CASUALTIES OF CRISIS A definition: The word “crisis” in the Chinese language is written by combining two characters—one which by itself means danger; the other, a symbol designating opportunity. From time to time changes occur in the environment which create a significant disturbance of the sameness of everyday life. Changes can be positive or negative or neutral. When they are of such a magnitude that a significant number of individuals have to rearrange their accustomed points of reference, the result is personal crisis. Personal crisis multiplied becomes group, neighborhood, and national crisis. A change has occurred in the structural fabric of The Stelle Group. Where someone had always been, there now exists a void. Functions which had been performed are still being performed but a human being is not only the function he performs. A human being is also a reference point. Some humans are reference points for only a few other humans. Some are like beacons along the coast and are used by many others to locate themselves and to maintain course. It is inevitable that reference points change from time to time—that one’s parents pass on—that one changes jobs and bosses—or that one become, himself, a boss. It is also inevitable that beacons cease to function and that those who decide the course of passing ships must shift to other referents to safely make their way. Crises have developed in the group being of The Stelle Group in relation to the changes in place of certain reference points. These crises are not necessarily negative or dangerous to the survival of the group, but it is well to understand that during crisis periods previously “solved” problems can become problems again. Accepted and established goals, codes and procedures—group parameters—are tested, broken, and ignored. Sleeping dogs awake to howl and prowl until the crisis passes. During times of rapid change those who can within themselves remain the same, stable and unperturbed, function as reference points through the crisis and are essential to the continuation of the group’s goals, codes and procedures. Getting down to actual events, certain things should now be said. There have been casualties—individuals who have spun off their own previously chosen courses during this time of change. One of these was kind enough and courageous enough to define to two Trustees the nature of the images which arose within his consciousness as the changes started to occur. Without going into specific detail, these images were essentially real but were embellished by responses, emotions and ideas which made them seem to be unresolvable problems. One of the ideas which made the image/problems unresolvable was a belief that people on the Board of Trustees would not want to hear about these things. Worse, it was believed that to discuss these problems with a board member would make the person a malcontent and a complainer in the eyes of the Board and the Admissions Committee. Thus there developed over several months a number of grievances, some very real and some misunderstandings which could have and should have been aired at the appropriate place, clarified, and resolved. Unfortunately, the idea which blocked any effective communication about the problem was cleverly placed and, through gossip—reinforced. It now comes out that individuals have been literally warned not to communicate problems to responsible people in The Stelle Group. This, of course, gives power to a gossip circuit and those who have need to know about problems are often the last ones to hear. Let this be understood: members of the Board of Trustees, and managers of divisions and departments, are responsible for directing The Stelle Group on a survival course. Each individual participant is responsible to help his own manager and the Board of Directors and the Trustees to accomplish this. When a problem or a frustration occurs, each individual has the responsibility to solve the problem as close as possible in time and location to the event or transaction itself. Thus, a problem which develops with a fellow worker is best solved right there between the two of you. Failing that, a solution should be sought through appropriate offices in the group. To allow a problem to continue without direct personal effort to solve it is self-destructive and group-destructive. Newcomers to the group often make the assumption that all who are here before them are legitimate counselors and points of reference as they define their own place and role in the Group. Some of these have unwittingly sought counsel from individuals who hold no office and are thus in no position to directly assist in problem solving. To air a problem with someone who is not in a position to help in generating a solution is, in essence, to generate a gossip circuit. This can have serious karmic repercussions for both parties involved. Each of us who has been here for a time has the responsibility to direct those who seek counsel to the appropriate office established for that purpose. If you don’t know which is the appropriate office, direct the person to a Trustee. There have been recent casualties and there are at present a number of near casualties because irresponsible advice was given to not seek solutions to problems in the offices of The Stelle Group. Let it also be understood that it is not considered treason or sin for one to be in disagreement with a policy or direction being pursued by management. Channels are wide open for responsible disagreement to be aired. Those who have used these channels know that this is so. A grave disservice is performed by those who promulgate the idea that such channels are blocked or are dangerous. And think on these things: There is always an appropriate action to take. There is no problem that people of good will cannot solve through clear, clean, direct and high toned communication. The channels and offices for such communication are open and available. Use them—and thus put the dog of gossip to sleep for good. David Cysewski 5/27/74
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