This solution is not fickle or short term.

Correct allotment of learning imperatives will result in optimum preservation of dhamma information.

Plots based on emotional conditioning giving low involvement are to be avoided.

The conceptual solution is based on cognitive processes which lead to high involvement.

The prime mission is to raise the involvement of our Members so that they can project our international profile in the local community.

Our tactical plan for achieving this is:

--To provide a mechanism for Members to learn to chant Buddha Dhamma
--To provide a mechanism for Members to learn to write Buddha Dhamma
--To provide training in good journalism
--To train Members in public speaking

KEY IMPERATIVES

Steven Brill is the editor of "Brill's Content", subtitled "The Independent Voice of the Information Age". Brill says it is a complete anomaly that while everybody agrees there is an oversupply of media, instead of competition making products better, everyone agrees that everything is getting worse.

We are interested in creating a radio program about Buddha Dhamma issues using good journalism.

--By our definition, good journalism makes persons feel they should do the right thing.
--We choose to adopt this position when we edit our programs and scripts and choose the music we play.

To achieve good journalism, we choose to deliver more 2nd and 3rd order knowledge than is usual in Australian radio broadcasts.

As Robert Dessaix explained in an address given at a School of Languages Postgraduate Conference at Melbourne University in October 1999, it was Wittgenstein who proposed that 'the limits of my language are the limits of my world'.

Dessaix went on to state, 'You don't have to be Wittgenstein to grasp that if you only have one word (let's say "depressed") to describe your mental state, and can't wonder whether you're actually more dejected or suffering from ennui rather than depressed, or melancholy, triste, despondent, disconsolate or just plain glum, then your experience is drained of color and possibilities'.

Without a decent background of language, you cannot have a net advantage to decipher your problems. This is why scholarship is one of the five styles.

Potted thinking is so parochial and widespread that many persons find a form of contentment in arriving at "mysteries" which are like what seems to be "chicken and egg" endless loops. This means they wish to strive to arrive at futility without understanding.

The conceptual plan makes sure key responsibilities are given to those whose group influence is informational.

The Buddhist Hour organisation has a high degree of formal structure and its functions are specified to give Members in the group designated roles.

In the original Fishbein model, an attitude towards an object was believed to depend on two things:
1. The probability that the objects has certain attributes
2. The value placed on these attributes.

The basic formula is :

where:
Ao = attitude towards the object, o
bi = strength of the belief that the object has attribute I
ei = the evaluation of attribute
n = the number of salient attributes.

Normative group influence is an attitude in which group members use unwholesome states of mind such as verbal taunting or shunning of members to gain power.

Normative and comparative typology for group influence are excluded from our conceptual plan.

The conceptual plan for the broadcast hour to to format 'aspiration groups' that our listeners would like to join.

A high level of conversation must be provided by our broadcasting team whose existence is only justified if they show themselves in many ways to be a high order aspiration group.

A high order aspiration group cannot be normative and must be informational.

High-status persons tend to be more assertive, active and provide more information to other group Members than those with less status.

The conceptual plan must provide S5 management for the Knowledge Management Task Unit.

The conceptual plan is designed to carry the cognitive skills that we have perfected to our listeners.

This is the conceptual difference between our radio programs and other religious or political radio programs.

We have much in common with scientific broadcasts because of our use of logic paradigms.

Secondary and tertiary enrolments in the hard disciplines of chemistry and physics are declining.

Attitudes and attitude change have been viewed from a number of theoretical perspectives. Refer to the basic formula mentioned earlier.

Since our attitude towards scholarship is prime, we would expect listeners to incline towards hard disciplines of chemistry and physics after listening to our programs for some time.

This is why our program is in the national interest.

We design our talks to focus uniquely on the cognitive component of attitudes which lead to scientific scholarship.

All members of the radio broadcast team should study some hard discipline within the next three years if they expect to remain on the team. This single factor distinguishes our "aspiration group" from those of other religious and political groups.

Forward planning solution - radio audience target

Forward Planning Solution - Radio Audience Target

There is a popular belief that the core values of Australians are still :
--egalitarianism
--hedonism
--the 'underdog'
--autonomy
--democracy
--family life
--humanitarianism
--mateship
--individualism
--informality
--freedom

For most Australians in the 21st century, there is little chance of them finding satisfactory family life, mateship or democracy because 25% of persons will live alone.

Marriage is declining as an institution, fertility rates have dropped to below zero population growth, families disperse as divorce and separation increases, and persons cannot find satisfactory socialisation because five precepts are uncommon.

Good friends are few, bad friends are many and a loneliness and world weariness is becoming endemic. Parents are marginalised from the family. Family bonds are weak. The suicide rate in Australia is the highest in the world because the mental health of Australians is unsatisfactory.

A trait is a pre-disposition to react to related situations in some way. Trait theories are based on two main assumptions:
--that individuals have traits
--that the traits can be identified and measured (quantified).

Common traits are traits that most persons have:
--ambitious
--manipulative
--narcissistic, and so on.

Few persons are very sociable, affectionate and kind because they are not Bodhisattvas or do not hold five precepts.

Surface traits describe clusters of behavior that tend to go together such as :
--curiosity
--foolishness
--a fondness to tell secrets, and so on.

The use of traits to identify customer segments was based on the assumption that customers with similar traits display similar purchase behaviour.

Tests based on compliant, aggressive and detached behaviors were examined.

Although the differences are not great, compliant persons were more likely to use mouth-wash; aggressive types more likely to use razors than electric shavers; and detached types were less likely to be aware of the range of brands available.

In general the studies have not produced significant results. Even in the most conclusive studies, traits have failed to explain more than about 10% of variance in behaviour.

Since it is now accepted that personality is multi-faceted and that many factors influence behaviour, the reliance on single characteristics or even a cluster of characteristics is impractical.

Situational factors can and do impact on behaviour.

Risky activities such as sky-diving, bungee jumping and rock climbing do create a "fear state", but do not create the tension associated with unsatisfied needs. Risky activities are a means of satisfying needs. They may satisfy the need for a "high" that such achievements give.

It is a very low state where Members use the radio broadcast merely to give themselves a "high".

It is a "high" state where Members use the radio broadcast to improve the "high" state of listeners. This is only possible because we have developed an informational concept that we are to preserve and transmit the Buddha Dhamma within the appropriately developed formal structure of our organisation of the Knowledge Management Task Unit of which the broadcast hour is one (at present) minor element.

The conceptual plan for the broadcast hour is to format "aspiration groups" that our listeners would like to join.

The inability of many Australians to find friendship and family values in satisfactory real life aspiration groups means they overcome their loneliness by sharing in details of our weekly activities.

We become for them a "symbolic high order aspiration group".

They wish to belong to our group but are intimidated by the high amount of order evident in our display of our group values.

Over time, our wholesome attitudes and behaviour give the listener the semblance of joining in a high level conversation.
This high level conversation is provided by our broadcasting team whose existence is only justified if they display themselves as a high order aspiration group.

High-status persons tend to be more assertive, active and provide more information to other group Members than those with less status.

We are interested in providing our product of expert power delivering informational knowledge having perceived source characteristics of credibility, credibility and trustworthiness. To make clear that we are a "symbolic high order aspiration group", men and women should dress professionally. We can then take photographs of our broadcast hour team in live broadcast and use these photographs as advertising image and style proof that we are a "high order aspiration group".

Informational influence occurs when an individual accepts opinions or uses the behaviour of others as evidence of reality.

To have "expert power" our broadcast team must have experience, knowledge and skills in second and third order knowledges and our Executive Producer must have eighth order knowledge to ensure veracity.

Leisure is the primary activity for over one fifth of Australians and 58% of all leisure time is devoted to passive activities such as television.

Retired persons spend one third of their day in leisure.

In the categorisation of groups, organisation which is extensive and specified is found in formal groups such as church groups or clubs.

Organisation which is weak and informal is characterised by family groups and peer groups.

Organisation refers to the degree of formal structure of the group.

A formal group is one in which the structure of the group and its functions are specified and Members in the group have designated roles and authority levels.

The Buddhist Hour organisation has a high degree of formal structure.

The type of group influence which is to predominate is informational.

The consumer objectives for such a typology is knowledge.

The perceived source characteristics are credibility, believability and trustworthiness.

The type of power is expert power and the behavior that follows is acceptance.

Under no circumstances will the conceptual plan attempt a typology of group influence which is normative.

Normative group influence uses coercive power and works through a system in which an individual conforms to group norms in order to gain rewards or escape sanctions.

The resultant behavior is conformity, which stops all creativity and creates fear of the power of the group leader, who uses unwholesome states of mind such as verbal taunting or shunning.

We have no place in our conceptual plan for normative group influence with coercive power.

Normative groups have perceived source characteristics of power and ability.

The third topology of group influence is comparative, where the type of power is referent. The behavior that follows is identification. An example of referent power is the "You oughta to be congratulated" used for Meadowlea margarine advertisements.

Our conceptual plan excludes comparative topology for group influence.

The danger is that groups exert strong pressure to conform. It is necessary to define what the Buddhist Hour classified products are in terms of two dimensions.

The first dimension is visibility of the public/private dimension.

The second dimension is an exclusivity or luxury/necessity dimension.

Groups have an influence on both product and brand if the product is both visible and a luxury (exclusive).

The acceptance of innovation is primarily a group process in which opinion leadership plays a large role.

According to Rogers, truly new products are characterised by an "adoption process" with distinct stages of diffusion during which the acceptance of the product spreads through the market place.

Research has identified five groups of customers.
The innovators are two standard deviations from the mean and represent 2.5%.

The early adopters are of one standard deviation and are 13.5%.

The early majority are 34%, the late majority 34% and the laggards 16%.

These "adopter categories" are based on the relative time it takes a customer to adopt a product. The more the innovation is consistent with the consumer's values, beliefs and ways of acting, the more rapidly diffusion will occur.

Radio advertising gets only 6% of the major reason customers give for buying new products. Recommendations of family/friends account for 60% of the major reason customers buy new products.

The more the customers are able to observe the positive effects of using an innovation, the more likely they are to adopt it. The less complex the innovation, the more likely it is to be accepted.

A high involvement decision is made from an attitude based on cognitive processes.

A low involvement decision is based on conditioning.

What the Buddhist Hour must convey is cognitive processes of a high order to give a high involvement decision for listeners to come to practice.

The only way this can be done is that all persons involved in the Buddhist Hour must raise their cognitive process to third order knowledge, otherwise they will read, write and attempt to propagate Buddha Dhamma based on their low involvement, which arises from conditioning.

The following example will give low involvement because it is based on conditioning and not based on cognitive processes which would mean high involvement would arise.

Therefore, this example is outside the conceptual plan.

Examples based on conditioning give low involvement and are shown as things to be avoided.

The conceptual solution is based on cognitive processes which leads to high involvement.

Executive Producer: responsibility coefficient for success = 60%

--Conceptual formulation of the program content and its scripting

--Human Resource Development

--Kapelle Meister - Coaches chanting

--Ensure all programs show the five styles: professionalism, practicality, friendliness, cultural adaptability and scholarship.

Examples based on conditioning give low involvement and are shown as things to be avoided.

The conceptual solution is based on cognitive processes which leads to high involvement.

Readers and Chanters are the entry point to The Buddhist Hour.

Chanters: responsibility coefficient for success = 100%

--KM members learn to chant Buddha Dhamma and study scientific subjects

--KM members must progress to learn all Broadcast Task Team responsibilities

--KM members observe and learn responsibilities of the program producer and presenter

Readers: responsibility coefficient for success = 100%

--KM members must learn to read and understand scientific thought up to 4th order knowledge or higher

--KM members must learn to read and understand Buddha Dhamma up to 5th order knowledge or higher

--KM members must progress to learn the conceptual plan listing all Broadcast Task Team responsibilities

--KM members observe and learn the conceptual responsibilities of the Program Producer, Program Development Manager and Presenter

Devas and Devatas (not to be worshipped)

--Devas and Devatas are protectors of the Buddhist Hour, the Executive Producer and the Broadcast Task Team.

--Devas and Devatas help the Executive Producer.

--Devas and Devatas help find the resources the Executive Producer needs to achieve the Prime Mission of the Buddhist Hour.

--The Broadcast Team invite the Devas and Devatas to participate and thank them for their participation and protection.

Examples based on conditioning give low involvement and are shown as things to be avoided.

The conceptual solution is based on cognitive processes which leads to high involvement.

The Broadcast Task Team: responsibility coefficient for success = 100%

--Elects a Task Team Development Manager on a 12-monthly basis.

Examples based on conditioning give low involvement and are shown as things to be avoided.

The conceptual solution is based on cognitive processes which leads to high involvement.

The Task Team Development Manager: responsibility coefficient for success = 60%

Because of the high skills needed in selling, negotiating and team building there will be two persons who are responsible for Task Team Development.

--This includes full responsibility for :

--Financial management and program funding

--Occupational Health and Safety issues

--Legal and contractual obligations

--Training solutions

--Enterprise solution-product development

--Forward planning solution-radio audience target

--Technology solutions

In consultation with the Program Producer, the Task Team Development manager assigns broadcast roles and responsibilities.

Examples based on conditioning give low involvement and are shown as things to be avoided.

The conceptual solution is based on cognitive processes which leads to high involvement.

Program Producer: responsibility coefficient for success = 40%

The Program Producer understands the conceptual plan and implements its development in a non-normative manner.

--Liaises with and implements directions of the Executive Producer for the Task Team

--Initiates training in scientific thought

--Assigns roles and responsibilities in consultation with the Development Manager

--Maintains appropriate personnel levels, matched to program production needs

--Maintains cohesion among the team at all times

--Ensures archiving of program scripts and recordings in a format that lasts five hundred years having at least five copies provided for the John D. Hughes Collection

--Collects program statistics on a data base

--Monitors the economics of paper usage, time spent on coaching, technical improvements

--Acts as Marketing Manager to prospect for sponsorship and funding

--Coaches three assistant program producers with a view to work delegation

--Is a strong delegator who spends no more than six hours per week on these duties

Examples based on conditioning give low involvement and are shown as things to be avoided.

The conceptual solution is based on cognitive processes which leads to high involvement.

Presenter: responsibility coefficient for success = 60%

--Follows scripts and maintains informational awareness of all factors affecting the delivery and quality of the broadcast.

--Liaises with station manager as to operational changes and requirements affecting the quality and delivery of the broadcast

Implementation And Understanding Of The Conceptual Solution 1999

Examples based on conditioning give low involvement and are shown as things to be avoided.

The conceptual solution is based on cognitive processes which leads to high involvement.

The strength of this conceptual solution is based on highly cognitive processes.

The Task Team minutes its weekly meetings.

May all beings be well and happy.

This script was written and edited by John D. Hughes, Julian Bamford, Vincenzo Cavuoto, John D. Hughes, Anita Svensson, Philip Svensson and Leanne Eames.

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