11.2 Team Communication

There are many cases of misunderstandings in a company due to two or more possible solutions in the working programme. Such situation becomes the cause of poor working results and leads to financial failure of the company. Such cases can be best noticed in small companies, workshops or individual departments of larger companies. Although they have advisers and psychologists, such cases of energy incompatibility cannot be resolved by means of classic methods. It is necessary to register all workers who are directly related to the problem, and to cure and harmonise them at the energy level.

Practice has shown that the cause of poor state in a company is always related to human factor and influence of the competitors or an individual, most frequently a leading worker in the company who wishes to assume the main role in the company or department. I know cases where members of the company management appointed a consulting expert who knew how to destroy an energy state and cause quarrels among workers, which led the company into financial losses. In my long-standing practice, I have had several cases where companies were under direct influence of magic, spell and malediction, i.e. strong negative influence on workers and teams in the working process. If we do not treat them at the energy level on time, such companies soon become unsuccessful and ruined.

The consequences of negative action and ruin of the company cause personal tragedies, family misunderstandings, quarrels among friends and colleagues at work. Due to low earnings, many fail financially or fall into debts that they have difficulty to repay. Individuals suffer from traumas, and their families fall apart. They go abroad or commit a suicide, especially when they own the company.

11.-4.

At the course on life-cosmic energy, I explained how successful companies collapse under influence of magic, and how we can help them if they seek help on time. Jelka, who lived in Kranj, joined the discussion and told how her former schoolmate’s business was ruined and he vanished some years ago, and now no one knew where he could be. Some believed that he was hiding in South America, since he was afraid and ashamed to return home and resolve the issues in his ruined company. I asked Jelka to describe us in detail everything she knew about that case, in order to give her some useful advice, since I had similar experience in rescuing companies in crisis in very similar circumstances.

Jelka said that everybody thought the business was his destiny, until one day they discovered that the company was undermined by his business partner. Her schoolmate founded and owned a company for the production of electronic devices and cooperated with several business partners. They expanded their business activities and founded another branch in the south of the former Yugoslavia, which operated well due to cheap working power, and therefore brought large profits. His competitor, who was at the same time his business partner, planned to overtake the whole business. He heard about a foreigner who lived in Ljubljana and managed an efficient company that provided help to companies by means of different advice and courses and was able to eliminate any competitor. He engaged that foreigner for his dirty plan.

For a price of a middle class car, the foreigner taught him and his team how to put their competitor in a serious crisis within a few months. He also instructed them to do everything to cause problems to his business: they should send him the products ordered only shortly before the deadline, seek higher prices for the products, protest constantly and offer cooperation and good business terms to his other partners, but not to him. When these problems occurred, Jelka’s friend got sick from an illness that doctors were not able to cure, since they could not find the real cause for his poor health. They just kept him in the hospital to monitor his state. His company had no manager and fell in a serious crisis. There was no profit and no chance to pay off the loans in due time. Financial difficulties were a great burden to him. He became physically exhausted and had a nervous breakdown. Doctors hardly saved him from dying. He suddenly vanished and never came home again.

It seemed strange how Jelka knew about the fight with black magic, because black magic actions are performed in secrecy. Magicians negotiate with their clients individually behind closed doors, face to face with the company management. Their rule is to attack the opposite side in secrecy, by using a protocol of black magic which takes away energy from the victim’s body, causes illness and incapability, and makes the employees reluctant to work. All that causes the company to become weak due to inactivity, fall into difficulties and cease to be competitive. I asked Jelka how come that she knew all that.

She told me that a member of the group that destroyed her schoolmate praised the capacities of the foreigner when he was drunk. In that way, the relatives and friends put together the pieces and grasped how an unknown illness appeared and why such a profitable company was ruined. She added that her schoolmate was never ill before, nor ever showed signs of weak health.

In large companies where the working process is known and coordinated there are no difficult situations. When something happens, the problem is quickly solved by means of different interventions and consulting. Therapists act by harmonising the energies when difficulties appear in different departments of a company that are closely related in the working process; such difficulties are often caused by different opinions and quarrels among the workers of those departments. Misunderstandings and conflicts often appear due to daily norms, differences in earnings, different working conditions and the like, as well as subjective causes, such as memberships in different political parties and even adherence to different sport clubs, etc.

There are many books written about difficulties that appear in the working processes and their successful resolving, and many more can be written, not to mention expert teams in companies in charge of preventing slowdowns in the working processes. I only wish to point out the areas of human spirit that cannot be “fixed” by an expert method in a company, but do strongly affect the success or failure of the company.

11.-5.

Miran was an excellent lathe operator in a small company in Koper, where different spare parts for certain machines were produced, as well as tools for the production of plastic materials. He advanced quickly and became the head of the workshop. However, soon after that, the workshop fell in a big crisis. Miran helped each worker to produce tools in the exact prescribed dimensions, so that he neglected the basic tasks that the head of the workshop should perform. Difficulties in the company appeared, and mutual relations aggravated. This situation led to unsuccessful final results, as well as to bad behaviour and misunderstandings among workers.

The appointment of a good worker as the head of the workshop was obviously a mistake, which I had no wish to fix, since in that case the man who appointed Miran as the head of the workshop should be sent to school. I told that to my friend who asked me for help. I explained to him that the problem could be simply resolved if he assumed the responsibility to resolve the organisational problems, while I would arrange interpersonal relationships by treatment with life-cosmic energy.

Measurements showed that the envy of Miran’s colleagues and other people of his appointment as the head of the workshop was very strong.

That is why two groups formed in the workshop: one group supported Miran as their friend, although he turned out to be a bad work organiser; others opposed him because they recognised his weak organisational capacities. I advised my friend to immediately appoint another worker as the head of the workshop and to inform me about this in order for me to harmonise the workers and the working process at the energy level. I additionally made a complete analysis of the health state of all employees and their interpersonal relationships, and checked the health state of the personnel in immediate relation to this department. In the complete working structure, only five workers needed healing, which my friend later confirmed with the information that those workers were often on sick leave.

I acquainted my friend with the system of treatment at distance and explained to him that I would treat those five workers, while he was obliged to follow their behaviour in the workshop, in order to ascertain the extent to which they fulfil their working obligations. Afterwards, I started to treat both groups, the one in favour and the other one against Miran, so they could understand the common working process and interpersonal dependence in company activities, as well as accept the managers of the workshop and their role in the working process, get along with each other and work in unison and in disunity like so far. In harmonising the energies, the hardest thing was to treat the workers who used Miran’s weak organisational skills to stimulate interpersonal quarrels. I harmonised the energies in order to be sure that they would not start to quarrel again and checked whether their mutual relations normalised, whether they were mutually compatible in the working process and behaved properly. However, in spite of my efforts, one worker did not accept such work in the workshop: he said that work was nothing but torment to him. I proposed my friend to transfer that worker to another department, because he was unable to fit into the working process. If he stayed on the old job, he could again find some cause to instigate misunderstanding among colleagues or create problems in the workshop.

My friend called me a month after my intervention and said that a miracle happened in his company. The work ran smoothly. In its whole history, the workshop never had such good results, so high production and so little of waste. Miran was transferred to another department, so he would not be tortured by the glances of his ex colleagues. He was very successful at his new job. The abovementioned worker could simply not fit into another job and was dismissed for inactivity, repeating lack of discipline and insults directed toward the company management.

At the end of our conversation, Miran said that the management of the company would not believe that the method of treatment with life-cosmic energy gives such fantastic and successful results in such a short time and in such complicated cases had they not participated actively in my rescuing of their company from the crisis.