Friday’s Team Meeting 29 December 2023

Introduction and Angelic Assistance

Daniel Raphael
Ah, there it is. Got it. That Spirit here is… Well, it’s particularly, the angels are extremely good at arranging events, all the preparations beforehand. We, as we experience the development, well, let’s say we plan to workshop in, let’s say we plan to workshop in San Miguel de Allende in March or April. And we were able to fly everybody there for the experience. The angels would be making all arrangements as we asked them to. Not that we, we don’t want to micromanage angels, but we say, we would tell them. “Dear angels, dear Spirit. We are going to have a workshop in San Miguel de Allende, in April, would you please help us make arrangements for the right people to be there? And the right place to stay? And other things that we need and things that we can’t see?” And then I would ask, “Would you be willing to do that?” And they would say “yes,” then I would say “please proceed to fulfil that request.”

We are much like children, we need to ask for a glass of milk. Just as a child would ask their mother for a glass of milk. It would be presumptuous. It would be too much to expect that the mother would know when the child wanted milk. Here’s Jacques. So, it is good for us to ask. Some people call this prayer. A prayer request. I don’t. Bonjour, Jacques.

Jacques
Bonjour, Juan, Marthe, Daniel, Sherille. David. Buenos Dias. (greetings all around)

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Event Coordination and Spiritual Guidance

Daniel Raphael
I love it. So, they would make all the arrangements. And as we move forward developmentally, in real time, we would make new requests as are needed. Many times, they always, most of the time, they foresee what we will need. And so, when we meet in this case, we rely upon spirit to assist us in the development of the topics.

What I’m saying is that they are very busy now. I usually get a report in the morning. I sit down in my reading chair. And they say we need a few minutes with you, Daniel. Sure. So, I take off my glasses and set aside my cell phone. And then I say, I am here. And then they begin telling me what they’re working on. And right now, they’re working on, intensely, on the development of events. That’s just a general word, “events,” means meeting people, going to places, all the things that you would ask an executive assistant to do for you or a personal assistant. The details, and that they are not only making these arrangements now before what I call “the event,” but they’re also creating developments for what follows “the event.” There will be an interim time after the event, before the public knows what’s going on. I’m being rather specific, but nondescript. If that makes any sense. Anyhow, there’s the event, and then there’s the award in the future, 2, 3, 4 weeks from then, they’re making all those arrangements, in your lives and my life. We need to have a coordinated, coordinated, Ah, developments for our combined life together as the Friday’s team, okay. So, they are making arrangements for you and for myself and for the working order of our team. So that is the latest that I’ve heard. Can I be ready to change page now?

Marthe (translating)
Estan listos para cambiar de pagina?

Juan and David
Si. Yes.

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Team Integration and External Proposals

Daniel Raphael
I had a long conversation with John Morris on the day before yesterday, I guess that would be this is Friday, Wednesday. And he asked me many questions about what we are doing, what they are doing, and he proposed that our team join their team, and my answer was very flatly, no. I would oppose that to the greatest degree. It is not that I’m opposed to working with them, but to join our team with their team, and submit ourselves to the leadership of someone else, is not so good. Okay. It’s not a matter of trust, but it’s a matter of misdirection. Machiventa has a personal relationship with me and relies upon me to act as his spokesperson with you, and with others.

Since Wednesday, I received an email this morning from John, who said that he is working with a woman named Kona. K O N A. You know Kona, don’t you David?

David
Yes, I know her.

Daniel Raphael
Okay. So, he wants to talk with me again about setting up a training for the design team of his, of the people of his team. I don’t know what name they go by now. It’s like, what’s their names?

Marthe Muller
Mission Urantia. The name is Mission Urantia.

Daniel Raphael
That’s a good one. So that would begin. Now, I think all that verbal feedback I’ve gotten and nonverbal feedback I’ve gotten, from our team and the other team, particularly the other team members, is that they’re making the design team far overcomplicated.

Marthe
Far over?

David (in Spanish)
No entendi eso.

Marthe (in Spanish)
No, yo tampoco, They are making the design team…

Daniel Raphael
process too complicated

Marthe
Too complicated. Yeah

Daniel Raphael
It’s very simple.

David (in Spanish)
I don’t unders…

Marthe (in Spanish)
Tu entendiste que John Morris tuvo una conversacion con Daniel y queria que Daniel y este grupo se juntaba con el otro, y Daniel dije que no. Pero dijera John que Daniel les ayudara con el equipo de diseno, si, y Daniel esta diciendo que ellos estan hacienda este equipo de diseno mucho mas complejo que es en realidad.

David
Okay.

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Design Team Process and Facilitator Role

Daniel Raphael
Okay. The central figure who makes the design team process work is the facilitator. Yeah, a very important role that they play. They help to organise the team. They facilitate the design team process. And they teach and train members how to participate effectively. They are not a team leader, they’re a facilitator. They are the grease in the wheels of the process. No, no, no glue.

David
No, esa parte no entendi.

Daniel Raphael
So, and the best way to learn, see, the design team process is not an intellectual process. No, the process is very experiential. And the best way to learn how to work and participate in the design team process is by actually participating in a team. And beginning teams should have no more than about seven people, including the facilitator. The first chore is for the team to, the best way to have it happen is that all the people who want to be members of the team, and to be spectators of the team, would gather together for a social time of talking and drinking coffee and eating cookies and things like that, where people get to know each other. This is called team bonding. Team bonding is essential to develop a fluid social nature with team members. This develops into trust. Everybody enters into the team being vulnerable. Meaning that everyone has some things about them, that they are maybe embarrassed about, maybe resistant to tell others. It may be as simple as being colour-blind, or having two eyes of different colours, or that their parents were mulattos. They were Indian, and immigrants. Okay. So those are not any big things to me, or to many others. But some people are embarrassed by those developments and those revelations. For the team to work, we have to get over that. We have to be able to trust other team members that they won’t use our weaknesses or what I think is weak to attack us. If there’s ever any personal attack in the design team, the facilitator has to call time-out and stop and examine that. And people see that it is a learning process, how to have team etiquette, how to be graceful in the company of other people. So, we want this team to have coherence. Whatever everybody identifies with, and cleaves together, comes together and works together smoothly. If there’s wrinkles in it, or hesitations in it, or embarrassments, then it will not work well. Then the team would in this social gathering, they would talk about of course what they want to design or validate? So, it may be they want to validate…

I can only think of really hot topics, like sex education. You know, those real button pushing issues that inflame people’s emotions and add to their position-taking. Anyhow, I would leave that up to the team, because the team is going to have to work with it. The first team that I trained and taught, chose their own topic. I think if you read in the team process, we met together, and they asked me, and said, “Daniel, what are we going to work on?” And then I said, “What would you like to work on?” And they said, and they huddled together, and they talked about it amongst themselves, and they came up and they said, “We want to work on how to preserve our intimate relationships.” Right? That’s with friends, lovers, partners, wives, spouses, children. Okay, how do we sustain intimate relationships? And so, we worked on that, for the next six months, we met every week. It’s important that this process not have big gaps in it. If you don’t meet for three weeks, your team is going to be in trouble. Young people have a scattered mind, they think about many topics. The elders, hopefully they think at all. And they may forget, or they may forget the line of logic that was established and what was done. And this is where the recorder comes in handy. The recorder is an important person to record the highlights, the most important aspects of what the team is doing, the process and the outcome or results of that process. At the end of each session, the recorder should give a brief report of what they recorded for that session. And this helps the team members remember for the future, but also to add anything that might be missing in the recorded message. It is not good, it is not useful, it is not effective, for the recorder to record the session verbatim. If they want to record it in their notes, and on a tape. The use of the tape recording is up to them. It is, I think, it’s best not to publish that recording because of our own foibles and revelations that we would provide in the team session. Right? You’re getting all this, David?

David
No, perdon, no entendi eso.

Marthe
Maybe the word “foibles” didn’t translate.

Daniel Raphael
Yeah, no, foibles, sorry.

Marthe Muller
El dijo, Daniel dijo, que es mejor que aun cuando hay que tener una persona que escribe todo, esa persona no debe escribir verbatim, pero tampoco tiene que compartir la transcripcion de esas sessiones despues, por la fragilidad de los humanos, y sus cosas de ser humano, entonces el piense que no es bueno compartir esos transcribciones de esas sessiones.

David
Mantener las privadas.

Marthe
Si

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Handling Team Dynamics and Prejudices

Daniel Raphael
See, okay, they’re going to thank you because, you see, sometimes in a team, I’ll describe an actual foible. Well, let us say that one person talks about something that may embarrass another team member and that other team member may become angry, okay, and want that corrected, wanted an apology, if it was recorded, video and audio, someone who was watching that may embellish that for their own personal benefit. I, basically, this is embarrassing and not embarrassing. I basically don’t trust people, particularly when their emotions are involved and what they think is right and what they think is wrong.

Anyhow, that’s me. Fundamentally, I love people, even the rascals. Okay. So, the process is really experiential, it is the best way to learn it. It is much like a stage play, in high school or in grade school, the teacher has the children stand on stage, okay to feel comfortable there and tells them there’s an audience out there. And that if they’re shy to just take on the role of the character that they’re playing. Okay. And they would practice their lines, they would practice their role. This is called rehearsals and rehearsals are our time for practice. In the beginning of a new team, there will be much practice and many rehearsals, as people become used to, or acquainted with, the style of questions that are asked from particular people and from the answers that are provided by particular people. So, that team members very soon become acquainted with the biases and opinions and even prejudices of the other team members. This is important, okay. If you have a team member who has outright prejudices against some topic, you can trust that that prejudice will warp the process of discussion.

David
Okay. I’m okay. Muy bien.

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Facilitator Challenges and Team Identity

Daniel Raphael
We see the facilitator wants smooth progress, smooth flow, because the team will evolve. And over time, the team will become very, very deeply invested in their identification with that team, and with other team members. I think this is what is going on with the Mission Urantia group. It is that they’re striving to find attachment, belonging, identity, and some people need a name to begin with. Etcetera. Okay. You know, if you’re a Nazi and you participate in the democratic party, you’re still a Nazi.

Okay, so, in other words, if you’re a leopard, you can’t hide your spots. People will eventually become, who come to know who you are, and what you are, and what you think, and what disgusts them about you. When that happens, you might as well start over. So, these things have to be revealed early in the design team process, and the facilitator must, must breach or break through those barriers. So, you need a facilitator who has a pretty thick skin. It’s like hunting rhinoceroses, you don’t do so with a BB gun.

Marthe Muller
May I thank you. I didn’t mean to distract you by saying that we are a clique. I think if I may quickly just say, the mere fact that John Morris came to you to try and bring you away from the clique back to the big group was interesting. But I think the reason why the five of us “click,” the six of us, why we “click” is that we are all materials developers, in some way. Yes, we are translators, we’re a advertising executive, materials developers… So, I think that the reason why there’s a smaller, smaller clique is that we are being brought together for a specific purpose. But I am sorry if I distracted you.

Daniel Raphael
Yes, thank you. Yes. Then, you see, if you take the position of Machiventa literally, take his position as planetary manager, he is trying to engage mortals in each of the major, seven strategies that he is nurturing into development, and that we’re, one group such as ours, we are programme developers, so to speak, as you suggest, Marthe, is that we are developing the programme that will encourage other groups to see themselves as part of one of the strategic programmes. And how they may contribute to that. That’s very important, that people don’t come away as a team and think of themselves as the only team that’s legitimate, but that they are one of many teams that are legitimate and can make a meaningful contribution to the Correcting Time. The Correcting time has numerous programmes in it for this planet, and for the 37 and Machiventa has numerous strategies going on for his work in the Correcting Time on Urantia. We should see ourselves as in allegiance and in loyalty to Machiventa and his work and the capacity that we can and the roles we play, and the team where we have joined.

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Co-Creative Operation and Participation

Daniel Raphael
The identification comes down to how can we assist Christ Michael with the Correcting Time? How can we be of benefit to this planet coming into the Days of Light and Life, and you’re doing it… You’re doing it. We are doing it, and the people in Mission Urantia are doing it in their own way. And that’s where they should be, doing what they should do. And they are going to be the ones who actually start the first operational design team. Well, hallelujah, who does that help? That helps everyone and helps Machiventa.

Do you see the design team is a fully co-creative operation, with or without a T/R, to be of assistance to get mortal input into the management of this planet and its civilization.

Machiventa and the Most High have said, we are not going to heal your planet by ourselves. But we will do this co-creatively with you. What they didn’t say, is, you need to buckle up and participate. It’s kind of, one time I saw a racing Corvette. It had a small sign in front of the passenger seat. It said “get in, buckle up, shut up and hang on.”

That’s basically where we are now, with Machiventa and the Most Highs. It is time to shut up and start doing something. And that’s why design teams are so important. They are working teams. They’re not just talking about, talking about, talking about what they’re going to do. They’re actually going to do it, and not “going to do it,” but are doing it.

John Morris’ invitation to participate in the development of a design team, and, particularly with his group, it is vital to the accomplishment of what Machiventa wants done. Okay, they want to, what they, let me give you a parallel. When I write a paper, I’m working on a paper now. And I get it finished as far as I can go. And then I share it with a couple of people I know, Marthe, and a couple other people. And Marthe will read it and sit down and reflect on it. And she’ll think about it. And she’ll think about the weak spots and the strong spots. The topics that were nicely developed and the topics that are totally missing. And so, when she does that, the Celestials are listening in on her thinking. This is how they get mortal input. It is the best, honest, most authentic input the mortal can give, is the reflections, excuse me a bit, they determine and generate in their minds about whatever topic is important.

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Monitoring Mortal Input and Communication Methods

Daniel Raphael
Okay, good. Grace, yes. See, so in a design team, it is operational, it is ongoing, it is in process. And while it is in process, the celestials have five or seven people’s minds that they can be monitoring. And they can see, that this multiplies the input by mortals to the celestial realm. One thing is, is that mortals will be talking about the most important part of their lives that they want to deal with. So that information is shared among the celestials, and with the angels, so that the right people are invited, or just happened to meet, to participate and to share their, their wealth of knowledge and information. So, the design team process is vital to the progress of the Correcting Time.

Daniel Raphael
Okay, so far the Teaching Mission has just been that; teaching how to talk to Celestials, how to live a more moral and ethical life, to be compassionate and loving, and kind, and how to be strong, even while being humble. Oh, there’s some really important skills to learn. So, what this does, the design team process that John is working on, is vital to the accomplishment of planetary management.

Now, when there are two design teams, that doubles the number, and one there for a doubles again, and pretty soon, what the Celestials are able to determine which you might think in statistical terms, is the mean, median, and Mean, Median. And now, there’s three, three standards of statistical measurement for the middle, they get to learn what is most important, and what is not, what concerns people at the core and what is peripheral, what is outside of being important. So, the roles we play in the design team, our personal roles, if you’ve ever been shy, then you’re a listener, and listeners are superb individuals to ask questions. Oh, I might ask Juan, what he’s thinking about that this team needs to do in the weeks ahead. And he would share that he’s a listener, he submits, what we’re working on, and comes to conclusions. And after deep reflection, I just love that about him, he and I have not talked about that, but I know one.

And so, there are some people who are very active, very verbal, and sometimes they just need to be told to shut up.

Daniel Raphael
We’re now, so it is a learning process, we are able to appreciate ourselves in reflection of responses from other people. If you’re not watching the audience, and you’re doing the speaking, then you may not be listening to anyone. And so, good speakers are always observing the audience. The audience may not be speaking, but generally you’ll see whether people are attentive or ignoring what is being said. Yes, you see, that is why I like to have experiential, in-person design teams working, is that you become acquainted with the nonverbal body language of each person, besides what they are saying. And when we are good listeners, we also are listening to the meta talk. The meta talk is what you are hearing but people are not saying out loud. There are books on meta talk, I would suggest that it is an important topic to read up on. Psychiatrists and psychoanalysts and clinical therapists, psychotherapist, should be extremely good at this, of listening to what people are not saying. What are the topics they are leaving out? What are the topics they avoid? What are the topics that others are talking about, that this other individual never responds to? That’s to talk, when you listen on these different levels, the verbal level, the nonverbal level, and the missing verbal level, then you are hearing a fairly complete conversation that’s going on in that person’s mind.

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Personal Reflections and Self-Observation

Daniel Raphael
They see, and now, you know, as a criminal counsellor in prisons, I learned to know when people were lying, it’s very important to determine when people lie. And you can determine a lie. By the things people are not saying about the topic, that is, your main topic, you’re thinking about, or talking about it is. And then, now, if you think this person is fibbing to you, lying, you say, “well, could you explain that, please?” “Why did that happen to you? What were the circumstances?” And then, of course, if it didn’t happen, they have to invent it. Anyhow, that’s, this is way past ordinary facilitation and the team facilitator.

The best one I would ever hire would be someone who is a person who has had training in psychotherapy, has had experience as a moderator, a mediator. And even as an arbitrator. The facilitator does not have permission to be an arbitrator, to tell people what they ought to do, as a team. The facilitator facilitates the process and wants to smooth out the resistances, where they exist, and when they come up. And that may appear to be disruptive to the flow of the design team, but is one of those problem areas that has to be resolved for the team to eventually become productive. If you don’t talk about it, it’ll eventually come up. So, you might as well talk about it. In the beginning, not right away. You don’t want to be a facilitator who is abrupt or abrasive or confrontational, never do that. Okay.

So, you’re talking about an adroit, a person who is socially adroit is in tune with people, and can assist them. The other people in the team can be novices. Asking questions is difficult for some people. For others, it is easy. So, you know, being the, I call them inquiring members of the team, inquiring members, hopefully, are curious. They’re not shy. They’re not socially receding. They don’t pull back from the team process, and they really have an earnest sincere desire to be productive in the role that they’re playing. Sometimes it will occur for the whole team, that they have not asked about some particular area of a topic. It may be that that area is simply blind to the team. Key members may have never considered that topic. If so, then it is up to the facilitator to open that aspect. So, the team can beginning examining it.

Now, I know, that for the purposes of our, of the Friday’s team, I’ve gone way past what you would anticipate for this time now. What I’ve given you is more information than you wanted, but I’ve also been providing information to John and the Mission Urantia. Hopefully this has been helpful to them. I want to truncate or shorten the amount of time and training that occurs before the team comes together and meets.

Let me describe the levels of communication, from the least effective to the most effective. Let us say that there is team here. We meet, and I tell you what the thing that’s not gonna go too far as a team process isn’t. The next one is that we would communicate by text on our text messages, on our cell phones, that’s highly ineffective. It is, to me, it’s a rank immature and naive form of communication. The next one would be a video, a video telephone call, where we are able to talk to each other and see each other in person. In many ways, that’s what we’re doing here. This is a group. And so, we have a conference call. It is video. It is audio, and it’s being recorded. Oh, hallelujah. If we have questions, or we’re unsure about something, we can go to the website and replay the recording and find the place where we want more detail. The best, best interaction is of course, in person. This way, we can be aware of the nonverbal communication, the expressions on our faces, our twiddling, our little habits of nervousness that we express, and that also of contentment, and being participating, as one who was one of several with intimate associations.

We also, you know, if somebody ate garlic pizza last night, we would know it this morning. By conference call, I don’t. Okay. So, there are, see, these forms of communication allow us to engage each other on several levels. I like to watch David. David is expressive in a very quiet manner. Juan, on the other hand, is very reserved. He is in the shadows, literally. And he’s almost invisible. Sherille, behind me, is very expressive, and uses her eyes, eyebrows and mouth. Did she make a joke to herself out of it? Of course. Jack is always gleeful. I like his smile. Oh, there you are, my friend. He’s part of the team. So, and myself, is that I know myself best because I am me. And I do a lot of self-observations. And that is one of the important things I forgot to mention earlier about the team, is that when I do coaching, do personal holistic life coaching with someone, that is one of the first things I have asked them. Are you self-observing? Can you observe yourself as though you are up in the air outside of yourself looking down at the table? Have you written on the topic? All right, the keyboard. And people will say, “Well, yeah, I’ve had out of body experiences.” That’s one of them. Well, if you have had an out of body experience, then you understand what self-observation is all about. Another one is self-monitoring. That is being aware of what you’re saying, and the thinking behind it. This is not schizophrenic. This is not a mental illness. It is a valid objective, but a totally subjective means of knowing what you’re doing, the reasons you’re doing it and how you’re doing. Knowing it and what your motives are and your agenda. This is an important part of self-revelation, self-reveal, being self-revealing, which is a very important part of being authentic.

Now your credibility, the credibility of each of you, is incredibly high in my mind, I would never ask you, whether you have any doubts about your last statement. Because I know that you, when you make statements, they are authentic or genuine. And you are trying to be self-revealing to the team. This is how we bring all of the resources of our inner being to the group. If a person is withdrawn in their mind, from the group, then they’re not really applying or letting the team use the resources. And some people are too paranoid, to participate in a team. They are afraid of being a victim, of being embarrassed, or something like that. So self-observation is a quality characteristic of a person who can be a very valuable team member, the facilitator can be that person to help tell people and reveal themselves to others in how to be self-revealing, and how to be cautious about doing that.

That is why some mental health training would be a good background for anybody who wants to be a facilitator, along with having been a mediator. In fact, I went to, I took mediation classes in Eugene, Oregon, oh, many years ago, and one was one week and no, it was two weeks, different times. And I received my certificates for that. And so, I’ve discovered that being a design team facilitator has all the important characteristics of being a mediator with also the compassion and empathy to place yourself in a position of one of the team members. Does the facilitator have to be perfect? You can be imperfect, but just tell people how you are imperfect. Without saying too much. You will have a good example of that in politics are some people will blurt something out, say something that is inappropriate. And everybody. You will laugh up their sleeve about that person revealing bad about themselves. You have to be wise in what you reveal. What are you really being willing to reveal at this time. And in intimate relationships, eventually, it comes down after years that you have revealed everything that is worthy of being revealed that will help your relationship succeed. And that’s what we want. It’s a successful design team. It may not be in the results, but how you achieve those results. That’s important. And that’s the design team process.

Well, we’ve been at this about an hour. Questions.

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Team Reflections on Facilitator Experiences

Jacques
Just Daniel, to highlight what you said about the facilitator. I’ve been in a group on my previous job at Airbus. We were a sort of design team to change the process. And I was a facilitator at that time. But the bad thing was since the beginning I knew that in the group I had a very strong guy opposed to what we wanted to do. And it’s what you said, I knew that this guy could pollute the debate in all the way around. So, of course, I did not really succeed. Yes, it was not a full success because of this guy. Yes.

Daniel Raphael
Yes. That’s difficult because you are working for an agency, organisation, and they, whether it’s a design team or whether it’s a project team, if you have someone who is opposed to what’s going on, they have to be well, you have to fire him. Truly you have to tell them, you’re not helping the cause. We will never finish this project with your resistance. Yeah, you beg them to withdraw.

Have you heard the song Uninvited?

Jacques
Oh, but they understand the world. Yes.

Daniel Raphael
It’s a beautiful song. I forget her name, the lady who sings that? Oh, yes, Alana. Yeah, Alana Morissette. And she sung it many times, but the best time I ever saw her was when she was in concert. And it was a video recording, live, and it was exceptionally well done. Many singers have sung that song, but I hold her in the highest regard for that song. And sometimes people need to be uninvited and that should be a team agreement, is that you are able, if someone is being obnoxious and difficult, you as a team with that person being present, your team should decide among themselves whether to disinvite that person or not.

Jacques
But in this case it was difficult, because it was a manager in charge of applying the new programme.

Daniel Raphael
Just that is, that is a robust irony.

Jacques
Look, it was interesting as a human experience, I’m very wise. It was very nice. And we asked, by the way, in the middle, it was a week-long, and after two days, I understood it would not work very well. So, we came with this special guy in a team spirit and so on. And we explained clearly the situation where we are here and where we could end. So, he explained everything. He, you know, he puts a point very clearly to everybody where we want to go. So normally these guys should have said that’s not for me. He could have resigned at that time as well. Yes, yes. Honestly could have done but he did not. Yes.

Daniel Raphael
See, that requires well-balanced people to operate in a design team setting as we exactly. Yes. And we, our boss would go along with us and tell us what we need to do to make it work better. And that is where a T/R can come in and help the process. It puts the T/R in a difficult position. But it is a quality analysis of the T/R’s ability to be honest and authentic in that role, to say what you need to say as a T/R, as the voice of someone else, such as Rayson or Charles. You got to have a good backbone. Yeah. Anybody else?

No one else
No, no, no.

Daniel Raphael
Was this helpful? I want to be helpful. I mean, it’s a lot of work I gave you here. I mean a tremendous amount of work. And the design team process that I wrote many years ago still is effective. Still, I looked at it again to update it a couple of years ago. And it operates much differently. When you have a T/R of the team who acts as the spiritual being, acts as the consultant. We haven’t talked about the consultant role, but it is much different in the spiritual design team, as opposed to a generic public design team.

That for us, who are working with spirit intimately in our personal lives and our business lives and our marital relationship lives, it’s much different, that we have a spiritual guide, coach, counsellor, mentor, who can help us in that relationship. And this is where, this is why I think Charles showed up years ago, is that the guy was almost brutally honest. With some people, he was very candid. He was, he didn’t reserve any of himself from you. He didn’t withhold anything that people needed to know. He would just say it. And it became not a joke, but the first couple of meetings with him, people had to hang on. They weren’t used to such candid presentations by a celestial being. I forget what order he belonged to. I don’t remember, but anyhow, he—you wanted to not just answered us, Charles, need to give it to you.

So it’s a lot to ask of a new TR to be the consultant. It’s, it’s sometimes not easy. I have a candid nature to myself. And I am self observing enough to know when I’m out of bounds when I’m saying something that should not be said. To say it in a more diplomatic way. So, this has been the, you know, the whetstone is sharpen a knife on a stone. This has been my Whetstone. This is where I have sharpened my skills to be more. More abiding with the difficulties in relationships. I think most of you know that I changed my name completely in December 1994. From the change of personality that occurred in that severe closed head injury that occurred in 1990. And I changed my name from Norman to Daniel Raphael.

Now, when I, Norman—was he tell you like it is, without being very polite, or very gentle about it. And so when I talk to my children, I would say, “Well, how do you want to hear this? You want to hear it as your dad normally would tell you? Where do you want to hear it as Daniel would tell you?” And so I can play the role quite well. Norman was pretty abrasive. He, he didn’t pad things too much, or make things too easy to accept. If you didn’t accept it, that was your problem.

So I’m no longer like that; that change in my personality was for the better. I have become more whole. I’ve become more of a Taoist Buddhist, Eastern thinking, more Pacific, being peaceful, and less aggressive and less abrasive. So it is a tool that I can pull out of my tool pouch when I need it, but it’s rarely used. It’s kind of like a policeman will tell you—and in self defence, don’t ever pull your weapon unless you plan to use it. So that’s how I use the character and personality of Norman; it didn’t do me much benefit. Yes. See what? Yeah.

So all right. Well, God bless you. I know some of you have stayed up late night before the night before that. So this is enough. We’ve been at it about an hour and a quarter. So God bless you. I love you. And I see a lot of wall. And I still have a go. Yeah. Happy New Year. And I don’t know how to say that though. I’m sorry. Yeah, all right. All right. I’m gonna sign off and if you have questions, let’s review those next week. Is that okay? Yeah. Yeah. Bless you. Yeah. Yes, thanks very much.

This recording will and will be shared and will be shared so that the other group and John will understand it. All right. Okay. Great. Bye. Bye. Bye. Bye.

Merry Christmas, everybody. Merry Christmas, Jack. Okay. It was a nice session.