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ULTIMATE MIND CONTROLASIAN ARTS of Mental Domination
By HAHA LUNG Christopher B. Prowant
CITADEL PRESSCopyright © 2011 Haha Lung
All right reserved.
Chapter OneThe Six Steps to Ultimate Control
The first three steps are more concerned with appreciation, as they involve realistically assessing yourself and your surroundings: knowing ourselves, knowing our enemy (challenges in general, people in particular), and knowing our environment, i.e. recognizing a once-in-a-lifetime genuine opportunity, or else recognizing that the worm has turned and it's time to hightail it outta Dodge!
The remaining three steps to ultimate control involve hands-on application, putting what you've learned about yourself, your enemy, and your environment to practical—and profitable!—use.
THE THREE KNOWS
These are "Know yourself," "Know your enemy," and "Know your environment." Lacking insufficient intelligence (both the innate kind you're born with and the espionage-gathered variety you take pains to diligently acquire) on any of these three "knows" limits our options in (1) responding to life effectively, (2) avoiding death indefinitely and, when the time does finally come, (3) shuffling off this mortal coil with all your marbles!
Knowing your strengths and weaknesses, knowing—and accepting-your limitations.
"Knowing yourself" first and foremost means testing yourself—constantly and consistently.
Life is nothing without challenge. Challenge is how Mother Nature separates the wheat from the chaff, the quick from the dead. Nietzsche constantly entreated us to "push against your walls." Likewise, in his "Ninety-nine Truths," Hannibal the Conqueror tells us: "Test yourself with fire and ice, sand and sea, bile and blood, before your enemies do."
Thus, martial-arts students practice throwing solid kicks high to an opponent's head, not because they actually intend to throw such high kicks during actual combat but, rather, because they realize if they can successfully throw a kick to the level of an opponent's head everything below the head belongs to them.
"Knowing yourself" also involves realizing how you consciously (and subconsciously) relate to others.
According to the ancient Chinese philosophy pakua (pronounced "bakwa") there are "Nine Roles" we assume when dealing with others:
1. Father (i.e., authority figure) 2. Son 3. Husband 4. Wife 5. Older Sibling 6. Younger Sibling 7. Master (aka Mentor/Teacher) 8. Disciple (sometimes called "Servant") 9. Friend
With the exception of a true "friend-to-friend" relationship (a balanced relationship), in any of these pairings we play either a dominant or a submissive role.
Whenever you consciously or subconsciously assume one of these roles, the person you are interacting with also consciously or subconsciously assumes a corresponding role, a role either complimenting or opposing in nature. This in turn creates what the Chinese call "The Five Relationships":
Father to son Husband to wife Older sibling to younger Master to disciple Friend to friend
For example, in an interaction where one person has clear authority over you (your boss for instance), you can assume the role of either the authority figure "father" or the respectful and obedient "son." This basic interpersonal dynamic can be further broken down into sub-roles and sub-scripts, e.g., obedient son versus obstinate son, a benevolent father versus a totalitarian one.
But just because you acknowledge another's authority, doesn't mean you don't control the interaction.
Say for example you find yourself in a confrontation where someone is questioning something you did. You can consciously assume the "role" of the Father, instantly turning the tables on the questioner by forcing them into a "father-to-son" scenario where, when a "disrespectful" son dares question his father's actions, the stern father immediately "asserts his authority" (trumping the upstart with his obvious age and wisdom), turning the table on the son. Instead of having to explain himself to "a child" he instead puts the son "in his place" (i.e., on the defensive) by changing the subject to something the son has done wrong.
Whereas the other person may have consciously come into the confrontation with the intention of asserting his or her authority (i.e. attempting to play the "father" role), your boldly seizing the higher ground (by first and firmly taking on the "father-authority" role) forces them, often without their realizing it (that's right, subconsciously!) into the subservient role of "son."
Master manipulators learn to recognize these roles in others and become adept at adopting these roles when necessary, always taking on the roles that will allow them to best control and manipulate the situation. Thus, manipulators do not always assume the "dominant" (e.g., father) role in an interaction. For example, for the out-gunned guerilla, there are times to pretend fear and play a subservient role in order to get his enemy (authority) to drop his guard, and/or in order to draw that enemy into an ambush.
Master manipulators deliberately choose words and symbols that allow them (and their agent-propagandists) to use both the Nine Roles and Five Relationships—all trusted archetype figures to our subconscious, no matter how suspicious our conscious mind remains. This explains the use and appeal of such titles as "Holy Father," calls to fight and die for the "Fatherland" or the "Motherland," and why your "Uncle Sam wants you"!
The more we understand about the use of such symbolic and surrogate relationships, and just how easily such relationships—real and symbolic—can be used to manipulate us, whether by Madison Avenue or a Charlie Manson, the better for our overall self-defense, both physical and mental. The first step to accomplishing this is "knowing ourselves" well enough to (1) accept that everyone—including us—are susceptible to these symbolic and surrogate relationships and (2) admitting (to ourselves) which of these interactions holds special meaning to us because of what these roles represent to our subconscious.
Psych 101: If we have a problem with "authority" it may stem from unresolved conflict we have (from childhood) with our father. A wily enemy, realizing this before we do ourselves, can then use such psychological "wounds," re-opening them at the worst time (for us), bleeding us even more.
Know Your Enemy
Penetrate inwards into men's leading principles, and thou will see what judges thou art afraid of, and what kind of judges they are themselves. —Marcus Aurelius
"Political correctness" and "Judge not lest ye be judged" aside, the truth is we still judge people by first impressions. Before we even give them a chance to open their mouth we've already made several conclusions—true or false—about them based on:
Their height: Tall or short? Studies have shown that women do prefer taller men. Men are just as guilty, just as shallow, judging taller women as more intelligent, assertive, and ambitious. Conversely, men see shorter women as more nurturing and considerate. Their age: Everybody knows old people are senile, or at the very least stubborn and stuck in their ways. Young people on the other hand are brain-dead and irresponsible. And the rest of us, stuck somewhere in the middle, are probably already knee-deep in a "mid-life crisis." Their hair color: Blondes are dumb and redheads are quick to anger. Their size and shape: Everyone "knows" fat people lack self-control, are lazy, and have more health problems. "Muscle-bound" men are all stuck on themselves and secretly insecure. And what was it Randy Newman said about "short people"?
Their race and apparent ethnicity: "Those people" are all drunks. "Those other people" are all lazy ... but for some reason, they make crackerjack gardeners and maids? Will "that" kind of person get along with my other workers? Aren't "those people" all terrorists? I heard "his kind" has trouble taking orders from women. How they're dressed: Isn't her dress cut kinda low? Aren't his pants a little too tight? What's that funny religious hat he's wearing? Nerds all wear glasses and pocket protectors. How they stand or sit: "Good girls" don't sit like that! Look how he puts his hands on his hips ...
We often respond to another's body language without our being consciously aware of it. Body language 101: They're standing or sitting by themselves: Must be anti-social. Laughing in the middle of a crowd: Do they need to be the center of attention or are they just suckin' up? He's leaning against the wall: Drunk, or just lazy? Arms and legs crossed: He's closed off—he must not like my idea or offer?
The company they keep: Beer buddies or the martini crowd? Your friends are a reflection of you, or at least of what you're willing to put up with. Hanging around the office cooler with your coworkers shooting the breeze or huddled down in your cubicle shooting the boss a snitch-memo ratting out all your coworkers who are hanging around the water-cooler shooting the breeze?
Are we ever wrong in our "first impressions"? Sure. But we're also right often enough to keep us doing this. Stop feeling all "politically correct" guilty about giving strangers the once-over. There's a reason "stranger" rhymes with "danger." This instinctive defense mechanism has its roots in a xenophobic survival instinct inherited from our more ape-like ancestors: Turning the corner and running smack dab into another caveman hunter, our ancestor needed to instantly "size-up" the other fellow as friend or foe just in case that other hunter had a hankerin' for dinosaur burger ... but was willing to settle for the other white meat—you! Your being able to "read" him ASAP often spelled the difference between your starving little cave-kids left wondering why Og-daddy was late for dinner ... while that other hunter and his cave-mates were having you for dinner!
Yeah, this is kinda like sizing up that stranger walking towards you at night in that deserted parking garage. For safety's sake, always keep in mind that that whole "evolution" thing didn't take with everybody. Quite a few Neanderthals seem to have made the cut!
So, beyond just our ability to accurately access "first impressions," what else do we need to know about our enemy (be they a romantic rival, a corporate raider, or simply the "other guy" come for the same job interview you have)? What are some of the other things we can look for?
We can look at how he deals with the world in general, either an extrovert facing life head on, or else an introvert retreating from life. Then we can delve into his needs and wants—often two very different things. Finally we can try to discern his agenda, the "ends" he expects out of life and the extent he's willing to go to achieve them.
First, is he an introvert or an extrovert?
Extroverts work the crowd, gossiping with coworkers, moving from clique to clique at a party.
They talk a lot. And when they talk, they put their whole body into the conversation—leaning in close to people, touching others. They use their hands to enliven their many tales of adventure.
And they get bored quickly, moving on to their next conquest or performance.
Extroverts fall into the "doer-feeler" category. They often act on their emotions (for example, initial enthusiasm for a project) without thinking things completely through—"We'll cross that bridge when we come to it!"
Extroverts need to keep moving. They need to be doing something at all times. If your ally is an extrovert—keep him busy.
If your enemy is an extrovert—keep him busy too, but keep him busy chasing after shadows. Or, you can frustrate him by making him spin his wheels, stifling his forward momentum.
Introverts, on the other hand, are quieter. They're in the "thinker-planner" category. They listen more. They watch—and see—everything.
They like to hold a drink or something in their hand (masking their nervousness). And, besides, they don't need their hands free to tell stories like the extrovert. Introverts don't tell stories—they relate facts, they recite statistics, they crunch the numbers.
Introverts speak more slowly, because they think about their answers before answering.
Because they take longer to answer, introverts are often misjudged as being less of a threat. Actually, some introverts can actually be more of a threat since—as listeners—they "hear" and "see" things an extrovert might miss.
Also, while all eyes are on the extrovert's antics (literally and figuratively), the introvert can be working diligently—behind the scenes, under radar—accomplishing quite a lot. Example: While the extrovert is busy entertaining the crowd, including his and the introvert's boss, the introvert is standing next to the boss. The boss is laughing at the extrovert. But he's laughing with the introvert; sharing a pleasurable experience with the boss. It's called "bonding."
When the introvert is your ally or worker, use this unassuming personality to accomplish projects and negotiations "behind the scene" where a more flamboyant extrovert might draw undue or untimely attention.
If your enemy is an introvert don't underestimate him. Still waters run deep.
Pull the enemy introvert out of his shell by forcing him into the limelight, where he'll sputter and stumble.
Second, what does he need and what does he want? (aka "What would Maslow do?")
Buddha taught that wanting things we don't need is the beginning of all suffering. Yet all of us have things we need in order to survive.
Psychologist Abraham Maslow (1908–1970) is famous for summing up a basic list of human needs and priorities in what has become known simply as "Maslow's Pyramid."
At the most basic level all of us have physical needs (food, sleep, sex) and safety needs (protection, freedom from fear, a need for familiar and reassuring structure in our lives).
Once these basic physical and safety needs are satisfied, we turn our attention to the second tier of the pyramid, needs for love and a sense of belonging.
Self-esteem needs (a need to feel vital and valued) and self-actualization needs (the need to explore one's full potential) top off Maslow's Pyramid.
Where a person focuses on this pyramid of needs determines their priorities. Determining a person's priorities then enables the mind-slayer to either encourage that person's negative priorities, or stifle his positive priorities. Finding out what an enemy needs, and more importantly, what he wants, opens the doors to our either offering him those things ("Carrot Power") or else denying him those needs and wants ("Stick Power").
This sounds daunting until you remember how often Madison Avenue routinely makes us (1) want things we never even knew existed a minute ago, by (2) convincing us we need those things, if not in order to stay happy, alive, and healthy (hah!), than at least so we can keep up with them damn Joneses.
Third, what's his "F'n" agenda?
One thing comes out his mouth, but—just for an instant—you think you see something different twinkling in your enemy's eye. Trust your "gut," it evolved a few million years before your higher rationalizing "Nah-I-only-imagined-I-saw- what-I-saw" brain. In other words, if you suspect someone has a hidden agenda, they probably do. But even without a "hidden agenda," just figuring out a person's general agenda (i.e., what motivates them, what occupies or otherwise obsesses them) can be a real challenge. In general though, "agendas" fall into six basic categories:
Fame Agenda: He's got all the gossip on the latest Hollywood scandal. Knows the names of up- and- coming stars you've never heard of. Throwing their names out and seeing your lack of recognition reinforces his fantasy that he's an "insider." He drops names of people he wishes he knew. This is true whether he's seeking "fame" on the silver screen or just currying favor in the office. He knows the names of streets in Los Angeles although he's never been there. He uses words like "exposure," and "talent."
Excerpted from ULTIMATE MIND CONTROL by HAHA LUNG Christopher B. Prowant Copyright © 2011 by Haha Lung. Excerpted by permission of CITADEL PRESS. All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
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