTS (all 5 types) when they appear. 

Sixth is rapid ability to ANALYZE DATA. 

Seventh is the ability to ANALYZE the SITUATION. 

Eighth is the willingness to INSPECT more closely the area of outness. 

Then one has to have the knowledge and imagination necessary to HANDLE. 

One could call the above the CYCLE OF OBSERVATION. If one calls HANDLE number 9 it would be the Cycle of Control.

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DS 6 Summary

Reference: Data Series

Reference: Data Series 6—DATA SYSTEMS

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DATA SYSTEMS

Two bad systems are in current use on data.

A. Reliable Source. 

In this system a report is considered true or factual only if the source is well thought of. This is a sort of authority system.

B. Multiple Report

In this system, if a report is heard from several areas or people it is “true.”

These two systems of evaluation are both birdbrain.

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TWO PROBLEMS

The two problems that information collection agencies have are:

  1. Data evaluation, and
  2. How to locate the areas they should closely investigate.

These agencies throw out every item received that is not “reliable” or “multiple.” They cannot pinpoint where they should investigate or even what to investigate because they do not use their outpoints.

The above data errors are practiced by the largest data collection agencies on the planet—the “professionals.” These advise their governments! And are the only advisers of their governments.

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FAULTS

The collection and use of data to estimate situations to guide national actions and the data collection by a housewife going shopping are based on the same principles.

So at top and bottom, any operation requires a grasp of data evaluation and situation estimation.

Logic and illogic are the stuff of survive and succumb. There are those who wish to survive.

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DS 5 Summary

Reference: Data Series

Reference: Data Series 5—INFORMATION COLLECTION

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INFORMATION COLLECTION

Obtaining information is necessary for any analysis of data. If one obtains and analyzes some information he can get a hint of what information he should obtain in what area. By obtaining more data on that area, he can have enough to actively handle.

The QUANTITY of data poured in is not any guarantee of understanding. News media and intelligence actions are not themselves bad. But irrational news media and illogical intelligence activity are psychotic. So information collection can become a vice. It can be overdone.

NORMAL ADMIN FLOWS CONTAIN ENOUGH DATA TO DO A DATA AND SITUATION ANALYSIS.

THE LESS DATA YOU HAVE THE MORE PRECISE YOUR ANALYSIS MUST BE.

INDICATORS MUST BE WATCHED FOR IN ORDER TO UNDERTAKE A SITUATION ANALYSIS.

A SITUATION ANALYSIS ONLY INDICATES THE AREA THAT HAS TO BE CLOSELY INSPECTED AND HANDLED.

The correct sequence is: 

  1. Have a normal information flow available.
  2. Observe.
  3. When a bad indicator is seen, become very alert.
  4. Do a data analysis.
  5. Do a situation analysis.
  6. Obtain more data by direct inspection of the area indicated by the situation analysis.
  7. Handle.

An incorrect sequence, bound to get one in deep trouble, is: 

A.    See an indicator.
B.    Act to handle.

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ADMIN CYCLE

Steps 1 to 7 should be taken when the first signs show up. Sometimes it has to be done over and over.

Sometimes the “handle” requires steps which the area is too broken down to get into effect and so becomes “Handle as possible and remember to do the whole cycle again soon.”

Sometimes “handle” is a program of months or years duration, its only liability that it will be forgotten or thrown out before done by some “new broom.”

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RELIABLE SOURCE

If three people tell you the same thing, it is not necessarily a fact as they might all have heard the same lie. Three liars don’t make one fact—they make three outpoints.

You are looking for outpoints. When they are analyzed and the situation is analyzed by them, you then find yourself looking at the truth if you follow the cycle (1) to (7).

If you know thoroughly what the 5 primary outpoints are, they leap into view from any body of data.

It is odd but all the “facts” you protest in life and ridicule or growl about are all one or another of the outpoints. When you spot them for what they are, then you can actually estimate things. And the pluspoints come into view.

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DEFINITIONS

INDICATOR—A visible manifestation which tells one a situation analysis should be done.

BAD INDICATOR—It is merely an outpoint taken from the 5 primary outpoints. It is not “bad news” or a rumor.

DATA—Anything of which one could become aware, whether the thing existed or whether he created it.

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DS 4 Summary

Reference: Data Series

Reference: Data Series 4—DATA AND SITUATION ANALYZING

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DATA AND SITUATION ANALYZING

The two general steps one has to take to “find out what is really going on” are: 

  1. Analyze the data, 
  2. Using the data thus analyzed to analyze the situation.

The way to analyze data is to compare it to the 5 primary points and see if any of those appear in the data.

The way to analyze the situation is to put in its smaller areas each of the data analyzed as above. Doing this gives you the locations of greatest error or disorganization and also gives you areas of greatest effectiveness.

WE OBTAIN AN ANALYSIS OF THE SITUATION BY ANALYZING ALL THE DATA WE HAVE AND ASSIGNING THE OUTPOINT DATA TO THE AREAS OR PARTS. THE AREA HAVING THE MOST OUTPOINTS IS THE TARGET FOR CORRECTION.

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EXPERIENCE

The quality of the data analysis depends on one knowing the ideal organization and purpose on which the activity is based. This means one has to know what its activities are supposed to be from a rational or logical viewpoint.

From the body of actual current data on the organization one spots the outpoints for a DATA ANALYSIS.

One assigns the outpoints to the whole as a SITUATION ANALYSIS.

One uses his admin know-how and expertise to repair the most aberrated subsection.

One gets a functioning organization that runs closer to the ideal.

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DEFINITIONS

SITUATION—The broad general scene on which a body of current data exists. 

DATA—Facts, graphs, statements, decisions, actions, descriptions, which are supposedly true. 

OUTPOINT— Any one datum that is offered as true that is in fact found to be illogical when compared to the 5 primary points of illogic. 

PLUSPOINT—A datum of truth when found to be true compared to the 5 points.

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