I’m now thinking from a new point of view since bringing forward the file on hearing-room skills. (1) Allow me please to “envision.”
After the Reval, what’ll we provide? What’ll be the work for most of us?
Providing money, you say? No. We actually won’t go to the bank and take money out and hand it to someone else. Someone from our organization might, but not us as CEOs.
No, what our actual product will be – for most of us – is decisions.
We’ll be called upon to make decisions. And the hope is, wise decisions.
Have you thought about what that process might look like?
Well, it’ll look the way we design it. There’s no right or wrong way.
The process I’m designing for decisions of importance is:
(1) Gather, weigh and evaluate the evidence.
(2) Assemble any background research wanted or needed.
(3) Have an in-person hearing if required.
(4) If an oral decision is not possible, give all the evidence due consideration and, after reflection, render a decision. Use the legal standard “on a balance of probabilities”; that is, more likely than not.
(5) Communicate it and keep a record of it.
This is only for large and important decisions, decisions for which you’d want a paper trail and a record. But it’s scalable.
Any process is corruptible, but this type of procedure at least has safeguards.
As the energies rise on the planet and abundance spreads, the draw to corruption will also lessen and, I predict, disappear.
Meanwhile, I attach two discussions of decision-making at the Immigration and Refugee Board of Canada in case you want to reflect more on the process, now or in the future.
(1) See “I Can Do This,”
Decision-Making at the IRB 1:2 R2.pages
Decision-Making at the IRB 2:2 R2.pages