The world is limited and therefore self-regulating. Nature can limit itself, but humans with the largest of brains seem to be unable to do so.
Exposure to 99.99% of executive managers will quickly reveal that they hate being confronted by the fact that making money has limits. In fact they refuse to believe; they refuse to listen and would encourage (financially) anyone else (literally) but specifically academia, to propose the alternative of progress, of change and of hope for the password to Aladdinâ€™s cave.
Itâ€™s in the genes as some would say â€“- children have the evolutionary need to verify the limits set by their parents. If Dad stated a limit, the child will verify that with the Mother and if for some reason that is not satisfactory, the child will ask friends or look at what other adults are doing.
However, when the child becomes an adult then the assumption is that after 20-30 years of learning, the young adult would have set his/her own limits, even if it is different.
Some people take an alternative route; they choose to live in a limitless fantasy land. These also start at a young age, with little boys dressing up as Superman and jumping off bridges to their deaths. Another example is to play video games resulting in a fearless attitude to combat burglars or school bullies ending up in hospital.
These people will always bend the rules, ignore them or make new rules, whatever is the coolest for their image. They will therefore hide their own limitations and become defensive. Initially it will be a reaction to prevent being shamed, but that will grow to become a fierce defensive attack mode typically visible in the SJW crowd today.
By the age of fifty most single progressives will come to realize their own mistakes and will proceed to live a quiet life within those self-realized (red-pilled) limits. But if they became part of a progressive organization, the organization itself will empower them to continue â€“- almost as a mob would â€“- in their quest to absorb, â€œeatâ€ or destroy limitations at individual, organizational and even civilizational levels. The mantra they propose is; â€œwho cares?â€
Does that not sound like your kid?
The organization itself will become a â€œmachineâ€ bent on searching for and overcoming any barrier (or limit) whether it is a risk or not, just for the hell of it or, just because it can.
For example, if legal limits are experienced, then the law is changed, subverted or a friendly judge is appointed. Meaning the law still applies to â€œoutsidersâ€ but not to the â€œinsidersâ€, thereby achieving the ideal state of invisible control. (Unaware voters)
Attempting to establish how organizations get from a good company to a virus (progressive) company is difficult. A few attempts are as follows:
The above attempted explanations merely illustrate that if someone wants to â€œfind a wayâ€, then it is quite possible because regulations and procedures are quite porous. It also illustrates that using the company itself as a â€œresourceâ€ can be extremely effective for those â€œinsiders.â€ For example, it is quite possible for a multi-millionaire not to pay a single penny in taxes (and I mean â€œnothingâ€).
The problem with organizations therefore is that it has no internal limit for self-realization of failure. Great companies (as described by Jim Collins) are regulated to produce consistent profits over the long term, while progressive â€œmachinesâ€ always follow-the-profit in the short term abusing any limitation in the way of self-perpetuation. In other words, they destroy quality on purpose.
As companies spread across the world, they had to learn how to deal with multiple markets, peoples and cultures. Their short term experiential success led them to believe that they knew better than â€œthose stupid elected officialsâ€ across the world. That they knew better is/was true, but not with respect to the long term. In fact they never learned anything about their own organizations.
Examples of multi-national companies making mistakes are never ending. Take Volkswagen building a car that could circumvent exhaust testing in America, in their short term quest to become the biggest manufacturer in the world. Take Toyota that grew so fast that they neglected to test the accelerator of their car. Take Siemens that bribed Nigeria to buy their telephone systems (year after year). Take Lafarge that smuggled weapons to Syria to keep their plant â€œopen.”
The unbeliever should go to any Investor or executive and ask him/her one simple question:
What leadership book have you internalized?
There is common ground between the lower class progressives and the upper class globalist progressives. They do not have any limits and they will destroy such limits should they find them.
What the above illustrates is that organizations, while immensely effective, suffer equal porosity and that progressive policies increase such risk. But because these organizations do not monitor those risks, the limitations of being cool and of being popular is and will always cause them to eat themselves in the end.
Organizations by itself cannot eat a red-pill. By not accepting their limitations they become crocodiles eating anything to get fat and lazy, but although appearing to be quite indestructible, they will always eat their babies.
One cannot fix virus crocodiles that eat everything; you have to starve them through exposure and boycott.
The danger presently foreseen is that all these progressive organizations may have turned its civilization progressive, meaning that a civilization (without walls) will start to eat itself.