Tower of Babel

Today our world suffers from warped and twisted thinking. That affliction is caused by hidden distortions of logic. Those distortions are fixed, inflexible tools of thought that cause all of our mistakes. Humanetics exposes the exact nature of those distortions. It shows their causes, their results, and their remedies. It constitutes a new science of perfective thinking.
Introduction: Clearly our world is in trouble. With all our graft and corruption, our selfishness and cupidity, our lusts and overindulgences, our endless killings on highways and in battle, our dissensions and conflicts, our innumerable other examples of foolishness and the difficulties which result, we can hardly call ourselves collectively stable and sane. Despite our spectacular material and industrial progress, we are lost in confusion. Our leaders advance from crisis to crisis in a world seemingly built of crises. Over all our tribulation hangs the ominous threat of the atom bomb-and worse. Somehow we have let ourselves get out of adjustment. Everyone knows that our human and social sciences have lagged far behind the advances of our physical sciences. Seemingly we know more about atoms than about ourselves. Our physical sciences gave us the atom bomb, and the atom bomb is unbelievably dangerous. But the only reason we had to develop the atom bomb, and the only reason it is dangerous, is that we have not successfully applied objective intelligence to the problem of getting along with and among ourselves. What is the result?

During his lifetime, Richard W. Wetherill was often described as a person who was scores of years ahead of his time. His associates and members of his research group realize that his day has finally come. Increasingly, it is becoming fashionable to be honest and right.
Author Richard W. Wetherill is known for his many contributions as an author, teacher, executive, and management consultant. Over the six decades of his own highly successful career, he inspired many executives to find success and helped many companies to solve their most complex management problems. In 1929, Mr. Wetherill discovered a natural law controlling people's personal and interpersonal behavior. The law states that a person is required to think, say, and do what is right in order to get a right result. It further states that when he has a personal problem or trouble, it is because something is wrong about his thinking, conversation, and behavior. In addition to stating the law of behavior, Mr. Wetherill explains the penalty that results from attempted violation or disregard for that law. As with all natural laws, the behavioral law is self-enforcing. The person who deviates from what he knows is right installs, in the recesses of his mind, the wrong thinking he uses to justify his behavior.