Fourth level man is the man of action, the risk-taker. He is a practical man who accomplishes through action that of which he dreams. He worships the great God Power. He uses his own power to organize the energy of others and things and when successful, greatly improves the conditions of his existence. As a result of such success, he comes to believe that he is superior to others, that life should be lived by the power ethic. He believes a successful endeavor can be maintained only by the cunning use of force, and that he, who is superior in the use of power, has a right to name the game, set the rules, define ends, etc. He believes he has the right to force the weaker to pursue his ends. The life of fourth level man revolves around competition and achievement in a personal sense. Organize, direct, and control through the media of force and fear, avoid the reaction of hate, seek respect or at least fear, never mind needing to be loved or liked. Such is fourth level man in operation.

Fifth level man is a sociocentric being. He believes in belonging, adjusting, togetherness. He is other-directed. Incentives stem from others and directiveness comes from the power of group opinion. If his group slows down at work, he slows down. If his group says change, he changes. If his group says fix prices, he fixes prices. Right to him is to do as his group directs, and wrong is to be or want to be different. Getting along, not rocking the boat is a must to fifth level man. He is the strong promoter of "human relations" in industry. It is he who believes in the magic of the tender treatment, the nice word, the personal good brother attention of the boss. It is he who believes in the magic of participation, of the sanctity of the group approach, of the inviolability of majority rule. But he is a far different person from him who operates at the sixth level of existence.

Sixth level behavior, the last level I will describe, we call the Personalistic man. To comprehend this level, one must conceive of a man who has not fear of survival, no fear of God’s retribution, no fear of autocratic secular power, and no fear of social disapproval. He perceives himself as alone, but able to cope. Charged with the energy derived from the dissolution of the basic of human fears, he becomes almost drunk in his expression of his personal self. Possessing esteem of self, he is not concerned as to the opinion others have of him. It is not what others think of him which counts, it is what he sees himself to be. He is a man many of you know very well but understand very little. He is a man who does well any job he takes on within his realm of competence, but as an employee or fellow worker, he is a working pain-in-the-neck. He won’t live by the rules. He will work when he wants to work, the way he wants to work, and where he wants to work, and if the boss or fellow worker does not like it, he does not care. He believes the job of his boss is to do what he, the employee, tells the boss needs to be done, in order that the employee gets the job done. He will have no part of standard operating procedure and he does not see himself bound by social convention. He is generally an excellent producer, both quantitatively and qualitatively, albeit a thorn in the side of the man who believes in organization and control. But what does all this have to do with the problems of the Values Analyst? Let us return to our questions and see.

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