"I became an immediate convert--Maslow's evidence is overwhelming. But to date very few people have paid much attention." -- Peter Drucker, 1999

"Eupsychian Management...could be regarded as Maslow's reply to Das Kapital." -- Colin Wilson, 1972 in New Pathways in Psychology

"He wrote it to bring McGregor and me down to earth." -- Peter Drucker, 1995

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"Authoritarians must be converted or they must be excluded."

"It is only when people get righteously indignant over being swindled, that people will tend to stop swindling. If swindling pays, then it will not stop."

"The definition of a good society is one in which virtue pays."

"Proper management of the work lives of human beings, of the way in which they earn their living, can improve them and improve the world and in this sense be a utopian or revolutionary technique."

In his Eupsychian Management (p. 17, et. seq.), Abraham Maslow states:

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These assumptions underlie Eupsychian Management Policy

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1. Assume everyone is to be trusted.

2. Assume everyone is to be informed as completely as possible of as many facts and truths as possible, i.e., everything relevant to the situation.

3. Assume in all your people the impulse to achieve...

4. Assume that there is no dominance-subordination hierarchy in the jungle sense or authoritarian sense (or "baboon" sense).

5. Assume that everyone will have the same ultimate managerial objectives and will identify with them no matter where they are in the organization or in the hierarchy.

6. Eupsychian economics must assume good will among all the members of the organization rather than rivalry or jealousy.

6a. Synergy is also assumed.

7. Assume that the individuals involved are healthy enough.

8. Assume that the organization is healthy enough, whatever this means.

9. Assume the "ability to admire"...

10. We must assume that the people in eupsychian plants are not fixated at the safety-need level.

11. Assume an active trend to self-actualization--freedom to effectuate one's own ideas, to select one's own friends and one's own kind of people, to "grow," to try things out, to make experiments and mistakes, etc.

12. Assume that everyone can enjoy good teamwork, friendship, good group spirit, good group homonomy, good belongingness, and group love.

13. Assume hostility to be primarily reactive rather than character-based.

14. Assume that people can take it, that they are tough, stronger than most people give them credit for.

15. Eupsychian management assumes that people are improvable.

16. Assume that everyone prefers to feel important, needed, useful, successful, proud, respected, rather than unimportant, interchangeable anonymous, wasted, unused, expendable, disrespected.

17. That everyone prefers or perhaps even needs to love his boss (rather than to hate him), and that everyone prefers to respect his boss (rather than to disrespect him)...

18. Assume that everyone dislikes fearing anyone (more than he likes fearing anyone), but that he prefers fearing the boss to despising the boss.

19. Eupsychian management assumes everyone prefers to be a prime mover rather than a passive helper, a tool, a cork tossed about on the waves.

20. Assume a tendency to improve things, to straighten the crooked picture on the wall, to clean up the dirty mess, to put things right, make things better, to do things better.

21. Assume that growth occurs through delight and through boredom.

22. Assume preference for being a whole person and not a part, not a thing or an implement, or tool, or "hand."

23. Assume the preference for working rather than being idle.

24. All human beings, not only eupsychian ones, prefer meaningful work to meaningless work.

25. Assume the preference for personhood, uniqueness as a person, identity (in contrast to being anonymous or interchangeable).

26. We must make the assumption that the person is courageous enough for eupsychian processes.

27. We must make the specific assumptions of nonpsychopathy (a person must have a conscience, must be able to feel shame, embarrassment, sadness, etc.)

28. We must assume the wisdom and the efficacy of self-choice.

29. We must assume that everyone likes to be justly and fairly appreciated, preferably in public.

30. We must assume the defense and growth dialectic for all these positive trends that we have already listed above.

31. Assume that everyone but especially the more developed persons prefer responsibility to dependency and passivity most of the time.

32. The general assumption is that people will get more pleasure out of loving than they will out of hating (although the pleasures of hating are real and should not be overlooked).

33. Assume that fairly well-developed people would rather create than destroy.

34. Assume that fairly well-developed people would rather be interested than be bored.

35. We must ultimately assume at the highest theoretical levels of eupsychian theory, a preference or a tendency to identify with more and more of the world, moving toward the ultimate of mysticism, a fusion with the world, or peak experience, cosmic consciousness, etc.

36. Finally we shall have to work out the assumption of the metamotives and the metapathologies, of the yearning for the "B-values," i.e., truth, beauty, justice, perfection, and so on.

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The Post-Capitalist Organization - Third.ORG

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Abe Maslow observed:

"The only happy people I know are the ones who are working well at something they consider important."

"Proper management of the work lives of human beings, of the way in which they earn their living, can improve them and improve the world and in this sense be a utopian or revolutionary technique."

"What shall we think of a well adjusted slave?"

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The purpose of Third.ORG is to inject eupsychian (pronounced you-sigh-key-un) activism and engineering into sick organizations. Pooled human motivation is the engine of any organization, yet our energies are being drained off and corrupted by sociopathic organizations. These are sick organizations and must be fixed.

These organizations have reduced human beings to slaves working for enrichment of D-realm executives (the "black holes" of modern society). The model worker is the "well-adjusted slave" who doesn't speak up, doesn't question authority, doesn't rock the boat, looks down, lives in fear, etc. This has made organizations motivationally hollow, inefficient and anomic. Nobody cares. Maslow caught this anomic spirit well when he said: "If it's not worth doing, it's not worth doing right." We deserve better.

Human beings are powered by B-values, which are nowhere to be found on the balance sheet. Properly tuning an organization for superiority involves not only the mechanical engineering of the physical processes, but also the B-calculus of human side of the house. When organizations are aware of and communicate their unique meaning and value to individuals, and demonstrate these values to communities and society as a whole, they build the B-gravity it takes to attract fighters and creative drivers.

Consulting and training at Third.ORG is rooted exclusively in Maslow's extensions to Douglas McGregor's "Theory Y" style of management, the eupsychian assumptions. Even though these assumptions are formidable and challenging, they deserve attention because only when they are fully developed in the culture of the organization can productivity reach the next level and also stabilize at that higher level and beyond. It's a quantum switch--turning the corner.

So Third.ORG stands strongly for Third Force leadership which focuses on human energy as well as appropriate physical technologies. To this end, we have developed the N-group (a variant of the traditional T-group) as the exclusive vehicle for development. We believe that this model is the only rational starting place for re-growing healthy organizations from the value cesspits that we have in many organizations today. N-groups build trust. Trust is the universal fuel and lubricant where human productivity is concerned.

As N-groups elect representatives to higher levels based on trust and demonstrated competence, new pathways for growth and creativity develop because individual strengths and aptitudes are correctly pooled with objective requirements of objective situations. New networks are "grown" rather than appointed and new leaders emerge from the process who are "naturals" because they are the most trusted and competent representatives of each group. And when these individuals form higher level N-groups, magic results. If you would like to explore possibilities with us, please advise

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The B-values
RE: p. 83 -- "Toward a Psychology of Being" (Second Edition) authored by Abraham Maslow
New York: Van Nostrand Rienhold (1968)
Library of Congress: 82-2071
ISBN: 0-442-03805-4 pbk.
Dedicated to Kurt Goldstein []

WHOLENESS (unity; integration; tendency to one-ness; interconnectedness; simplicity; organization; structure; dichotomy-transcendence; order);

PERFECTION (necessity; just-right-ness; just-so-ness; inevitability; suitability; justice; completeness; "oughtness");

COMPLETION (ending; finality; justice; "it's finished"; fulfillment; finis and telos; destiny; fate);

JUSTICE (fairness; orderliness; lawfulness; "oughtness");

ALIVENESS (process; non-deadness; spontaneity; self-regulation; full-functioning);

RICHNESS (differentiation, complexity; intricacy);

SIMPLICITY (honesty; nakedness; essentiality; abstract, essential, skeletal structure);

BEAUTY (rightness; form; aliveness; simplicity; richness; wholeness; perfection; completion; uniqueness; honesty);

GOODNESS (rightness; desireability; oughtness; justice; benevolence; honesty);

UNIQUENESS (idiosyncrasy; individuality; non-comparability; novelty);

EFFORTLESSNESS (ease; lack of strain, striving or difficulty; grace; perfect, beautiful functioning);

PLAYFULNESS (fun; joy; amusement; gaiety; humor; exuberance; effortlessness);

TRUTH (honesty; reality; (nakedness; simplicity; richness; oughtness; beauty; pure, clean and unadulterated; completeness; essentiality).

SELF-SUFFICIENCY (autonomy; independence; not-needing-other-than-itself-in-order-to-be-itself; self-determining; environment-transcendence; separateness; living by its own laws).

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