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"WAGE SLAVES"
and
Pyramid Organizations



The Greatest Networker on Earth

Woven in the fabric of human history is a continuous conflict between two organizational concepts. Simply stated, this conflict is "top-down" vs. "bottom-up." Taken to an extreme, the "top-down" concept of the Pyramid Organization has produced totalitarian control and oppression. In contrast, the "bottom-up" concept of the Networking Organism has been an integral part of all human aspirations for freedom, whether religious, political or economic.

The Pyramid Organization

The "top-down" hierarchy, as an organizational concept and structure, got its start in Egypt several thousand years ago. For centuries, the pyramids have stood as magnificent monuments to Pharaoh's idea of his being king of the mountain with a nation of slaves on the bottom. It took 10 plagues and a leader who'd learned humility and dependence during 40 years living on the back side of the desert to "get my people out" of slavery in Egypt Land to free enterprise in the Promised Land where descendents of slaves became a free people with family farms in an agrarian economy.

The pyramid structure, however, has been the way those in control have organized and managed the rest of humanity from the Roman Army to government bureaucracies to religious hierarchies to the organizational charts of major corporations. Some characteristics of this "top-down" organization structure are:

The "top-down" Organization
* Top-down power, control & communication flow
* Leadership model based on power, personality & economic advantage
* Vertical superior / subordinate relationships
* Rigid structure
* Rewards realized at the expense of others
* Low synergy environment for the majority of people
* Creates dependence (i.e. wage slaves)

During the 1960s and 1970s, a world swirling with change forced its way to the workplace door and suddenly burst through. "In effect, our belief in the ideal of the pyramid structure, which we had talked about redesigning and improving," states John Naisbitt in his New York Times bestseller Megatrends, "came tumbling down, the victim of its outdated, top-down power structure." What was there to do? The answer to that question describes the way the new networking model evolved.

"The failure of hierarchies to solve society's problems forced people to talk to one another---and that was the beginning of networking," continues Naisbitt. "In a sense, we clustered together among the ruins of the tumbled-down pyramid to discuss what to do. We began talking to each other outside the hierarchical structure, although much of our previous communication had been channeled inside. That was the birth of the networking structure."

The Networking Organism

The "bottom-up" networking structure, however, actually burst on the historical landscape two thousand years ago. Instead of the rigidly controlled system of organization which characterized Pharoah's pyramid, this structure could be more aptly described as a living "organism" or a body made up of many parts, each with unique roles and functions but orchestrated synergistically for a common purpose.

Rather than the leadership strategy of exercising overriding authority and power over others that is so common in pyramid structures, this uncommon leadership strategy was based on the ideal of "he that would be the greatest among you shall be the servant of all."

The Solitary Life who was the source of this concept was born in an obscure village to a peasant woman. He grew up in another village where He worked as a carpenter until he was thirty. Then for three years He became an itinerant preacher. He never went to university. He never wrote a book. He never held public office. He never had a family nor owned a home. He never put His foot inside a big city nor traveled even 200 miles from His birthplace. And though He never did any of the things that usually accompany greatness, throngs of people followed Him. He had no credentials but Himself.

He recruited a team of twelve men in a country under military occupation by a foreign power. His three key leaders were entrepreneurs, self-employed fishermen. After three years of ministry, his network of followers were only 120 people. While He was still young, the tide of public opinion turned against Him. His followers ran away. He was turned over to his enemies and went through the mockery of a trial. He was sentenced to death on a cross between two thieves. While He was dying, His executioners gambled for the only piece of property He had on earth - the simple coat He had worn. His body was laid in a borrowed grave provided by a compassionate friend. But three days later He arose from the dead - living proof of who He claimed to be.

Nineteen centuries have come and gone and today He is the central figure of the human race. On our calendars His birth divides history into two eras. This one Man's life has furnished the theme for more songs, books, poems and paintings than any other person or event in history. All the armies that ever marched, all the navies that ever sailed, all the governments that ever sat, all the kings that ever reigned have not changed the course of human history as much as this One Solitary Life.

After His departure from earth, His network of only 120 followers regrouped. After the empowerment of His presence, they multiplied to 3,000 in a day and the world at that time was turned upside down in a single generation. Today, his followers of every culture and language around the world number in the millions. Upon examination, some of the dynamics of this "bottom-up" structure include:

The "bottom-up" Organization
* Bottom-up personal empowerment & communication flow
* Leadership model based on service and sacrifice
* Horizontal "peer" relationships
* Fluid & flexible structure
* Rewards realized by empowering others
* High synergy environment for the majority of people
* Creates Self-Reliance

Network marketing is just an expression of this "bottom-up organism" concept that properly implemented can enable almost anyone to build a recurring, residual income business in the information economy by transforming one's human resource assets into ownership of one or more income-producing assets. In this new era, that can be your means for achieving personal financial freedom - example.