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This month I am turning over the final thoughts to a long-time friend of mine. I met her as the wife of my film partner at USC when I was still Dave. From the first moment of my transition she supported and befriended me, and since that time we have become the closest of friends.
As many of you know, the past two years of my career have been spent in developing a new psychology called Mental Relativity. It is the basis for a revolutionary new theory of story that is to be released as a computer program by Screenplay Systems in the first part of next year. But story is only a small part of the applications Mental Relativity can be employed for.
Primarily, the theory describes the relationships between the processes of the mind. As such, it clearly delineates the intrinsic biologic differences between male and female thinking. This does not indicate that one is better than the other, rather that they are equal but different.
Beyond gender, however, Mental Relativity provides the tools to make objective decisions about subjective problems. In this regard, my friend Juni M (AOL) has written the following article about how she employed the theory in a practical situation of everyday life.
How do you know if two people make good business partners? This is what I was trying to figure out so that I could decide if I should join their company. Using the four elements Purpose, Evaluation, Methodology, and Motivation to compare the partners, I found an answer.
First, I compared their Purposes for starting the business. One, let's call him "A", saw the business as ego gratification, something to control, explore, and ultimately become very rich and important. The other, "B", also wanted to become rich, but had a little less ego involved. "B" would be satisfied to just support his family in a comfortable manner. Both parties seemed to be in some kind of agreement.
Next, was Evaluation. What criteria were they using to judge the business success or failure? "A" thought the business was successful as long as he was contacting more and more people. Even if their projects were way off in the future, the greater his network, the more successful he felt the business would be. While "B" judged success by steady cash flow and repeat business. So, while one liked a constant flow of new clients, the other would have been happy servicing the same old ones again and again. Not much of a consensus here.
In terms of Methodology or day-to-day procedures, "B" was very linear and methodical. He could focus and get a job done very efficiently, while "A" liked to spread himself thin and have many "irons in the fire".
In fact, their Motivations (as mentioned earlier under Purpose) were very different. Since "A" had ego involved in most of the processes and liked to think of himself as a visionary, this was in disagreement with "B" who really only wanted independence and a stable income.
It would appear that they were only vaguely in agreement on wanting to make money, and even then, not in agreement as to how much. Perhaps if they had agreed in 2 areas, their differences would lend a balanced dynamism to the company and propel it forward. But disagreement on 3 out of 4 areas could lead to nothing but bickering.
I decided to wait and see what would happen to these two before making any commitments. Chances could be that they break up before they add new members to their company, and then the remaining partner will set the tone and direction for the company.
Meanwhile, I could still get along with them both if I only confine my conversation to the one area they seem to be in agreement on: making money.
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The Subversive #5
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