Machiventa Melchizedek, Planetary Manager and Planetary Prince
- Celestial teaching and training techniques
- The new direction of decision-making
- The current and coming cataclysms
- Making positive, constructive proactive decisions
- Decision-making document soon available
- Using the values to sustain communities and societies
- The connection between values, decision-making, organizations and societies
- Problem of honesty in media
- Personal decision-making versus groups
- Making compromises
- Using the schematic in compromising
- What should be our target audience?
- Corporate decision-making process
- The seven core values and the will-command
- The will-command is a moral command
- The future of the Internet
- The small group that will carry the seven core values forward
- Is the decision-making model practical for the corporate world?
- A question about money and the will-command
- Closing statement
Transmitter/Receiver: Daniel Raphael, PhD
Team members present: Roxanne Andrews, Craig Carmichael, Liz Cratty, Jeff Cutler, and Stéphane Labonteé
April 23, 2018
MACHIVENTA: Good morning, this is Machiventa Melchizedek. It is a delight to be here with you once again. Many of you have noted a change in the energy of our work, even those who are not a part of this immediate distribution and having received these papers over the years, and even those who are out of that distribution have noted a significant change in the development of events around them in their contemporary world. I will explain this change to you now. We have been proceeding for a number of years with the idea given to you, many of you, of a corporate structure of some type that would be used to disseminate our work and particularly to develop this work. This has developed over several years, at least for us it has been well over 30 years, and for some of you who are aware, it has only been within the last 5, and some only within the last couple of years. The direction of our work has changed suddenly for many of you, approximately 90 degrees if you can accept that metaphor.
1. Celestial teaching and training techniques
Before I continue with the new direction, I want to make you aware of our teaching and training techniques. We do not mean this to be offensive to you, nor to minimalize your consciousness or your participation in the events. What is most important is your sincerity and your dedication to follow our guidance and follow our lead so that we can accomplish all that we can within the time and development of events, and that is this: Just as you, oftentimes when you are raising your children, you use some means to coax them into a direction of training and development. Early in their lives you expose them to music, you expose them to dance, you expose them to various arts, media forms and writing, and storytelling and so on. So little by little you find what is of interest to them and you feed them more and more evolved forms of what interests them. And over the time and over the years they develop these skills to the extent that they could in fact choose this as their profession or as a wonderful avocation for them in their life.
You have done this also with animals; you have seen in the old time circuses where they have taught a dog to jump through a burning hoop. This is done step-by-step, little-by-little, growth-by-growth until the acceptance of the fire in the ring is made together and the animal jumps through the ring successfully. We, in the morontial and spiritual realms do this with mortals. We bring you along in an area that interests you to produce developments, develop products, develop ideas and concepts that are functionally useful for us in the development of the Correcting Time. We have used the enticement of rewards, which almost never come, much to your disappointment, but as the Melchizedeks say, “Disappointment, disappointment, disappointment leads to much growth on the inner spiritual realm.” We have brought many of you along through this corporate structure development with the enticement of some monetary means to make that corporate structure functional. And in the meantime, we have gotten everything that we have wanted from this process so that you have produced many wonderful things for us that we can now use in the next development.
2. The new direction of decision-making
And that next development is this: Having gone the course for so many years, we have now come to a sudden halt and have changed 90 degrees. The new direction is that of decision-making. Decision-making is primary to all that is done in the human life, even animals make decisions—sometimes animals make conscious decisions to do what they do in following that decision. For mortals, it is a process of teaching you how to make new decisions, decisions that take you in new directions.
The seven core values were developed and revealed to you as new values that must underlie decision-making that develops into the sustainability of your world. From those seven values there is a morality that develops out of that, and these are not the “should do’s and the shouldn’t do’s,” but what you must do in order to become sustainable, both as an individual and as a family, and as a society and civilization. This morality is proactive; it is based upon the seven values, and from the morality evolve ethic statements, those things that tell people “how to” fulfill the moral proactive value interpretations.
Values ► Morality ► Ethics
- Values underlie the decisions responsible for the survival of our species;
- Morality is a set of rules to guide human decisions and actions to prevent destructive life-altering behavior of human interaction; and
- Ethics provide the explanations of “how to” fulfill the rules of morality.
Yes, this seems awfully simple, does it not, that just a simple process of making decisions will change the direction of your cultures, and this is foundational to culture bending, which we have discussed with you previously. It is necessary that the culture of societies and nations change, such that they are bent in the direction that is positive and constructive that leads to peace and social stability, and eventually social sustainability. This is a process of making decisions that begins with the values being taught in the family. We have discussed with you the family structure before, the enculturation, the socialization and the indoctrination of children in how to make positive, constructive decisions that guide their life in positive ways. Of course, essential to that whole process is not to entertain negative, self-destructive decisions and actions and thinking.
3. The current and coming cataclysms
This may seem as though we have betrayed you; that we have sold you short; that you will not be the beneficiaries of large corporate structure to fulfill all that we need to have done. Yet, we have spoken to you before about the approximate time of the cataclysms which have already begun. Several of those cataclysms have not even come into being, yet you have seen the disastrous results of the weather and meteorological cataclysms that are occurring around the world. The reason for this sudden 90 degree shift is because those cataclysms will become more intense and more proximate to your time. In other words, there simply is not time—which would be 3-5 years—for you and us to co-creatively develop a corporation and foundational structure into an operation that teaches locally and internationally to families how to raise children this way.
4. Making positive, constructive proactive decisions
By teaching individuals the methods for making positive, constructive proactive decisions, both individually and in families, communities and particularly for organizations, you can change the course of your societies very rapidly. The course of a nation could be changed quite rapidly within 5-10 years, not for just a few hundred people or a thousand people as may benefit from a corporate family training structure, but would be able to train tens of millions and hundreds of millions of people around the world. The times in the future will require people to avidly search the Internet for how to resolve many social problems that are developing. As you can see in many of your democratic nations, they are already being engulfed by social, political and economic problems that are washing across their populations and causing a great deal of difficulties. France is only one of several nations that are an example for this problem: How do you include minorities and all others in the process of social stability? Where are the answers? And this is where your search will take you; your searches on the Internet will take you to those solutions that we have provided to you and will provide to you in the near future.
5. Decision-making document soon available
You may soon find some of those documents at a new web site, which has been developed by two of the members of this NOCO team: www.7corevalues.org This is a new site still under construction, and will have many of those documents available to you. The “Decision-making Document” is still in formulation and will be available within the next week to 10 days. You, as parents who have raised more than one child, and particularly having raised one child, you know of the stubbornness that they have when they come into their teen years when they have a sense of self-identity, self-authority and worldly knowledge way beyond their years, and that they know the course that they want to pursue. And so, you as a parent have to be diligent in how you assist the child to conscientiously and ethically make decisions that guide them in a positive direction. You would have a fair idea of this, of its difficulty in doing this if you had 3 or 4 sons—or girls—who were strong headed and had particular and even peculiar ways of living their lives and making their decisions.
[NOTE: The “Decision-making Document” is available from: (Link) and is entitled,
“The Moral and Ethical Decision-Logic of the Seven Organic and Universal Values.”]
6. Using the values to sustain communities and societies
We have given you the rather coarse metaphor of us herding cats in helping to train you to make proper decisions that are constructive in nature and help your societies, nations and your civilization. That however is a bit coarse as I have admitted. Rather the process that we have is one of helping to train and raise difficult but intelligent and highly capable and competent children to come into their adulthood that contributes to themselves, their eventual children and to future generations. That is our situation now, and so we have begun the training of decision-making to assist you to make those decisions. We are particularly interested, as we have said numerous times before, in you carrying the decision-making process involving these seven values and the morality and ethics into your organizations. We have not told you, however, that what is essential in that process is that your organizations survive. Your organizations are the means by which individuals can work to develop their communities and their societies; people are identifiable, organizations are identifiable, but your communities and your societies are not. They do not have addresses: where you have a precise address and your organizations do, so it is essential that individuals and organizations develop themselves and make decisions in a manner and way using these values to help sustain your community and societies.
7. The connection between values, decision-making, organizations and societies
As you see, there is an intimate connection between values, decision-making, organizations, societies and the maintenance and development and social evolution of your communities and societies. And the agent for societies, of course, are your governments at all levels, that make it possible for your families to develop into socially sustainable family organizations that train the next generations to become sustainable, competent, responsible, contributors to your family, community, organizations and their society. What is missing now in your democratic nations is that your organizations and particularly your governments are not making decisions that support the development of functional families as generators of future generations of competent, capable and responsible decision-makers and leaders. As you can see now from this explanation, it is essential that decision-making come to the forefront of all of our work and your contributions to your societies and your families. This is a totally co-creative effort, one in which we are intimately acquainted with and well versed in how to bring this about. Yet, because of our co-creative relationship, it is necessary that we teach you and train you how to make those decisions that support your own social stability and a thriving future.
If you have questions regarding this, please ask them. If you have other questions relating to past issues, you are invited to ask them as well.
8. Problem of honesty in media
Jeff: Thank you very much for your vote of confidence in getting the web site going. I have a couple of questions that are tangent to this, but they have to do with the teaching of seven core values. In the syllabus that is tentative at the moment, Liz and I have emphasized the idea that those people who are in design and validation teams need to be direct and honest and forthcoming about their personal biases or their personal view of the world so that others could understand the empathy of positions on various issues of discussion about solutions. I have 2 questions about that and the first one is: we are bombarded at the moment by accusations of fake news. It seems to be that fake news has been around since just after inventing of the moveable type, but honesty in media has become very problematic and how can we fit into our work for the seven core values the emphasis upon honesty, especially teaching children about seven core values? How can we bring that into the discussion?
MACHIVENTA: One moment. It is as with any family; it is essential that the parents be honest and truthful and that the truth is congruent with the seven values. What the parents teach is what they espouse and support, and that they live this life and they speak about the truth and being honest between the partners and with the children. This is part of the enculturation, as part of the democracy; the democratic process is dependent upon honesty and truth-talking. It is also a part of the socialization of children. If children are not raised with truth-making and honesty, then they will be the generators of future generations that are dysfunctional. Honesty and truth-making are part of functional families and functional societies. It is essential that these children are indoctrinated in truth-making and how to do that, and what to do when they are confronted with falsities and untruths, lying and so forth. The comparison between a truth-making family and a family that is dysfunctional creates an immense contrast that can be appreciated even by young children who have visited and stayed overnight with their friends and their families. It is essential that examples of truth-making be given to children of what happens when truth-making is not important to others, and that lying and deceit are the seeds of destruction of the lies of individuals, their careers and their future families.
9. Personal decision-making versus groups
Stéphane: I have a follow-up question on decision-making. Some decisions involve individual personal decision-making, some involve groups of people, such as family, society and government. Are you proposing that the seven core values act as the value base for all such decisions? Can you differentiate the decision-making process for individuals as opposed to groups?
MACHIVENTA: This is very similar to the family situation, that this must be introduced to the group and supported by those executive decision-makers who see the benefit of this. And, it is particularly so in large mega organizations the strategic decision-making that involves 10-100 years be made with these values in mind. The values for a group, or let us say for a corporate organization, is that there must be an introduction—much like introducing a cat to a family where there are 3 dogs; there will be much suspicion about what is being introduced as it could be very bad for those in the household—and so this must be introduced as a new way of thinking. It creates a cultural and cognitive dissonance to a high degree. It must be “sold” to the group to appreciate what the strategic plan of the board of directors is all about. For a large organization, making a profit and staying in business and being operational in the next 3 years and 5 years is easy to see, but making decisions that anticipate a much different future requires the adaptability of the seven values and adaptability is inherent in decision-making using those values. Am I getting off track for answering your question?
10. Making compromises
Stéphane: No, I think this is good. Personal decisions can be rationalized individually. But group decisions will be challenged with differing opinions which will result in compromise. In reaching a consensus across a group, there are inevitably some compromises to be made. One example would be to reduce dependency on hydrocarbons for maintaining planetary quality of life; this cannot be achieved instantly at once but can be reached by making many small compromises along the way to get to the ultimate goal of zero dependency on hydrocarbons. Can you comment on the compromises that will have to be made along the way?
MACHIVENTA: Yes. I will not be specific, as those would be specific to your situation, but what we have used to teach new individuals who have crossed over from being mortals to the morontial realm, is to show them the decision-making process that they used before and show them the parallel process and values. Both will have different outcomes, and in your situations it will be necessary for both decision-making processes to be intact as you move forward through the years, so that people can see that there is great wisdom in using the seven core values and its morality for decision-making. But, in some ways it creates immense compromises for the immediate time. How you, as an executive, deal with that will be a group process as well.
11. Using the schematic in compromising
We suggest that you also use the process of the Schematic—the bottom half of the schematic that we have devised with This One—going from desired results to expectations, from expectations and beliefs and so on. In particular situations of the compromising activities, you must examine the unexposed assumptions involved in those expectations and beliefs. That is where the crux of the difficulty of dissention and differences of opinions occur between individuals. When those are exposed and examined and validated in light of the seven values, then you can move backwards again to the interpreted values that your organization and individuals have as those are interpretations of the seven core values. When you have that documented in front of you, you can move back and forth from any of the columns to discern what is occurring in the group. And yes, there will be very definitive differences, particularly when it requires dividends and profits to stay in business and to keep your market share. This is the difficulty that you will have, others will have, as you move into the future, a future that is unsustainable at present, but must become sustainable both for profit making organizations and for governments, and particularly for the public body at large.
12. What should be our target audience?
Jeff: If we do not have 3-5 years to work out our game plan, so to speak, there is a limited amount of time and energy and resources at our end, and my question to you is should we be concentrating our effort on families that have pre-teens or teenagers through the school system, or should we be targeting corporations? What should our target audience be in the immediate future?
MACHIVENTA: My dear friend, you continue to give us the “if/should” complex, which is something that we do not usually like to walk into easily or gently. The “if/should” probabilities are ones that you will have to deal with yourself. It is not that we are abandoning you, but you know that we operate in a comprehensive manner where we do not overlook any one group and the answer to your question is, “Yes, you should address children; yes, you should address those in school; and yes, you should address those young adults and particularly those who are in organizations and corporations.”
This is not a scolding to you, but rather something an older brother would tell you, “It isn’t working,” and that the method forward is to address all possibilities as they arrive to you and as you are capable of enhancing in your own personal situation. One thing you forget in your “if/should” situation is that the need to change has not been readily made apparent to the people of your democracies. The “if/should” will go away almost immediately when it becomes apparent that societies are in the process of destruction and disintegration, but most people do not realize, as you have said, in the metaphor of the frog in the boiling water, is that people do not appreciate the grand nature of their destruction around them as it occurs slowly over time until it engulfs their complete social, political and economic situation.
Your many nations—several nations—are now in that situation. There still is a good and wonderful standard of lifestyle available for many in these nations, even as the destruction of their society is occurring around them. What your societies are lacking are those individuals who are prescient and capable of seeing the trends of the future immediately in the surroundings around them to give warning to everyone around them. The problem for that, of course, is much like the child who cries wolf too often so that people eventually disregard that warning and continue on their way until the circumstances around them devour them.
In your question, and in my answers, is that we appreciate your question and we want you to think in larger terms, but be enabled and capable to apply the answers to your life situation for you individually, personally where you live, in the circumstances of your life.
Jeff: Thank you.
13. Corporate decision-making process
Stéphane: Yes, Machiventa, I’d like to propose a vector of possibilities in this question and answer that was just discussed. My corporation uses a decision-making process that is published and evolved from Stanford University (Link).: This particular decision-making process is not value based. Pushing academic research toward the seven core values would be fruitful because I know corporations are looking for ways to help them make solid decisions for their investments and for longevity. I’ve tried to steer recent decision-making cases recently encountered towards the value base with the seven Core Values in mind.
MACHIVENTA: And we thank you.
14. The seven core values and the will-command
Stéphane: Along those lines, Machiventa, you’ve talked about decision-making, the seven core values in organizations and societies, but you haven’t linked this to the will-command. Once a decision is made, the will-command must come forth. You’ve talked of the criteria for effective will-commands such as being non-ego based, not made in fear, and with no harm to people. Can you link the decision-making process to the will-command as it was given in previous lessons?
MACHIVENTA: Yes, most certainly. Thank you for your question. The seven core values set the morality for the will-command, that it takes everyone into consideration for life. You do not want to make a will-command that violates the life and well being of others. When we speak about life, we mean the actual living life of an individual that separates them from death. Once that is assured, then the quality of life is encompassing. The quality of life is a motivating factor that takes into account that of growth and equality. You might say that the quality of life is a summation statement for living with growth and living with equality. Those two values set the stage for the development of the quality of life a person or a society desires.
15. The will-command is a moral command
The will-command is a moral command; it is proactive in nature; it does not violate any of these values. It, through the value equality, takes into account the empathy of the individual who is making the will-command. It sees the will-command as an act of compassion so that it fulfills something that others cannot do themselves and co-creatively with spirit who is the co-creative partner in the will-command to fulfill it. This through the love of humanity, as one loves themselves, is a fulfillment of Christ Michael’s presence in that will-command and those decisions and the use of those values. The seven core values are inseparable, and the morality of those values is inseparable from the will-command.
16. The future of the Internet
Jeff: I’m going back over some older material. Quite some time ago, you told us that there were things that were taking place around or about the Internet that from your side, from your view of the world were not positive at all, and here we are talking about using the Internet pretty exclusively to get our message out. Has your concern ceased about that? We are bombarded at the moment by the intrusion of privacy by the corporations that are not being forthright about what they are doing with their information. Is there a comment that you could make at this time about that?
MACHIVENTA: Yes and most gladly. The Internet is not much different than some of the design problems that early aeronautical engineers faced when they were beginning to design airplanes to exceed the speed of sound—the sound barrier. They would try this and they would try that, and they would try different designs of what worked and what did not. And so the process of moving the Internet toward truth-making, honest decision-making, and transparency is a trial and error process that must be gone through in order to improve the device or the process. In this case, the Internet is still a very young; it is a novice; it is now beginning to be initiated to the real world of deception and dishonesty and lack of transparency, and so this is a trial that must be experienced and overcome by those individuals who do make value decisions concerning the public welfare of the media.
The earlier question about the media being honest and transparent is one that has not been resolved; it is one that also involves the Internet and the social media organizations and processes that are now existing. The process of the media being honest and forthright is a testament to the necessity of the seven values being made in decision-making that a morality thereof is necessary for the Internet to survive and in fact, for democratic societies to survive. What is missing in the process is the due diligence of the politicians and executive decision-makers making value decisions as what works and what does not work on the basis that supports transparency, honesty and truth-making, with those decisions being founded on the seven values.
17. The small group that will carry the seven core values forward
Stéphane: : Machiventa, along those same lines, if you look at history, revolutions appear when there is a weakness in the system and a very small group of people manage to organize themselves to carry the day. You see that in the creation of Communism when the Tsars were overcome; you see that in the Nazi system, whether or not it is aligned with Christ Michael’s Correcting Time. The point is that there is a moment of weakness and an organized group comes over and sets the tone for the next few decades. Do you foresee the Internet surviving the next cataclysm, the next moment of weakness? Is the next moment of weakness going to completely obliterate society as we know it now? And is what we are doing now creating that small group of people that will carry the day, hopefully, in this next moment of weakness where the seven core values will carry society through its next phase of existence?
MACHIVENTA: I thank you for your statement. I will respond to that. You are exactly right and correct in your observation and analysis that our work here on Urantia through the Correcting Time is one of being the sensitive group, the key group that will prepare the ground for the new era that is now in the process of being developed. The group carries forward past the cataclysms into the survival and reconstruction of your societies and nations. It is important that they be in possession of these values and the documents that support sustainable societies, particularly democracies. It is important therefore to us, Christ Michael’s Correcting Time teams, that the Internet survives, and yes it will survive, and yes there will be a key core group who understands the nature of the Internet that it must be maintained in a forthright, honest and revealing transparent manner. They will see the importance of the seven values as this is what sustains the longevity of civilizations through effective communication. The deceptions and lying and manipulation of the public are travesties of trust; they are violations that will go deep into some organizations and corporations and in fact, … [Interruption in Daniel’s TRing from a glitch the conference call process.]
MACHIVENTA: Yes, so what you see and you can appreciate is that yes, we want to disseminate these concepts of the Correcting Time and the morality and decision-making to the broadest base of individuals around the world. It is important that someone can say or point the way to “It’s over here! The way out of the dark cave is over here!” and so people follow the person’s voice and see the light at the end of the tunnel and the cave and they proceed to safety. That is what we desire now, and in using the decision-making model to progress, is our hope that organizations will begin recognizing the necessity of this, particularly for strategic long-term survival. Short-term survival can be assured to some degree by using the model of decision-making that does not involve values. The trouble with that is that the fact of immorality can occur. If you are currently aware of the billion dollar fine that the Consumer Financial Protection Bureau has put on Wells Fargo, you can understand that such dishonest decision-making costs money in the real realm and is not a factor that helps sustain a corporation of any size. As I said, using the seven values is a decision-making process in a model that will move from the strategic into the tactical and then into the everyday process of decision-making for your personal lives and raising your children.
18. Is the decision-making model practical for the corporate world?
Liz: Back to Stéphane’s question about moving this decision-making model into the corporate world, one of the things that strikes me about the co-creative design team model is that it is a very small group of people making tiny little decisions that interlock with one another. Part of that, I think, the small team of seven people making these decisions that work together, either with other teams or other decisions, it seems to be easier to be transparent in people’s prejudices and erroneous ideas. Am I thinking about this correctly, first of all, and second of all, is this practical for the corporate world?
MACHIVENTA: Thank you first of all, Liz, for filling in the blanks in my training module here, is that yes, the small team is an essential part of any organization of any size. And yes, it is useful to have one team make decisions or options for decision-making that can contribute to another group. And yes, several teams can be useful to approach or attack a common problem from various angles. Listen to this closely—“co-creative design team” means that in the co-creative design team there is a Transmitter/Receiver and Melchizedek present to guide the process and to dissolve the erroneous thinking of team members. In a “design and validation team,” there is no Transmitter/Receiver and no Melchizedek that is providing input. In the latter case, you are dependent upon the good thinking of the various roles, particularly the facilitator and the consultant, and in this case the consultant would be a mortal, but one who has a great deal of experience and can lend insights into the problem that they are trying to resolve that others do not have. Does this answer both of your questions?
Liz: Yes, it does. Thank you and I misspoke. I know that you had asked us not to use that particular term from this design group when it does not include a celestial and I misspoke, but I do understand the differentiation. Thank you for your answer.
[This is Daniel: You know where the phrase misspoke came from? (Liz: I do not.) It came from President Nixon, who eventually resigned for lying. He said, “I must have misspoke.”]
19. A question about money and the will-command
Stéphane: Machiventa, I have a question about money. We will-command help from celestials if it is in alignment with Christ Michael’s Correcting Times. Obviously, humans in history have made will-commands that are not aligned; we can think of many examples—you have mentioned Adolf Hitler. Money can be used to command people. I am thinking money provides people with power for will-commanding. Can you comment on this and how the use of money can be steered to its rightful intent to fulfill Christ Michael’s mandate?
MACHIVENTA: Certainly and I appreciate your question. First of all, money is only a means to a desired end, including wealth, power and fame, which garners itself as authority, meaning position; power and control are also only a means to further ends. When we speak with you as using the will-command, it is not for money. In your use of the will-command it is essential that you use it for the ends that are desired. We have found repeatedly and consistently that mortals who have been granted great deals of money, or even small amounts of money, use it for ends that they desire and they often change their mind once they come into possession of money, and then they use it for other ends for which they had not consulted with us. So our advice is to pray and command for the desired ends and leave the means for fulfilling that to the celestials.
Craig: Money sure doesn’t solve everything!
MACHIVENTA: Let me further comment, that the means are the motivating factors to get something done. The will-command motivates celestials, including angels and celestial teachers, midwayers and others to fulfill the will-command. It is important that you understand that we are here as your means to help you co-creatively fulfill a desired outcome. What has occurred in Western culture, which now has diffused itself to most of the world cultures, is that money and materiality are seen as the means and the desired ends, and that what has been truncated is that now money has become the desired end in itself and this is very, very dangerous for people to assume. It makes the decision-making almost backwards from the way it needs to be operated.
Stéphane: Thank you!
20. Closing statement
MACHIVENTA: I would like to bring today’s session to a close, as we have expired many of your questions, though I know many still remain. If it is possible, let us meet again in 2 weeks, as is our regular schedule to continue our discussions. I am sure that in the meantime you will become aware of material that will give you more things to think about and more questions to ask. As closing for today, we bless you as you think, as you reflect on your life and the lives of others; reflect upon where you work, the decision-making of others. We appreciate your diligence to acquire knowledge and wisdom and use that wisdom to guide your decision-making in positive ways. Surely the history of humanity, which has a 30,000 year history of failed organizations, would give you much to think about and much to appreciate in the work that we are doing now. You must also appreciate that the traditional model of morality and decision-making is one that leads to failure, and that a new model of morality and the values that underlie decision-making must be made as forthright and obvious to you and obvious to others. What is missing is the strategic appreciation for what these values can do over the long-term, particularly in the term of national existence and survival and to thrive into a future that transcends all failed history of organizations of the past. Thank you and good day.
For a simplified course in logical ethical and moral decision-making please visit
“The Moral and Ethical Decision-Logic of the Seven Organic and Universal Human Values” is a free PDF download:. 40 pages, 9,500 words. Straight forward and easy to read. Enjoy.
Machiventa Melchizedek - New Era Transition 38 - April 23, 2018 - Daniel Raphael, Colorado, US
Received by Daniel Raphael, Ph.D.
Session: April 23, 2018