F O U R T H G E N E R A T I O N T H I N K I N G
Freedom is the ultimate human condition. It can be defined as “being without limitations”. When we achieve this state, our resources – especially our interdependent relationships and leverage – are so strong that virtually anything we can conceive, we have the power to execute. This is creation, the ultimate human accomplishment.
The process, once again, is a fourfold one, although every stage is both independent and interdependent at this level of achievement.
C1. Conception (VISION!)
This is the process of creating the eventual reality in our minds, first. We visualise it to the point where it becomes effectively real.
C2. Planning
This is a process of empowerment – a form of leverage – where we visualise all of the resources we’ll need to bring our concept to reality. We begin the process of realisation by externalising our ideas, usually on paper or computer.
C3. Preparation
We now begin marshalling our own – and other peoples’ – resources. We apply leverage. We call on our interdependent relationships. We put everything in place ready for the final step.
C4. Execution
We now act on our plans and preparations, applying all necessary leverage and resources to bring our original vision to physical reality. We’ve completed the process of creating something that didn’t previously exist.
This ability to create sets us apart from all other inhabitants of the animal kingdom. Their “creations” are the product of instinct, like the spider’s web, the beaver’s dam or the bird’s nest. It’s programmed into them at birth. Spiders ONLY build spider webs.
The Key to Freedom
Because complete independence is not possible – it’s a myth, as we saw earlier – we need interdependent relationships in order to offset our weaknesses and enhance our strengths. For that to take place, so that we can overcome our limitations and execute whatever we can conceive and visualise, people must be able to trust us. They need to be absolutely certain that we will never abuse their resources, or use those resources – and their trust – to gain advantage over them.
Trust is the external effect of a single cause: personal integrity – the ultimate human attribute. Self-esteem is its internal effect.
It’s exquisitely ironic that this entire process excludes the sharks and the shonks in network marketing from ever attaining this ultimate level of accomplishment. Because they’re so utterly dependent on their own self-defeating, Win-Lose behaviour, they can never rise above the lowest level, which explains why they never last. They soon move on in search of fresh prey. The real tragedy is that they exploit so many others in the process.
But how do we achieve this level of trust? How do we prove to our independent colleagues that they can trust us to do the right thing?
Remember our earlier discussion about the distinction between value and usefulness? About how we must value people regardless of what they can offer us if we want to succeed in this business? Remember what happened when we sponsored our new distributors? They had nothing to offer but the potential we could see in them. They were dependent on us for everything… training, support, encouragement, advice, practical assistance. Everything.
We demonstrated our unselfish motives by valuing them enough to help them achieve independence, then by working side by side to achieve interdependence. The fact is, we’ve already proven our integrity to them, over and over. They need no further proof of our honourable motives. We wouldn’t even be at that level of accomplishment if we hadn’t been trustworthy.
Here’s a more accurate perspective of the whole process than the linear context of the Freedom Continuum (see chart).
Dependence is the lowest level of a three-tiered pit. There are four steps up to the first level – independence. Those steps are the four learning activities: Experience, Observation, Formal Tuition and Emulation.
Notice, though, that there are no more steps.
So how do we reach the next level – interdependence? And what happened to the four teaching steps: Example, Formal Tuition, Delegation and Duplication?
Turn back to the Freedom Continuum. Look closely at the learning and teaching activities. Can you see any relationships? (Click here, then click on the chart to return here)
Did you recognise (there’s that word again) that the teaching steps are actually an inversion of the learning steps? In other words, they mirror each other. Look at this chart…
Learning
Teaching
4. Emulation
1. Example
3. Formal Tuition
2. Formal Tuition
2. Observation
3. Delegation
1. Experience
1. Duplication
What it means is this: you achieved independence – with the help of your own sponsor (mentor, parent, etc.) then you climbed back down the steps!
Why? For what possible purpose?
Because you valued the people down there – all those dependent, “useless” individuals whose potential independence you could clearly visualise as the result of your own experience. Having achieved the prize yourself, you wanted to share the benefits with them!
In a very real way, you’ve actually created their independence: you conceived it, you planned it, you prepared for it and then you acted on it.
Is it any wonder, then, once you fill the first level with strong, independent people, that they co-operate with you to reach the next level through interdependent, synergistic accomplishment? They can now visualise their ultimate freedom as a result of you teaching (sharing) your own perspective, knowledge, attitudes and skills.
Together, on a foundation of integrity, trust and co-operation, you can all scale the final wall to achieve true freedom. All your limitations will have been overcome.
Can you see, now, WHY Network Marketing works? (As opposed to HOW it works – the products, the reward plans, the structures and methodologies?)
And why it’s so different to other business systems – despite the superficial similarities in its structures and methods?
It’s the unseen principles that set it apart as uniquely Fourth Generation.
It’s not too hard to recognise why most people fail in MLM, either.
Yet again, they miss the differences because they become distracted by similarities. They look at the world’s only Fourth Generation business system, see that it employs a familiar organisational structure and familiar methods to FIRST generation business systems … and fail to recognise the profoundly different, unfamiliar set of principles by which it’s driven and on which its success depends.
Will you make the same mistake?
Another, “real world” perspective
©1998 The Profit Clinic. All rights reserved. This page updated 1 October 2005.
