Simorgh Issue78 Sept 2015

Vol.
4 - Issue 78 - September 2015

V
WWW.SIMORGHMAGAZINE.COM
WWW.SIMORGHMAGAZINE.COM
OTTAWAS PERSIAN PUBLICATION

O
Daniel Badre
Personal Injury Lawyer

Tel: (613) 225-0037 ext. 22
Fax: (613) 225-0921
www.injuryottawa.ca
If you or a loved one are injured in a
Ottawa, ON, K2G 1W1
a free consultation and case evaluation.

Remember, you don't pay unless we win!
78
Publisher: Simorgh Publication
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Rethinking Work: Part V
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)Behzad A. Rezai (Bobby Bar

) (
Tel: 613-291-6167
e-mail: barezai@yahoo.com
185 Somerset Street West Suite 305
Ottawa, Ontario Canada k2P 0J2
3 6 4 : 7
43
Daniel Badre
Personal Injury Lawyer
If you or a loved one are injured in a

for a free consultation and case evaluation.
Remember, you don't pay unless we win!
www.InjuryOttawa.ca
Tel: (613) 225-0037 ext. 22

Fax: (613) 225-0921
Ottawa, ON, K2G 1W1

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45
46
do people care so much about the death of a lion when

so many human beings are suffering and dying? The surge
of sorrow for a dead lion, they say, when compared to the
relative quiet about other wrongs, reveals a moral flaw in
our humanity, a defect in our moral compass.
for his people. My hope is that as we make our preparations,

we, too, will be satisfied that the sails [are] well set and the
course adhered to whenever possible. Excellence demands
nothing less.
My point in all this is to highlight the mimetic

contagion that has already polarized many people about
guns and also about the killing of Cecil, the lion. Making
decisions, as we all know, in society (now with the federal
elections upon us), in our homes and in our offices, can be
highly charged and all the best thinking and well-thoughtout strategies often go out the window. The problem is that
in our society, what I would call decisions of the heart
have not gone hand-in-hand if at all with the thinking
decisions we have used for decades as criteria for success.
Yet, the problems we find all around us still keep emerging
or fueling immense mimetic conflagrations. I realize our
world has gone a long way to introducing the soft stuff into
workplaces. But even with awareness and possible assessment of our own emotionality, we still have to pay attention
to the entanglements of desire when we get into group
decision making in the office or in meetings. To test the
value, stability and soundness of a decision we need to be
confident that a strong sense of connectedness not the silent treatment! has occurred throughout the meeting and
decision process. The final outcome that is, the decision
should never be at the expense of anyone. Otherwise,
we are simply scapegoating and, as we saw with the WWI
example, opening ourselves to possible revenge tactics.
Research shows that the worst kinds of revenge incidents
perpetrated by about 20% of negatively disengaged employees. These employees are active in creating hell in the office
or on the automotive line, for example. Having studied this
problem of employee disengagement for the past ten years,
I can tell you that there are no so-called winners. It is also
an emotional imbalance of the first order.
References
Some concrete steps to manage mimetic contagion:

openness; focusing on concrete and specific issues in the
decision making process; really attending to the issue(s);
keeping the purpose and vision of the company or organization always before you; checking to make sure there is
an alignment (IQ skills needed here) and attunement (EQ
and SQ skills especially needed here); listening attentively
to everyone, not just hearing; and being open to possibility that the least likely member might offer an incredible
insight.
Like King Tamatoa we all make decisions. For him
it was a matter of finding a centre, a purpose, a new meaning, a new beginning and a whole new life and way of living
i. James A. Mitchener. Hawaii. New York: Fawcett Crest, 1959, p. 89.

ii.Marketings basic message is often information, I realize, which can
be helpful, but we must also be aware of the subconscious massage:
Many people want this product but not everybody can have it. However, you can if you buy it now and well even double the amount
no, wait! Well even give you free postage!
iii.Business reporter, Will Smale, Would You Get a Tattoo of a Company
Logo? BBC News, July 16, 2014. Website: http://www.bbc.com/news/
business-28207945, accessed July 31, 2015.
iv. Dr. Harris was one of my post-doctoral professors at the University of
Southern California at San Diego in the summer of 1974. He wrote Im
OK, Youre OK. New York: Harper Perennial, 2004, 320 pages. Amazon.
ca.
v. William Shakespeare. A Midsummers Night Dream. Act I, Scene 1,
line 140.
vi. Grandparents especially are great at fulfilling these mimetic desires
for their grandchildren! Enough said!
vii. I am not a historian and am well aware that I have given a version of
the underlying dynamics to the starting of WWII.
viii. A June 18, 2015 Washington Post article has a startling graph of
U,S, gun killings in relation to other countries. See Christopher Ingraham, "You Have to See How Many More People Are Killed by Guns in
America to Actually Believe It," The Washington Post, Thursday, June
18, 2015. Website: http://www.washingtonpost.com/news/wonkblog/
wp/2015/06/18/you-have-to-see-how-many-more-people-are-killedby-guns-in-america-to-really-believe-it/.
ix. Byrony Gordon, "Extreme Backlash Over Death of Cecil the Lion
Shows What Hypocrites People Can Be When It Comes to Animals," The
Telegraph, Sunday, August 2, 2015. Website: http://news.nationalpost.
com/news/world/extreme-backlash-over-cecil-the-lion-shows-whathypocrites-people-can-be-when-it-comes-to-animals.
x. Frida Ghitis, "How Outrage Over Cecil the Lion Killing Misses the
Point," CNN Online, Monday, August 3, 2015. Website: http://www.cnn.
com/2015/07/31/opinions/ghitis-cecil-outrage/index.html
xi. Dr. Reuven Bar-On published the Emotional Quotient-Inventory
in 1997. Dr. Daniel Golemans popular book on emotional intelligence
came out in 1995.
xii. Listening is a twofold dynamic: understanding (a cognitive task) AND
acceptance (an affective task). True lstening can be a real challenge,
especially when its incumbent upon us to listen to someone we may
not be fond of or actually dislike.
47
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How does all or at least some of this relate to our

course? Girard talks about different kinds of mimesis. He
names one mimetic rivalry a situation with which we are
all too familiar: two children are together; one reaches for
a toy; and then all of a sudden the other child also wants it!
Guess how all the SUVs showed up on streets and highways!
We may try to rationalize the decision to own an SUV, for
example and it may be the best choice for the family,
work, etc. but we have all heard people say, Oh, Ive got
to have one of those [whatever], even though that was the
furthest thing from their mind. Think about the possibility
of mimetic rivalry in work situations when we need to get
together to make a decision!
Girard also writes about the mimetic triangle. A good
example involves two people, the second of whom want or
desires the same object or person as the other. Love triangles come to mind. If not handled well, tissue damage, as
Dr. Thomas Harris, M.D. would call it, may occur. What he
meant was that serious harm to one or both persons could
occur. Shakespeare has Hermia saying, "O hell! to choose
love by another's eyes." We all know what that can be in a
relationship! Imagine the anger that could go on in such a
rivalry! What can also happen is that such mimetic rivalry
can be contagious, affecting many members if a family or
other co-workers in workplaces. I know of a current situation where this kind of rivalry is going on and it has split the
family system in two. Nobody is winning. Imagine sitting
around the boardroom with this kind of elephant in the
room! And decisions still have to be made!
Another type of mimetic dynamic is that of mimetic doubles. This is very common in business: one person wants
x (e.g., promotion) and then another person wants x as
well. The two people enter into conflict and/or competition
for the same job, promotion, etc. While in mimetic rivalry,
two people want the same thing, or object, or person, the
mimetic doubles the first person ups (or raises) the ante
and so the second person engages in the desired person,
place or object also, and its this back-and-forth dynamic
such that the two people are like mirror images of each
other. A lot like playing poker.
Where destructive mimetic desires are in the air at home
or at work, mimetic contagion can set in. We sometimes
hear people/managers/employees say, I just dont want to
get caught up in your stuff! Leave me out of it! This can be
quite challenging if ones job is on the line, of course. Things
can get so bad that we end up with a mimetic crisis, its most
negative outcome being war. War is born in the negative
shadows of nations some would say in the evil intentions
and hearts of people. Negative projections becomes actual,
and people end up killing one another!
49
But we also know that there is positive mimetic desiring. For

example, who would not want to be like the best of Mahatma Gandhi, Jesus, Solomon, Nelson Mandela? if so, we
then imitate their positive attitudes, values and behaviours.
Many of us remember the fun we had albeit with mimetic
desires about owning Cabbage Patch Dolls or Furbies or,
today, an American Girl Doll. We override, so to speak, the
negative monkey see, monkey do stuff in the air and if you
are a mother or grandmother, your heart swells and you
indulge your own fancy. But more important is that you see
your child or grandchild swimming in excitement and joy. Of
course, such a mimetic constellation of dreams and hopes
and desires has its limit but the best of a positive mimetic
surrounds your purchase because you know your own mum
as well would have done the same.
My main point in all of this is to focus your attention on the
subconscious or the unconscious dynamics at play that you
may not be aware of in your decision making efforts. We
know from history that countries and peoples have become
entanled in negative mimetic desiring or contagion, and
there is always a scapegoat that is sacrificed as a result. It
is said historically that the western allies win at the end of
WWI (1918) led in great part to the conflagration of WWII
because the winners (or allies) rubbed scapegoat mockery
in the faces of the losers until they felt the the only option
was to get even. Scapegoats and revenge are part of this
negative mimetic whether in wars or in the office. No one
likes being consistently reminded that theyre the loser. No
one likes feeling that they are a victim.
Its easy to see that todays society has upped the ante, so to
speak, on who is a better victim than another. We live and
work in a victim culture. Advocacy groups defending victims
have a deep shadow side: that of creating additional victims.
We have seen multitudes of people wrongfully accused.
Political correctness can easily go off the rails and foster
mimetic contagion with victims on both sides. That is why I
wrote about the importance of discernment both with our
hearts and our heads and not let unchecked passions rule
the day. We all know, for example, that there are millions of
guns in the U.S. alone, but the current killing of Cecil, the
beloved lion, in Zimbabwe by an American dentist, has created a global uproar that one editorial comment in the U.K.
calls hypocritical. In an editorial piece, Bryony Gordon writes,
Why are Americans outraged at the shooting of a lion, but
not the gunning down of their own citizens? ... just over 20
million of us go to Seaworld each year to watch killer whales
perform, despite it being well known that many orcas are
traumatized by being in captivity. A CNN posting has it as
follows: The intensity of the backlash over the trophy killing
has triggered a counter-backlash. Why, some are now asking,
MONKEY SEE, MONKEY DO:

Reflections on Decision Making
Michael Rock, Ed.D.

August 1, 2015
"King Tamatoa realized that there came a time on

any voyage when a [person] and [their] canoe had
to trust the gods and to run forward, satisfied that
the sails had been well set and the course adhered
to whenever possible; but when all precautions
failed to disclose known marks, it was obligatory
to ride the storm."
- James A. Mitchener. Hawaii
We have all been where King Tamatoa has been. We have

all been decision makers in rough waters and in smooth
waters, personally and in the workplace. What is interesting about the story of King Tamatoa was that one time in
Hawaian history, the folks lost their cultural bearings, their
spiritual roots, and so had to make a decision: what now?
where do we go? From deep in the South Pacific they set
out for unknown shores which we know today as Hawaii.
I thought of King Tamatoa not only because I love
James Micheners books but because of the decision making
context he found himself in. We have the expression between a rock and a hard place something that we have all
wrestled with at one time or another in our lives. Interestingly, decision making typically involves making a decision;
not to decide is a decision.
What fascinates me is not so much respecting the mechanics of decision making (the traps, the red flags, the groups,
etc.), but a reality that is not often if ever discussed in
management texts. What I am referring to is what philosopher, Ren Girard (1923-), called mimesis or the human
quality we all have (even primates) to imitate the actions of
other people. But what is interesting about Girards take,

if you will, on this human quality to imitate and copy the
actions of others, is his particular understanding of mimesis.
Girard goes beyond imitation. In using the word mimesis,
he claims that we go beyond imitating the actions of others
to actually desiring what they want! I know that at first this
may sound fanciful thinking, but think of situations where a
tit-for-tat dynamic kicks into motion. His is an anthropological approach to living that, as he points out, has been with
us for millennia: human actions that impact a social situation.
I intend in this short essay to expand on these ideas and
relate them to the decision making process. Upon reflection,
you may find them helpful along the way. I have often heard
it said that it takes the wisdom of Solomon to manage
some situations. Its interesting that when serious thinkers
reflect of Solomons wisdom (1 Kings 3:9), they often link
it to the process of discernment. To me this seems like the
same process that Cinderella went through when her stepsisters left her behind to sort out the lentils from the peas
a discernment process. For any of us who have attended
to this process and discipline of practicing attention, it is a
very challenging one. Just think of assignments you have:
the best of intentions sometimes go out the window and we
think even though weve told ourselves beforehand that
we now have a long weekend to complete the assignment!
Oh, one glass of wine just to be social with our company
will be fine! Been there, done that!
As mentioned, the #1 anthropological characteristic of human behaviour, according to Girard, is that we are creatures
who imitate. But whats very interesting to Girard and for
me and the process of decision making is that we often
imitate the desires of other people in the making of our own
decisions. Before you think I may have lost it, think for a moment of the people we idolized growing up: often who they
were and what they wanted was what we eventually wanted
to be and desire. As we got older these wants grew up but,
according to Girard, the drive to imitate the desires of others
is going full tilt. Its called the mimetic quality of desire and,
of course, each time we desire what another has or is we
consciously or unconsciously make decisions to make that
happen. Marketing is all about creating desires; we often
enter into their desires from iPads to the latest in everything to fashions, etc., etc. Its a wonder that we can ever
just be ourselves! The sports figures have logos, the NHL
hockey rinks have logos, individuals even wearing tatoos for
companies and getting paid for them! Exposing and creating
desires!
50
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Vol.

4 - Issue 78 - September 2015

OTTAWAS PERSIAN PUBLICATION

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do people care so much about the death of a lion when

for his people. My hope is that as we make our preparations,

My point in all this is to highlight the mimetic

Some concrete steps to manage mimetic contagion:

i. James A. Mitchener. Hawaii. New York: Fawcett Crest, 1959, p. 89.

How does all or at least some of this relate to our

But we also know that there is positive mimetic desiring. For

MONKEY SEE, MONKEY DO:

Michael Rock, Ed.D.

"King Tamatoa realized that there came a time on

- James A. Mitchener. Hawaii

We have all been where King Tamatoa has been. We have

other people. But what is interesting about Girards take,

Digital Zone Media

Radio Parvaz 97.9 FM

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