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Although controversial, several experts welcome the famous Underground Hypnosis program and its ilk as powerful techniques. Put into action to help treat emotional, mental, and physical ailments not to mention an effective mode of communication, this style of “mind control” works upon the subject’s unconscious mind to get them to do what you’re aiming for. You can consider this an opportunity to do something like watching a specific TV broadcast or some comedic fun to battling mental disorder and overcoming addiction to cigarettes. We do accept that this might disturb you, but experienced practitioners know precisely what they’re doing and cause few if any problems. Let’s turn to Underground Hypnosis, together with alternative forms of black ops hypnosis, and scrutinize the goal; induction into a trance state. You can usually take them so deep into a trance state. How deeply the subject enters a trance state is determined by aspects of their hypnotist’s ability, personality, and emotional status.

The lightest degree of trance is established as the subject first starts to relieve the tension in certain smaller muscles. They feel as if they’d like to sleep. Many subjects experience difficulty keeping their eyes open. You’ll see shoulders slump as a deeper trance washes through them with surprising speed.

Eventually, the person being hypnotized falls deeply enough into their trance that he or she only hears and sees whoever has hypnotized them. Once they’re are this stage, the individual will feel the power of suggestion. The trance can deepen still further until the subject becomes capable of forgetting given moments through suggestion.

Past that lies hallucination and similar altered perceptions; you can eventually bring yourself to a state reminiscent of that experienced during general anesthetic. Subjects might undergo certain medical procedures in this state without no need for anesthesia. The Underground Hypnosis program doesn’t go quite that far; but that won’t be an issue. To all intents and purposes, the initial strata we discussed are all you need. So look into the Underground Hypnosis staff — all are welcome. All that’s needed is a few hours of your time and a little practice, and after that short space of time, you’ll be guiding people to do what you want and fine-tuning your communication ability. It really is as simple as that — the common conceptions are exaggerations.

Although the frequent subject of controversy, many practitioners welcome programs like underground hypnosis as useful procedures. It’s simplistic to designate hypnotic suggestion as “mind control”, however, as the much repeated saw about mind over matter is still relevant — you can convey messages easily and ameliorate, perhaps even treat, mental, physical as well as emotional complaints via the unconscious mind. You can use this to do something as basic as watching a specific television episode or doing something silly to working against depression and overcoming addiction to tobacco. We do understand how what you’ve heard could seem slightly disturbing, but the experts know just what to do and produce few if any issues.

As is the case with the vast majority of hypnotic techniques, the aim of black ops hypnosis is to place your subject into trance. Of course you can typically only make the trance so deep. How deeply the subject descends into trance is driven by factors like their hypnotist’s ability and emotional status.

Subconsciously, as you fall into a mild trance, you’ll unwind your minor muscle systems. An urge to nod off arises at this point, and further muscles unwinding may lead to drooping eyelids. Gradually more muscles relax also, especially the shoulders and digits — and typically, this takes very little time.

With more work, the individual is so far submerged in a trance that their sensory experience is restricted to the hypnotist. Hypnotic suggestion comes into play from this point on. When deep enough it becomes possible to prevent recollection in specific areas — or to block physical feeling.

Past that lies hallucination; you can eventually create a state similar to that found via anesthesia. Where anesthesia seems too problematic, hypnosis has very often been utilized in its place. Conversational hypnosis and the Underground Hypnosis program won’t take anyone to that depth; however, you won’t shouldn’t need it to. No, when influence is all you’re after, you should only employ the less intense degrees of trance.

It’s now time to remind you that this power is offered to anybody signing up for Underground Hypnosis. Through devoting a little while to studying and a little more time honing what you’ve learned, you’ll quickly become quite an excellent hypnotist. That’s all you have to do — no reason to worry.

[Yogi Sean is the student of Swami Ramananda and a co-founder of the Sadhana Society]

We have spent a lot of time talking about and observing the ways in which we utilize our organizing filter, our organizing structure to select circumstances or events in our lives to bring things to a headto bring out a sense of a specific type of character in our lives. We’ve talked about this a lot through the series, of how I willnot on a conscious level but in kind of an unconscious wayorganize what I see in such a way that it supports, let’s just say, that I feel victimized by the world.
I think it’sas I had said beforeI think it’s one most of us deal with because the religious mythology of Christianity and Judaism sees nature as the enemy.

We actually are trained to view the world as something that isn’t supportive, that isn’t abundant, that actually is hostile to our existence. From that perspective, it’s very understandable that we would have a super-structure within us that interprets events, that strings together events that support that sense of, in your words, of an inimical universe. We’ve talked a lot about that, through observation, through willingness to change, and then through joya sheer joy of expression in changing.

We’ve experimented with these things, we’ve seen how these organizing structures that are based upon these inner senses of identitieslike being victimized by life, by the worldhave literally precipitated things happening in our lives. We end up drawing the negative situation to uswhich sounds kind of like what we were talking about earlier, and yet that’s not really what I’m trying to say. What I’m trying to say is, if I’m a victim to life and I’m walking around thinking that I’m a victim to life, then what I’m going to experience in my life is victimization.

And if I’m a good person, and I’m thinking good things, then I’m going to have a good experience even if the actual circumstance itself might not be completely good.

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“Now there was a day…” (Job 1:6); “Thou hast made us to drink the wine of astonishment” (Psalm 60:3 KJV).

Not long after our son died I read something that gave me enormous comfort. A father who had just lost his cherished son ran into his pastor’s study, literally screaming in his heart-pain, “Where was God when my son died?” The pastor, who knew the situation and grieved with the father, calmly said, “Right where He was when His own Son died.”

The night Chuck died, as soon as we heard the scream and then immediately after that the blast of the shotgun, I thought of the Father and what He must have endured when His Son died. It was as if the Father commandeered my mind and guided me to His own broken parental Heart. Until that moment, when we drank the wine of astonishment, I never gave much thought to what God the Father suffered when His treasured and only-begotten Son was crucified.

In his book Night, Elie Wiesel tells of the day a group was coming back from work. They saw three gallows and three victims being mounted on chairs. The prisoners were forced to watch as the three were hung, one of them a child they all loved. The two adults died immediately, but “For more than half an hour [the child] stayed there, struggling between life and death, dying in slow agony under our eyes. And we had to look him full in the face.” Wiesel heard someone behind him ask, “Where is God now?” Wiesel writes that a voice within him answered, “Where is He? Here He is–He is hanging here on this gallows.”

Where is God when we are hanging in the winds? As that pastor told his frantic parishioner, right where He was with His own Son, when Jesus was slowly dying while being taunted by those who hated Him. I suppose it seems strange that such a morbid thought should give such comfort that it did but, human nature being what it is, if we know that the Comforter is present during such stunning moments when we feel like our insides are being ripped apart, yes, it does strengthen us. “Now there was a day…” Some can say, “Now there was a year, a lifetime.” Every person born will have a day when he or she will drink from the cup of wonder. Jesus asked two of His disciples a question He asks us all, “Can you drink the cup that I am about to drink?” (Matthew 20:22.)

“Now there was a day” when God the Father watched and wept. He watched as His Son drank the cup which He, the Father, had given Him: “Shall I not drink the cup which My Father has given Me?” (John 18:11.) Job, too, asked, “Shall we indeed accept good from God, and shall we not accept adversity?” (Job 1:10.)

O good Father, thank You for refilling our cup with blessings!

I personally struggle with the term “managing people”, because I firmly believe that people cannot be managed - only processes and systems can. How many times have you heard it said - “Why won’t my employees just do as they are asked?”

Despite all our best efforts at “managing”, we have very little control over other people’s actions, including the people that work with or for us. We can inspire, motivate, guide or threaten them, but the choice to act in a certain way is up to the individual.

Today’s workplaces are complex environments - it is a rare occasion when all employees get on together and work enthusiastically and constructively to achieve the goals of the business. Problem behavior on the part of employees can erupt for a variety of reasons. Here are ten tips for dealing with it.

1. Recognize that problem behavior usually has a history

It usually develops over time and seldom from a single incident. As a manager, it is your responsibility to be alert to the early warning signs and deal with the underlying causes before the situation reaches a crisis.

2. Ask yourself: “Am I partly or wholly responsible?”

If the problem is in your team, then you are at least partly responsible for it. Perhaps you were blind to the signs the individual was undoubtedly leaving you, or you chose to ignore them and hope they would go away. Perhaps you hadn’t been managing that individual’s performance on a regular basis, and so missed an opportunity to discover the problem earlier. Whatever the reason, responsibility lies with you in some part.

You would be surprised how frequently it is the manager who has created, or at least contributed to problems of employee behavior. Having an abrasive style, being unwilling to listen, and being inattentive to the nuances of employee behavior are all factors that contribute to the manager’s need to thoroughly examine what is going on.

3. Don’t focus only on the overt behavior

When confronted by an angry or upset employee, it’s easy to attack the person and target their behaviour rather than examine the factors that underlie the behavior. Often, this takes patience, careful probing, and a willingness to forgo judgment until you really understand the situation.

4. Be attentive to the “awkward silence” and to what is not said

When an employee is obviously reluctant to communicate, it’s almost a sure sign that more lurks beneath the surface. Often, employees will hold back because they feel unsafe. They may test the waters by airing a less severe or kindred issue in order to see what kind of a response they get. In order to get the full story and encourage forthrightness, the manager has to read between the lines and offer the concern and support necessary to get the employee to open up.

5. Clarify before your confront

Chances are, when an issue first surfaces, you will be given only a fragmentary and partial picture of the problem. You may have to dig deep to surface important facts, and talk to others who may be involved. One safe assumption is that each person will tend to present the case from his or her viewpoint, which may or may not be the way it really is. Discretion and careful fact-finding are often required to get a true picture.

6. Be willing to explore the possibility that you have contributed to the problem

This isn’t easy, even if you have reason to believe it’s so, because you may not be fully aware of what you have done to fuel the fire. Three helpful questions to ask yourself:

• Is this problem unique, or does it have a familiar ring as having happened before?,

• Are others in my organization exhibiting similar behaviors?, and finally,

• Am I partially the cause of the behavior I am criticizing in others?

•

Once you understand how you have contributed, you can decide to take action yourself to make sure it doesn’t happen again.

7. Plan your strategy

Start by defining, for yourself, what changes you would like to see take place, then, follow this sequence:

Meet with the person and let them know that there is a problem.

State the problem as you understand it and explain why it is important that it be resolved

Gain agreement that you’ve defined the problem correctly, and that the employee understands that it must be solved

Ask for solutions, using open-ended questions such as: “What are you willing to do to correct this problem?” In some cases, you may have to make it clear what you expect

Get a dedication that the employee will take the required actions

Set deadlines for finishing the actions. In the case of a repeated problem, you may want to advise the employee of the consequences of failing to take corrective action

Follow up on the deadlines you’ve set

8. Treat the employee as an adult and expect adult behavior

To some extent, expectation defines the result. If you treat the employee as a naughty child, then you should expect a naughty child to respond. If you indicate - by your actions or by the content or tone of your voice - that you expect adult behavior, then that’s what you’re likely to get.

9. Treat interpersonal conflicts differently

If the problem behavior stems from a personality conflict between two employees, have each one answer these questions:

(1) How would you describe the other person?

(2) How does he or she make you feel?

(3) Why do you feel that the other person behaves the way he/she does?

(4) What might you be able to do to alleviate the situation?

(5) What would you like the other person to do in return?

10. Gain agreement on the steps to be taken and results expected

A problem is not really “fixed” until it stays fixed. Everyone involved must agree that the steps taken (or proposed) will substantially alleviate the problem. This includes you as manager, and the steps you personally will take to ensure you are not contributing to similar problem in the future.

Finally, agree how you will both monitor the issue. What needs to take place for you both to be satisfied that the issue has been completely resolved. Write this down and use it as your measure of success.