Spiritual Guidelines 4 A Changing World {Channeled}









































































































SONDJAH: SPIRITUAL GUIDELINES FOR A CHANGING WORLD
Cedomil Vugrincic< lighttoparadise1@yahoo.com> Thu, Jul 26, 2012 at 8:38 AM
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Conversations with Monjoronson #50 – Forming co-creative design teams – May 18, 2012
Celestial teacher: Sondjah Melchizedek
Topics:
The need to take time apart for reflection and sharing experiences
Design team manual must be pragmatic, functional and useful
Manual must be useful for believers and non-believers
The importance of transparency in the team
Having a spiritual consultant helps dissolve personal ego agendas
Definition of the design team process
Start with a larger concept and then divide it in into smaller components
The need for general guidelines
Designing idealistic yet pragmatic solutions
Where do we begin?
The individual needs to become part of a team within their society
Recording and transcribing celestial input for the team
Archiving the schematics from various teams
Summarizing valid and invalid sections for clarity
Incorporating wisdom into the education of your populations
Ending multi-generational dysfunctions
Using the schematic one element at a time
The schematic is a format, a guide
Groups that have no TR
TR: Daniel Raphael
Moderator: Michael McCray (MMc)
May 18, 2012
Prayer: Dear Lord, I ask you again today like so many days in the past, for a little help from one of your teachers. We gather today within your light and that of Michael and Mother Spirit’s, and your Paradise Son, Monjoronson, for all of our guardians, mentors and teachers. We bask within their spiritual and intellectual light. Tremendous thanks for such a bountiful blessing you have given us.
CHARLES: Good morning, this is Charles. I understand you have some questions for Sondjah?
MMc: Yes, I do. How are you doing today, Charles?
CHARLES: I am doing admirably, excellently! Anyone who is in the light of God, who has passed through Paradise, can do nothing but glow and shine and reflect the Father’s light, and I am pleased to be able to do that. It is a blessing to me to be of service to our Creator’s universe. Thank you for asking.
MMc: Thank you for shining your light on us.
SONDJAH: This is Sondjah. I am glad to be with you once again, to pick up where we left off.
MMc: Good morning! Is there anything that you’d like to share with us before we start?

The need to take time apart for reflection and sharing experiences
SONDJAH: One moment, please. One thing mortals may not be aware of is that we on this side, with you, are reflective as well and that we take time apart from our activities to discuss the experiences that we have had, individually and shared experiences, to derive the wisdom for our courses of action and the decisions that we will make to do so. This process of examining and reflecting upon experiences is something that guides the universe in its fullness, that as experiential developments occur and require additional thought and conscious meditative time, you might say, to examine the nuances of how these new experiences will change the future, or what we must do to bring about a better outcome.
Of course, working with mortals on Urantia, as you mentioned earlier, it is a matter of “herding cats,” that once we make a decision it is not too long before mortals change the course of action and go another direction. So, it is important for us to reflect on what is occurring and our strategy has continued to be to draw you into the future, to show you something that is attractive, something that is beneficial to all humankind, and that you would work in your disparate and diverse efforts to work towards that goal. And so, we see a better outcome this way.
MMc: Speaking with Daniel, I’ve decided to put together an instruction manual for those beginning in a design team. I was wondering if there is anything that you would like to contribute? That is, would you like to make a statement that would be included in the manual? Or do you have some information that you would like us to include? Or do you have some pointers on what I should include?
Design team manual must be pragmatic, functional and useful
SONDJAH: So many options! Our most pointed concern is that this instruction manual—by whatever title you may call it—is pragmatic, functional, useful; that it is actually a manual on how to put together a design team and how it operates. It is much like putting together a kit car, as some of you have done, where you buy the chassis, engine and the body panels and parts and then you begin to put it together with a set of instructions. Then it begins to operate, and you tune it up and it works even better. This is the intent of this instruction manual and that we need to have this intention fulfilled so that a person who is interested in social sustainability could look at this and could decide whether they would want to participate or not.
Now, we do not necessarily write this instruction manual for everyone. We are not here to convince people who are opposed to this, or who have a different inclination of what to do in the future, we are not here to convince them to participate. We know the direction that we must go and it is benevolent, beneficent and very generous to all people for the future. We do not want to compromise the results or the outcome of this instruction manual. Many of you have not noticed that while we are very flexible, we do not compromise our ideals. We do not compromise on truth, beauty and goodness; these must eventually become manifest in what we do.
We are highly tolerant of variations, but everything that we do must contribute to the ends without compromising those ends. Do you understand? (MMc: Yes, I do.) This design team process sets a high standard for effective performance, but on the other hand, we know that many teams will not be effective immediately and some will not ever be effective in the long-term. But for the main, these instructions must be useful to form teams for most average individuals who are inclined to be helpful to humankind and the course of this world.
MMc: I see. (Pause.) I have the wheels turning again; I’m sorry.
SONDJAH: Do not apologize. You are reflecting upon the experience you have just had, are you not?
MMc: Yes, I am and I’m hoping to see the transcript, because there are certain pieces that you have given me here that will form the basis for how I put together this manual. Yes, I think it should be pragmatic, rather than being academic or some other descriptive phrase, that it should be a “how to do the nuts and bolts” of putting together a design team and making it work.
Manual must be useful for believers and non-believers
SONDJAH: Yes. How you reveal us—the celestials and Planetary Management—is another issue. You will need to decide upon that. Our point is that this is useful for believers and non-believers, and because non-believers are the vast majority of your human population, that we would ask you to make this appealing to everyone, without people reading it with an inherent bias when they finish the book. Do you understand? (MMc: Yes, I do.) This will be an instructional manual that can last for all time. We understand and we know already that this manuscript, this instruction manual will not be perfect, and that it will require many revisions as we gain experiential wisdom concerning its use and its application by people, but the instruction manual will become an enduring instrument for all of humankind as it uses and applies the three core values of social sustainability, which are central to all human existence, for all times. Therefore, applying these values in a schematic, within the design team process, will insure that these instructions will be enduring as well.
MMc: Yes. We need to make some initial step at informing those people who wish to participate in design teams, or those people who are contemplating whether or not they want to participate, something more than “so you want to get together and do this?” I need to give them some information so that they can make an intelligent decision about whether they want to be involved or not.
SONDJAH: Exactly, yes. You will find some small pieces of the text from “Designing Sustainable Societies and Democracies” to be useful to you, but this is your project to discern. We will give you a free hand and examine it and participate in the editing process as well. This is not to be a horrendous project; this is an instruction manual—it is very straightforward. You want to amend it to make it more useful to the individuals you will be working with within Green Bay, therefore, this is your intention, and so it would not develop much more past that.
MMc: Okay. That was my original intention that I develop an instruction manual for people that I am going to be working with in the design team here in Green Bay.
SONDJAH: Our intention for all teams across the world, is that this be useful to individuals who initiate and organize a team, and then to the team itself, once it begins to meet. Feel proud of yourself: You are writing the prototype instruction manual for a global population!
MMc: Don’t pat me on the back so quickly, not until you have a book in hand.
SONDJAH: (Laughing.) I want you to recall, though, that this will be amended many times in the future. It will not be perfect the first time out, and do not be offended when it is revised.
MMc: Certainly, I understand that completely. Basically, as I said, we need to get something on paper so people can read it. (Sondjah: Exactly.)
Last time, you said that team members must be hopeful of a good outcome. You discussed previously that there is a need for honesty, openness and respect in and among the individuals of the team. There is also no room within the team for ulterior motives or agendas. Would you like to comment on this?
The importance of transparency in the team
SONDJAH: Yes, I would. Having facilitated many groups on the mansion worlds and the teaching worlds where I worked, we always found that the results were forthcoming much more quickly when individuals were transparent. In the celestial realm, there is no need for fear, though people who come there shortly after their mortal lifetimes do often bring fears with them, but eventually the fears dissipate, as there is nothing to fear. What remains to be honed and to work with is the ego of the individual. That is the core issue problem for many in teams, as they have not thoroughly worked through their ego problems, where they must become seen by themselves as more important than others, that they be seen as superior and that they be in power and control. This works against the function of the team, and this is one of the early problems that we work on in our growth groups to dissolve. This ego issue and the lack of transparency are contrary to the humility that empowers the team to work effectively.
You will find that although design teams are not necessarily a therapeutic environment, agendas and ego development manifestations become very evident in a team environment, and that these work against the outcome of the team. We have not discussed this at much length earlier on as this is a nuance of the design team process that must be worked through, and particularly in a team that does not have a leader, does not have a boss, does not have a director, but rather exists as an egalitarian group of individuals who have particular roles, which assist the team to function more effectively. When a team begins to work together more than 100 hours, you will find that most of the human problems and human ego/personality disorders become highly evident and manifest and the individual will either work towards their maturity and growth, or they will opt out of the team.
Having a spiritual consultant helps dissolve personal ego agendas
It is our wish—as always—that teams would grow. This is why we appreciate teams that have a spiritual consultant, because the spiritual consultant, the Melchizedek, can work with the individual for their individual growth issues and take them aside to discuss the growth that they need to work through. Your question, perhaps, did not see this coming, but I want to reveal this to you that you are there to assist your fellow team members—not to be a crutch to them, or to enable them—neither are you there to be an antagonist, to bedevil them by revealing their lack of transparency and their agendas, but to let the whole team and the team’s consultant work with that. Teams that do not have a celestial, spiritual consultant will have greater difficulty with this as the consultant is also seen as another individual who has equal powers and rights and privileges as any other team member, and this individual will have the necessary responsibilities to bring these sticky, personal issues to the forefront of the team. This is different than the facilitator, who has also become aware of these problems and these resistances, but it is not their job to dissolve them; this is the venue of the consultant.
MMc: I basically understand that your answer has given us much more information that we have had in the past about this particular problem, and I suspected that something more might come out, which is why I gave you a chance to answer the question, and I appreciate your answer in its forthrightness, because, yes, dealing with people is a difficult situation in any case. Trying to deal with them in a group without a leader is going to be somewhat difficult.
Definition of the design team process
The next question would be: The last time we were together we spoke of team building and team processes as a well-known and rather generic quality of teams. Design team processes appear to me to be something more specific, but it does have a nebulous quality to it. Will you explain what is meant by the “design team process?”
SONDJAH: Certainly. One moment, please. The design team process involves all the nuances that you have read about and which we have discussed today—and more. That is, you could write a narrative about it, but it has to do with the “flow” of the work that is being done, that there is an interactive environment between individuals that generates synergistic outcomes, meaning that the interaction produces far more than what is obvious, that the insights that the team members get assist in the whole outcome. Further, lacking a director or boss or an individual who is in charge of the team, requires that each individual accept personal responsibility for guiding and leading the team as well, that you have a—not a high mentality—but it requires you to consult with each other on an ongoing basis. You are not separate, and it is because of your uniqueness that you can make a major contribution to the whole integral operation of the team. It is the affective environment that goes on to produce something which is far and above what you would do individually, if you were consulting by email, for example. This is why it is important that teams meet together as often as they can, rather than apart, so that they can work with this affective environment between and among them.
Yes, I know this is quite nebulous, but you will experience this once you become bonded with each other and begin working together. It begins in the team building process so that you become acquainted with each other and that you get to know each other, to become more effective as a whole working unit. This is not something that we can point to on a color chart and say, “This is green 576A,” but it is rather a process that you will not be aware of until you experience it. Trust us when we say to proceed and become acquainted with this, and once you have identified and have the feeling of this team process, you will come away from the team meetings and go home with an appreciation for each individual and for the work of the whole team. I apologize for the lack of specificity to this, but this is an outcome that is not completely measurable in your objective, scientific terms.
MMc: You expressed the idea that the design team process for healthcare can be one of visioning or one that follows the continuum of human social sustainability, the continuum of human development, with healthcare based on human need, beginning before conception and ending in death. Would you like to comment on this?
Start with a larger concept and then divide it in into smaller components
SONDJAH: It is the choice of the team to proceed. As we mentioned before, you will have more difficulty with the visioning process, in that you will not be able to step it back effectively, because there is so much missing information in the middle steps. While global healthcare is huge and distant, if you design a sustainable local clinic using the visioning technique, then that vision is more immediate, palpable and is familiar to you. You will find it interesting that a socially sustainable local community health clinic has the same rooms, has the same equipment, the same staff as your clinics now, but how it operates, who it accepts, and how it maintains itself and the intentions for its existence are vastly different. You may wish to work with a local clinic concept, and then divide it into components that will need to be discussed as separate sustainable components of the clinic. You would do this before you even begin to dissect these smaller parts, and this is what this whole process is about — taking a larger concept, or larger sustainable unit, such as a community clinic, and then examining it and discussing the sustainability of the various aspects of it. This is a process that looks at a great deal of minutia in a very tedious fashion.
If you look at the clinic as an extension of the continuum of human existence to discuss the functions and design of the functions within the clinic, you will find that you will have much more rapid results. You would apply the continuum to the clinic and one of the earliest functions would be community education, and you would particularly pinpoint that to procreative couples, who were planning to have a child 3-6 months ahead of time, or perhaps 2, 3, or 4 years ahead, and that they would like to prepare adequately for that time. You would examine the educational services that your clinic would provide, and what clinician would provide this, and who is the most skilled. This person may also have the dual function to be the visiting family practitioner, who would come to visit the family before and after conception and during pregnancy, and who would follow this family unit through the years ahead.
As the child-within matures, is born, then there would come other functions within the local clinic that would need to be provided. Rather than having the clinic design drive the services as is done traditionally, it works for the advantage of designing services for a sustainable clinic to use the continuum of human beings as physical, social, psychological, intellectual and spiritual beings, who have various levels of needs in these areas, and that the clinic would be designed around that continuum to serve them. You will find a tremendous frustration in your work with this design process, if you continue to think in current service levels to the population in your community. You may be looking at demographics where one healthcare clinic serves a population of 500 or a 1000 people, with 250 families, and so, you would look at the communities across a large city—such as Green Bay—and you’d say, “Oh, my gosh! We need to have 1000 clinics to serve a quarter million people.” Thus, you would begin to think in other terms.
We are trying to relieve that frustration to help you design a clinic that is socially sustainable and helps to develop socially sustainable individuals. This is a bit of a narrow-minded approach, as you look at the realities around you, for the physical, mental, emotional, social and spiritual needs of your communities. What you are doing is designing a clinic to serve human needs to develop a socially sustainable community. And of course, this is one of the first places you start, with healthcare and the multi-levels of healthcare, and then education.
If you do not have a design that has some ideals to it, then you will flounder. If you think in terms of serving the immediate public, then you will also flounder because you will become caught up in resources—how do we fund this—and so on. Our vision, our projection for you is to not have these particular problems in the forefront of your minds, but rather what services do you need to provide, to develop a socially sustainable community. We have found, just as you have found, that in third world countries, many of these third world countries are developing high-tech solutions to local problems, without having to hire experts. There are intelligent people wherever you go, and intelligent people read up on the materials available and determine, figure out how to do what needs to be done with the materials and resources at hand. When you do it this way, then you become very inventive, very creative and you will find that you will then have local, enduring solutions.
MMc: Searching through this nebulousness, I’m not sure what to think or exactly how to proceed. As I walk away from here, what you have said is going to impinge upon that thinking, but at the moment, I am just going to tell you what I have written down, or what I have been thinking about previously. My thinking of this process is that the process need not be either visual or following the continuum of social sustainability, but a combination of both. Let me explain: It sounded like the discussion we have talked about [concerning] the procreative couple and what would be needed in the ideal situation for the first year or first pre-year before conception. It seems most give very little thought to this area now, but if we wish to create a truly sustainable individual, we need to be able to envision that ideal in order to form the actual plans for sustainability. I’m going to ask you if you find that reasonable? I think your answer is going to be, “Only somewhat.”
SONDJAH: Are you pre-guessing me, sir? (Laughing.)

MMc: I would think you would find that thought reasonable, but based on what you said before, I think that I have to alter that somewhat.
The need for general guidelines
SONDJAH: You are working with me, concerning this, and so far this is supposition and conjecture, and what will guide you in the development of your teams is experience and the experiential process of working with these concepts to develop actual, concrete results. We cannot, and we do not want to write a detailed manual of the process, but let you invent it yourself with these general guidelines. What is applicable to retired physicians and healthcare professionals in Green Bay may be vastly different than community workers in a pueblo in New Mexico, so you will find that our guidance is general and that you will experientially need to develop wisdom for your group and how you work together in these processes. There are perhaps as many as five different ways of proceeding within a team, and we have offered you only two of the most obvious processes, one is visioning and strategic planning, and the other is to use the continuum of human sustainability. We are asking you to trust in yourselves and to trust in the process, and trust in your results, that in the end you will find uniformity among the output of your team and many other dozens of teams.
MMc: It appears to me that the planning is going to be relatively easy, or at least the easy part of it; the implementation is going to be much more difficult. As you have noted, our large global population makes implementing any change currently, nigh on to impossible. We are not going to achieve utopian outcomes immediately, are we?
Designing idealistic yet pragmatic solutions
SONDJAH: That is correct. The implementation is the check with reality. That is why when you are in your design teams, you are designing idealistic solutions, but at the same time, you are also pragmatic and you will also see that the implementation will require a stepping back. And so, it is not beyond comprehension to envision that design teams may actually have another process going on simultaneously that deals with the strategic planning of developmental stages and steps in the plan to fulfill that ideal. You must have a vision of where you want to go, and that is what the design team is all about. The implementations will require stages of thoughtfulness of how to develop these clinics.
It is not an easy process, as you see, because in a sustainable society, all facets are consciously connected with all other facets of that society. In your contemporary society this is also the case, but most social planners and individuals who operate social agencies do so in their own little realm, in their own little world. Your medical healthcare professions in this nation right now are one of those situations where the pharmaceutical companies and medical service delivery companies, incorporations and insurance companies have created their own reality apart from the needs of a sustainable society. As you know, this concept, this way of doing business is not sustainable, as it does not accommodate everybody equally, whether it is poor people or wealthy people. Even wealthy people are denied healthcare that they could have in a sustainable society more easily.
MMc: At this point, I’d like to introduce the schematic of sustainability into our dialog. Is there anything more you’d like to say about the design team process at this time?

Where do we begin?
SONDJAH: Part of the “after you are getting acquainted time” and in the early stages of your bonding, the team will ask itself, “Now, where do we begin? What do we do?” One of the challenges of your team is that you will discover that there are several places that you could start simultaneously, but it is advantageous to focus your energies upon one area and take one part at a time. The team will begin to see how necessary it is to plan their efforts and to plan the use of their resources—meaning their time and the participation of team members—some teams will decide that all team members “do their own thing” and then they come back together and discuss those parts. Other teams will work simultaneously with everyone present, and produce in their own way, where everything stays at the same level of progression.