The Molecular Business — Part 1

This entry is part 1 of 8 in the series Molecular Business

The Molecular Business — Part 1

First published online Jan 29, 1999

The Molecular Business, Part One

The Molecular Relationship is Nature’s order and so it is a natural thing that all of humanity’s organizations will gravitate, in their evolutionary process, toward it.

The business world is no exception and is presently leading all other organized activity toward this natural system. The paramount principle of the Molecular Relationship is that it encourages initiation, and in today’s world there are more initiates being made in the business community than any other. Every entrepreneur is in the process of initiation, or attempted initiation.

Still, there is a long way to go, even in the avant-garde business world. At present, business leaders sense the need of the Molecular Relationship and are feeling their way in the right general direction, but still lack the vision, and self-sacrifice necessary to see the whole picture.

The bottleneck for businesses all over the world is the same that bothers all other organizations to some degree: there is always a lack of freedom to initiate. Complete freedom to initiate is the great power that will bring in the New Age of peace and abundance that holy men have looked toward for thousands of years. It is that simple, but unfortunately, simplicity usually eludes us. If our eyes are caught on the illusion then we always see the complex. If our eyes see the real, we see the simplicity behind all things, no matter how diverse they may be.

Since the beginning of business history the basic mode of operation has been the same: the man with the bucks has power to initiate a commercial endeavor. If he has a degree of common sense he succeeds and makes it profitable. In the process he hires a number of employees to work for him. Because he is the initiator he has full life-and-death power over their jobs, of which there is always a scarcity. Because of the scarcity of employment the initiator (or “boss” as we will call him) assumes a position of tremendous power over the lives of these subordinates. Any hint that they may be terminated fills them with foreboding fear and distress. Thus the boss assumes life-and-death power (concerning career) over his subjects just as a king, or dictator, has life and death power over his people. The boss, therefore, establishes for himself a little kingdom, and for eight to ten hours a day he rules with supreme authority. Only after the workday ends do the subjects regain their freedom to run their lives, hobbies or additional work as they see fit.

As a kingdom grows, so grows the bureaucracy of the king. Alone he cannot control (or govern) the lives of all his subjects, so he selects others who agree with his philosophy and gives them power to be governors, or overlords, over the lives of the people. The people have no voice in the selection of these overlords but are chosen completely by the decree of the king. Each overlord has the same power as the king over the subjects, but controls a smaller group. The overlord is subject to the king just as the people are subject to him and he maintains his power as long as he pleases the king and stays within the guidelines of His Eminence’s philosophy. Thus, the overlords are not free, for they are also subjects, but they do have the advantage of power of dominion.

Correspondingly, we can easily see that as a business grows, it becomes a microcosmic kingdom. The boss cannot control the whole enterprise so he selects a bureaucracy of overlords. These overlords (executives, vice presidents, supervisors, foremen) direct the working lives of the employees and have the same power over their lives as the Number One Boss, except over a smaller number. The employees have no voice in the selection of these overlords but are chosen completely by the decree of the boss. The overlord is subject to the boss just as the employees are subject to him, and he maintains his power as long as he pleases the boss and stays within the guidelines of His Eminence’s philosophy. Thus, the overlords are not free, for they are also subjects, but they do have the advantage of power of dominion.

This is an interesting correspondence, isn’t it? We think we are a free people, but when we stop to think of it, there are eight hours a day when most of us are not. We have a life-and-death subjection (career-wise) to a mini-dictator five or more days a week.

One may argue and say: “My boss is a nice guy and lets me have latitude in my job. He is not a dictator.” It may be true that he is a nice guy but the fact that he is a dictator is dependent on his power, not whether he is a nice guy. A man may be a dictator or king and at the same time be a benevolent person, and the people will enjoy a large range of freedoms. This does not mean they are not ruled by a dictator. Just watch what happens if this benevolent man dies and is replaced by one with a lust-for-power. It then becomes obvious that the leader has absolute power.

Watch what happens in business when the nice boss is replaced by an authoritarian one who is not concerned with human rights. You will find that he does have power to dictate. You might also watch what happens when the boss who is a nice guy has his job threatened by his superior and then has his own wishes crossed by a subordinate. We will see that even the “nice guy” uses his dictatorial powers now and then, and perhaps unjustly.

For a leader to have the power of a king or dictator would be fine if we were all perfect men and women in meeting out justice, but since none of us are perfect, authoritarian power is always meted out with imperfection. Therefore, the only solution to the establishment of pure efficiency is the creation of a relationship which will limit authoritarian power to control our desire to initiate, yet at the same time give the leader power to do his job.

The Molecular Business operates on similar principles as the Spiritual Molecule except that the numbers of individuals in the various molecules will not be determined in advance, but will be resolved as needed. Nevertheless, when a company finds certain number combinations that work they should try and uniformly duplicate them as much as possible just as nature does with its molecules.

In any molecular structure that is created, we must remember that the number three is of prime importance. If we look through an electron microscope, for instance, we will always see that the atoms form numerous associations in triangular relationships. This is because the Trinity is the foundation of all life. We observe this truth consistently throughout nature.

If we look at any successful organization or cause, we will also see the Trinity of energies at work. The political machinery of the United States is a good example. We have, as representing the First Ray, or Father Energy, the President, or the executive branch. Secondly, there is the Legislative branch representing the Third Ray of Intelligent Activity, or the Holy Ghost Energy. Finally, we have the Supreme Court, or the judicial branch, representing the Second Ray, or the Love-Wisdom, or the Christ Mediating Energy which mediates the laws for the benefit of the people.

The Founding Fathers probably had no knowledge that a Trinity was needed for creation; instead, they followed their intuition which guided them in that direction. What they did not realize was that if they did not follow this Trinity Principle, then the great creation that they wished to initiate would have never been given life and the old kingdom government would have reigned here in America.

This Trinity Principle can be seen today in any business or organization that will outlive its founder. First, there will exist the Chairman of the Board, or the President and his advisors as representing the Father Energy. This group executes the laws. Next there will be the members of the Board of Directors who make the laws or set the policies. These represent the Third Ray, or Intelligent Activity Energy. Finally, there will be the managers representing the Christ Mediating Energy, who carry out and interpret policy for the general workers.

Every successful business will have this Trinity of energies operating in it, but there is no black and white pattern that they all will follow. It may merely involve a father, mother and child depicting the Three, or it could involve three divisions of a giant corporation. The important point to remember is that there is power in the use of the three energies and all business should look for methods of using them.

There are three basic problems that cause inefficiency in a business that the Molecular Relationship will correct:

Poor choice of management for key positions.

Too often a business will turn into a microcosm of the government bureaucracy and incompetents will fill important positions and set up their little mini-dictatorships. People under them will be resentfully aware that they should be replaced. Instead, they find their hands are tied in influencing the structure of the organization. All power to hand out any position is controlled from the top down.

Employees are not committed.

This complaint is universal among business owners and managers. Employees only seem interested in putting in their time and taking home their pay. How can they be made more conscientious and have a greater sense of responsibility so performance and reliability will be enhanced?

Inflexible wage scales.

Every substantial business is committed to certain fixed employee salaries. This is fine when business is good, but, when business is slow, meeting these paydays hurts and can often spell doom to a company. Many businesses may have succeeded if there had been some employee flexibility regarding wages.

The business world has created these three problems because it is out of harmony with nature by being much too authoritarian. This has made individual responsibility impossible in many cases, and has created numerous mini-dictators who must be obeyed without question. All living things in nature enjoy a shared responsibility and cooperation rarely found in the business world of today.

What executives do not realize is that this cooperation and sense of responsibility will occur naturally in a business or organization if the black-and-white authoritarian process is replaced by one of shared responsibility.

Next we will discuss how key positions in a company should be selected. Can you think of a better way than we do it now?

Copyright by J J Dewey

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The Molecular Business Part II

This entry is part 02 of 8 in the series Molecular Business

First published online Jan 30, 1999

In the past, the selection of all positions in business has been determined from the top down. By top down we mean that those in higher authority choose all those who shall be in management below them. In the Molecular Business this process is reversed, and the determination is made from the bottom up. By bottom up we mean that those who work under a manager are the ones to choose who supervises them.

The reason that the business world has reversed this natural order is simple. To understand we must merely look at the evolution of a large company. A successful business is usually created by one person, or a small core of people. This person, or group, then proceeds either alone, or with partners, to create a structure. This is well and good so far, but after the organization is created, authoritarianism and selfish motives set in, and each manager sets up his power base for his own benefit and not for the welfare of his company.

An unprofitable manager will often fool everyone except those employees directly under him. To maintain his power base, he must deceive those above him who have power to either remove or advance him. He deceives his superiors by blackmailing the only ones who are aware that he is incompetent: his subordinates. He lets them know in certain subtle ways, that the employees understand perfectly clear, that the subordinates’ job and promotion potential is in his hands. Therefore, it is in the best interest of the employees to support their manager whether he be right or wrong.

If the manager creates a program that will lose the Company money, for instance, the employee may see the flaw but be afraid to express it, for it may make his manager look bad, and if he makes his boss look bad or even feel bad, his work stability may be under threat. He may know this because he voiced mild opposition in the past and it caused him problems. Now the underling knows it is best for him to always support his boss. The worker is thus forced into a situation where he must choose between personal benefit and company benefit.

Even if he chooses the Company benefit, the worker will not be in a position to be of any use for he will lose his job. Therefore, he will rationalize this situation with the thought: “If I choose personal benefit I can stay in the Company and at the same time look for ways to quietly help the Company.” He rarely finds those ways, but the thought salves his conscience.

Thus we see the employee always (almost without exception) chooses personal benefit.

And who can blame him? Such is human nature.

The employee will support the manager in his bad idea because, under the system, he benefits personally. In addition, he is fearful of any other choice.

If the subordinate sees his manager lying, or presenting false pictures to his superiors about his performance, the employee is again faced with the choice of either benefiting the Company by exposing the truth, or profiting himself by supporting the deception.

The employee will, of course, support the deception. If he goes above his boss’ head, his boss will never let him forget it and will look for every opportunity to slow his progress or get him dismissed.

If the manager steals, or takes undue advantage of the Company, the employee will generally remain silent because it benefits himself.

If the manager fires one of his fellow employees unjustly, he may feel hurt for the person, but he will not vocally complain, for he sees he may be next on the list. Again, he benefits by remaining the silent supporting worker. There has to be a lot of spiritual truth portrayed by the three monkeys who hear, see and speak no evil. The creator of this thought was probably thinking of the worker in the authoritarian system who has lost his dignity and integrity as a man and becomes as a scared monkey.

If the manager lets the employee assume some of his responsibilities (which he will take credit for) and then takes a three-hour lunch break, the worker will cooperate in shielding him from exposure, even if he is seething from resentment. Why??? Because it is in his best interests. He will figure that the Company must take care of itself.

If the manager had a fight with his wife one morning and takes it out on the subordinate by verbally abusing him and castigating him for wrongs he did not commit; the worker will take the abuse and complain very mildly, if at all, because his job survival is at stake.

We live in an age where we do not fear for our lives on a daily basis as some have in ages past. Survival is the strongest urge in humankind, and anything that threatens this creates the strongest possible fear. In the past, authorities manipulated this survival fear by threatening lives. Today it is jobs or promotions that are threatened, for the sense of survival is probably more strongly connected with our employment than it is with anything else, and when the possibility of termination arises, a deep-seated fear connected with the survival instinct arises.

In short, if the employee feels this great fear in connection with his job, then the manager assumes the totalitarian power of a dictator over his job life. In any dictatorship the subordinate will try to read the mind, thoughts, wishes and whims of his Holyship and carry them out without question or consideration of the common good. He does this because, under a dictatorship, he benefits when the superior is happy, whether the kingdom benefits or not. The health of the country, or company, is ALWAYS second to pleasing the totalitarian authority.

The time has come to free the slaves.


Yes, slaves. The Molecular Business is the new Emancipation Proclamation!

Think of it. Most of the workers in the free world are in a form of slavery. Part-time slaves perhaps – eight hours a day – but slaves nevertheless. Ask them and find out. Most will admit that they feel that way even though they may not like applying the word to themselves.

Some slaves are content with their lot; others are very resentful, but they are still slaves if they have no freedom of expression to a superior and must obey his every whim without question.

On the other hand, there are some slaves who have a good master. The tactful master may make his slaves feel like they are not really slaves at all, but are as free men, and if the slave and master have a good relationship the slave may be quite happy and content.

But he is still a slave. He would realize this if his pleasant manager is replaced by an egomaniac. He would then understand that the power structure he is in can be harmful to his freedom. He is a slave as long as the master, or manager, has complete power over his job life, and he, in return, has no power over the manager. He is a slave if he can only speak up if the manager allows him to.

Relief only comes when the taskmaster is a “nice guy,” but even then, a slave is still a slave. It’s the system that makes it so.

It’s time for a new system. The consciousness of the free world demands freedom on the job as well as off. That demand is to be met by the Molecular Business.

The idea is very simple and the seeds of its manifestation already surround us, but it has not demonstrated itself in business for one major reason: People in authority love the power it gives them, and they will use this power, at all costs, to keep their area of dominion secure. Since that authority is almost impossible to remove once an organization has been established, we will not see the established companies turning into Molecular Businesses. The first Molecular Businesses will be entirely new enterprises. Next we will see a number of faltering companies turning to it to save them from going under. Finally, after it has been proven to produce abundance, we will see the established businesses reluctantly turn to it. The reluctance will come from those who wish to hold onto their power over others.

The power to fill key positions in the Molecular Business will be reversed. Instead of having this power vested from the top downwards, it shall be given from the bottom upwards and shall be applied through a democratic system.

Let us say that company ABC is a Molecular Business and we are examining their first-level managers. (By first level we mean the lowest order of managers.) These are not selected by second-level managers, as is usually the case. Instead, they are elected by the employees they supervise. A company executive may make a suggestion, or nominate a prospective manager, but he does not choose who will fill the position.

Giving subordinates power to select their leaders, eliminates, in one master stroke, some of the major problems found in the business world. It neutralizes the Peter Principle which accurately tells us that, in the business world of today, each employee eventually reaches his highest level of incompetence.

What this Peter Principle tells us about today’s business is this: That a worker continues to be promoted as long as he is doing a good job and is happy in his work, but as soon as he is given work that he cannot handle, or where he is incompetent, the promotions cease. He is not demoted back to a job he can do well for two reasons: First it would hurt the poor guy’s ego to go backwards and take a lower-paying job; secondly, his superiors would have to admit they made a mistake in promoting him. An authority, with dictatorship power, resists admitting error at all costs.

What therefore happens again and again is that employee after employee reaches his level of incompetence and stays there. We can look around us and see that every established company has a very high percentage of its management incompetent, and usually unhappy, at their jobs.

On one side of the coin this is funny, especially when we hear weird stories about dumb decisions and mistakes made by bureaucrats. We read the Dilbert comic strip and watch movies like Patch Adams, Dirty Harry, Rambo, Die Hard, or Good Morning Vietnam and laugh at the incompetency of the bosses and then squirm at how they do everything in their power to get in the way of the real hero. I liked Bruce Willis’ line to an incompetent police executive during a crisis in Die Hard: “You’re not a part of the solution, pal, you’re a part of the problem.”

These incompetents would be funny if they would restrict themselves to the movie world, but, as any person who is in contact with a hierarchical organization can testify, they are everywhere, affecting us, afraid to make progressive decisions, slowing us down and interfering with our standard of living, peace and happiness. When we are affected individually, it is no longer funny. It is sad. Something should be done about it.

A simple democratic process applied in the business world will automatically insure that the incompetents are weeded out. Let us look at an example of how this selection process works in a Molecular Business in filling a vacancy for a manager over twelve workers.:

Unlike the businesses of today the Molecular Business does not wait around for a decree from an executive as to who will fill a vacant position. The position is open to anyone. Any one of the twelve workers may either volunteer himself or nominate another. In addition to this, a worker from another department may also volunteer or be nominated. After all the candidates have stepped forward, then the twelve will hold an election. When one candidate receives more that 50% of the votes then he is the new manager.

Each elected manager has to receive a majority of votes from his department to become elected. What happens if four are running and A gets 4 votes, B 4 votes, C 3 votes and D 1 vote? In this case no one received the majority. The solution is quite simple: They select the two with the highest votes, which were A and B, and then vote again. The one with the majority vote will win, unless there was a tie. In case of a tie the winner is picked by the next manager above him in authority.

One may justifiably ask the following question: What if the group was deceived into thinking that they chose a good manager and later found out he was an incompetent? Are they stuck with him?

No. The Molecular Business recognizes that no choice is infallible, and there will be many times that the first selection will not be the best possible. Only actual performance on the job can determine the qualifications of a leader. Promotions are filled by people who have potential to do the job, but have not yet proven themselves so mistakes are to be expected. Fortunately, the Molecular Business makes provisions for the correction of those mistakes whereas the orthodox business is crippled by them.

Anytime a subordinate feels he can do a better job than his superior, he may challenge him for his position and call for a vote. The challenge will be accepted and a vote will be held by secret ballot presided over by one of the workers in the group. It is advisable that the candidates not know who voted against him. Nevertheless, this is not a black and white rule. If the Company or a division thereof wants to have open voting, that should be their choice.

All workers should be made aware of the voting outcome. If the manager knows he obtained his position by a majority of only one vote, he may try extra hard to do his job and keep his subordinates happy so a new challenger will not be able to replace him.

If a challenger is defeated then he must wait at least ninety days before he can issue a new challenge; otherwise the manager may be in danger of harassment and distraction from his job.

If the aspiring manager is voted in, he will trade places with the current manager. The first line employee then becomes a manager and the manager becomes a first line employee. If the now-replaced manager believes he has been unjustly treated, he can (after a period of ninety days) challenge for his old position or apply for a transfer to another department of the Company.

It’s always possible that the former manager, and the person who replaces him, are both competent managers. Their working group may just be fortunate enough to have two high-quality individuals to choose from who are qualified to be managers. In this case, the former manager can seek a transfer to another group that lacks leadership and can then challenge the manager there if he wishes. In the Molecular Business, anyone who has talent should not have to let it go to waste.

If the new first-level manager is a person of ability and talent, he may soon discover that he is more capable than the second level manager above him. As he senses this and proves himself competent as a first-level manager, then he may challenge the person above him in hope of advancing another step.

If he succeeds at this, then he may later challenge the third-level manager. His only limitation is that he can only move up one level at a time. He finds that just as water reaches its own level, so does intelligence reach its correct level in the Molecular Business. If he can prove himself qualified to lead the whole company, then there is nothing holding him back from assuming that position within a short period of time.

In the Molecular Business no one in the Company can relax in the easy chair of authority and be callous and indifferent to the needs of subordinates. Every leader will find that he will have to be concerned for those under him or he will be replaced by someone who will be.

All job positions in the Molecular Business are offered first to those who want to apply for them. An appointment will only be made when there is no volunteer available.

A worker may want to transfer to a different area of the Company. He should not be denied this choice. He is always free to apply for a transfer, and as long as there is an opening and the new group can accept him by a majority vote, he will be allowed to make the move. If word has it that he is a troublemaker and is not accepted into a new group then he will have to stay where he is.

In the standard business of today there is intelligence seeking its correct level, but there are many blocks to achievement. Once in a while, a high position is filled by a competent, but the person probably had to spend most of his life getting there. Perhaps he could have done an even better job twenty years ago when he had more energy, but that energy was suppressed a great deal so he could please his superiors and move ahead.

Often competent, intelligent people encounter too many obstacles, too much resistance, and make too many people feel threatened. They often wind up breaking away and becoming an entrepreneur, forming some enterprise of their own, even if it means taking a high risk and living on a shoestring. Some of the most intelligent people demand freedom for themselves above financial security.

The Molecular Business supplies financial stability as well as freedom. We shall explain the financial aspect later, but from what we have discussed so far, we can see that freedom is a prime virtue of this order.

In the authoritarian business of today the employee does not have complete freedom of speech, as we mentioned earlier. He has to support his boss no matter how much in error he is. If he speaks up he could lose his job.

Not so in the Molecular Business. Here, it is the other way around. His manager is the servant and must try to please him. The employee has full power to speak his mind without fear of reprisal, for the manager does not have power to fire an employee without the support of his fellow workers.

This principle gives the workers of the world freedom of speech at last. And is it not logical that we should have freedom of speech in that area of life wherein we speak the most – our jobs?

Copyright by J J Dewey

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The Molecular Business, Part III

This entry is part 3 of 8 in the series Molecular Business


Leadership in a new company operates on the same principle as that in an established company. The leaders are all selected by popular vote and after the first round is selected the hierarchy is subject to rearrangement at any time.

New employees always start at ground level, never on the managerial except in the creation of a new company. Even if they have had supervisory experience in the past, they will have to prove themselves anew in the Molecular Business. Others, of course, who have training in special skills such as engineering, architecture, law or some other specialty will not start out as a production worker. That would be counterproductive. A person with expertise should be able to start immediately using that skill. It is the positions of leadership that must be earned through the approval of peers. An occupational skill can usually be successfully taught, but leadership is something that must be demonstrated in the field to be believed.

All employees, including those on the ground level, should have a voice in the selection of their working partners. Even so, the manager will do the interviewing and leg work involved., but before the final hiring the group will have a discussion and then a vote on the candidates..

When there is a job vacancy in any work group, notice will be given to all workers in the group that there is an opening, and if they know of anyone they would enjoy working with they may put his name in for consideration. The manager may also put names forward. If they are satisfied that they have enough names to consider they need look no farther. If they lack names the manager will make available to them recent applications that have been made. They will look over these to select the remainder of the people they wish to interview.

One item that is suggested here is that the Company employ a qualified handwriting analyst and include his comments on the qualifications of the applicant with his application form. Having studied handwriting analysis for 25 years I am well aware of the value of this tool. A good analyst can discover qualities about a person in minutes that may take five years for a business, or even friends, to know.

When the working group has what they consider to be a sufficient number of names for consideration, they will, as a group, review the details of each application and will interview each applicant. In the job hunter’s absence, the group will then vote. The same majority rule applies as described in the previous voting procedure.


If the manager does not hire, fire, make everyone nervous and scare the hell out of his employees, then what does he do? The answer is quite simple…

He manages.

He might also be called a coordinator. The manager in the Molecular Business is the true servant.

He does not have final power to fire, but everyone recognizes that it is part of his job to see that everyone is performing as they should be. If not, he can call a meeting of the group any time and recommend some disciplinary action for a laggard. If he is a good manager he will have the support of the majority of the group and will be able to fire an employee who deserves it.

The same principle goes for hiring. If the manager has the respect of the group, he will have an earned authority and will find the workers will often support his suggestions.

In all other areas not specifically limited by this Molecular Business Principles, the manager has much more latitude and authority than one will in an orthodox business. In the regular business, he actually has little authority to apply creative ideas to his job because they are always checked by someone above him. In the Molecular Business he has complete authority to go ahead and initiate whatever, to him, seems to work as long as it does not interfere with the plans of the manager above him.

In the regular business a manager’s greatest authority is over the lives of his subordinates. In the Molecular Business he has little authority directly over his subordinates, but has complete authority to carry out his job.

Anyone in the working group can make suggestions, voice disagreements and add his wisdom without fear of reprisal, but it is recognized that the manager’s main job is to be a leader and to show the way to greater productivity.

In fact, this is why a manager is elected: simply because his peers recognize him as the definite leader of the group. Thus the group will have a natural inclination to follow him.

The manager has power to make decisions for the group and set goals without asking anyone’s permission. Before making any major decision, however, he will be expected to present the details to his group for their input. The manager’s power is always checked in the fact that, if he ignores the feelings and desires of the workers in his group, he will soon find himself challenged and replaced.

He has freedom to make decisions for the group, as a whole, but this power is also checked in the fact that if he makes bad decisions he will be challenged and replaced. The organization is set up so that the manager is literally forced to take the attitude of a servant, rather than one who must be served.

The manager is also a teacher. He will teach the whole group ideas and concepts he sees as pertinent to their success. He will either teach new employees their job or see that someone else does. He will also be a coordinator for his group where personality problems are concerned, and will help them find solutions so his group can function harmoniously.

After all comment and discussion has been made on a difficult decision, the manager’s decision is the final one. This is the end to which he was elected. If his decision is of poor quality then he can be voted out. Otherwise, as long as he is still the manager, the employees are under an obligation to support and follow his decision.

This pattern somewhat follows that of representative government outlined in the Constitution of the United States. Legislators are elected to represent us. In the Molecular Business this same pattern is found. Managers are elected, then they represent the group. The group gives input, but the managers have power to make the final decision as to work goals and procedures similar to the way they do now, but with less interference from above.

Nevertheless, the manager will find it extremely important to keep the goodwill of his employees and may ask for a vote of the workers on many items and make decisions based on majority vote. There are no black and white rules here. Rules cannot be made in advance for everything. Leaders in the various Molecular Businesses will solve their several problems as they come up.

The first-level manager, of course, has another manager over him. He has complete latitude over the implementation of his plans as long as they are in alignment with the manager above him. This is his only restriction. The lower must always harmonize with the direction of the higher until we come to the president of the Company where we will find a person with an army of workers under his unified direction. He will be a person who will have great employee support, not because of fear of his position, but because of earned and elected leadership.

The principles and powers we have discussed here that pertain to the first level manager apply to managers on all levels up to the President.

To summarize, the Molecular solution to incompetent management has many benefits:

(1) Intelligence will reach its own level quickly. Instead of losing brilliant people by shuffling them out or causing job burnout, the Molecular Business will draw them in and offer a consistently stimulating opportunity.
(2) Ground level workers will no longer feel like slaves. They will not be able to be fired according to the whim of the boss, and as long as they perform well, in the eyes of their fellow workers, they will have a job.
(3) The employee will always have the freedom to work for the benefit of the Company, not his boss.
(4) The worker will be able to participate in hiring co-workers so greater harmony is produced in the workplace.
(5) Incompetents are never locked into a position, but are placed back in areas where they are competent.
(6) This solution will stimulate much greater efficiency and productivity and greatly enhance the profitability of the Company.

Copyright by J J Dewey

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The Molecular Business, Part IV

This entry is part 4 of 8 in the series Molecular Business


Employee involvement is a concern of every business, public and private, as long as there is one or more employees on the payroll.

How can it be accomplished?

How can employees be made to perceive themselves as part of the team?

How can they be made to feel and act more responsibly?

Numerous business courses, seminars and training meetings are held with this objective in mind.

Unfortunately, they all head the same direction. They teach the objective but not the solution.

The objective, of course, is to make the employee feel more involved like the business is his own. Numerous business courses hold this objective and vision before the eye of the student and points out how much more profitable the Company will be if this is achieved. Benefits, benefits, benefits are listed, listed, listed…, but where is the solution???

All the energy aimed at a solution is always directed toward management rather than the bottom line employee himself.

Basically, millions of dollars are spent in business courses for managers to aid employee incentive. The philosophy of such courses can be summed up in a nutshell as follows: The manager is supposed to be a nice guy and treat employees fairly, but also play games with them to make them feel involved. He is supposed to use a lot of common sense and lead in the most efficient manner and try to be one of the guys, yet maintain his authority and respect. The Company is to give numerous pep talks and offer incentives to make employees produce more.

The ideas presented by management and motivational courses are good, but they all make the mistake of tackling the branches of the problem and not the root. All solutions are temporary and not permanent.

We have already solved half of the problem of employee motivation by introducing the election process whereby workers can elect competent managers over them. This alone may booster employee moral and production by 50%.

What we need now is something to keep the incentive up day after day without the need of expensive courses and pep talks (which are minimal in their effects).

Wouldn’t it make sense to find the most motivated and involved worker there is, and then find out what it is that is the key to his motivation and, finally, take that motivating factor and instill it in the common worker?

That makes sense, doesn’t it?

And who is the most involved and motivated worker in the world? Who will work fourteen or more hours a day up to seven days a week whether the Company is making money or not? Who never steals from the Company and always, that is always, works for its benefit? Who is ever encouraging others toward better performance and dedication? Who is willing to miss meals, time with family and friends, put off buying luxuries for the Company’s sake, place his marriage on the line, take chances, be available at a minute’s notice, doesn’t mind being awakened in the middle of the night with a company problem and virtually has an eternal affair going on with the business? Who is this person?

The owner.

The owner is totally motivated and involved. It matters not if he has never seen a motivational or management course. He is involved in a way that managers only dream and wish their employees would be.

Ownership and control is involvement. It is a principle. It works automatically and does not have to be taught or learned. It just is.

Unless a person is completely indifferent to life, ownership brings an immediate sense of responsibility. There is probably no one more responsible and completely aware of the work that needs done than the small business owner.

Independent salespeople are also very motivated, for they have complete stewardship over their position and control over hours and workload.

Larger businesses have multiple owners. These owners still have a high sense of responsibility, but may have the disadvantage of one owner shifting responsibility to another owner.

Finally, we have the business which is largely owned by stockholders who are not employees. These non-participating owners are certainly concerned about the Company, but often have their hands tied as far as affecting company profits. Even so, they have a strong sense of involvement with the Company.

A general principle of success has always been to take a concept that works in one area and apply it in an adapted form to other areas.

If we want to instill a sense of involvement and responsibility in workers, we need to look at the most successful example: The small business owner. Therefore, we must take those principles that motivate him and apply them to all employees in a large business.

How do we do that?

We make all employees owners with a stewardship over their individual responsibilities.

How do we make them involved owners?

(1) All employees, even ground level workers who are just starting on the job, receive part of their pay in stock. Most other bonuses for performance are also paid in stock.

(2) Reversing the flow of authority of selection of key positions from the top down to the bottom up is a key ingredient to reversing this gap, but the next aspect we shall introduce should dispel this distance once and for all, and unite the various classes of a corporation into one working body.

(3) This next principle presented will be looked upon with a jaundice eye by many and will only be accepted by the world after it has proven itself beyond the point of argument. Only those who have nothing to lose, who are cooperative and team-spirited, will be able to embrace it at first. However, it should not be that startling. It is merely an extension of the most motivated worker in history: The small business owner.

Let us take the consciousness of the small business owner and visualize it spread over one thousand people in a large corporation. Let us see those thousand people as one entity operating a small business.

How does the small businessman pay himself?

How will the one thousand workers pay themselves?

They will both be paid on the same principle.

The small businessman puts his business first, realizing that the main priority is to have operating capital. Without this, the business would die and have no possibility of expansion or independence. His secondary monetary priority is money for him to live on which he takes home. He realizes that he can only take out income after he has taken care of operating expenses. His third priority is expansion capital. This is what is left over after he pays himself a livable wage and operating expenses. Sometimes he will even sacrifice some of his take-home pay with the idea that he can expand his business so his paycheck will be much larger in the future.

The principles that work for a small business can also work for a 1000-member corporation. Their first priority should be operating capital for supplies and overhead. Without enough of this the Company will greatly suffer and be in danger of closing its doors. Many companies go out of business for just this reason.

Operating capital should be the top priority, but instead unyielding employees, unions, laws and circumstances force a business to consider the worker’s wage first. The employee is to get paid in full no matter what, even if the Company goes broke and everyone loses his job and makes any money at all.

Can you see a small businessman paying himself a full wage during a short month and being unable to operate his business the next month? No. He will not do this. He will eat beans, if necessary, during the short month and then take out extra during a good month. This flexibility gives the small businessman an interesting edge over the large corporation.

On the other hand, a large corporation has many advantages. Imagine the extra stability it would have if all workers were involved owners who felt responsibility for the Company and were willing to sacrifice some of their paycheck during bad times and then pay themselves extra during good times. If a company had this flexibility, it would be almost impossible to go broke and it would give it a tremendous competitive edge.

The Molecular Business pays its workers differently than does the present authoritarian businesses. The workers get paid from two sources: stock and cash.

The amount of stock employees receive is dependent on the importance and skill of their jobs. The President of the Company, for instance, would receive much more stock than would the common worker, but all would receive some stocks, thus all would be owners in one degree or another.

The unique and perhaps controversial aspect of their take-home pay is the amount of money each would receive. All employees, from the president down to the first level worker, would receive exactly the same wage. The only way that one employee could receive more cash than another is if one works overtime, yet he still has the option of receiving this in stock.

Think of the effect this would have on Company moral and union. The President of the Company and the common worker both receive the same wage.

This principle would do more to end the division between management and labor than any other move. When two people receive the same take home pay, they are automatically in the same class.

It is true that people of similar interests will still gravitate together, but in this pay situation, none would tend to feel that he is in a world apart or above his co-worker.

One important point overlooked here is that this principle works consistently in nature, and all great discoveries are made by observing nature.

All the fears of the Molecular Business are unfounded and are held together by the weak ego which sees not unity, but separativeness.

Up to now all incentive in the business world has been built around the idea of separativeness, of two classes. Those who make a lot of money and those who barely survive. Everyone wants to be in the class that makes the money, and it is recognized that the opportunity is open to all, but in the present system, abundance is only available to a small percentage. All have a chance to be in that percentage, but not all have the advantages necessary to be there.

Those who have made it look at the have-nots judgmentally and say or think: “I am successful because of my enterprise and skill, and there is no reason anyone else cannot do the same. The only reason the unsuccessful one does not have abundance is because he either does not think correctly, or is lazy.”

This may be true for some. On the other hand, there are many people who are industrious and try to think positive, but made some wrong choices, had some bad breaks, did not have rich or helpful parents to help them get started and numerous other reasons why they did not make it into that elite percentage.

Another point is that success studies show that a large percentage of those who do acquire substantial success struggled through many failures and near poverty until after the age of forty.

Do we look at these successful peoples’ early lives and say that the reason they never had success earlier is because they were lazy or had a bad attitude?

In the businesses of the Old Age this separative thinking prevails. The philosophy is basically: “Each man (or woman) for himself.”

The coming age will be much different (and better). The keynote will be: “I seek to fulfill my brother’s dreams and in doing so I fulfill my own. I and my brother are one.”

In the Old Age business the dream is to be richer and better than your brother.

In the New Age the dream is equality and abundance for all.

As we have said, the Molecular Business is a natural principle. We will illustrate this by comparing it to nature. The workers in the business are like cells in our bodies. The money they are paid corresponds to oxygen.

In a healthy body one cell does not take a salary of ten units of oxygen and another cell, with the same needs, receives only one, but they both receive equal amounts. In times of health there seems to be little use in hoarding oxygen, for all cells can have all they need. What good does it do to have more than you need? It does not enhance health or happiness.

On the other hand, what happens if the body holds its breath and there is a shortage of oxygen? The cells cooperate and all take a little less. All suffer a little, none suffer a lot. The distress is merely a temporary inconvenience and when the body breathes again, abundance is restored.

Copyright by J J Dewey

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The Molecular Business, Part V

This entry is part 5 of 8 in the series Molecular Business

Molecular Parable


Perhaps a parable would help us comprehend the Molecular Principle.

In the beginning, there lived a Body that dwelled in the land of fresh air. The Body saw that there was beautiful, clean, fresh air as far as they eye could see with all the life-giving oxygen one would ever need. The Body also saw the impossibility of ever having a shortage of oxygen because, after it breathed it in, it breathed it out in a different form that was food for plants. The plants showed their appreciation by reciprocating and regenerating more oxygen usable for the Body. Thus, the Body lived in a cycle of endless supply and expected to have abundance forever.

All the cells in the Body were also very happy and content. They drank deeply from the great breaths of oxygen the Body took. No one ever thought of saving, or hoarding, for all had all they needed. The brain cells needed a little more than some of the others, but no one seemed to mind, for they all had all they wanted and needed, and since all were fulfilled, everyone was considered equal. They functioned in perfect cooperation with the realization that all cells must be fulfilled for the Body to be healthy, and the Body must be healthy for any individual cells to be fulfilled. Thus they realized their interdependence, and with this realization came sublime independence.

The Body lived in a state of perfect functioning for a long long time until one day the land of fresh air was visited by a sick Body that was near death. This Body was off color, contorted with some dread disease, the eyes were cloudy, its temperature was hot, its breaths were shallow and quick and it could barely stand.

The sick Body told the healthy one: “I have one last request before I die. Share this apple with me and I will lie down in peace.” The sick Body took a bite and handed it to the healthy one. The healthy Body looked on with pity and took a bite, but when he did something strange happened. One of the cells from the sick Body hopped off onto the bite taken by the healthy one. The cell knew the Body he was in was dying and he saw an opportunity to start a new life in the healthy Body.

Unfortunately, the foreign cell brought with him the philosophy from the dying Body, a philosophy completely unknown and unthought of by the cells in the healthy Body.

In the sick Body, from whence came the foreign cell, there always seemed to be a lack of oxygen. At times they made futile attempts at sharing and being interdependent, but separateness seemed to prevail and the cells lived in a constant fear of lack. As the Body got sicker and sicker they seemed to be forced more and more to hoard up oxygen for themselves, or else they would not have enough for the morrow.

Now the foreign cell had just come out of this great struggle. He was one of the stronger ones and always seemed to be able to garner enough to insure his own strength, often at the expense of others, and when he found himself in a healthy Body with an abundance he was quite excited. He immediately started gathering around himself all the oxygen he could store. After this was complete he created storage containers and hoarded still more.

Some of the healthy cells were curious about him and gathered around to watch. They had never seen anyone hoard oxygen before, no one had even thought about it, for they had always lived in natural abundance. They had to ask: “Friend, why do you waste your time gathering around you oxygen when we live in perpetual abundance? There has never been a need for such a task.”

“You are ignorant fools!” said the foreign cell. “You assume that just because you had abundance in the past that you will have abundance in the future. I know from experience that this is not the case. I originated from another Body that was once healthy like this one, but health is a whimsical thing. Sometimes it is there and sometimes it is not. You have been fortunate that you have always had abundant oxygen. If your Body had had an extreme shortage, in your ignorance, you would have all starved to death, for none of you have ever had any oxygen put away. In your blindness you have always thought that you have had nothing to worry about. It is now time for you to wake up and take responsibility for your own health.

“Look at me,” he said. “If this Body were to get sick, as my previous Body did, and have an extreme shortage of oxygen, then I would be the only one here that would continue to have abundance. You would then look like fools and look toward me as your savior.”

The healthy cells listened in stunned silence. “We have always assumed that there would always be abundance,” they said. “Tell us what happened in your Body.”

“We lived the good life like you for a while,” said the foreign cell. “But all good things must end. Certain wiser cells realized this and started teaching others about the potential crisis. Some listened and started saving for the evil day. It’s a good thing we did because it was not long before we needed it. When the shortages came the ignorant ones who had saved nothing, but trusted to the abundant supply, were caught with their pants down. They suffered and tried to get those with savings to share with them, but they would not. If those wise ones who saved shared with those who had not, then neither would have enough. The shortage got worse and worse until all were forced to take what they could. Now I was one of the few who never had lack all the way through the great ordeal and I am the only cell to yet remain alive. If you want to learn how to survive the coming crisis, that I am sure is coming to this Body, then you should listen to me.”

“What shall we do?” asked the other cells.

“We must labor diligently to gather and store up additional oxygen. I will be your leader and guide you in this for a percentage of what you gather, and surely I will be your savior; for I am the only one here with knowledge of things to come.”

The word of this new philosophy spread throughout the Body and caused a great consternation and division among the cells. Most did not believe there would ever be such a shortage, but some did and joined with the foreign cell in hoarding the oxygen.

After a period of time, those who did not hoard found that they were indeed suffering a lack, yet they continued sharing that which they had with each other and managed to survive all right. On the other hand, the hoarding cells took joy in the seeming correctness of their moves and lorded over the other cells. “See, we told you this would happen. Look at us. We have more abundance than ever because we worked harder than you and put away for the evil day.”

Some of the non-hoarding cells felt foolish at this and joined in with the hoarding cells and united with them in labor to gather all the possible oxygen.

As time passed the shortage among those who did not hoard became very severe. So great was their lack that many cells began to die. Those who remained were exceedingly alarmed and decided to cease any sharing and join the hoarders. Each cell had to gather what he could for himself. Thus, all the lives in the Body found themselves in the midst of a great struggle for survival, and the Body as a whole became very sick, approached the point of death and called in a friend who had once been sick to the point of death but survived.

The friend said: “This disease is a mystery. I am one of the few who was able to make a complete recovery and I know not why. But I do remember that I did begin to get better right after my father shared a glass of sweet nectar with me.”

The sick Body then asked: “Will you share a glass of nectar with me in the same way.”

The friend agreed and took a glass of nectar, first taking a drink himself and then giving to the sick Body to drink.

Now, one of the cells in the friend’s Body, who had lived through the disease and recovered, desired to help his millions of brother cells in distress and hopped into the nectar and was transported to the sick Body.

When he arrived there he found a sad state of affairs. Cell was struggling against cell in a fierce battle for survival, oxygen and control. Very little cooperation seemed to exist. He cried out: “Listen to me, Oh ye cells, for the Body does not have to die and you do not have to lack. I come from a Body that had great health, then was sick, but was later healed, and I know the secret of healing.”

Most thought the newcomer was a crackpot, but a few listened. “There is plenty of oxygen for all,” he continued. “We must return to being our brother’s keeper, stop the hoarding and cooperate with each other. Then all will have abundance.”

A heckler came forward: “When the shortage first occurred we tried that and it did not work. Our only salvation is to follow the example of the foreign cell and work to gather surplus.”

The newcomer spoke again: “It only seems that way. Your greed has led you into an illusion so deep that you cannot see your way out. The foreign cell came from a Body which died. I came from one that lived! Your whole problem is what you think is the solution. The greed and hoarding create the shortage. The Body breathes in enough oxygen for all. Labor for the health of the Body, and not your individual selves. The Body will give you all the oxygen you can possibly use just the way it used to be. The foreigner is not the solution to the problem. He IS the problem.

“Here is what we are to do: We must gather together all those who are willing to cooperate into one part of the Body to work and share together for the health of the whole Body as you did before. It will be difficult at first, and there will still be shortages for a while, because we will be in the midst of hoarders, but in time we will demonstrate the laws of abundance. When the others see it they will follow our example, for in their hearts they yearn to return to the abundant life as it was.”

The newcomer set his hand at gathering together all those who would listen to his message and began to practice an interdependent cooperative order.

Now when the foreign cell heard of this he was very angry, for he had been receiving much praise and adoration and had received glory for the vast supplies of oxygen he had accumulated. He also donated some surplus oxygen from time to time to get the support of his comrades and was looked upon by many as a great benefactor.

The foreign cell spoke to his followers: “This upstart is a liar and deceiver. Do you really think he came here to help us? Of course not; he is after something. He wants power and dominion over you. Do you really think he came from a healed Body? I tell you there is no such thing. The struggle we are in will remain and those who are wise will have vast riches; whereas the ignorant will endure unspeakable suffering. If this poisonous philosophy the stranger teaches spreads, all of us will suffer. No one will have enough then. We will all be poor. We must attack this group of do-gooders and destroy them by completely shutting off their oxygen supply.”

Thus began the great war and struggle between the two groups of cells. The cooperative group was far inferior in numbers and many got discouraged and left, because for a time it seemed as if complete cooperation was impossible. But in the time of crisis the Body became aware that it could help itself by breathing more deeply and sent additional oxygen. Since it was a time of war, the cooperative group did all that was possible to gather oxygen for the group, but shared as one.

The uncooperative group gathered oxygen only on an individual basis and found their power to amass was not as great as it was, and, slowly at first, they found they were powerless to shut off their opponents’ oxygen. Next they began losing their reserves. Then, after a time, this group began to suffer lack whereas the cooperative group had abundance.

The foreign cell became very wroth, gnashed his teeth with great anger and began to abuse his fellow workers and ruled them with great fear. No one dared say it, but they now knew in their hearts that he was not the benefactor they had thought. Finally, he used his power so obnoxiously that his own fellows rebelled against him, created a prison, and threw him in it. They then approached the cooperative cells, desiring to join with them, and asking them to share their surplus oxygen with them.

The foreign teacher rejoiced at this, but desired to instruct them in the true principle of abundance, once and for all. He took all the surplus oxygen in the Body and released it so there was now no extra in existence. The cells all gasped with fear and disbelief.

“Do not fear, ” said the stranger. “I did this just to demonstrate that there need never be a shortage. There is always enough for all. Now here is all that we must do. Let no one try to hoard any oxygen. When the Body takes its next breath, only take that which you need for yourself and see what happens.”

They all did this with some apprehension, but everyone followed the instructions and did not hoard, but only took that which they needed. From that point in time on, to their delight, they found that every single cell in the Body had all the oxygen it could possibly use.

The Body was also delighted, for it experienced a miraculous recovery within a period of minutes.

All the cells in the Body were wiser now. They understood the principle of abundance and knew they would never lack again. Once in a while a foreign cell from a sick Body would drift into view and start hoarding everything in sight. Instead of joining him, this time they smiled knowingly and left him alone. After a while even the foreign cells lost interest in hoarding, for it had no meaning. After a time, they even let the first foreign cell out of his prison, for they saw he had no power to harm anyone and eventually even he stopped hoarding and came to believe in the principle of everlasting abundance for all.

Copyright by J J Dewey

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The Molecular Business, Part VI

This entry is part 6 of 8 in the series Molecular Business

Molecular Details

For some seekers business is a boring subject. Nevertheless our jobs have more power over our lives and demand more attention, than do all the spiritual teachings in the world, or the inner God itself. Is it not logical that to truly bring in the new age we must make those 40+ hours a week where we dedicate our priority strength a spiritual place to spend our time? Is it not logical that we make the product of all that energy a benefit for the whole as well as the self?

The past has been an age of dreams. The age of Aquarius is the age where dreams come true. But to make them come true takes action as well as thoughts, words and meditation. Action is the most difficult step to take for in taking action we unravel our illusions and it takes courage to face our illusions.

Business is not a subject that dreamers such as you and I naturally put as a high priority. Personally, my soul has dragged me into the business world kicking and screaming. I would much rather be teaching, writing, learning mystical things, maybe vacationing in the Caribbean. Yet when I see the vision of things to come I know that the natural resistance to the energies of the New Age must be dropped and a new understanding must come. The time must come that the power and money of the world is controlled by the unselfish rather than the selfish.

This cannot happen by force as some mislead reformers in the past have taught. A good and holy idea implemented by force becomes a great evil. All the thoughts of God must be brought about by the free will and understanding of mankind. When this happens then the ideals of mankind (which for ages have been deemed impossible) will become manifest.

I am trying to guide us as a group in the direction of the Aquarian energies and the inner world of soul contact. Piece by piece the sections covered may not make a lot of sense or be our natural inclination of interest, but when we put the pieces together and more of the whole picture is seen then the inner stirrings of the Spirit will confirm the time has been well spent.

The purpose of the Molecular Business is to duplicate nature. There is plenty of oxygen in the air out there for all of us. Similarly, there is plenty of money for all, and if we create a living business, it can breathe in all the money it needs, just as a living body can draw in all the needed oxygen.

However, the objector may say there is a limit on the money we can draw. He says this because he does not understand what money is. Money is merely a symbol of the labor which has created wealth. In other words, money is created by labor. Without the existence of labor, money would be without value and meaningless.

Just like the body is only limited by the amount of oxygen it draws from the number of breaths it takes, so is the Molecular Business only limited to the amount of money it can draw by the amount of labor it generates. There is no reason why all cannot live in abundance, for the Molecular Principle creates maximum efficiency and potential for unlimited wealth.

If the small businessman succeeds, he can create a comfortable living for himself. Even so, if a Molecular Business is to succeed, all employees (who are an expansion of the one-owner concept) may have to sacrifice, at first, so they too, as a whole, can enjoy an abundant life when success is reached.

When this equal payment principle is first explained, several objections surface:

(1) Employees in a company wouldn’t go for it.

(2) You have to pay a high wage to get skilled employees.

(3) No one would have the prospect of a high salary and everyone would have starvation wages.

OBJECTION ONE: On the surface, those who believe that employees would not go for the equal wage are correct. That is, it would be almost impossible to convince employees in orthodox businesses to change their wage structure in any direction but immediately up, especially those in the higher income bracket. You cannot put new wine in old bottles.

Therefore, the solution to objection one is to put the new wine in new bottles. All Molecular Businesses, in the beginning, will have to be built from the ground up, and in so doing, will have no problem attracting employees. As long as the standard wage being offered is a competitive one, there will always be a surplus of job applicants. The Molecular Business will not have to draw in 100, 200 and 300 thousand dollar-a-year executives from established businesses. It will evolve all the executive talent needed from the pool of ground level employees to create a well oiled machinery.

Multi-Level marketing companies have already proven that this can be done. All people join these companies at ground level, and those who rise to the top (many making more than $200,000 a year) are often from the ranks of very common people, such as janitors, laborers, teachers, salesclerks, etc.

OBJECTION TWO: It would seem that we could not pay an equal wage to everyone. Even if we could pull the managers from the ranks, there are usually certain skilled individuals such as engineers, lawyers, draftsmen, accountants, and so on who expect a fairly high starting wage.

The Molecular Business will put a lot of emphasis on training while on the job. Oftentimes a person will go to school four or more years to learn a trade and then find that most of his learning for his actual job performance comes from his working experience. Some jobs that are assumed by trained people can be taken by others who are trained on the job. Accounting is a good example. With the new computer programs taking a lot of the busywork out of keeping records and simplifying the learning process, accounting procedures can now be quickly taught to most anyone of average intelligence.

Thus, not only can all executives evolve from the ranks, but so can many skilled workers.

Nevertheless, it is recognized that there will be a need, now and then, to acquire a skilled employee at whatever cost the company has to pay. Even in this case a person of such skill may be attracted to the Molecular Business for a number of the following reasons:

  1. The combination of cash, stock and other benefits will, most probably, reach a higher total that what he would receive in working for anyone else.
  2. There would be great job satisfaction in working in a democratic business.
  3. The combined prospect of long term financial gain, security and job satisfaction will be greater in the Molecular Business than any other.

Nevertheless, if it comes down to the fact that the Molecular Business must pay a higher than normal wage to hire a crucial employee, then it always has that freedom to do so. There are never any rules that cannot be changed by the democratic process. Flexibility and adaptability are always key factors in growth.

It comes down to this: The Molecular Business always has full power to draw the talent it needs to accomplish its objectives.

OBJECTION THREE: When the principle of equal wages is explained many think that wage will be a starvation wage. It is hard for many to conceive of abundance for all.

First, one must remember that the wage is a combination of cash, stock and benefits. Their total combination will equal an attractive overall wage. The cash wage may not be a large amount when the Company is first starting, or in hard times but we will not be looking for employees that are after all-you-can-get-for-the-present-moment. We will be looking for those who want to build a secure and prosperous future as well as initiating a constructive world wide change.

When the Molecular Business first starts then, it is true, that its wages will be at a lower point then after it becomes established. So why not wait until after it succeeds and then join it?

The answer is quite simple. If it succeeds, those who started the Company will have a tremendous financial advantage because part of their payment in stock. Stock purchased at the beginning of a successful company will multiply many times in value after it gets established. Therefore, what may appear to be a lower starting wage may turn into a literal bonanza.

Then after the Company has become prosperous, the general wage will become more and more attractive until it will reach the point that employees of orthodox businesses will desire that their companies turn Molecular.

Copyright by J J Dewey

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The Molecular Business, Part VII

This entry is part 7 of 8 in the series Molecular Business

Employee Benefits

There are two points here that will need some clarification:

1 How is the take home wage and stock allocation decided?

2 Workers need monetary incentives to make them perform. How is this taken care of?

All employees in the Molecular Business have some hand in determining their wages. No facet, operation or financial matter will be hidden from them. Meetings will be held periodically to present to all employees recent financial, production and sales information. It is at meetings such as these that proposed changes in wages will be presented.

Wage increases or any other major change will evolve in the following manner: The President of the Company will study and receive counsel on the financial strength of the Company as to whether it could support a raise in employees’ salaries. All financial detail is available to all employees, so he will also be receiving feedback through executives and workers about the popular opinion of the employees concerning an increase.

The President and the Board of Directors will generally meet once a month and the possibility of a wage change will be tossed around there. Here he will receive counsel from the board. When the time is right, the President will make a proposal on a wage adjustment (either up or down) and call for a vote.

If the proposal is not passed by a two-thirds majority of the Board, then the President can make a second proposal and another vote will be taken. The President can keep presenting alternatives until two-thirds of the board reaches agreement. If they are unable to reach agreement, then no change in wages will be created.

If the President’s choice is passed by a two-thirds majority, then that decision will be presented for popular vote along with a written proposal that all employees will receive outlining the wisdom of the motion. The employees will then vote on the matter, and if a majority approve then the proposal goes into effect. If it is not approved then there will be no change until another, more acceptable proposal, passes through the Board to receive approval of the employees.

This procedure is the same for all major company wide policy changes.

The second method of paying employees is through stock. Everyone will receive the same cash wage but employees will receive different amounts of stock according to their position in the company. For example, the ground level employee may receive a set cash wage plus a 25% additional value in stock. (Not a fixed amount) The first level manager may receive the same cash wage plus 50% additional. The second level manager may receive a wage plus 75% additional and so on up. The amount of stock given for each position will be determined by the voting procedure mentioned above.

The payment in stock will be allocated in such a way that it can only be redeemed for the following reasons:

1. Retirement.

2. Payment of child support

3. Resignation or firing.

4. A donation to a non-profit organization.

5. A financial crisis.

6. Seed money for the employee to start a business of his own which will be linked with the original Company.

This has a multi-fold beneficial effect. First it provides a great avenue of security for the employee. Instead of retiring in poverty, he will retire with more abundance than he has ever had.

Next it will give employees incentive to pay their child support and not detract from their take-home pay. Currently, child support is a great hardship and sacrifice for the person who has to support two families.

If the person quits, or gets fired, he has a right to cash in his stock. Many, however, may want to leave the investment in the Company, even after quitting, if the Company is growing.

To avoid the problem of an employee quitting, cashing in his stock, then being rehired, an employee cannot be rehired for a period of two years after he has taken his stock.

The fourth point will increase donations to charitable causes and is also tax-deductible.

The stock can also be used as a cushion to help in a financial crisis. The Molecular Business will maintain a good benefit program in case of ill health and accident, (and also support alternative and preventative health care). You never know when some unexpected financial demand may come up. Therefore, the Company shall set up an emergency procedure whereby the employee may petition to receive his stock or a loan against his stock.

The sixth, and one of the greatest benefits, of the stock program is the power to use it to become an entrepreneur. In the world today there are many who dream of owning their own business, but never seem to have the working capital to do so. The power to start a business that requires some capital seems to be dished out somewhat randomly. There are a few strong-willed individuals who have managed to get the backing and savings to do it by themselves, but most have help from parents, relatives or friends with money. How about the person who has ambition, but no friends with money and is in a no-win situation as to saving money?

The Molecular Business is the great equalizer in this case. It provides an avenue whereby all people can set aside a nest-egg so when the time comes, they can exercise their power to initiate.

Any time the employee has a feasible plan to start a business he can cash in his stock to finance it. He can either do this himself or with partners. Furthermore, if the plan looks good and financial circumstances permit, the parent Company may even loan him the additional money he needs to finance his enterprise.

Why will it do this?

Because anything initiated with money from Company stock or funds is linked to the parent Molecular Business and is to be operated under the same Molecular principles as the original Company.

The person who initiated the branch business is the rightful heir to the presidency of the Company until such time as he withdraws by his own free will or pressure from the company because of bad deci8sions. This usually will not happen, however, as the initiate of a successful company generally sees the vision of company goals with the clearest sight and is the best one to run it.

The stock and wages paid in the branch company will be determined independently and may be different than the parent company. The reason for this is that it may make a greater or lesser profit than the originating Company. Nevertheless, it will operate on the same principles as the parent Company and everyone’s take-home wages will be the same.

When the Molecular Business proves itself successful in principle many branch companies will be established and many faltering companies will turn Molecular. Each of these will be independent, yet linked in hierarchical formation to the Parent Company. The eventual goal will be to equalize the take-home wages so all are the same in standard-of-living value, and the end goal of that equality is abundance for all.

The reason we have put so much emphasis on the stock program is that this is one of the crucial points in making the Molecular Business successful. The sale of stock is one of the prime methods of producing working capital, and no business can succeed without it. Setting up this program where all surplus employee funds are placed in a stock program will give the business even more than working capital. It will give it expansion capital and power to assist its workers to make their own dreams a reality by starting their own business which shall be linked to all other Molecular companies.

The average person does not realize the power this will give a business to succeed and also compete with all other businesses, foreign and domestic.

Often when a company is short of funds, it will borrow at a high rate of interest, (sometimes up to 18% with company assets at risk as collateral). Not only are the company’s assets at stake, but the interest must be paid back… every dollar paid on interest is a dollar that cannot be used to benefit employees.

Thus we can see that this stock program will allow us to start the most financially potent company in history, but it is not to be feared as some fear large corporations today. The Molecular Business does not have great benefits paid out to the few, for all are owners. It is for the benefit of the common person. The Molecular Business is not to be feared unless common people with financial freedom are to be feared.

I’ve always liked Abraham Lincoln’s statement: “God must have loved the common people, he created so many of them.”


One of the biggest objections to the whole Molecular Business concept is the fear that the employees will have little incentive to perform. Since all are receiving the same wage, one may ask, then why would anyone want to work extra hard to get ahead?

This is a good question, and one of the best ways to see the answer is to go back to the Parable on the Body after it became sick. To the cells that were hoarding, it seemed like suicide to go back to the sharing principle. At the time it seemed to them as if the only motivation left in life was to get ahead. As the parable illustrates, this is true as long as we are placed in a situation where the keynote is: “Each man for himself.”

When this is the keynote of a people, then an individual sacrifice will often accomplish nothing. It takes a group endeavor, as illustrated by the cells, to prove the Molecular Principle.

When the Molecular Principle is in operation there is plenty of incentive, as illustrated by the cells in the Body when it became well and is illustrated by the cells in our own bodies everyday. If we disagree we are saying that we, as greater lives, are not capable of the same degree of cooperation as the lesser lives within us. If we think this we are deceived. We, as greater lives, are capable of even greater unity. Our problem is that we are in the embryonic stage of producing it. Sooner or later the ideal is always reached. Let us not give up striving toward it.

There are a number of incentives to enhance employee production that can exist in the Molecular Business.

First there is a monetary incentive. Even though everyone receives the same take-home wage, there is still quite a bit of incentive here. For starters, there will be greater monetary security here and full-time employment. Feeling sure you will have a job tomorrow means a lot and has great financial value. An unemployment period of six months can wipe out years of savings if purchases are repossessed.

The second incentive is the stock payments. Here, payments are dependent on the importance of your job. We have already discussed how this can be used, so we can see that this will be an incentive to the employee to take responsibility and will greatly add to his future security. Many will see the stock payments as more of an incentive than cash if the company is growing.

The third incentive is the actual take-home paycheck. It will fluctuate as the Company goes forward or backward. If everyone does their job well, then the Company makes more money, and if the Company makes more money, the employees can take an immediate hike in pay.

There are other things the Company can do. If speed in production is essential for a certain department, then instead of assigning the group the task of working eight hours a day and going home, they can be assigned the task of creating a specified number of their production units in a day. If they get them done in six hours instead of eight, they can either go home or work overtime. If quality is the most important item, then a bonus system can be worked up on this.

Bonuses and recognition will be a key ingredient in the Molecular Business. Conservation of cash will be important as the Company is growing; therefore, in recognizing achievement, the Company will emphasize bonuses in stock, dinners, vacations, privileges and a lot of pats on the back.

If the worker needs extra money he can work overtime. He will receive the same hourly wage in cash but an extra amount of stock which will be determined by the Company.

A fourth incentive in working for the Molecular Business is that it encourages initiative and will help its workers get started in a business of their own. Even if an employee does not start a business of his own he will find working in the Molecular Business will give him so much freedom it will be just about like being self-employed. Each manager will be like a steward over his responsibilities, and it will be close to creating the feeling that it is his own business enterprise.

A fifth incentive for an employee (and this one may prove to be greater than any monetary payment) is that the workplace of the Molecular Business will be where his friends are. He will enjoy the working atmosphere and it will be close to impossible to have the harassment problems and lack of freedom that exists in a regular business. Some employees will rather be Molecular even if they are making half the money. The work will be enjoyable and stimulating and at the same time the worker will realize he is working in an organization where everyone is interdependent and everyone is helping everyone else.

The sixth incentive occurs when an employee figures out how to do the job better. When this happens, the cost of production goes down and the wages go up. Anyone who helps to accomplish this will be recognized and receive great admiration from his peers because he helped them to receive a higher paycheck.

We could go on and on, but the basic principle is this: When an employee has enough money for his needs, good benefits, job security, retirement security, enjoyable work, freedom to work at his highest potential, freedom of expression and activity and the potential to increase his income indefinitely – where else will the guy go?

The Molecular Business will be his family, and no one wants to leave family.

Speaking of families, the Molecular business will encourage spouses with a reasonable amount of marital stability to work together on the job. If the marriage is good then working together will make it better and they can be a powerful team.

If the relationship is not stable, they would be better off working apart. The point is that many businesses refuse to let a husband and wife work together. This is an infringement on their freedom. If they desire to do so they should have that option.

Copyright by J J Dewey

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The Molecular Business, Part VIII

This entry is part 8 of 8 in the series Molecular Business

Molecular Business Questions

QUESTION: Probably about the most difficult thing to accept about Molecular Business is the idea of equal pay for all (with some necessary exceptions). Doesn’t this run counter to free enterprise which has proven to produce more wealth than all socialistic concepts that have ever been tried?

ANSWER: Unlike government and totalitarian sponsored programs of equality (which actually produced less equality than capitalism,) the Molecular Business works within the structure of free enterprise; no force whatsoever is applied to the whole to make it work or to force equality. All are free to accept or reject the grand experiment at any time.

To truly understand the principle of equality as far as salary is concerned, we must stretch our minds and take a look into the future when true abundance is established on an earth that has “peace on earth goodwill toward humankind” as a working principle.

We have seen how much more wealth each individual has now than he had 100 years ago because of technology. Take the washing machine, for example. This gave much more freedom to the female than she ever had before. Then the automobile is another obvious example. It used to be a day’s journey to go into town and go shopping; now it takes a few minutes. Finally, we have the computer. For many businesses this little instrument replaces several bookkeepers, a typesetter, a printer, an artist, a research department and so on.

Now if we have benefited this much over the last one hundred years because of the advancement of mankind, imagine what life will be like by the year 2100 as we seem to be moving ahead at an even more accelerated rate. If we can live in relative peace with the other nations of the earth, as well as earth itself, and overcome the idea that abundance is something that can only be had by a few, then the time is shortly at hand when material wealth will lose its meaning, for everyone will have all they need to live the abundant life. When this occurs the competition will raise to a higher level. Instead of seeing who can make the most money we will compete to see who can be the most creative in improving the quality of life for mankind.

True equality must evolve within mankind as the consciousness of the race evolves; it will not happen overnight. The concept of equality of pay, in that ll will have all they need, is the destiny of the planet, but how far away the fulfillment of that destiny is remains to be seen. No one is going to come to us and give us black and white rules to make this happen, but through trial and error we must implement the highest principles in this direction that we can envision.

The principle of election in business will be easier to sell to the workers than the principle of equality. The first molecular businesses may only implement the election principle at first and then equalize employees as successful initiates break off with the desire to take equality several steps further.

The Molecular Principles would be difficult to execute within a company that is not presently practicing it. Current incompetent managers would be against the principle of election for fear of being replaced. High wage earners would be against equality. It’s easy to convince the workers at the bottom to take a higher wage, but who at the top is willing to take a lower one? Yet within the Molecular Business successful management evolves through election, and such managers will be happy to take a higher position for the same pay as the front line workers because of the many other benefits involved. All in the company have nothing to lose.

The Molecular Business is created with evolution in mind. In businesses of today break-offs are dreaded, but in the Molecular Order break-offs are still linked to the original and encouraged to excel. As one Molecular Business succeeds the others benefit, the opposite of the competitive world today.

Thus we could have evolution something like this: The first generation implements the principle of election along with profit sharing and benefits comparable to the best business practices in existence today. A goal of an abundant wage for all is created (say something like $70,000), which is also a cap on cash wages. In the beginning, only a few make this much and except for this cap there is a variety of pay scales as in a regular company. Then as the company becomes more profitable the employees making less than $70,000 have an increase in salary until every employee in the company reaches this amount. Faithful employees at the bottom rung would receive priority over new employees. Temporary employees would be paid just as companies do now, according to supply and demand. Many new employees will begin as temps and be invited into full employment as they prove themselves.

Then the second generation copies everything that works from the first and moves closer to equality by paying management and workers with more equity and making up the difference with stock.

Finally, after three, four or five generations the equal pay principle is finally secured as the company demonstrates great profitability.

As this happens the scripture in Isaiah chapter 60 will be fulfilled:

“Who are these that fly like a cloud, and like doves to their windows? For the coastlands shall wait for me, the ships of Tarshish first, to bring your children from far away, their silver and gold with them, for the name of the LORD your God, and for the Holy One of Israel, because he has glorified you. Foreigners shall build up your walls, and their kings shall minister to you; for in my wrath I struck you down, but in my favor I have had mercy on you. Your gates shall always be open; day and night they shall not be shut, so that nations shall bring you their wealth, with their kings led in procession. For the nation and kingdom that will not serve you shall perish.” Isaiah 60:8-12

As the Molecular Business becomes more successful the nations shall bring their wealth to it just as the scripture says. Even though it may not be religious in the normal sense, that which improves the lot of humanity is among the greatest of the works of God.

QUESTION: You mentioned there will be some exceptions to the rule. Let us say that we need to hire an expert in a certain field and we cannot find one with enough interest in the Molecular concept to participate. Let us say that to get the position filled we have to pay someone 100,000 a year. Wouldn’t the other workers feel negatively about this?

ANSWER: First, let me point out that there is already a tremendous difference in pay scale in regular business (some is justified and some is not), but the employees have learned to deal with it. The equality, even in an imperfect Molecular Business, would be much greater than now exists and there may be some who are a little disgruntled, but the amount of dissatisfaction would be less than is now the case.

Chances are there would be little jealousy over paying more to the specialist because all employees will be highly informed as to the workings of the company. They will realize that without this specialist the income and production of the company as a whole would be threatened and that without these exceptions their take home wage would go down.

Another point is that when faithful employees see that a specialist is needed some will feel motivated to qualify themselves for that position and, unless the specialist is under contract, he can be challenged by a Molecular employee and replace the specialist. If the specialist is replaced then he has the opportunity to find another position and becoming Molecular, or leaving the company. You will find that some will stay because of the job satisfaction and associations they have garnered.

Remember that even when the cash wage is equalized, the payment in stock will be varied, and if they are disgruntled about their lower payment in stock, they can aspire to move up in the company.

The point is equality in the fulfillment of our physical needs is one of the endpoints of our evolution, and there is no way to prevent this from materializing in the future. Between now and then we have to use judgement in working toward it. There will be a lot of imperfection upon this path, but nevertheless, it is a path with great rewards. We cannot equally share the omnipotent powers of the Spirit unless we first equally share the material goods and services so all who are willing to do their share have their needs fulfilled – but we realize that the need of each individual is different.

Exact equality of possessions on the physical plane is not desirable nor possible, but equality of opportunity to fulfill our physical needs is the goal of mankind. Keep in mind that the brain needs more oxygen than does the liver, but they are both satisfied if they receive that which they legitimately need and pass the rest on to other parts of the body. Within the brain similar cells share equally. Even so within the Molecular Business, or at least different divisions of it, some diversity of payment may be necessary.

The suggestions I give toward equality are not written in stone, but presented as ideas in a quest. If we knew all the answers the journey would not be nearly as exciting. Equality is a principle that must be worked out by us mortal humans so it becomes a part of our psyche, just as breathing is. The time will come that we will not even think about how to do it because it will be a part of our nature.

QUESTION: Will the Molecular Business work for all companies or just certain ones?

ANSWER: It can be used quite efficiently with any business or enterprise that has a hierarchical type of leadership. The greatest potential for visible improvement is the manufacturing business. The most challenging will be the first business or two patterned after this order. When it has been proven to be successful then modified Molecular Businesses will be applied to other businesses.

QUESTION: How would the Molecular Business work in a government hierarchy which has no stock?

ANSWER: The principle of election would dramatically increase the effectiveness of government hierarchies. It is true that they do not have stock, but they do have various types of bonds which are very secure. They could use these in place of stock. It is expected that governments of the world will show little interest in this idea until it has been proven beyond any doubt to work.

If a government were to switch over to the Molecular Relationship it would have to be a gradual process involving appropriate legislation on a national and State level.

The way it would have to be done is to make it a policy that all new employees are to go on it, and current employees could join it on a voluntary basis. Government wages are currently set by legislation. Therefore legislators and government workers would need to work cooperatively to implement the Molecular Business for state employees.

QUESTION: Has the Molecular Business ever been tried before?

ANSWER: Not to my knowledge as of 1999 (When this was written), but since the principles are sound, it will work because nature works and it duplicates nature.

QUESTION: If I wanted to start a Molecular Business what do I do?

ANSWER: We would need a small group of willing people in one location, some working capital and a product to manufacture or distribute that is, or will be, in public demand.

QUESTION: Will Molecular businesses compete with each other?

ANSWER: Not if they are truly Molecular. If they follow the principle of union they will cooperate, not compete the way they do today where the opponent is destroyed. All Molecular Businesses will link up and select the leadership of the whole by popular vote. The Molecular individuals and groups will compete with themselves and try to improve on what they have done in the past. Of course there may be some friendly competition for some time between individuals and groups, but negative competition will die through attrition.

QUESTION: Can a business apply just part of the Molecular principles?

ANSWER: This is a free country and the principles outlined here are for anyone to use as they wish. A person in a responsible position with a large manufacturing company once told me that if only the principle of elected leadership, as outlined here, were implemented in her company that profits would double. One of the problems that this company and many others have is incompetent leaders getting in the way of progress.

A portion of the Molecular principles wisely applied may help a business, but to really see the beauty of the program, the whole concept needs to be applied.

Note (Written in 2017) Since 1999 many companies have successfully applied portions of the ideas in the Molecular Business. Employee owned businesses are an example. As far as I know no one has applied all the principles.

QUESTION: Are there any other personal benefits from the Molecular Business you haven’t mentioned?

ANSWER: The potential benefits are without limit. For example, Molecular construction companies could link themselves to a parent Company and build homes for employees at much below the regular cost. The Company could create its own subdivision close to the workplace. This would reduce the cost of lots and add to the convenience of the employee. The Company could even help with some financing and the worker could make the down payment and buy down the interest rate through doing part of the work himself.

The Company could start a Molecular real estate investment company that builds houses and rents them at lower-than-normal rates to employees who do not wish to purchase.

Actually, the greatest benefit of the Molecular Business will be a spiritual one. The principle of equality and the principle of election are both very spiritual principles incorporated in all Brotherhoods of Light whereas on the left hand path leadership goes to the strong and those who intimidate. There is also very little equality because the leaders are exalted above the masses to almost God status and always get more than their share of the riches available.

The unequally among mankind mixed with the stifling of the freedom of choice causes blockages spiritual flow. When true equality and election is had among humans then the spiritual gifts will manifest to a much greater degree than now exists.

The past forty years have seen much progress to prepare the world for the Molecular Business through better wages for the lower end worker, profit sharing, medical benefits, vacations, sick leave, work stability, pensions and so on. We have made much more progress than people realize. Even now we are seeking ads for products that even sound spiritual in tone. We are told that Volvo, for instance, will “save your soul.” Watch a Saturn commercial and it almost sounds like they are promoting a new religion that will solve all your problems. If you listen to the products advertised and then listen to some religious ads the regular commercials often sound more spiritual, some of hem at least. This is all in preparation for the Aquarian Age because the day is soon coming when the masses will revere their company as much or more than they do their churches.

Copyright by J J Dewey

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