People simply follow the principle of least action that underlies not just all organizations, but all of physics (Veritasium, 2024). So, they would take the most efficient, cost effective, and productive path possible—if it weren’t for barriers that management structures put in their way. Blue Organizational Solutions is uniquely qualified to remove these barriers. As explained in the eBook below (1) welfare, health and safety (2) learning capacity and (3) available time—all increase.
Doubling Down on Time
Background. As a child, I learned to tell time on a pendulum wall clock in the living room. Every morning, my father wound the clock. So began my dance with time. My mother’s German father, Otto, passed down being lefthanded and dyslexic to me, offset by my father’s half-Danish mother, Anne, who also passed down being lefthanded but not dyslexia. As a dyslexic German southpaw, Albert Einstein also had a heightened feel for time and found it stopped at light speed. As a dyslexic Danish southpaw, Niels Bohr won the Nobel Price in 1922 for his contribution to quantum mechanics, the year after his friend Einstein had won for his contribution. As for me, I identified the organizational quantum state and a needed intervention.
The two sides of time. Picture how time looks from the front and the back of a clock, as in the diagram. As you can see, time zeros out, as do most equations in physics, working equally well going backwards in time. “Making up for lost time” and “there’s no time like the present” take us back to zero time in our distant past—long before clocks—as we evolved and battled for survival with rival hominids. Having won out, we turn the fight on each other with the social fabric degenerating into a hierarchy of racial and class prejudice. Once organizations learn about the timeless alternative from Blue Solutions’ intervention, quality takes priority over time and productivity increases, as W. Edwards Deming showed in Out of the Crisis (1982). But without the intervention, companies fixate on time, as the White Rabbit did in Disney’s Alice in Wonderland—people and productivity needlessly suffering:
I’m late, I’m late, for a very important date! No time to say “Hello, Good Bye” I’m late. I’m late. I’m late!
Dr. Blue’s book. Tool Making to Making Time, available as an eBook off this website, provides examples of how an intervention turns the quantum state in organizations to their advantage, in sharp contrast to the damage being done before the intervention. In the study, events at Arthur Andersen, Boeing, Care Partners Plus, Fort Lewis College Business School, General Motors and others underscore the need for the intervention. In sharp contrast with the intervention at Harley Pump and Sunbelt Plastics that then directly benefited from the underlying quantum condition, rather than falling victim to it. Also explained in the study, the intervention enables schools to have student teams present the subjects in class at an A-level (Glasser, 1998) and enables hospitals to fully engage patients in their care teams to dramatically improve the care and minimize fatal medical errors, otherwise the third leading cause of death after heart attack and cancer (Makary, 2016; Makary and Daniel, 2016).
On the bright side. The eBook shows how an overlooked Midlevel in organizations holds the key to a superposition of all the management positions, which stabilizes the management structure. Tom’s Blog posts present vignettes based on his study. As an engineer, attorney, labor arbitrator, head of the Philadelphia Region for the War Department during World War II, and head of industrial psychology at Case Institute of Technology; A. B. Cummins (“ABC” to his students) noted “Anyone fortunate enough to have experienced this explosion of talent and energy has seen the unblocking of…basic human drives.”
On the dark side. Dr. Blue’s eBook also shows that without a social-analyst intervening to staff the missing Midlevel in organizations, the opposite happens. At a teaching hospital in London, Isabel Lyth found the mere hint of employees working to staff this level on their own risk losing their jobs. As psychologist Solomon Asch found, then complicity gets in the way of an organization’s goals. Moreover, as Zimbardo and Milgram‘s experiments showed, most people in a position of authority or if directed by an authority figure harm coworkers (Kendra Cherry, 2023). Joanne Faulkner (2005) found the behavior rooted in Freud’s death drive that in organizations “finds specific pleasure in what is most painful.” The renown Canadian psychiatrist Elliott Jaques, M.D., PhD (1995, Human Relations, Vol. 48 No. 4, page 344) referred to such a workplace as an “unpleasant paranoiagenic zoo.”