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Strategy


Now that you are familiar with the basics of personal communications, and the approach to take when discussing Technocracy, something should be said about the overall strategy we have as an organization in terms of who to contact in this manner. Obviously, you should not limit your activities too much, as the subject of Technocracy could come up at any time, and you should be ready to present it in an as interesting and professional of a way as possible. However, these are some guidelines to use to focus your efforts and gain maximum results.

For any organization, especially those with limited resources, it is crucial to make the most efficient use of those resources as possible. There is a simple way to think of this in the form of a basic equation, and it goes like this:
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Thus, the greater the results you get from any particular activity, process, or strategy, and the lower the amount of effort and resources you have to put into it, the more efficient it is. This may seem to some as overly simple, but it is not always the way people think. Be sure in your Technocracy activities that you always keep this equation in mind, especially when comparing more than one way of doing things.

Obviously, in promotions, the two key results we are looking for is in awareness and members. Both are good, but the latter is preferable, just not always possible. The key resource on a most basic level is that of man-hours (not to exclude women but simply to use the more common term for clarity). You may recall man-hours being on the Three-Curve Chart (entitled: “Irreversible Trends Shape America's Destiny”), and their relationship to production and automation (man-hours per unit). Automation in that case was the efficiency factor in terms of human resources, and as we could see that the greater that efficiency was, the less man-hours it took for any given level of production.

Thus, we are looking to gain as much awareness, and as many members as possible while spending as little time as possible to do so. The primary factor in this case can be called receptivity. This is a general measure of how receptive a person is to Technocracy. If you have already spoken to people about Technocracy, then you will no doubt have noticed that some people seem to take to the idea rather readily, and require little instruction or attention, while others don't even want to hear about it no matter what you say. If you have not had such experience, simply talk to a Technocrat who has been doing this for a while and they will be able to verify this.

If we were to imagine that these two types of people were on or near the extreme ends of a one-dimensional spectrum,
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you would note that there are many places in between that people could fall in terms of their own receptivity. If there was a way to quantify this, it would obviously be easier, but even if a way were to present itself, it would most likely be very difficult to determine beforehand. Irregardless, it is possible to gauge roughly how receptive a person may be to the idea of Technocracy. It is a very hit-and-miss thing at first, but over time you will know how to estimate a person or group's receptivity better as you gain experience.

We can then expand this graph into the second dimension, with the y-axis denoting population.
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Now, no studies have been done on what levels of population have any particular receptivity to Technocracy, so we have to rely on our experience to tell us. It may be that there is an inverse relationship, and that the most people have the lowest receptivity,
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and that only a very few have the highest. It could be that a Gaussian distribution (better known as a bell-curve) more accurately represents this trait of people.
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Obviously the shape of this chart would change from location to location, and from time to time. But since we cannot quantify it, we have to use our own judgment in determining its shape.

One thing that experience has shown is that there are very few people with a high receptivity to Technocracy, and a lot more with lower amounts. I personally believe that the Gaussian distribution is the most likely situation, but that is only based on my own experience. Even if it is the case, the “hump” of the curve may be centered toward the lower end,
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making our job just that much harder. For the time being however, it may be easier to simply think of this shape as a triangle, or pyramid, which I call the Pyramid of Receptivity.

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Now, in keeping with our priority of maximum efficiency, and with knowledge of receptivity, we can begin to formulate our overall organizational strategy.

It should be obvious by now that the most efficient way to use our resources would be to target people and groups that have the highest estimated receptivity, as they will require the least time and resources to teach and recruit. There will be very few of these, and they will likely be scattered. However, once reached, we will then have that many more members after having expended little effort, and thus our resources will have increased. This will give us the additional resources, in terms of man-hours, funding, and expertise, to tackle the next strata down, which will require somewhat more time and effort to recruit. Once they are reached, our resources are again increased, and we are ready for those next down, and so on. In this way we are able to make the best use of whatever resources we have, and thereby achieve maximum results in the quickest time. As I'm sure you are aware, in this late stage of the Price System, we have very little time indeed to carry out our mission. Efficiency is thus vital.

How long and how hard will it be to reach those at the bottom, you ask? It will not really be necessary. It has long been known that for a popular movement to “take off”, only a certain percentage of the population needs to support it. At that point, we will have enough of the key people we will need, as well as the backing of popular support, to more easily swing the tide in our favor. In fact, it will at that point seem to take on a “life of its own”, and is a case that needs to be very carefully handled, but that is a challenge well beyond the scope of this book.

So who are these people at the top of the receptivity scale? How do we find them? These are questions that will have to be thoroughly investigated by every member of this organization, both on their own and in concert. We have thus far only scratched the surface in terms of figuring out this puzzle, but as we each gain in experience and share it with others, the knowledge of the organization as a whole grows. What we can offer is what we know or understand at this time. Future editions of this manual will of course be continually updated as new information is acquired.

First on the list and most obvious would be environmental groups and people. These people are already aware of some of the problems of the Price System, but don't be fooled. Some are only there because they enjoy having a “pet cause”. Others are thinking only locally, and seek to benefit directly from their activities (such as stopping the pollution of a local river). Some are mere attention-seekers. But often these groups do indeed attract those with a mind towards ecology, and it is to them that the benefits of Technocracy may appeal. For those particularly familiar with ecology, you may want to demonstrate how Technocracy is very much like that field, in that it is the study of many different things and their interrelationships. Remember to do your research first! Be aware of both ecological principles as well as those issues of immediate interest to that group. You may also wish to become familiar with the idea of “Systems Thinking” (see Chapter 7), especially if you are taking the ecology approach. Also be sure to use appropriate literature to the task; The Ecology of Man would be ideal in this case.

Another thing to keep in mind is that often these people have a dim to hateful view of technology, and thus Technocracy may come off sounding bad. In this case you may want to wait on introducing the actual word until you have more clearly demonstrated that the idea is all about how to make proper use of technology, and that having an industrial society that is non-wasteful and sustainable is a practical possibility. Always be sure to say that if they are really interested in learning how and why this works, that our Study Course will give them all the answers they need in the quickest and easiest way.

Engineers and scientists are often the sort of people that like concepts like Technocracy, so they may prove fertile ground as well. However, you will most likely find that as they get older, new ideas are less appealing to them than their professional career, or other aspects of their lives. Unfortunately, younger ones tend to be far busier, working hard to try and make a name for themselves, and while they may have the interest, often don't have the time. Still, if you can make contacts in this area, then it would be of great benefit to the organization. Be sure to read Chapter 6 first, as Professional Contact is discussed in greater length there.

Overall you may find that younger people are more interested in new ideas and change than older people. This makes university, college, and even high-school students excellent groups to introduce Technocracy to. Be sure that you are familiar, at least somewhat, with how to approach and deal with these people, as most are not interested in the “outdated” ravings of a bunch of “old people” (I have run into this, so don't laugh too hard). If there are younger members of your group or Section, it is often best to get them to tag along, or if they are very competent themselves, they can try it alone, or with other young members. Remember that in approaching any group, the greater the similarity of the member(s) involved to them, as well as the member's familiarity with them, the greater chances of success.

One often overlooked group of people is science-fiction fans. Science fiction has a huge following, and events such as conventions happen all over the world, often with hundreds or even thousands of people attending. These people are often very eager to hear new “technical” ideas, especially if they have the “air” of the future to them. Many of them also can see that our current society is headed for disaster (especially fans of the “cyberpunk” subgenre; refer to novels of authors such as William Gibson), and most like to look ahead to a more positive future, where technology saves us from our problems. This last trait is well exemplified in a television show called “Star Trek”, in which humans have developed a moneyless society much like Technocracy. If you are familiar with the show at all, you can use it as a good example of what some aspects of Technocracy might be like in the future.

One thing to stress to these fans though is that this kind of society is not decades or centuries away, as most of them think. Not only is it possible now, but has been for decades! This may shock them a little, but that is an excellent time to offer to show them exactly how it is done. Many are technically oriented or at least curious enough to listen to what you have to say. If you can, make as much use of examples of projected Technocracy technology as possible (such as Urbanates, or the Flying Wing), with as many visual aids as possible.

As you can see, with any group that you approach, it is important that you understand as much about their interests and even sub-culture as possible. This is an extension of what was discussed earlier in the Basics of Promotion, where you have to learn to “speak the other person's language.” This will facilitate the flow of information and hence the comprehension level of the person or people you are speaking with. As always, try to find other members who have done this already, and get advice and/or help from them.

So now you should have a good idea of the basics of Technocracy promotion. We talked about how basic communications between people is conducted, and how to better take control of that process so as to make Technocracy easier and more interesting to learn. We then went over the basic approach on how to convey this information in sequence, although over time you will learn how to modify this to your needs on a case by case basis. Lastly we looked at the overall strategy of promotion for the organization as a whole, to keep in mind as you conduct your mission of education.

There are yet many other ways to promote and advocate Technocracy, but first we must take a look at how to organize your projects, and the projects in your group, because this will apply to virtually all of your future Technocratic activities. As we have just mentioned, it will help you make the most efficient use of you and your group's resources, and thus make you a more effective Technocrat.