Deliberate Dumbing Down of America Public Education

A–133 are more literate than Americans. Japanese companies are not more technologically advanced than American companies. Japanese companies don’t earn more patents than American companies. 1 Only 40% of Japanese homes have sewage systems. 2 American students and workers have all been intimidated by misrepresented successes of the Japanese. We are told repeatedly that because of the greater dedication of Japanese students and workers we are losing our status of world leader. Jobs could be lost, and America could go bankrupt. Group Think Total Quality teaches students and workers that Americans will never adapt to the preferred Japanese methods unless we change our culture. Changing a culture requires a complete change in the way we think, a “paradigm shift.” Americans willing to search “within” are giving up their personal responsibilities and their pursuit of individual happiness in exchange for a “we can all work together—appreciate one another as a group” mentality. Quality training experts admit that telling employees they must begin an entirely new way of thinking is frightening upon inception. One chart shows the “Steps in transition management,” in which a worker moves from a state of well-being through stages of shock, denial, strong emotion (frustration), acceptance, experimental (frustration again), fuller understanding and integration. 3 [This is otherwise known as cognitive dissonance, a technique utilized to manipulate people into changing behaviors, attitudes, values, etc., ed.] Therefore, much time and training is spent in self-esteem building. The employee begins to forget the discomfort they first sensed in exchange for comfort offered in group encounter sessions called “team building.” Slowly, along with fear of losing their future, job, home, food, and all precious vitals, they begin to melt into the safety of the workgroup they encounter daily. This is labeled as a “team,” a “unit,” or “family group.” This new way of thinking is called “higher order thinking skills,” which implies that they have reached a new intellectual plane. By this type of indoctrination, we are volunteering the loss of our supposedly outmoded culture so we may imitate the business management style and educational methods of the Japanese. The STWOA Grant Application states repeatedly that TQM and CQI shall be the structure of this program. At first glance, we associate the word “quality” with goodness; however, TQM does not describe “quality” in this manner. TQM defines quality not as an end product but as a “process.” In order for this process to be implemented, the company must first require (as mentioned above) a total culture change, also described as “paradigm shift.” This paradigm change results in a system where all employees operate under a unified set of “values” or corporate beliefs. Workers go through hours upon hours of in-depth group training before they become a part of the TQM process. This training teaches workers that individual values can hinder the performance of their team. Workers who question the training are labeled with names such as “snipers” or “renegades.” The instructor is taught to use the compliant employees in pressuring the sniper to conform. The group then uses a process called “bringing out.” Fellow employees make statements to the sniper that imply concern for the feelings of the sniper. For example, “Is there something we have said or done that makes you not want to join our group?” Or, “What would you be giving up if you decided to go along with the rest of us?” Or, “Is it fair to take us all down for your one concern?” Eventually, each employee must put aside personal values Appendix XXII