3DN Business as Bridges
Business as Bridges
- When I say “look past the objects to see the relationships” I am talking about a shift in point of view that I find useful in understanding system function. At various times in my writings I have used relationships, connections, bonds and bridges. I am using bridges as the generic term to describe what is necessary for the flow of value in the system. Each of Us and each organization to which We belong exists as a function of the bridges We maintain. An exchange of value creates a bridge and the volume and duration of the exchange widens and strengthens it.
- Perhaps we could use the bridges that make up General Electric Corporation (GE) as an example. When we look at GE as an object, it is one of many companies competing in the market place, part of a oligopoly controlling the market place, or perhaps part of the “ruling elite” controlling everything. If we look at the value flows that create and maintain GE, there are three main categories – owners, employees and customers. Owners are people who buy stock in GE and they will continue to “own” GE so long as the stock price keeps going up and or the dividends are adequate. The employees, including top management, will continue to work for GE so long as working conditions are not onerous and the wages are adequate. Customers will continue to buy GE products so long as the price is competitive and the product has adequate quality.
- GE makes its decisions (through its Board of Directors and Management) as a function of the need to continue the value flows across each of the bridges to each of its owners, employees and customers. If the stock price goes down it will lose owners and the stock will go down further. If it cannot attract the required employees it will not be able to produce quality products and it will lose customers. If you ever bought a light bulb that didn't work you might sever your bridge with GE and buy Phillips from now on.
- GE will also maintain other bridges. It has bridges with investment bankers, lawyers, accountants and suppliers and makes campaign contributions to politicians. When GE says “this policy is bad for GE” that idea flows across all of GE's bridges and resonates with every person and every organization receiving value at the other end of each of those bridges. That is power - but it is power based on GE's ability to maintain all those bridges – so it is the cumulative power of all of the people involved. GE could go the way of Enron in an instant if people stopped sending value across GE's bridges.
- As a hypothetical - what would happen if it were discovered that GE had engaged in transactions with the government of Sudan in violation of US law and against the sentiment of its owners, employees and customers – government contracts would be withdrawn, outraged owners would sell their stock, employees would resign and customers would stop buying product. That is the power of the planetary mind and why GE would never do such a thing.
- When we speak in “resistance” about “power elites” or “corporations” exercising their power to oppress the poor and destroy nature, we are asking every person who obtains value from a bridge to such as GE, to burn that bridge. Frankly, most people are not going to do that. On the other hand, if we build new bridges around healthy local economies and healthy local ecosystems, people will choose to maintain those bridges instead of the old ones. I think of that as the power of conscious evolution - and, where we can show the “power elites” and the “corporations” how they can benefit, they will be eager to participate as well.
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