An Introduction to the Foundation
by James H. Lui (c) 1992
The Scientific Research Foundation - on the outside, just another of America's great corporations with resounding status and acclaim by the business community, right up alongside of the other giants - IBM, Exxon, General Dynamics, and Procter & Gamble; on the inside, a dramatic difference is apparent. The Foundation is based upon an entirely unique concept of management where "worker satisfaction" is paramount.
As a financial entity, the Foundation is constantly growing and expanding at an incredible rate (over US$100 million net per year) while maintaining a legally non-profit status. These are the conditions of a company which owns over 90% of the Fortune 500 corporations. All of this comes with the full amnesty of the entitled companies and the U.S. government. A constant flow of applications from companies desiring subsidization by the Foundation are processed; the Foundation specializes in corporate efficiency reform. None of the practices used by the Foundation have ever been used by any other company and most likely never will be used in the foreseeable future by any others in light of this huge power base.
So, the situation stands as this - a company with almost monopolistic power holds such power with full acceptance and support by the government, the competition and all of the subsidized entities. This is the absolute quintessence of the supreme corporate organization, perfection of the business ethic, and almost surrealistic power combined into one organization: the Scientific Research Foundation.
The Foundation has a rather interesting relationship with the U.S. government. Not only is the Foundation a non-taxable corporation, but the general idea is that the Foundation is not subject to any governmental controls of any kind. This stems from a unique status granted to the Foundation by Congress in 2004: independent sovereignty. The Foundation in this sense is almost a separate country within a country. The conditions pertinent to declaration and acceptance of such a status were as follows:
(1) The Foundation shall not pay any direct taxes to the U.S. government. State tariffs may be levied and from them Federal fees subtracted, but no direct taxes may exist.
(2) As a result of the prior condition, the Foundation shall not have access to nor pay required subsidies to any federal human welfare program designed for the benefit of federal taxpayers. This will include unemployment compensation, Social Security, federally funded health insurance, and all other federally supported programs for social welfare. Until employed by a non- Foundation employer, discharged Foundation employees shall also be bound by the above restrictions.
(3) The Foundation and its land shall not be subject to protection by federally supported defense programs or armed forces. In conjunction, Foundation land shall not be subject to possession nor occupation by the U.S. government at any time. As such, the Foundation shall provide some form of adequate defense program to prohibit an aggressor from using Foundation- protected property for the purposes of claiming or occupying U.S. territory. Equally, the Foundation agrees to act in the interest of the U.S. when declaring its position, neutral or supportive, in time of war.
(4) The Foundation reserves the right to contribute freely to other non-profit status institutions without restriction or additional tariffs. Contributions to taxpaying institutions shall be subject to any tariffs as prescribed by the U.S. government to be paid by the receiver of the contribution.
As viewed by the external business community, the division of power within the Foundation is typical of most corporations and follows simple "line and staff" organizational plans. There are officers, directors, managers, and employees just as in every other corporation.
In application, most designated positions are only titular for PR support with the actual division of power being based upon a "trapezoidal" structure. This structure is not autocratic, though it may seem to be, with the actual decision-making process being more omnicratic through everyone than anything else.
The primary organizational nodes are the office of the president and the members of the Board of Division Directors. Each functional center of the Foundation which has a separate identifiable R&D program is assigned a Division Director for representation on the Board. Control positions at-large in external subsidiaries are staffed by the Conglomerate division which is involved with the management of the companies under the ownership or stock control of the Foundation. Production, facilities management, and materials procurement are under control of the Corporate division staff. The president and other board officers are in possession of bilateral control of both Corporate and Conglomerate divisions. Support members of the Foundation are given formal recognition by the Board any time that a subject under consideration effects their "office" or particular area of expertise. The initiation of a new R&D program can come from any of the offices. For the arrangement of financial support, the program must be evaluated by the Board, which controls R&D priority levels for funding and research time allocation.
Since the majority of project funding is provided through the investment holdings in the subsidiaries, the generation of project funding is under the direction of the Conglomerate division. This division also acts as representative of the Foundation when involved with contractual R&D projects initiated by external interests.
Regarding final consideration of a project, the decision to proceed is made by a board consisting of the president, the Division chief, and all members involved with the project. This divisionary board or D-Board controls project-specific decisions such as materials allocation, procedure and policy, and PR regarding the project.
The Foundation is a private corporation with no external stock offerings or bonding. Net profit each fiscal period is reduced to $0 by infusion of all revenues either back into project R&D funds or the Foundation membership which includes the various subsidiary corporations under Foundation control. This ensures the non-profit status of the Foundation.
Control of a corporation by the Foundation does not mean taking over the operations of the subsidized company nor even occupation by Foundation staff. Actually, since most of the reason for controlling stock investing is for leverage, many Foundation subsidiaries never feel the control of the Foundation in day-to-day operations. Having the greatest managers at its disposal, the Foundation often finds itself saving corporations from managerial suicide and internal corruption. The Foundation monitors subsidiary production efficiency indirectly by observing the consumer response to the company's operations. We "go in" only as necessary to bring the company back to an appropriate level of operational efficiency.
Leverage financing is a powerful tool used by the Foundation to create resources of economic power without actually possessing such funds which would be subject to taxation or regulation. Thus, the majority of fiduciary transactions are "sponsored" by a granting financial institution and merely authorized by the Foundation. This action eliminates the possibility of charges of concentration of economic power being let upon the Foundation.
At the heart of this great enterprise (!), is a group of five hundred super-talented people who have lived their lives in pursuit of the Foundation principles of invention through efficiency and efficacy. Selection for membership is primarily accomplished through nominations by the current or alumni staff. A person becomes recommended for membership by outstanding achievement in many fields of activity. Awards and grants are well noticed, but even simple societal contributions are taken into consideration. Our primary factor in rating a prospective candidate is the level of pragmatism in the individual's research methods and ethics. Has the person contributed to society and/or the success of others, or has the person been completely bound by selfish reward? We prefer the former.
The actual selection process often follows world-wide search programs for talented individuals by the Foundation Personnel Search Unit. Government databases, educational histories, employment records, and even neighborhood door-to-door polls are employed in the massive search for prospective candidates to fill new project positions. The only thing that will stop a search is the death of an individual; there is nowhere in the world that a person can go undetected from a Foundation search process. If you ever existed, we will find you when we need you.
Evaluation of the prospective member is conducted through interview by each member of the Board and staff of the division of assignment. Acceptance by all current members must be achieved in order to maintain an environment of mutual respect and interreliance. The ideal member will exhibit very diplomatic and retrospective insight into dealing with his/her peers. Since the Foundation management system relies a great deal upon independent decision-making, much emphasis is placed upon the level of self-reliance and assertiveness of the individual. Essential to the success of a Foundation member is a firm belief in the learning process and the underlying philosophy of the Foundation: make an attempt to understand the processes of the environment around you in every dimension in every way. The ability to multi-task and process a wide variety of different activities simultaneously is probably even more important than functional diversity. I find that even Albert Einstein might not have lived up to the standards of pragmatism that bear upon a Foundation candidate. Maybe Thomas Alva Edison would have made it in, after additional education of course. Foundation members often have many titles of position (e.g. the Director of Medical Research and Internal Medicine is also: Chief Surgeon, Vice-president of the Medical Division, and Commander of the Triage Unit). But the multitudes of address forms do not mean higher levels of internal authority, just more position names for external representation.
To sum up, candidacy is through proficiency in everything and prejudice to nothing. A Foundation member must be ready to accept the impossible as being possible and the unattainable as easily obtained. The member must be scientist, manager, administrator, and student whenever needed. Even after acceptance, the Foundation member must continue to progress far beyond the limits of mere scientific study to the essence of philosophy - love of knowledge. Given the common abilities and goals of the membership, there exists strong and intimate social and fraternal bonds between members. The Foundation "thinks" in a unionized power beam, with multitudes of expert components, cohesive in existence and interlinked in direction. A great "mind" of multiple specialized parts.
In their quest for understanding, Foundation members are satiated through both external contracts and internal projects. Freedom of individual expression is encouraged, but in such expression no one shall violate the Foundation directive of non-interference regarding social, economic, and political systems, even if in need of reform.
People of varied interests and specializations need recreation, and the Foundation supplies the membership with global entertainment facilities for every mode of relaxation. A member also gets to choose two vehicles free of charge for transportation, one for fun, the other for utility. These may be replaced as needed as long as the two vehicles per member limit is not exceeded. Members also get a free house from the Foundation's vast real estate properties. The Foundation even has an independent credit system recognized by all nations, for every member. This supplants the $150,000 tax-free annual salary program, and the Foundation-supplied housing, transportation, land, goods, and services already available to any member (see Foundation Benefit Plan Overview). Thus, the no-limit Foundation credit cards are simply for anything else the Foundation doesn't already provide.
The whole idea of all of this super-compensation is to provide the member with an environment containing all material needs so that 100% concentration can be used on project development without worrying about "meal-tickets." We can't provide all emotional resources that a human requires, so we try to at least create an atmosphere of trust that can foster good relationships and social interaction. Most members will have a background in psychology or behavioral science, and so can serve as their own best counselors.
In the process of scientific achievement there are vast opportunities to create tools to aid the researcher/inventor in the task of developing new technology. The Foundation succeeds where others failed by not being barred by lack of technology, but by simply inventing new methods or "laws of science" whenever necessary to meet project goals. If current resources do not permit development of something designated as a project, then we simply make new resources to use in the process and forget what limitations were placed in our way by other scientists.
The Foundation MPM (MultiProcess - Molecular) computer line is a superb example of creative invention at work in the Foundation. The MPM series was developed for applications requiring more computational power than the greatest of modern supercomputers could then muster. These are fluidic molecular computers; the storage is analog instead of digital allowing the fullest implementation of molecular memory technology. Information is stored and processed as "concepts," not merely numbers so that entire waveforms and other analog inputs can be processed without digital conversion. For example, U.S. Census data is stored not as number tables, but as varying voltages indexed under other electrical signals representing geographical locations. Concept- oriented processing mimics the way the human brain stores and retrieves information.
The MPM uses variable amplitude, frequency, and voltage levels to represent different items of information. Each member of the MPM line uses parallel synaptic processing as the key to its inherent speed advantage. The analog transmissions are networked into a three dimensional access array for plasma storage. The processing network is chemical based using a charged fluid for electron transmitter conductance. The MPM processor requires over 1 megawatt of power, but when you have unlimited power supplies, as discussed below, that isn't a limitation.
The system uses a proprietary operating system called AIME (Advanced Intelligent Monitor - Expert). AIME is a derivation of contemporary "expert systems" except that its primary function is not to "learn" how to do things, but to "evaluate" them. AIME can use archived events and past factual relations to solve complex qualitative problems and monitor controlled systems with a measure of intelligence that easily surpasses the simple logic stacks of conventional artificial intelligence systems. AIME also continuously updates and evaluates archived nodes for obsolescence; this provides a memory management function deterring the redundant storage of related information. Parallel constructs are concatenated into single nodes.
The Foundation Headquarters and its satellite offices are networked through a model known as the M-1000. This machine has the equivalent of 50 teranodes (a node being a single concept) of memory and the multiprocessing unit processes at a speed of over 15 trillion operations per second (an operation is any transfer of information). Under development is the next generation M-2000 computer - a multi-processor version of its predecessor for use in the another Foundation internal project, the Excaliba, which requires even more computational power on the scale of 5000 teranodes and speed exceeding 450 quintillops. Other variants of the MPM computer line include dedicated machines such as the M-100 used in the MET program and the public-support M-50 designated as unrestricted for commercial sale. The baby M-50 cruises at 1.5 billops and has a resident memory cell of 50 meganodes. It is designed as a co-processor to more conventional mass-storage supercomputers.
Ion-based power generation (IPG) is an invented technology which has been implemented in almost all of the Foundation projects succeeding its introduction. IPG is a non-degenerative technology in that the energy it requires is less than the energy that it produces, so that IPG fueled equipment essentially fuels itself once started. A kind of perpetual energy system so to speak. A cyclical non-refractive ion stream is encompassed within an electromagnetically suspended closed loop conductor path. By directing polarized vectored ions into the loop, a stream of ionic plasma is created, which can be inductively tapped to excite other electrons into motion, producing power. A large introductory voltage is needed to establish the motion of the ionic stream, but is not required to maintain it.
The most interesting and useful application of IPG has been in the area of transportation technology. The Multi-Environment Transport (MET) program has been the most successful, Earth-based that is, of the IPG successor developments. An MET can shuttle up to five people through high-pressure fluids and vacuums with equal ease, at speeds exceeding Mach 20. They contain all atmospheric support equipment needed to maintain a comfortable environment for human passengers. There is a micro-sized M-100 installed on- board for applications varying from cartography to defensive weapons control. An MET can be specified as one of the two vehicles allotted per person, pending ratification by the president.
Another byproduct of IPG technology is the defensive nucleostatic power field which surrounds the Foundation's Central Headquarters. It can repel all forms of electro-magnetic radiation using bipolar ion generation to neutralize the incoming nuclei. The next development in this area is to establish directionally focused control of the field and then to apply its repellent qualities to solid matter.
Neodynum lasers are based upon a synthetic crystal which can generate higher frequency energy than conventional ruby or silicon and prestages the beam prior to emission through a mixture of argon, krypton, and a proprietary synthetic gas. The final emitter can be converged upon itself for regenerative power amplification. Multiple beams can also be combined to provide a greater area of impact. Aside from the obvious defense applications (which are implemented in various forms), the neodynum laser also facilitates industrial construction by conveniently vaporizing ferrous and non-ferrous minerals and compounds.
There are millions of other equally intriguing (but lengthy in description) others like krysotyping and Excaliba (discussed in the Excaliba Overview), but all have been designed by people who are unmiffed by "state-of-the-art" limitations and develop whatever is necessary to get the task completed. This includes inventing completely new technology and procedures which break the laws of contemporary science (which is the reason that krysotyping came to be).
All of these particular developments involved a heavy time investment on our part. But, a "heavy" investment for the Foundation is any time greater than two weeks. The application of super efficient R&D techniques has permitted the development of many great solutions to time-worn problems, often in two or three days after beginning project analysis. This system of fast problem-solving places the Foundation far ahead of the other R&D institutes which exist because of the perpetuation of problems. When we created krysotyping in response to requests for cancer cures, we put over 70 cancer research centers out of business. Much of this productive success is due to our independence from direct research funding and grant programs. We can afford to provide solutions, although our "competition" (Rand, Bell Labs, Delphi et.al.) virtually hates our guts for solving their insurmountable problems so quickly and easily. That's fine, because we own stock in them too.
EPILOGUE This is but a small part of what the Foundation is about; the real substance of this corporation is the people and minds behind it. Creative minds and hands meeting the challenges that society brings and taking technology farther beyond the present each passing second. 2005 A.D. is the year marking the beginning of the Foundation (the fortieth year of life for the president). From that day forward, Earth will have a new shining symbol of excellence to behold and to reap the harvest of a better life for all.
2006 Addendum: While all fine and decent to place all of this in writing over 25 years ago, because of the twists and turns of my own life's course I became increasingly despondent that any of this could be made into reality. Everyone else has made their efforts towards realization as planned, but I felt I could become the weakest link in the chain.
Then, on December 28, 2005 I connected with a new organization - one which approaches all of these goals from an entirely different perspective but in a way that ultimately reinforces each of the universal goals - advancement of the human potential for growth and progress, and establishment of a stable and compassionate co-existence for all forms of life wherever it lies.
You may have noticed the second set of icons at the top of the primary homepage.
The 8-pointed star or octagram has been my own discovery over 25 years ago, stemming originally from a twilight vision, and later being attributed to the central figure symbolizing the Cosmic Law of Cause & Effect. Of no certain coincidence,it also appears symbolized as the Dharma Wheel of Buddhism. The Dharma Wheels which appear at the top include a centerpiece representing a Lotus Flower.
This is the icon or Rinbo of Shinnyo-En Esoteric Buddhism.
The much more powerful part that again has no certain coincidence is what has been created through the Shinnyo-En Educational Foundation.
The path ahead is not a certain course, but the destination is certainly complete.