The public remains unaware of the origins of the “lack of structured thinking problem“ in Canadian economy. We don’t think the public has seen any of the “confidential professional meetings” that take place at both provincial and federal levels in Canada, or in Canadian corporations, as these seldom come to light or rarely get leaked. But you found something almost identical. 99% similarity.
Similarly obscured are the meetings within major corporations — those same corporations that prominently feature on LinkedIn, where they champion social and political movements and fly the flags of various groups (usually foreign flags .. multi national flags that look like have origins in Africa or Middle East region from the colours and shapes used). These flags are not just decorations but symbols representing distinct political platforms, often anti Canadian or platforms not from Canadian region or from European region or American region.
‘It’s striking to see how closely the video you found resembles the ‘professional meetings’ that have dominated Canadian government and large Canadian organizations for the last decade.’
‘So now, using the video template you have, you have a basis to understand who is in charge of all the governments and corporations, and of the hiring processes in Canada, what their thinking process is like, and how that connects to economic bankruptcy of all actors within the Canadian economy, people, business and governments.’
‘You see, you need wisdom, experience, structured thinking in order to make good hiring decisions, just as you need good project management capabilities to deliver projects successfully.’
When true professionals — tradespeople, technicians, engineers, scientists, researchers, writers or real artists from practical and applied backgrounds like technical 3D animation schools, specialized film schools, people with extensive marketing experience, extensive graphics experience, and private design training/arts schools, etc.. real economy training — try to bring their expertise and professional capabilities and experiences to public agencies or private corporations, they face significant or impossible barriers to entry.
A quick and commonly used method to maintain the status quo, for these “power culture networks in charge of these institutes” and prevent a meritocracy from infiltrating networks like the above group, is citing ‘culture fit.‘
This term is often leveraged to exclude individuals who are performance oriented and qualified but are seen as threats to the established network’s control, effectively blocking innovation and maintaining a leadership that resists change. The type of change they are resisting, is a change to “structured thinking”, “logic”, or another way to say “common sense” (Conservative Principles).
This is because a performance based individual, or a “professional”, would reject the approach of the entire group of individuals as showcased by the talking style in the video above. It would up-pend the power hierarchy of the “monopoly culture/ideological group”, because one cannot have fools in charge of a professional, because once you engage with a professional, the fools are not able to interact and exchange information with the professional, so their solution is simply to not engage any professionals, instead of rearranging power dynamics for maximum corporate and public agency efficiency.
Moreover, it’s not only today’s professionals who would reject the logic employed by these governing groups that are entrenched through the administrative branches all across Canadian economy; even individuals from the 1950s to 1980s, including labourers or farmers with no post-secondary training, would find the ideas by today’s governing groups in Canada, untenable. The people in the video, like the people in the secret meetings that are done in today’s public agencies and corporations, are not mature, adult ideas, which is why massive national debts accumulate in Canada without yielding tangible, substantial, real world results.
Break up existing groups and shuffle personnel to different buildings, so that familiar networks are disrupted. Sever their existing connections to prevent these groups from using their networks to undermine a society filled with talented individuals from joining these institutions. By breaking up “monopoly merit suppression groups”, and also by “integrating true professionals into these newly independent environments”, we can “prevent reliance on old networks and on friendship work setups“ and “encourage individual merit”. Once these talented professionals are firmly established within institutions, the overall performance of these institutions will significantly improve.
Related Content:
Title: “The Hidden Hand: Consulting Firms, Cultural Shifts, and the Erosion of Canadian Sovereignty” https://x.com/SkillsGapTrain/status/1811173642409234611
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