In my opinion, organizations need to embrace the notion that during periods of change it is critical to ensure that policies and procedures are in place to identify individuals contaminated with “Foolish Observations Orchestrating Losers (FOOL) Syndrome” as a by product of significant change. It is important for organizations to acknowledge that during periods of change, the greatest risk to successful change is posed by contamination of the mass with “Foolish Observations Orchestrating Losers (FOOL) Syndrome” as opposed to a “Creative Ordinate Omnipresent Leader (COOL) Syndrome”. In this New World Order where there are persistent changes, be it through mergers and acquisitions or restructurings and reorganizations, the only constant which is assured over time is that of change. In order to be able to compete in this New World Order, there is one of two generic techniques. The first technique which I refer to as “Foolish Observations Orchestrating Losers (FOOL) Syndrome” is predicated on the notion that when one feels threatened, in either fact or appearance, of losing their job, their home, their family, their wealth or any other “Raison D’être”, one’s innate savage survival instincts tend to kick in, whereby one becomes frustrated with the change, to the point that one can become foolish to the point of creating fictitious observations in order to orchestrate a revolution of losers against the Change. For example, if one feels uncomfortable with the Change Leader because the proposed changes are contrary to one’s personal preferences, one may commence to twist, turn and manipulate everything that the Change Leader says and does into something perverse, inappropriate or inacceptable in order to take the Change Leader out when in actuality one has entered into the “Protect My Ass” bout. Taking this example one step further, when one person starts to have foolish orchestrating observations due to their “Protect My Ass” bout, there tends to be a spread like bacteria of everybody commencing to twist, turn and manipulate everything in order to protect their own to the point that “CLICKS” are formed and the “Truth” does not exist anymore. Taking this example to the extreme, when everybody within an organization has entered into the “Protect My Ass” bout and then brought their entire families, race, religion and culture into the fight, forget about trying to determine who is wrong or right. That is, once the “Truth” has been smeared by everyone having entered into the “Protect My Ass” bout, there is no longer any trust, any honesty, or any integrity such that not even “Chief Inspector Jacques Clouseau” could figure out the “Truth” as everyone has twisted, turned and manipulated all facts and circumstances to protect their own, to the point that everybody seems to have gone mad, such that every bodies behaviours have become bad. As is evident from my Hyperboles above, this type of approach is destructive, counterproductive and chaotic by its nature. For the record, Hyperbole is defined as the use of exaggeration as a rhetorical device or figure of speech. It may be used to evoke strong feelings or to create a strong impression, but is not meant to be taken literally. Now I would like to focus on the second technique which I refer to as “Creative Ordinate Omnipresent Leader (COOL) Syndrome” whereby one does not need to revert to a barbaric “Foolish Observations Orchestrating Losers (FOOL) Syndrome” approach because one has a creative mind ordinate by God who is omnipresent and leads such that the “Truth” will ultimately set everyone free.
In summary, I refer to “Change Management Gangnam Ivan Style” as the belief that Hyperboles best illustrate that “Foolish Observations Orchestrating Losers (FOOL) Syndrome” requires a “Creative Ordinate Omnipresent Leader (COOL)” leader with a creative mind ordinate by God who is omnipresent and leads such that the “Truth” will ultimately set everyone free.
PSY - Gangnam Style:
In my opinion, organizations need to embrace the notion that during periods of change it is critical to ensure that policies and procedures are in place to identify individuals contaminated with “Heartless Yoyo Pigs On Crazy Rude Idiot Train (HYPOCRIT) Syndrome” as a by product of significant change. It is important for organizations to acknowledge that during periods of change, the greatest risk to successful change is posed by contamination of the mass with “Heartless Yoyo Pigs On Crazy Rude Idiot Train (HYPOCRIT) Syndrome” as opposed to a “Healthy Open No-nonsense Equal Straight Talk (HONEST) Syndrome”. In this New World Order where there are persistent changes, be it through mergers and acquisitions or restructurings and reorganizations, the only constant which is assured over time is that of change. In order to be able to compete in this New World Order, there is one of two generic techniques. The first technique which I refer to as “Heartless Yoyo Pigs On Crazy Rude Idiot Train (HYPOCRIT) Syndrome” is predicated on the notion that when one feels threatened, in either fact or appearance, of losing their job, their home, their family, their wealth or any other “Raison D’être”, one’s innate savage survival instincts tend to kick in, whereby one becomes frustrated with the change, to the point that one can become heartless, like a yoyo on a string, to the point that one becomes like a crazy and rude pig, riding on the idiot train, as if one was born with no brains. For example, if one feels uncomfortable with the Change Leader because the proposed changes are contrary to one’s personal preferences, one may commence to create heartless fictitious stories about the Change Leader, which are so ludicrous that others will follow suit, because everyone wants to give the Change Leader the boot. Taking this example one step further, if everyone starts to behave like “Heartless Yoyo Pigs On Crazy Rude Idiot Train (HYPOCRIT)”, the general rule of strength in numbers will tend to prevail, when in actual fact the numbers represent a click who have ulterior motives, which are far from pure, such that Academy award acting and storytelling is what they conjure. Taking this example to the extreme, when people have behaved like complete and utter idiots, they can never turn back, but rather must stick to their stories until the end, for admission of guilt would tend to create a Boomerang effect, whereby the “Heartless Yoyo Pigs on Crazy Rude Idiot Train (HYPOCRIT)” would suffer shame, dishonour and disrespect while the Change Leader would be restored to grace, which would never be allowed by the heartless two-face. As is evident from my Hyperboles above, this type of approach is destructive, counterproductive and chaotic by its nature. For the record, Hyperbole is defined as the use of exaggeration as a rhetorical device or figure of speech. It may be used to evoke strong feelings or to create a strong impression, but is not meant to be taken literally. Now I would like to focus on the second technique which I refer to as “Healthy Open No-nonsense Equal Straight Talk (HONEST) Syndrome” whereby one does not need to revert to a barbaric “Heartless Yoyo Pigs On Crazy Rude Idiot Train (HYPOCRIT)” approach because one has a healthy and open mind, which does not need to resort to non-sense in order to succeed, but rather with equality in mind and straight talk abilities, the HYPOCRITS will be exposed for the world to see.
In summary, I refer to “Change Management Gangnam Ivan Style” as the belief that Hyperboles best illustrate that “Heartless Yoyo Pigs On Crazy Rude Idiot Train (HYPOCRIT)” requires a “Healthy Open No-nonsense Equal Straight Talk (HONEST)” leader with equality in mind and straight talk abilities for the HYPOCRITS to be exposed for the world to see.
PSY - Gangnam Style:
In my opinion, organizations need to embrace the notion that during periods of change it is critical to ensure that policies and procedures are in place to identify individuals contaminated with “Respectless Uneducated Delinquent Etiquette (RUDE) Syndrome” as a by product of significant change. It is important for organizations to acknowledge that during periods of change, the greatest risk to successful change is posed by contamination of the mass with “Respectless Uneducated Delinquent Etiquette (RUDE) Syndrome” as opposed to a “Peaceful Open Likeable Intelligent Tolerant Etiquette (POLITE) Syndrome”. In this New World Order where there are persistent changes, be it through mergers and acquisitions or restructurings and reorganizations, the only constant which is assured over time is that of change. In order to be able to compete in this New World Order, there is one of two generic techniques. The first technique which I refer to as “Respectless Uneducated Delinquent Etiquette (RUDE) Syndrome” is predicated on the notion that when one feels threatened, in either fact or appearance, of losing their job, their home, their family, their wealth or any other “Raison D’être”, one’s innate savage survival instincts tend to kick in, whereby one becomes frustrated with the change, to the point that one can start to behave like a wild monkey in the jungle creating nonsense with no respect for anyone other than “Me, Myself and I” like an uneducated delinquent with zero etiquette. For example, if one feels uncomfortable with the Change Leader because the proposed changes are contrary to one’s personal preferences, one may commence to disrespect the leader by utilizing uneducated tactics such as defamation, slander or political character assassination. Taking this example one step further, one may create or join a “Click” inside in order to take their uneducated tactics one step further by generating propaganda in mass when in actuality it is the “Propagandators” who are covering and protecting their respective ass. Taking this example to the extreme, one may join a “Mob” outside in order to reinforce the defamation, slander or political character assassination in force. However, after multiple attempts of respectless uneducated delinquent attacks, the “Propagandators” will have cried wolf one too many times after which the truth will be set free, and everyone shall see, that the “Propagandators” breath is centered on internal issues with their own mental health. As is evident from my Hyperboles above, this type of approach is destructive, counterproductive and chaotic by its nature. For the record, Hyperbole is defined as the use of exaggerationas a rhetorical device or figure of speech. It may be used to evoke strong feelings or to create a strong impression, but is not meant to be taken literally. Now I would like to focus on the second technique which I refer to as “Peaceful Open Likeable Intelligent Tolerant Etiquette (POLITE) Syndrome” whereby one does not need to revert to a barbaric “Respectless Uneducated Delinquent Etiquette (RUDE) Syndrome” approach because one has peaceful spirit of mind, which is open to friendly debate, and thus creates a mixture of intelligence and tolerance which is likeable by the human race.
In summary, I refer to “Change Management Gangnam Ivan Style” as the belief that Hyperboles best illustrate that “Respectless Uneducated Delinquent Etiquette (RUDE) Syndrome” requires a “Peaceful Open Likeable Intelligent Tolerant Etiquette (POLITE)” leader who will ultimately create a mixture of intelligence and tolerance which is likeable by the human race.
PSY - Gangnam Style:
Interview with myself as broadcast on http://eliteradionetwork.com/Iv-Cindric so that all can see that I could be their businesses’ perfect cup of tea.
In my opinion, organizations need to embrace the notion that during periods of change it is critical to ensure that policies and procedures are in place to identify individuals contaminated with “Selfish Arrogant Lying Tantrums (SALT) Syndrome” as a by product of significant change. It is important for organizations to acknowledge that during periods of change, the greatest risk to successful change is posed by contamination of the mass with “Selfish Arrogant Lying Tantrums (SALT) Syndrome” as opposed to a “Spiritual Universal Good Altruistic Rational (SUGAR) Syndrome”. In this New World Order where there are persistent changes, be it through mergers and acquisitions or restructurings and reorganizations, the only constant which is assured over time is that of change. In order to be able to compete in this New World Order, there is one of two generic techniques. The first technique which I refer to as “Selfish Arrogant Lying Tantrums (SALT) Syndrome” is predicated on the notion that when one feels threatened, in either fact or appearance, of losing their job, their home, their family, their wealth or any other “Raison D’être”, one’s innate savage survival instincts tend to kick in, whereby one becomes frustrated with the change, to the point that one can start to become selfish, only thinking about “Me, Myself and I”, combined with an arrogance to shine but needing to resort to tantrums of lies to compensate for one’s lack of abilities and ties. For example, if one feels uncomfortable with the Change Leader because the proposed changes are contrary to one’s personal preferences, one may commence “Animal Tactics” such as backstabbing, frame jobs, conspiracy set-ups and political character assassinations. However, taking this example one step further, such techniques which may be effective in the short-term, generally lead to the creation of a jungle atmosphere, whereby everybody commences behaving like an animal to the point of the creation of a safari. Taking this example to the extreme, once the animal instinct pretext kicks-in only “Noah” can tame the insane, and restore order amongst the delinquents in the “Rat Race”, by creating an “Arc” to wipe the slate clean and then starting all over in the right direction of respect, integrity and honesty. As is evident from my Hyperboles above, this type of approach is destructive, counterproductive and chaotic by its nature. For the record, Hyperbole is defined as the use of exaggerationas a rhetorical device or figure of speech. It may be used to evoke strong feelings or to create a strong impression, but is not meant to be taken literally. Now I would like to focus on the second technique which I refer to as “Spiritual Universal Good Altruistic Rational (SUGAR) Syndrome” whereby one does not need to revert to a barbaric “Selfish Arrogant Lying Tantrums (SALT) Syndrome” approach because one’s spirit, combined with universal, good, altruistic and rational values, morals, principles and ethics predicated on honesty, integrity and respect will ultimately prevail and animalistic savage conspiracies will fail.
In summary, I refer to “Change Management Gangnam Ivan Style” as the belief that Hyperboles best illustrate that “Selfish Arrogant Lying Tantrums (SALT) Syndrome” requires a “Spiritual Universal Good Altruistic Rational (SUGAR)” leader who will ultimately prevail and animalistic savage conspiracies will fail.
PSY - Gangnam Style:
In my opinion, organizations need to embrace the notion that during periods of change it is critical to ensure that policies and procedures are in place to identify individuals contaminated with “Rough Uneducated Delinquent Egoist (RUDE) Syndrome” as a by product of significant change. It is important for organizations to acknowledge that during periods of change, the greatest risk to successful change is posed by contamination of the mass with “Rough Uneducated Delinquent Egoist (RUDE) Syndrome” as opposed to a “Spiritual Honest Righteous Educated Wise Direct (SHREWD) Syndrome”. In this New World Order where there are persistent changes, be it through mergers and acquisitions or restructurings and reorganizations, the only constant which is assured over time is that of change. In order to be able to compete in this New World Order, there is one of two generic techniques. The first technique which I refer to as “Rough Uneducated Delinquent Egoist (RUDE) Syndrome” is predicated on the notion that when one feels threatened, in either fact or appearance, of losing their job, their home, their family, their wealth or any other “Raison D’être”, one’s innate savage survival instincts tend to kick in, whereby one becomes frustrated with the change, to the point that one can start playing rough using streetwise uneducated techniques of the delinquent kind in order to satisfy one’s internal egoistic, “Me, Myself and I” drive. For example, if one feels uncomfortable with the Change Leader because the proposed changes are contrary to one’s personal preferences, one may commence “Rough Tactics” of getting one’s street thugs on board who may not be educated scholastically but are duly educated in the art of “gangsterism” to behave as savage delinquents to take out the Change Leader’s reputation in order to raise the Delinquent Egoist inside via the backdoor rough house approach. Taking this example one step further, if the Delinquent Egoist on the inside has contacts with the underworld on the outside, the battle can cross the walls from within and further cross geographic parameters in order to fictitiously tarnish the Change Leader’s reputation gangster style. Taking this example to the extreme, if the Delinquent Egoist is affiliated with a large enough click, the click can all create the same fictitious stories multiple times so that the Egoist Delinquent is believed when in actuality all the Delinquents have done is create a false defamatory story multiple times. As is evident from my Hyperboles above, this type of approach is destructive, counterproductive and chaotic by its nature. For the record, Hyperbole is defined as the use of exaggerationas a rhetorical device or figure of speech. It may be used to evoke strong feelings or to create a strong impression, but is not meant to be taken literally. Now I would like to focus on the second technique which I refer to as “Spiritual Honest Righteous Educated Wise Direct (SHREWD) Syndrome” whereby one does not need to revert to a barbaric “Rough Uneducated Delinquent Egoist (RUDE) Syndrome” approach because one’s spirit, combined with honest and righteous values, morals, principals and ethics, combined with education and wisdom, will allow direct communication to flow which will expose the true Delinquents for their dirty low blows.
In summary, I refer to “Change Management Gangnam Ivan Style” as the belief that Hyperboles best illustrate that “Rough Uneducated Delinquent Egoist (RUDE) Syndrome” requires a “Spiritual Honest Righteous Educated Wise Direct (SHREWD)” leader who will expose the true Delinquents for their dirty low blows.
PSY - Gangnam Style:
In my opinion, organizations need to embrace the notion that during periods of change it is critical to ensure that policies and procedures are in place to identify individuals contaminated with “Blaming Lying Egotistical Egocentric Disciples (BLEED) Syndrome” as a by product of significant change. It is important for organizations to acknowledge that during periods of change, the greatest risk to successful change is posed by contamination of the mass with “Blaming Lying Egotistical Egocentric Disciples (BLEED) Syndrome” as opposed to a “Spiritual Exponential Elation Disciple (SEED) Syndrome”. In this New World Order where there are persistent changes, be it through mergers and acquisitions or restructurings and reorganizations, the only constant which is assured over time is that of change. In order to be able to compete in this New World Order, there is one of two generic techniques. The first technique which I refer to as “Blaming Lying Egotistical Egocentric Disciples (BLEED) Syndrome” is predicated on the notion that when one feels threatened, in either fact or appearance, of losing their job, their home, their family, their wealth or any other “Raison D’être”, one’s innate savage survival instincts tend to kick in, whereby one becomes frustrated with the change, to the point that one can start blaming everyone else for one’s inner demons of egotism and egocentrism which desires power and control like Disciples of blame looking to ultimately win the survival game. For example, if one feels uncomfortable with the Change Leader because the proposed changes are contrary to one’s personal preferences, one may commence blaming the Change Leader for everything under the sun dating back to kingdom come. Taking this example one step further, one may commence blaming the Change Leader for persecutions of one’s ancestral roots looking for ways to play the race card in one’s favour to give the Change Leader the boot. Furthermore, taking this example to the extreme, one can start to spread rumours that the Change Leader is somehow related to Hitler, Mussolini, Stalin or some other symbol which one hates in order to tarnish the reputation of the Change Leader behind the scenes, so as to put a knife in their back, without a single drop of blood, although the Change Leader’s reputation has been destroyed by spineless, malicious, egotistic and egocentric scum. As is evident from my Hyperboles above, this type of approach is destructive, counterproductive and chaotic by its nature. For the record, Hyperbole is defined as the use of exaggerationas a rhetorical device or figure of speech. It may be used to evoke strong feelings or to create a strong impression, but is not meant to be taken literally. Now I would like to focus on the second technique which I refer to as “Spiritual Exponential Elation Disciple (SEED) Syndrome” whereby one does not need to revert to a barbaric “Blaming Lying Egotistical Egocentric Disciples (BLEED) Syndrome” approach because one learns to develop their spiritual core, so that the good wolf prevails from within, by exponentially feeding the good wolf inside, to the point of elation, while contemporaneously quelling the bad wolf inside, always ready to bounce, when one is unable to their ego denounce, their internal evil pounce.
In summary, I refer to “Change Management Gangnam Ivan Style” as the belief that Hyperboles best illustrate that “Blaming Lying Egotistical Egocentric Disciples (BLEED) Syndrome” requires a “Spiritual Exponential Elation Disciple (SEED)” leader who will quell the bad wolf inside, always ready to bounce, when one is unable to their ego denounce, their internal evil pounce.
PSY - Gangnam Style:
In my opinion, organizations need to embrace the notion that during periods of change it is critical to ensure that policies and procedures are in place to identify individuals contaminated with “Get Rich Easy Equals Dirty (GREED) Syndrome” as a by product of significant change. It is important for organizations to acknowledge that during periods of change, the greatest risk to successful change is posed by contamination of the mass with “Get Rich Easy Equals Dirty (GREED) Syndrome” as opposed to a “Need Equals Equilibrium Deeds (NEED) Syndrome”. In this New World Order where there are persistent changes, be it through mergers and acquisitions or restructurings and reorganizations, the only constant which is assured over time is that of change. In order to be able to compete in this New World Order, there is one of two generic techniques. The first technique which I refer to as “Get Rich Easy Equals Dirty (GREED) Syndrome” is predicated on the notion that when one feels threatened, in either fact or appearance, of losing their job, their home, their family, their wealth or any other “Raison D’être”, one’s innate savage survival instincts tend to kick in, whereby one becomes frustrated with the change, to the point that one can start to look for short cuts to protect one’s turf including set-ups, back stabbing and cons of the intellectually disturbed dons. For example, if one feels uncomfortable with the Change Leader because the proposed changes are contrary to one’s personal preferences, one may commence to enter the soap opera world, looking for a way to knock the Change Leader astray, while stepping on their head in order to be able to stay, while getting rich easy by playing dirty psychological games without any regrets or shame. Taking this example one step further, one may create a fictitious harassment suit against the Change Leader in order to destroy their reputation and their livelihood so that they are taken out without anyone ever casting a single doubt. Furthermore, taking this example to the extreme, even if the worst case scenario arises and the truth is divulged, the damage to the Change Leader will have been done, while the guilty assassins will walk away scot free under the law, because unless they confess, the laws protect those who create artificial duress. As is evident from my Hyperboles above, this type of approach is destructive, counterproductive and chaotic by its nature. For the record, Hyperbole is defined as the use of exaggerationas a rhetorical device or figure of speech. It may be used to evoke strong feelings or to create a strong impression, but is not meant to be taken literally. Now I would like to focus on the second technique which I refer to as “Need Equals Equilibrium Deeds (NEED) Syndrome” whereby one does not need to revert to a barbaric “Get Rich Easy Equals Dirty (GREED) Syndrome” approach because one learns to accept what they have as satisfaction of their basic needs, such that when business is combined with personal, family and religious equilibrium seeds, one does not need to commit dirty deeds for a bigger piece of the pie for which others choose to lie.
In summary, I refer to “Change Management Gangnam Ivan Style” as the belief that Hyperboles best illustrate that “Get Rich Easy Equals Dirty (GREED) Syndrome” requires a “Need Equals Equilibrium Deeds (NEED)” leader who will win the fight against soap opera harassment duress created by those who will never confess.
PSY - Gangnam Style:
In my opinion, organizations need to embrace the notion that during periods of change it is critical to ensure that policies and procedures are in place to identify individuals contaminated with “Me I Lie and Nag (MILAN) Syndrome” as a by product of significant change. It is important for organizations to acknowledge that during periods of change, the greatest risk to successful change is posed by contamination of the mass with “Me I Lie and Nag (MILAN) Syndrome” as opposed to a “Can I Nicely Do Right Overall (CINDRO) Syndrome”. In this New World Order where there are persistent changes, be it through mergers and acquisitions or restructurings and reorganizations, the only constant which is assured over time is that of change. In order to be able to compete in this New World Order, there is one of two generic techniques. The first technique which I refer to as “Me I Lie and Nag (MILAN) Syndrome” is predicated on the notion that when one feels threatened, in either fact or appearance, of losing their job, their home, their family, their wealth or any other “Raison D’être”, one’s innate savage survival instincts tend to kick in, whereby one becomes frustrated with the change, to the point that one can start to fabricate stories and lies to protect one’s ass, while at the same time nagging everyone to death, such that everyone assumes that it is the actual liar who has somehow gotten screwed. For example, if one feels uncomfortable with the Change Leader because the proposed changes are contrary to one’s personal preferences, one may commence to make-up fictitious stories about the Change Leader in order to take them out without anyone suspecting that it is all just a fabrication of lies leading to the Change Leader’s demise. Further to this example, if one is promoted for telling lies, others in the environment will start to do the same because human nature tends to lead to behaviours which are rewarded. Taking this example one step further, if one starts to nag that the Change Leader has caused one some sort of irreparable damage to the point that everyone becomes convinced that the Change Leader is mentally insane, an innocent, model, law-abiding citizen will have been wrongfully accused while the actual criminals are rewarded for their creative conjure. Taking this example to the extreme, if one person is rewarded for sadistic and masochistic behaviours of the mentally insane a spiral effect will tend to lead to an organization of delinquents. As is evident from my Hyperboles above, this type of approach is destructive, counterproductive and chaotic by its nature. For the record, Hyperbole is defined as the use of exaggerationas a rhetorical device or figure of speech. It may be used to evoke strong feelings or to create a strong impression, but is not meant to be taken literally. Now I would like to focus on the second technique which I refer to as “Can I Nicely Do Right Overall (CINDRO) Syndrome” whereby one does not need to revert to a barbaric “Me I Lie and Nag (MILAN) Syndrome” approach because one is confident that over the test of time, those who do what is morally and ethically right will ultimately win the fight, against conjuring delinquents who are overly uptight, and ultimately rise above the destructive lying might.
In summary, I refer to “Change Management Gangnam Ivan Style” as the belief that Hyperboles best illustrate that “Me I Lie and Nag (MILAN) Syndrome” requires a “Can I Nicely Do Right Overall (CINDRO)” leader who will win the fight against conjuring delinquents who are overly uptight.
PSY - Gangnam Style:
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