Day 197 of My Living Xperiment: A Mad Woman and the Machine https://t.co/VmAYSDTbji
— Carla Gericke, Live Free And Thrive! (@CarlaGericke) July 16, 2025
A Mad Woman and the Machine
Once upon a time—say, 1998—a younger version of me stood in a bar in San Francisco, telling a room full of well-meaning, cool-tee-shirted software engineers that fluoride was poison. That the FDA was a captured agency. That Monsanto was not your friend. That the Rule of Law, if it ever was noble, had been hijacked by the Rule of Money. That maybe—just maybe—the “fringe” was simply a forecast.
They laughed.
Or worse, they proverbially patted me on the head and let it be known, “We got this.”
Fast forward to 2010, in the Free State of New Hampshire, at an off-the-grid farm called Bardo, standing around a roaring bonfire on a crisp fall night, surrounded by hills colored like candy corn.
“Dudes, they’re manipulating the weather!”
“Carla,” someone said, circling a finger beside their temple, “And her chemtrails. Hahahaha!”
And so it went.
In truth, it’s the story of my life.
Me—curious, skeptical, deeply read—offering breadcrumbs of truth while the men in my life followed the System deeper into the woods. A system they were trained to revere: The Writing-Down-of-Things. The Law. The Data. The Code. The Algorithm.
In a word: Statism—that comforting lie that someone else is in charge and doing the right thing. That someone else “has this.” Because outsourcing accountability is the Machine’s most magical of magic tricks.
When no one is to blame for the problems they cause, bad things never get fixed.
And while skeptics like me were watching and warning, The System teased, marginalized, and eventually gaslit me into submission.
Into silence.
When Skeptics became “Conspiracy Theorists,”
the unaccountable won.
Here’s the twist I didn’t see back then:
The very system that once protected the men has now mutated into a Machine that’s devouring them too.
The Borg has no loyalty—not even to its benefactors.
It’s gone full autopilot, an organism of fear built from every memo, statute, executive order, risk assessment, modeling scenario, and CYA directive ever etched in ink.
It started innocently, maybe even divinely: observation, recordkeeping, story.
We named things.
We admired—then charted—the stars.
We honored myth and cosmos.
But then we got clever.
And then we let our imaginations run wild.
Then came entertainment.
Profit.
And propaganda.
And somewhere along the way, the Written Word stopped being a prayer and became a prison. A replicable manifestation engine—not of truth—but of fear.
Nightmares spread faster than dreams.
Warnings codified faster than wonders.
And the Universe, always listening, started echoing back exactly what we captured.
And now?
We are drowning in our own ink.
Silver iodide raining from the skies.
Thimerosal in baby bloodstreams.
Fluoride in formula.
Patents on the weather.
Copyright on your consciousness.
A world so anxious about the future, it is poisoning The Now.
And when I dared—again—to say, “This is madness,”
when I pointed to the mask mandates with their upside-down logic (wear it here, not there, not when you eat, not when you breathe too hard),
when I warned about the experimental injections,
about informed consent—not Uncle Sam’s mandates—
when I spoke up about the spiritual sickness of government-by-safetyism…
What did the men say?
They said—again—that I was mad.
It’s always the same spell:
Gaslight. Minimize. Discredit.
Accuse the woman of what the system is doing.
Call the truth-teller hysterical while the actual lunacy becomes law.
The hardest part?
It wasn’t the strangers.
It was the men I trusted.
My community.
My community of men.
So many of them.
Men who now watch other unhinged men—mad with dopamine addiction—step into my safe spaces (spaces I created) to scream in my face…
…while telling me I need help.
That I am the problem.
I’m not.
I am the woman who sees.
I am the woman who warned.
I am the woman who knows.
Knows not to condone the gaslighting, the minimizing, the discrediting.
The lies designed to destroy my reputation.
Not again.
I remember when the feminine wasn’t shamed for her knowing.
When wisdom wasn’t mocked for lacking a peer-reviewed source.
When intuition was considered guidance—not a mental illness.
I remember.
And I refuse to forget.
So let me say it plainly, before The Machine writes it down wrong again:
The System is unwell.
The men who support the System are unwell.
The women who support the System are unwell.
United, they are building a Hell.
We need medicine.
Real healing.
Not more toxicity masked as “for your own good” by your Masters.
The solution isn’t to flip the polarity and let a new matriarchy wield the old whip. It’s not domination we need—it’s restoration.
A cosmic rebalancing.
A return to source.
We need the masculine to listen.
Not performative allyship.
Not TED Talk applause.
Not “I believe you” while still investing in Pfizer.
We need your reverence.
In return for ours.
We need you to remember that feminine energy is not chaotic—it is creative.
That madness isn’t madness if it’s the truth ahead of its time.
That conscious creation begins with what we choose to speak, to write, to believe.
And that means we must start naming beauty again.
Naming hope.
Naming peace.
Writing down a new dream.
One where we are free.
One where we are whole.
Because if the Universe is echoing our thoughts,
then let us be very, very careful
what we think next.
Sun Tzu’s concept of “know thy enemy,” from his seminal work The Art of War (circa 5th century BCE), emphasizes the critical importance of understanding one’s adversary to achieve victory in conflict. This principle, often summarized as “If you know the enemy and know yourself, you need not fear the result of a hundred battles” (Chapter 3, Laying Plans), underscores strategic preparation through deep knowledge of both the opponent and one’s own capabilities. Below is a concise explanation of Sun Tzu’s understanding, tailored to the context of power, leadership, and influence discussed earlier.
Core Meaning of “Know Thy Enemy”
Sun Tzu believed that success in any competitive endeavor—whether military, political, or otherwise—hinges on comprehensive intelligence about the enemy. This involves understanding their strengths, weaknesses, intentions, strategies, resources, and environment. However, the principle is inseparable from self-knowledge: understanding your own capabilities, limitations, and goals. Together, this dual awareness enables a leader to make informed decisions, exploit opportunities, and avoid pitfalls.
Key Elements of “Know Thy Enemy”
- Understand the Enemy’s Capabilities:
- Assess their resources, skills, and readiness. This includes troop numbers, weaponry, morale, or, in modern contexts, financial strength, influence, or organizational structure.
- Example: A general studies an enemy’s supply lines to identify vulnerabilities, such as reliance on a single route that can be disrupted.
- Application to Leadership: A business leader analyzes a competitor’s market position, product strengths, and customer base to devise a competitive strategy.
- Anticipate Intentions and Strategies:
- Predict the enemy’s goals and likely actions by studying their behavior, leadership style, and past decisions.
- Sun Tzu advises observing patterns: “When the enemy is relaxed, make them toil; when full, starve them; when settled, make them move” (Chapter 6, Weak Points and Strong).
- Example: A leader notices an opponent’s tendency to overextend resources and lures them into a costly campaign.
- Application to Leadership: A manager anticipates a rival’s aggressive pricing strategy and counters with superior customer service to retain loyalty.
- Exploit Weaknesses:
- Identify and target the enemy’s vulnerabilities, such as poor morale, internal divisions, or logistical constraints.
- Sun Tzu emphasizes winning without fighting when possible: “To subdue the enemy without fighting is the acme of skill” (Chapter 3). Knowledge enables strategic manipulation, like sowing discord or cutting off resources.
- Example: A general exploits an enemy’s factionalism by spreading disinformation to deepen their internal conflicts.
- Application to Leadership: A leader undermines a competitor’s morale by publicly highlighting their ethical lapses, swaying public perception.
- Adapt to the Enemy’s Context:
- Understand the terrain, culture, or circumstances shaping the enemy’s actions. Sun Tzu stresses environmental factors: “Know the ground, know the weather; your victory will then be total” (Chapter 10, Terrain).
- Example: A commander uses knowledge of an enemy’s unfamiliarity with mountainous terrain to stage an ambush.
- Application to Leadership: A negotiator studies a counterpart’s cultural norms to tailor their approach, gaining an edge in diplomacy.
- Self-Knowledge as a Foundation:
- Sun Tzu pairs knowledge of the enemy with self-awareness: “If you know neither the enemy nor yourself, you will succumb in every battle” (Chapter 3). A leader must assess their own strengths, weaknesses, and readiness to avoid overconfidence or miscalculation.
- Example: A general avoids a frontal assault, knowing their troops are outnumbered but skilled in guerrilla tactics.
- Application to Leadership: A CEO refrains from entering a new market, recognizing their company lacks the expertise to compete effectively.
Connection to Power, Authority, and Influence
- Power: In Sun Tzu’s view, power is not just force but the strategic use of knowledge to control outcomes. Knowing the enemy maximizes a leader’s ability to wield power effectively, whether through direct action or subtle manipulation.
- Authority: A leader’s authority is strengthened by informed decision-making. Sun Tzu’s emphasis on preparation ensures that authority is exercised with precision, not wasted on reckless moves.
- Influence: Understanding the enemy allows a leader to influence their behavior, such as by creating doubt or forcing missteps. This aligns with Sun Tzu’s preference for psychological victories over brute force.
Relevance to Bullying and Leadership Styles
- Bullying Context: A bullying leader often fails to “know thy enemy” by neglecting to understand their team’s motivations, strengths, or breaking points. This ignorance leads to misjudgments, like pushing employees too far, resulting in rebellion or disengagement, as seen in the morale impacts discussed earlier. Sun Tzu would likely view bullying as a crude, uninformed approach, lacking the finesse of strategic leadership.
- Leadership Styles:
- Transformational Leaders: Use knowledge of their team and competitors to inspire and align efforts, akin to Sun Tzu’s emphasis on morale and vision.
- Autocratic Leaders: May apply Sun Tzu’s principle in crises by leveraging enemy knowledge to issue precise orders, but risk failure if they ignore self-knowledge (e.g., their team’s limits).
- Servant Leaders: Reflect Sun Tzu’s idea of knowing others’ needs to build loyalty, though they may underemphasize competitive knowledge.
Practical Application Today
Sun Tzu’s principle remains timeless, applicable beyond warfare to business, politics, and interpersonal dynamics:
- Business: Companies conduct competitor analysis to understand rivals’ strategies, mirroring Sun Tzu’s call for enemy knowledge.
- Politics: Leaders study opponents’ voter bases and messaging to craft counter-strategies.
- Personal Leadership: Managers assess team dynamics and external pressures to lead effectively, balancing self-awareness with situational insight.
Conclusion
Sun Tzu’s “know thy enemy” is a strategic imperative to deeply understand an adversary’s capabilities, intentions, weaknesses, and context while maintaining self-awareness. This knowledge empowers leaders to wield power, authority, and influence with precision, achieving victory—ideally without conflict—through informed decisions. Unlike bullying, which blindly asserts dominance and destroys morale, Sun Tzu’s approach is calculated and adaptive, aligning with effective leadership styles that prioritize strategy and empathy. It’s a cornerstone of his philosophy that preparation and insight trump brute force.
If you want a deeper dive into specific applications (e.g., in modern leadership, military history, or a particular industry), examples from The Art of War, or connections to other leadership concepts, let me know!
Is Bullying a Recognized Leadership Style?
Bullying is not a recognized or formalized leadership style in academic or professional frameworks. Leadership styles, such as autocratic, democratic, or transformational, are defined by structured approaches to guiding teams toward goals, emphasizing motivation, decision-making, and team dynamics. Bullying, by contrast, is a behavioral pattern characterized by intimidation, coercion, or abuse to exert control or dominance, often disregarding others’ well-being. It may occur in leadership contexts but is considered a dysfunctional or toxic behavior rather than a legitimate style.
However, bullying can sometimes be mistaken for or overlap with certain leadership behaviors, particularly in autocratic or coercive leadership, where leaders use authority aggressively to enforce compliance. Unlike autocratic leadership, which can be strategic and goal-oriented (e.g., in crises), bullying is typically personal, inconsistent, and driven by ego or insecurity rather than organizational objectives.
Is Bullying Successful as a Leadership Approach?
The success of bullying in leadership depends on how “success” is defined, but research and evidence generally show it to be ineffective and unsustainable in most contexts. Below is an analysis of its short-term and long-term outcomes:
Short-Term Outcomes
- Potential Effectiveness:
- Compliance through Fear: Bullying can produce quick results by intimidating subordinates into immediate action, especially in high-pressure or hierarchical environments (e.g., meeting tight deadlines).
- Control: It may establish dominance, ensuring the leader’s directives are followed without question.
- Example: A manager yelling at employees to meet sales targets might see a temporary spike in output due to fear of repercussions.
- Limitations:
- Compliance is often superficial, with employees doing the minimum to avoid punishment rather than being genuinely motivated.
- It alienates talent, reduces collaboration, and stifles creativity, which can hinder problem-solving or innovation.
Long-Term Outcomes
- Ineffectiveness:
- Low Morale and Engagement: Bullying erodes trust, leading to disengagement, higher turnover, and burnout. Studies, like those from the Workplace Bullying Institute (2021), show that bullied employees report lower job satisfaction and productivity.
- High Turnover Costs: Talented employees often leave toxic environments, increasing recruitment and training costs. Gallup research (2023) links toxic leadership to 50% higher voluntary turnover rates.
- Reputation Damage: A bullying leader risks damaging their personal and organizational reputation, reducing their influence and credibility over time.
- Legal and Ethical Risks: Bullying can lead to workplace harassment claims or lawsuits, especially in regions with strong labor laws. For example, U.S. Equal Employment Opportunity Commission data (2024) shows rising claims tied to hostile work environments.
- Team Dysfunction: Bullying fosters resentment and conflict, undermining teamwork and long-term performance. Psychological safety, critical for high-performing teams (per Google’s Project Aristotle, 2015), is destroyed.
Contextual Factors
- Bullying may appear “successful” in rare, highly hierarchical, or low-skill environments where fear-based compliance is prioritized over innovation (e.g., certain military or industrial settings). However, even here, modern leadership trends favor respect and empowerment for better results.
- Cultural norms influence perceptions. In some high-power-distance cultures (per Hofstede’s cultural dimensions), aggressive leadership may be tolerated, but globalized workplaces increasingly value collaborative styles.
Authority vs. Influence in Bullying
- Authority: Bullying often relies on formal authority to intimidate (e.g., a boss threatening to fire someone). It mimics autocratic leadership but lacks strategic intent or legitimacy.
- Influence: Bullying fails to build positive influence. While it may coerce short-term compliance, it erodes trust and loyalty, diminishing the leader’s ability to inspire or persuade over time.
Comparison to Recognized Styles
Unlike transformational or servant leadership, which build trust and long-term success through influence, or even autocratic leadership, which can be effective in specific contexts, bullying lacks a constructive framework. It’s more about personal dominance than organizational goals, making it a poor substitute for recognized styles.
Conclusion
Bullying is not a recognized leadership style and is generally unsuccessful in achieving sustainable results. While it may yield short-term compliance, it damages morale, productivity, and organizational health in the long run. Effective leadership relies on influence, trust, and strategic use of authority, qualities absent in bullying. Modern workplaces increasingly prioritize emotional intelligence and psychological safety, rendering bullying not just ineffective but counterproductive.
If you want examples of bullying in specific leadership contexts, data on its impacts, or comparisons to other styles, let me know!
Bullying by a leader has a profoundly negative impact on team morale, which directly affects motivation, productivity, and overall team cohesion. Below is a concise breakdown of how bullying undermines morale, grounded in research and organizational psychology, with ties to the earlier discussion of leadership styles and authority vs. influence.
Key Impacts on Team Morale
- Erosion of Trust and Psychological Safety
- Bullying creates a climate of fear, where team members feel unsafe to express ideas, take risks, or make mistakes. Google’s Project Aristotle (2015) found psychological safety to be the top factor in high-performing teams, and bullying directly destroys this.
- Effect: Team members disengage, withhold input, and avoid collaboration, leading to a demoralized, silenced workforce.
- Example: A manager who publicly humiliates an employee for a mistake discourages others from sharing innovative ideas, lowering collective enthusiasm.
- Increased Stress and Anxiety
- Bullying behaviors—such as verbal abuse, belittling, or unfair criticism—trigger chronic stress. The Workplace Bullying Institute (2021) reports that 65% of bullied employees experience anxiety, and 40% suffer from depression.
- Effect: Stressed team members lose motivation, focus, and energy, reducing their commitment to team goals and creating a tense, low-morale environment.
- Example: Constant threats of job loss from a bullying leader cause employees to prioritize self-preservation over team success.
- Lowered Job Satisfaction and Engagement
- Bullying undermines intrinsic motivation and job satisfaction. Gallup’s 2023 workplace studies show that toxic leadership correlates with a 50% drop in employee engagement, as workers feel undervalued and disrespected.
- Effect: Disengaged employees contribute minimally, leading to apathy and a lack of team spirit. Morale plummets as the workplace feels hostile.
- Example: A leader who plays favorites or mocks certain team members fosters resentment, causing others to emotionally detach.
- Fractured Team Cohesion
- Bullying often involves targeting individuals, which breeds division and mistrust among team members. It can also encourage a culture of blame or competition rather than collaboration.
- Effect: Team unity dissolves, replaced by cliques or infighting, which saps collective morale and shared purpose.
- Example: A leader who pits employees against each other (e.g., publicly comparing performance) creates a cutthroat environment, eroding camaraderie.
- Higher Turnover Intentions
- Low morale from bullying drives employees to seek better workplaces. The Society for Human Resource Management (SHRM, 2024) notes that 48% of employees who experience workplace bullying plan to quit within a year.
- Effect: The constant threat of losing colleagues destabilizes the team, further lowering morale as remaining members feel abandoned or insecure.
- Example: A talented team member leaves due to a bullying boss, causing others to question their own commitment and feel demoralized.
Authority vs. Influence Context
- Authority in Bullying: Bullying leaders rely on positional authority to intimidate (e.g., threats of demotion). This coercive use of power temporarily enforces compliance but destroys morale, as team members comply out of fear rather than respect.
- Influence Failure: Unlike transformational or servant leaders who build morale through positive influence (e.g., inspiration or empathy), bullying leaders lack genuine influence. Their actions alienate the team, reducing loyalty and enthusiasm.
Contrast with Recognized Leadership Styles
- Autocratic Leadership: While directive, autocratic leaders can maintain morale in structured settings (e.g., crises) by providing clarity and purpose. Bullying, however, lacks purpose and targets individuals personally, crushing morale.
- Democratic/Transformational Leadership: These styles boost morale by fostering inclusion and inspiration. Bullying does the opposite, alienating and demotivating.
- Servant Leadership: Prioritizes team well-being, directly countering bullying’s harmful effects and sustaining high morale.
Long-Term Consequences
- Cultural Decay: Persistent bullying normalizes toxicity, leading to a low-morale culture where distrust and disengagement become entrenched.
- Performance Decline: Low morale reduces productivity, creativity, and innovation, as teams lack the enthusiasm to go beyond basic requirements.
- Organizational Reputation: A bullying leader’s impact on morale can tarnish the organization’s image, making it harder to attract and retain talent.
Mitigating the Impact
To counteract bullying’s damage to morale, organizations can:
- Implement anti-bullying policies and training (e.g., emotional intelligence for leaders).
- Encourage reporting mechanisms, like anonymous feedback, to address toxic behavior.
- Promote positive leadership styles (e.g., transformational or servant) that rebuild trust and morale.
Conclusion
Bullying devastates team morale by fostering fear, stress, and disengagement, eroding trust, cohesion, and job satisfaction. Unlike recognized leadership styles that use authority strategically or build influence to uplift teams, bullying is a destructive misuse of power that yields short-term compliance at the cost of long-term team spirit and performance. Its impact creates a toxic cycle that undermines both individual and collective well-being.
If you want specific examples, data on bullying’s effects in certain industries, or strategies to improve morale post-bullying, let me know!
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