EG,
ABSOLUTELY, YOU GOT IT. A normal employee would assume that his normal employer would not see any value in inflicting such a program on his/her employees. Also, not all LGATs look like Landmark, but may contain the same 'technologies'.
It is possible that the project 'sponsor' (at any level of the corporation) could have been sold LGAT, without understanding the implications, or,
as 'not moses' indicated in an earlier post, the organization, itself, may have been infiltrated.
As one point in my journey of figuring out what dangerous b.s. this stuff is, I worked for a Japan-based OD company. This organization had a training center 'on' the Great Wall of China. Leaders, including Bill Gates, flew in to this facility for DAYS of group work. I, naively thought that it was useful for leaders and their teams to get away from the office environment; that this change of scenery promoted fresh thinking. Now, I think this was 'milieu control'...and, facilitated 'thought reform'.
It can be very subtle, and, it is often premised on some 'study' that is frequently cited but nobody really looks at, or discusses.
I think the James Damore case at Google is a perfect example of this, and one we can valuably discuss in this forum. It provides a clear example of an organization that has replaced its business agenda with a social engineering, 'thought reform' agenda.
Its SUBTLE.
ABSOLUTELY, YOU GOT IT. A normal employee would assume that his normal employer would not see any value in inflicting such a program on his/her employees. Also, not all LGATs look like Landmark, but may contain the same 'technologies'.
It is possible that the project 'sponsor' (at any level of the corporation) could have been sold LGAT, without understanding the implications, or,
as 'not moses' indicated in an earlier post, the organization, itself, may have been infiltrated.
As one point in my journey of figuring out what dangerous b.s. this stuff is, I worked for a Japan-based OD company. This organization had a training center 'on' the Great Wall of China. Leaders, including Bill Gates, flew in to this facility for DAYS of group work. I, naively thought that it was useful for leaders and their teams to get away from the office environment; that this change of scenery promoted fresh thinking. Now, I think this was 'milieu control'...and, facilitated 'thought reform'.
It can be very subtle, and, it is often premised on some 'study' that is frequently cited but nobody really looks at, or discusses.
I think the James Damore case at Google is a perfect example of this, and one we can valuably discuss in this forum. It provides a clear example of an organization that has replaced its business agenda with a social engineering, 'thought reform' agenda.
Its SUBTLE.