that's a good point - funnily enough i think i saw someone writing recently about not mistaking a deliberately adversarial environment for a neutral one. i really should get around to learning about marketing
Just make sure it's
about Marketing, if you know what I mean. Marketing, as a practice, is just profit-motivated sociology for nihilists when a collectively beneficial purpose is undefined.
If we're talking about State/Corporate Power Structures, they
are fundamentally adversarial in many cases (And their adversarial "scale" is directly related to their Organizational Architecture of choice, and where one sits in that structure.). I think Dok is just emphasizing that one's aversion to adversarial/coercive environments isn't the only factor preventing TFYSS™ from manifesting. This oligarchic compliance factory has many means by which it assassinates creativity, so no need to focus on just one. That being said, many of those means are based on appeal to the "back of the brain", as he put it, so I'd say that's a great place to start if you're trying to understand them all and reverse them.
Of course, usually, the most effective method of reversing those means is making them and their nuanced structures and results obvious to those they effect. For example, I'm slowly converting one of my pro-Trump managers into a dirty Anarcho-Commy by frequently outlining, in detail, the means by which our company's Directorate plans how they're going to let their shit roll downhill onto him and his overfilled to-do list, and calling out situations where organizational hierarchy is directly contributing to each of his problems.
They called a meeting about "how [My] time card never getting done affects Management/Finance processes", and after I gave a few choice words to misdirect the conversation and wake up his front-brain, he was calling for management-level changes (Solutions, really.) that were not only antithetical to the purpose of the meeting (And pissing off my boss, who had called the meeting.), but also directly opposed to the organization's implementation of time cards and Finance in general. The day prior to this meeting, I suggested a business model that he initially disagreed with, and he modified it to serve as the basis for his arguments in the meeting. Being that he's in a Senior position, he's now leading an internal initiative to implement a new Model to reduce all of our work loads.
The point here, is that Motivation is complicated, and [fun] is not a very effective motivator when the back of your brain is tiringly focused on what the Power Structure wants for reasons Dok explained. When you can convince someone that the Power Structure is responsible for their general stress (AKA,
accurately identifying "Those Bastards Over There" in a high-tech, highly complex society.), the back of their brain wakes up the front of the brain because the back doesn't know how to deal with organizational complexity and nuance, and TFYSS™ manifests naturally. This is because stress over-invokes the survival networks in the center/back of the brain, which tells the front to pipe down. When you're in that State, you look for the path of least resistance. TFYSS™ manifests when those networks identify a better, but more conscious path that requires the front-brain. Those who wish to prevent TFYSS™ have an interest in reducing visibility of those paths with layers of back-brain placation and situational helplessness (If you're stressed and you think there's no way out, there's no need to stop doing what you're doing.).
If/When we're no longer under constant abusive pressure as a society, TFYSS™ will be ever-increasing as people start taking on less-survival-oriented problems and more elevation-oriented problems.
OR, they'll just do more drugs (like I do).
Ultimately, you're right. TFYSS™
is a group activity, but it's suppressed by multiple manufactured AND unintentional means, but most especially appeal to the back/center of the brain.
