The First Rung: Book 1—The View

By Hamid Rafizadeh

What can the long-dead ancients tell us about our future? Plenty, according to sacred texts and modern science. While the modern person has only witnessed one celestial state of the earth, ancient peoples have witnessed two. Science calls these two versions glacial and interglacial earth, but to the ancients they are the blue-skied earth and the canopied earth. And as the earth positions to once again flip to its yet unknown secondary state, we can turn to the ancients for answers.

The First Rung weaves together the stories of humanitys epic struggle to understand the past in order to understand the presentand most importantly, to understand the future. This fascinating account provides eye-opening insight into the mix of ancient and modern knowledge that defines the earths celestial environment, and author Hamid Rafizadeh offers a tour of the evidence regarding the earths two different versionsdetails of which our ancient human ancestors have seen.

By bringing echoes of the past into the present, we can have an intellectual awakening of the knowledge that holds the answers for humanitys survival and well-being. The unknown, hidden past of the ancients haunts the modern humans life; it is a dangerous shadow cast on everyone, but it is also a knowledge not to be missed.

• Language: English
• Publisher: Archway Publishing
• Release date: May 21, 2018
• ISBN: 9781480862371

Hamid Rafizadeh

Hamid Rafizadeh has conducted forty years of intense research into understanding the interplay of human life, the earth, and the cosmic neighborhood. He holds a PhD from MIT, a master of humanities degree, and an MBA. Hamid has worked within a wide array of fields and is also the author of The Choice Maker, The Sucker Punch of Sharing, The First Rung, and Here Comes the Watchman.

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Copyright © 2018 Hamid Rafizadeh.

All rights reserved. No part of this book may be used or reproduced by any means, graphic, electronic, or mechanical, including photocopying, recording, taping or by any information storage retrieval system without the written permission of the author except in the case of brief quotations embodied in critical articles and reviews.

This book is a work of non-fiction. Unless otherwise noted, the author and the publisher make no explicit guarantees as to the accuracy of the information contained in this book and in some cases, names of people and places have been altered to protect their privacy.

Scripture taken from the King James Version of the Bible.

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ISBN: 978-1-4808-6236-4 (sc)

ISBN: 978-1-4808-6237-1 (e)

Library of Congress Control Number: 2018905053

Archway Publishing rev. date: 05/21/2018

CONTENTS

Chapter 1     Manager and Managed

Chapter 2     Uniqueness, Can You Dig It?

Chapter 3     What Do Humans Remember?

Chapter 4     Oops, Bring in the Divine

Chapter 5     New Way of Seeing Through Myths

Chapter 6     A Picture, Drawn by the Past

Chapter 7     Abrupt, OMG Change

Chapter 8     The Swarm, Can You Cross?

Chapter 9     The Arrival … Ahhhhh!

Chapter 10   Forming the Canopied One

Chapter 11   What? We? Learn?????

CHAPTER 1

Manager and Managed

This book is about the science of canopied earth, the earth surrounded by a shell of cometary matter, yet I am going to begin with the concept of manager-managed duality. Why? The answer is simple. Every aspect of human life gets defined and developed within the context of the manager-managed duality. Whether it is making the automobile or understanding the canopied earth, it all takes place within the context of the manager-managed duality. When humans are ignorant of a key aspect of existence, namely the earth’s two different versions, it is because of the way the society has set up the manager-managed duality. It is because of that arrangement that we, the masses of managed, only know and remember the blue-skied version of the earth. We know nothing about the other version—the canopied earth. At a later time, facing the canopied earth, we will be shocked, paralyzed, and piss our collective pants as an outcome of how we have set up the manager-managed duality in our societies.

Throughout history, every society is set up in the boss-subordinate format because humans know no other way of managing their daily affairs. Note that I am switching from manager-managed duality to boss-subordinate duality. I do so because often a change in terminology brings a different focus on the same subject matter. How does the manager-managed duality, the boss-subordinate arrangement, come into existence and work?

Each human comes into the world with unique capabilities and has to share those capabilities with others in order to get what one needs in daily life. The capability sharing process is only possible if a small group manages and directs the shared capabilities of the larger group, namely the masses. Thus the manager-managed duality, or the boss-subordinate arrangement, gets born as a foundational aspect of human life when managing the human capabilities. Every workplace, every government agency, every organization is set up in the boss-subordinate format, otherwise, nothing gets done. There would be nothing in the grocery stores, nothing to settle conflicts, nothing to provide for the daily needs of humans. Because it works, we continually organize ourselves in structures where a small number acts as boss and the masses of humans follow and obey the boss as subordinates—thus, the manager-managed duality.

The boss-subordinate terminology is blunt as to its relationship. One commands, the other follows. We can make it seem less blunt using words like leader-follower, but the relationship remains the same. One orders and the other obeys. By now you know that I prefer a different terminology—the manager-managed duality. The reason for my preference is that it better represents the full view of a foundational aspect of human life. The boss-subordinate terminology highlights the force-based aspect of managing resources in human life. The manager-managed duality brings equal focus on knowledge-based and force-based aspects of managing resources and capabilities in human life. In doing so it declares both sides having to manage the relationship. In the ideal case, both sides engage in knowledge processing when managing the relationship that would provide for the daily needs of the masses of managed.

The functionality of manager-managed duality becomes a critical question when the earth undergoes radical change, transforming from blue-skied to the canopied version. It remains most critical whether the manager-managed duality focuses on canopied earth or totally ignores and dismisses it as it has done for thousands of years.

You are all familiar with the blue-skied earth. The canopied earth differs in that it has a shell of dirt and ice around it. Where does this shell of dirt and ice come from? How does it get created? What is the evidence that it ever existed? Where is the evidence that it will exist again? This book will answer those questions and show not only that it has existed and we have evidence for its existence, but also that it is on its way to exist again. The two versions alternate regularly. The blue-skied version lasts for about fifteen thousand years and the canopied version about eighty-five thousand years. We are toward the end of one of the blue-skied versions and will soon experience the arrival of another canopied version.

It should not surprise anyone that the challenges facing humans in the canopied earth are quite different from challenges faced in the blue-skied earth and the biggest challenge is the transition between the two. Will manager-managed duality, currently set up for the blue-skied earth, be able to manage the canopied earth when it arrives? At the moment I am not willing to say yes. The knowledge of the canopied earth covered in this book and its propagation in human societies are totally dependent on the structure and function of the manager-managed duality.

The manager-managed duality, having ignored the knowledge of canopied earth for so long, makes today’s understanding of canopied earth hard to grasp. The millennia-old, socially conditioned human tendency is to resist the possibility. Even when giving a simple and readily known example of the context of canopied earth, the behavior remains the same. The manager-managed duality continues as if everything in the future will go on as it is today.

What is the example I am considering?

At present, science believes that the blue-skied earth comes in variants. It knows that the earth comes in regular and ice-age versions. In the ice-age version, a good portion of the earth’s surface gets buried under ice sheets, very thick ice sheets. As a more specific example, most of the land in the state of Ohio would be under thick ice sheets. How thick? One mile thick.

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We know about the possibility of the blue-skied earth’s ice-age version because the science community has evidence that it happened around fifteen to twenty thousand years ago. We will learn later that part of the ice age was in canopied earth and another part in the blue-skied earth. More important, a glance at an Ohio map tells us that in the earth’s ice-age version almost all population centers of Ohio—Cleveland, Columbus, Cincinnati, etc.—would be under a mile-high ice sheet. ¹

How would today’s manager-managed duality function under those circumstances? I don’t know. But I can tell you how the manager-managed duality treats the ice sheets today. It behaves as if the ice sheets never existed and would never exist. If that is the manager-managed duality’s behavior in relation to ice sheets, then let alone the expected behavior in relation to the eschaton—the transition from the blue-skied to canopied earth.

I am not trying to worry you, I am only making you aware of how today’s manager-managed duality functions. And if you think the ice sheets are thousands of years in the past and thousands of years in the future and thus are no concern to today’s manager-managed duality, then I tell you: today’s manager-managed duality does the same with things other than ice sheets. It behaves in exactly the same manner in relation to the nuclear arsenals of the world. In its view, nuclear weapons have never exploded over the cities and will never do so, and as such there is nothing that the manager-managed duality should do in relation to tens of thousands of nuclear weapons sitting quietly in the earthly arsenals.

So, if I am not trying to scare you, what am I up to? At the moment I don’t want to worry you about different versions of the earth and how they affect human life. I have a more important worry in mind, and it also is not about nuclear weapons. I am accustomed to today’s manager-managed duality and don’t need to spend time on the nuclear arsenals set up everywhere on the earth’s surface and in the space around the earth. It may come as total surprise, or perhaps as no surprise at all, that the thing I want you to worry about is the manager-managed duality itself—or putting it more succinctly, our relationship to the people we call boss.

A closer look at manager-managed duality

In the manager-managed duality, force is the first aspect of life to be managed. The human is a force applier. The application of force causes change. That makes the human a change-maker. Yet, in the manager-managed duality, it is the manager that controls the degree and direction of force application—and thus the degree of change. The masses of managed cannot change unless the managers allow such change. I say this while recognizing that on rare occasion, the masses of managed do tear apart the managers in order to bring about the change that managers do not. That is rare. Almost always it is the managers that are in control of whatever the masses of managed do. The creation and use of the knowledge-packet I label the canopied earth depends on whether the managers allow the masses to know of its existence. ² Such is the way of the human life as capability sharer.

Force is not the only foundational aspect of life. There are others. Within the matrix of force there is the foundational aspect we know as resources. A resource is anything the human recognizes to be of value in satisfying the daily needs. Whether we manage force or resources, we do so through knowledge processing. This makes knowledge the other fundamental aspect of human life—that is, what the human knows. The management of force and resources depends on the level of knowledge and the knowledge processing capabilities humans have individually and societally.

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By now it should be clear that knowledge management, resource management, and force management happen through manager-managed duality. Inherent in manager-managed duality is direction setting for knowledge, resources, and force. How humans use force, what resources they develop, and what knowledge they acquire depend on the direction the manager-managed duality sets. Thus if the manager-managed duality considers the canopied earth nonsensical and therefore irrelevant to human life, that position determines the direction for individual and societal flow of force, resources, and knowledge that would never include the canopied earth.

The manager-managed duality’s management of force, resources, knowledge, and direction setting is critical to how humans create a societal structure that serves everyone. To understand the functionality of the manager-managed duality we have to start with the recognition that the societal management of force, resources, knowledge, and direction setting happens through capability sharing. No human individual comes with all the capabilities needed in order to build an automobile, a computer, or even a loaf of bread.

Consider the capabilities that must be shared so that I receive a loaf of bread. To better see the shared capabilities in bread making, assume I am going to make the bread with my own capabilities, using the capabilities of no other human. In its simplest version, bread making is to mix flour and water and bake it. How hard can it be? At first glance it seems I do not need anyone else to do so. It seems that I need the capabilities of no one but myself until I start remembering that the water I get by turning the faucet on includes the capabilities of those that made the faucet, the capabilities of those that made the pipes in which the water flows, as well as the capabilities of those that created water storage and pumping facilities.

The capability sharing does not stop there. Things like a faucet and piping need the capabilities of those that mine the metal ore, convert it into metal, and shape it into water pipes and faucets. All that requires sources of energy like electricity and natural gas, thus the sharing of capabilities by those that design and construct the electric generating stations and transmission lines. All pipes and faucets need to be transported from factory to those that install them. That requires the shared capabilities of all those that construct roads and all those that build vehicles.

And still the capability sharing does not end there. All those people sharing their capabilities to get water to me have to be fed, housed, and their health maintained. That means the capability sharing extends to all those that create food, build houses, and all the places that train and educate technicians, builders and physicians. In short, the whole world has to share its capabilities just to get water to my bread. And all this capability sharing has to be organized and managed through the manager-managed duality. Hmm…

The story of shared capabilities is simple, yet its lesson profound. In the same manner that I might miss the capabilities shared to give me daily bread, I might also miss the shared capabilities crucial to my existence. In fact I am thinking about the shared capabilities that the manager-managed duality has totally missed for thousands of years. I am now talking about the capabilities the ancient humans shared with us thousands of years ago to provide the knowledge of canopied earth. Today’s manager-managed duality, no different than the manager-managed duality of a thousand or two thousand years ago, has been resistant and reluctant to engage in knowledge processing that brings those shared capabilities into our daily life.

Missing the shared capabilities of ancients is not the only example of a dysfunctional manager-managed duality. Throughout human history humans have prepared for war and gone to war without a moment’s thought that war destroys shared capabilities. Since our lives depend on shared capabilities, war is everyone’s life-destroyer. This lesson is so obvious that even a child should grasp it, especially after seeing one or two examples, yet we have seen hundreds of wars and every society on earth continues to prepare for war. Individuals and societies readily engage in it, oblivious to the reality that in doing so we are destroying ourselves when we destroy the shared capabilities anywhere. If that mindset is the persistent component of design and operation of manager-managed duality, it is no surprise we have little problem ignoring, undermining, or even destroying the shared capabilities of the ancients even though it means destroying ourselves.

The challenge of designing and managing every society’s manager-managed duality is therefore critical to understanding the meaning of the canopied earth for human life. The same argument applies to the divine knowledge given to us in the Sermon on the Mount. I’ll talk about that in a later chapter.

Manager-managed duality: managing force and resources

At any given level of societal knowledge, the societal sharing system and manager-managed duality exist within a societal network of force and resources. How do societies design their force network? How do societies structure the pattern of resource use and allocation? Every aspect of human life happens through application of force, whether the human heart pumps blood to the lungs, or the car being made and driven, or drinking a cup of coffee, or shooting a bullet at the enemy, or standing on the surface of the earth, they are all different ways of applying brute force to serve the human needs. There is no exception to this fundamental aspect of human life. We can never find an aspect of human life in which brute force is absent. In order to exist, brute force has to be managed. In turn, force