The SE>RQ Constitution

This is a shortend version for a 2Cp-SE>RQ approach to business, that still needs to be substantiated in practice as follows:

SE>RQ can be initiated by demanding from it employees at first 

commitment (within Re, the established frame, §1),

will to carry through (opening for applying ones own resources for §2),

readiness to learn "on the Job" (§3) und with straightforwardness in implementing ones own career plan (§4),

firmness in view of unjustified claims and reliability in implementing the insights gained (§ 5) and the allocation of the

necessary time (§6) 

This provides the necessary basis for synergy through active tolerance regarding life-fulfillment (§7) with a culture based on confidence, concerning the following fields of life and activities:  

P:
6Cp

 On behalf say of the Board of Directors, managers receive the task of controlling (6) the p= preparation of all C=communications that are relevant for the members of the company to be managed that way. Its employees promote in consequence the RQ-processing ot the thus generated SE with internal and external marketing. With these competences, they are at the disposal of say CEO, in order to ensure that the resulting SE=success experiences (ideas, suggestions, innovations) are RQ=secured in their quality relevant to the stakeholders in a lifefulfilling way.
§1-Be

8Be-f

SE>SE

 In view of (opportunity) meetings, the aim of §1 is, to make the corporate identity coherently available to persons, who are receptive for its motivation through HSP(i)=fundamental Hard-, Soft- and Peopleware on an SE>RQ platform. Focusing on what allows the company to e=establish B=boundary conditions, within which its participants cause a believable way of –f = feeling  what is to be 8=considered necessary and for what an effort is to be prepared to allow, regardless of personal prejudices, in a natural way, that feelings can be shared with anyone interested. In that way, the conditions for synergies are met, which strengthens the unique selling point (USP) as a market advantage that is not easily reproduced by others.

In the process of Be-implementation, it is a matter of applying the desirable sensitivity with the necessary feeling (8f) to pay adequate attention to the consequences of the desired long-term success for the company and its partners. This requires an optimizing thinking of those concerned with the readiness of creating transparency and let it have an impact. This way the SE>SE temptation for success suggesting experiences for its own sake (more of the same) must be overcome. In proceeding it is to be put forth which necessity is to be addressed and how, and which consequences and risks (worst case) have to be considered. In addition it is to be made clear, which contributions to the projected long-term success are to be made by whom and all that compared to leaving the status quo on the one side and the ideally pursued SE>RQ (best case) on the other side. On the basis of such a  compatibility analysis enabled by §1, mere ego-centric emotional suggestions have to be exposed in their unreflected consequences by revealing its underlying hidden agendas in the service of the corresponding "sacred cow". The definition power of the company may not be misused by people in power positions, but must be used to deregulate constructively what is non-constitutional or outdated by new insights, so that the common platform can be revitalized for the lifefulfillment for as many as possible. 

§2-Bp

1Bp-R

MI>IC

 The basis achieved with §1-2 allows a R=system (re)solution for Direct Access Services that allow using Internet technology for a direct connection between customers and producers via a corresponding platform in a more efficient way than provided by conventional whole sale agencies and their distributor chains. With this value producing approach the SE>RQ-mission can be used in the aquisition of partners to such a degree, that interested people open up in workshops to be further qualified. 

On the basis of the compatibility analysis enabled by § 1, we now have to make the means available, to which employees of the company have to be opened up to use, in order to overcome successfully the often inevitable doubts and thought errors based on Be-suggesting prejudices. It is now a matter of a judging the options; if suggestions indicate (thinking in conventional terms) a disadvantages in the new consideration, all people involved have to be offered the chance to open up themselves, beyond the conventionally desirable matters to a possible innovative (1R) solution that allows a defensible way to implement the suggestion. Therefore, it is necessary to position the essence of MI into IC, a reasonable innovation in the individual's involved conscience, for improving solutions ALWAYS takes place in ICs. Thus, all people involved have to care that the concerned persons reach the necessary awareness. In that context it is important to remember, that groups can be a help, but also an impediment for solution-oriented (relieving) understandings in individuals, and that they are never able to put forth solutions in themselves, in the absence of IC, merely in the so-called group-spirit! Only in this state of consciousness of a critical number of executives will it be possible to avoid A mobbing and scapegoat mentality, thus preserving and promoting the required readiness for innovation.
§3-Pp

4Pp-p

FA>RQ

The objective of SE>RQ workshops is to make (F4) the implementation system p=perceptible for registered and qualified users that the new employees may become productive in a straightforward way in "on the job" trainings.

In order to be able for a preventive approach of §2 (to avoid attempts to trick other and against injustices, actions based on thinking catastrophes, reactions merely based on interpretations of preceding facts, that are not yet proven enough) an understanding for people with good SA>VQ will, e.g. with a straight factual way towards a defensible quality management, is required. For that purpose, we establish only the minimal formal rules necessary and use "crash barriers" to channel the dealing with the impact possibilities of professional, factual, personal, social and the superior cultural competence so that they become effective and congruent. This requires a basic confidence in the power of the underlying SE>RQ principle used here. With that, we support the personal process of learning and development of the people involved "on the job" up to lifefulfillment and avoid unjustified projections, fragmentations resulting from laziness (developmental level 1-2) and simplification, as well as the corresponding argumentation (level 3-4) stemming from the fear of losing, resulting from a lack of confidence.

§4-

BpxPp

5Om

IC>SE
in view of

P=2Cp:


confrontation

With the reliability acquired in workshops that is necessary for a desirable joint proceeding, the executives can implement the means by which the company can m=multiply its O=objectives with success. In this way it obtains a reinforcement of its USP, as those involved ensure that at work and with the resulting emotional stress they do not lose track of the objective and the mutual support regarding the fulfillment of their lives in favor of stubbornness and glittering games. That is to make the point that SE>RQ executives are not entitled to build up a position of power for themselves adducing §3 and §4, but that with § 1-2 in addition to §3 and §4, they are called to the task of operationally implementing the SE>RQ system at the service of and responsible to all concerned (including clients and shareholders).

Despite the chances of development best supported by §1-3, in the interest or the reliability of the corporate culture, it has to be clear, how to face inevitable failures with Timely Exchange of Project-Orientated Competence, TEPOC©. Obstinate emotional power e.g. of the exponents, coupled with the values of the spirit of the time such as the shareholder value are to be overcome relying on the lifefulfilling potential of those involved on the basis of the vision holder value. Overt ostentations should at this point have no chance. Subtle ways have to be discouraged as far as possible, on the basis of §1-3. Values of the spirit of the time are in contradiction with the already achieved SE>RQ culture and would only soak it. With a merely pragmatic mixture, i.e. indifference, the hectic behavior of the masses would overtake, especially, as in this case, when the basic approach is to swim against the current of the mass in search of the Be-laziness. Therefore, every decision within the company has to stand out beyond the mere SE success experience and the IC contentiousness of the people involved when faced with the wrong tracks of the losers. Whoever is not able to proof that his or her matter is desirable under this point of view, has to be obliged by the others, to complete first of all the homework with lifefulfilling substance, in order not to fall back into the dust of the never-ending progress intended with SE>RQ.
§5-Om

8Om-m

SI>EE

The challenges for the executives set-up in §4 require, besides factual, methodical, social and cultural competence, that the –m=minimal 8=necessity of the m=multiplication of the O=object management in view of the inevitable factual, social and human rest risks are handled with the tolerance necessary for the future proceeding but without compromising the Timely Exchange of Project-Orientated Competence, TEPOC©.

In view of the fact that not everybody can always stand for progress, we have to be interested, beyond § 1-5, in standing up – with the minimum of necessary innovation – for a maximum of fairness: ultimately we aim for giving as many people as possible the chance to be able to qualify, with their approach. In the meantime hopefully based upon lifefulfillment to allow them to become part of the solution. On the other hand, we do not allow false modesty, personal feelings and a wrong understanding of consideration to distract us from the path on which we really can, in truth, fulfill our lives. For this very tight walking on the knife's edge, the question is to share experiences of success with other people, opening oneself up time and again for reasonable innovations – and for that purpose an SE-supportive culture has to be cared for. Only with it, the best (those, who add on level 5-6 to the solution that provides possibilities to overcome sacred cows or persons with doubts or prejudices and the symptoms caused by them with globally relevant lifefulfilling solutions) will be able not to fail in the so-called "pre-trans-trap". In it those in positions of power may argue on level 3-4 try to treat thus transcending innovation as really as bad as hose causing symptoms on level 1-2. This is just because level 5-6 confront people on level 3-4 to throw them out of the warm but self-destructive "Be-stable" of their "sacred bull-s" habits, and confront them with the next step towards level 5-6. And, those identifying with level 3-4 consider this a crime against their comfort zone, just as a real, level 1-2 crime. The degree of fulfillment to be secured with §5 is reflected by the level of civilization of arguing; but the corresponding mutual respect must never be sacrificed as an end in itself to the demands of §1-4! Because this would convert the ideal, worked out on level 5, quickly into a "thinking catastrophe", a mental trap in which the majority would give up in the end on level 1; mere, unfulfilled survival existence!

§6-pIS

FA
MI
PR

 

 As a consequence of §5, the SE>RA executives are to demonstrate in an exemplary way their p=perception of the path in their FA=approximation to factual competence with MI=meaningfully innovative ways to I=conceptualize the truth by which all involved should S=relax by assuming PV = personal responsibility with regard to § 1-5.

It is thus necessary to work time and time again in order to ensure that the forms created on the basis of §1-5 are representing the content in the minds of all concerned in terms of its SE>RQ meaning, the corporate identity aspired with this constitution. Thus giving a company this meaning, results in the corresponding importance! Thus, the fulfillment of this basic objectives of SA>RQ, that is the minimally necessary measure stick for all involved, consists in p=perceiving the necessary factual tasks and their completion as far as in the interest of the company, namely that as many people as possible get a chance to participating in the realization of the I=vision of the company in a way that they may contribute in the desired S=giving in to lifefulfillment, and in consequence gain a real value in the market. For those who do not meet these objectives, getting turned on by nice sounding ideals or rich ornamented sacred cows, there has to exist the possibility of referring them to §1. They must not be obliged, much less oblige others to achieve a merely quantitative fulfillment (more of the same) of objectives, in this case only with short-term considerations, if any, if the merely aim for an increase of importance be it the company's and through their power position in it. Should such side-tracking behavior be allowed, then the employees of such a pretending SE>RQ company would be split into three camps (corresponding to the developmental levels 1-2, 3-4, 5-6); and that shortly before the creation of conditions for the real success - a shame to be avoided; if necessary by transcending the SE>RQ essence into other forma and with other people !
§7-P

SE>RQ

 With the SEP to be internalized by each partner in workshops on the basis of §1-6, each partner, by firstly successfully confronting the environment in the market, will be able to ensure with success the experience and quality of SE>VQ in his life. This is the precondition to be able to enlarge the market share of a SE>RQ approach on a long-term basis referring to the environment and the progress in productivity, by participating to secure social stability by meaningful lifefulfilling contributions.

In this context it is worth considering the key point President Clinton made at the Davos World Economic Forum 2000: