Furthest Right

The Limits Of Progressivism


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 Aladdin’s cave.

It’s in the genes as some would say –- 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 –- almost as a mob would –- in their quest to absorb, “eat” or destroy limitations at individual, organizational and even civilizational levels. The mantra they propose is; “who cares?”

Does that not sound like your kid?

The organization itself will become a “machine” 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 “outsiders” but not to the “insiders”, 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:

  • Cash driven companies expose employees to enormous amounts of cash. This can easily lead to bank-rolling where employees are only checked on a monthly basis. They essentially have a month to take and do anything they want with what may be millions, ending up stealing it.
  • Every company has limited revenue and profit due to markets or resources. One example is a hospital with 100 beds – meaning a maximum of 100 patients per day. The manager may feel frustrated and will insist on expanding via more beds. Then he will attempt to expand every year after which he will expand every quarter. In the end he will marginalize equipment and medical staff in order to get his bonus.
  • Every company follows standard financial procedures resulting in yearly consolidation in order to pay tax. However, the one thing that does not get reconciled is asset procurement. This requires a capital budget motivated by expected life cycle benefits such as production and low maintenance costs etc. The end result is that the actual performance of that asset is never reconciled with the initial motivation. People can therefore procure and scrap capital assets with almost no oversight leading to the demand for re-capitalization which may bankrupt the company.
  • Intermediaries (people you give money to, in order for them to pay someone else, without your oversight), are popular for financial transaction such as property agencies or insurances. It is also used for buying vehicles where the vehicle becomes the property of the bank, while the bank pays the vehicle company (without your oversight). Companies can also hide money in an account held by the insurance company and it can bypass financial audits using undated resource reconciliations. For example, a manager can divert left-over building supplies to his own house (and use the same company builder).
  • The worst case to date is a dual-manufacturing process where every tenth truck delivers output to a different “buyer,” with every required signature part of the “deal”.

The above attempted explanations merely illustrate that if someone wants to “find a way”, then it is quite possible because regulations and procedures are quite porous. It also illustrates that using the company itself as a “resource” can be extremely effective for those “insiders.” For example, it is quite possible for a multi-millionaire not to pay a single penny in taxes (and I mean “nothing”).

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 “machines” 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 “those stupid elected officials” 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 “open.”

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.

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