The Soul of Enablers versus Chameleons

James R. Fisher, Jr., Ph.D.

© June 14, 2014

I will buy with you, sell with you, talk with you, walk with you and so following; but I will not eat with you, drink with you, nor pray with you.  What’s news on the Rialto?

William Shakespeare, The Merchant of Venice

He said, ‘I hunt for haddocks’ eyes among the heather bright,

And work them into waistcoat-buttons in the silent night.

And these I do not sell for gold or coin of silvery shine,

But for a copper halfpenny and that will purchase nine.

Lewis Carroll, Through the Looking-Glass

Every one lives by selling something.

Robert Louis Stevenson, The Lantern-Bearers

Cultural Cage We Share

Conceivably, the cultural cage most people share is denial.  This not only in a general sense, but in the specific sense that they are selling, mainly because they are not directly in sales.  Make no mistake, in a capitalistic society, everyone is in sales, barring none.  

We are selling our tastes and talents from the moment we wake in the morning until we put our heads on the pillow at night.  Still, few want to be identified with blatant hawkers, peddlers and pan handlers, the latter who are simply selling their need.

We prefer to think we reach our economic status through sheer talent or by the osmosis of good fortune.  Yet, we all know that the best people don’t necessarily rise to the top, while those who are the best packagers and marketers of their talent invariably do despite limitations.  Whatever the case, the seller persuades us we “need” or would be better situated if we availed ourselves of what is being profiled or proffered.   

Mothers pay to have their daughters attend American Girl soirees to purchase that company’s dolls and its accessories.  These products differ little with what is available at Target, K-Mart or Wal-Mart.  Fathers and sons line up sometimes before dawn outside stores to purchase Michael Jordan basketball shoes for upwards of $150, shoes of a similar quality but without the Michael Jordan brand for half or a third of that cost at discount sporting goods stores.

Teenagers and young adults pay staggering prices to attend celebrity concerts, such as U-2, when you can’t hear the words of Bono over the noise of the band or the yelling of the crowd.  If you could, it would sound more like shouting than singing. 

The man or woman who eventually becomes CEO of your company is likely to have a lot more in common with Faust than with genius.  My da, a railroad brakeman and part-time bartender, once asked a minor league baseball player in a Class C league, how much difference there was between him and a major leaguer.  He put his thumb and fore finger apart of about one-tenth of an inch, “this much!”  Just as we all receive a report card every day of our lives, we can also gauge where we are in the food chain by our presentation skills. 

Despite this, if in the selling profession, many would prefer to be seen as “buying consultants.”  There is some truth in this designation as I argue in my books you are partners with whomever you work with or for, as you have the same objective, that is, to be value added to the activity and enterprise. [1]

That said few of us want to be seen as simply merchants on the make, but rather as “entrepreneurs.”  The most important job of college presidents is not academic brilliance, but a knack for grant writing and fund raising to increase the endowment status of the university.  College presidents are sellers of universities in recruiting top academics and students, along with the flair enticing philanthropists to sponsor university chairs, or new colleges.  There isn’t a job in capitalistic society that doesn’t involve selling.  Denial of this is not only a cage, but seriously handicaps the individual from making a difference.

Nothing happens until someone sells something.  Nothing.  Still, there are few quotes from writers over the centuries about selling. [2] It is unfortunate because the poetry of life that I have learned firsthand has been largely as a salesman.  When I have been able to perceive and conceive as a writer has come through my contacts with customers.  Think of it!  The buyer has the power, and he doesn’t have to play up or down to you, doesn’t have finesse or impress you.  He holds all the cards, and knows it.  You will never see another person more as they really are than when they have all the trump cards, and you are asking them to show their hand.

As a writer, selling beyond a doubt has been my greatest teacher, greater than any university professor, or academic course I have taken, or any book I have read.   

In sales, you find people as they are, not as they would like to appear.  They have the power, you do not.  They are not interested in impressing you, but you are interested in having impact on them. They have the authority, you do not.  They have control of the situation, you do not. 

So, if customers are bullies, you are an apt candidate to be bullied.  If they malicious, they will play you as their ploy, making promises they don’t plan to keep, laughing behind at you behind your back, lying to your face with a snicker.  Then there are those that cannot say no to anyone.  No sooner are you gone and the next salesperson has the account.  Selling is human nature on display in all kaleidoscopic terms.

Television and the Internet have turned the selling situation upside down.  The buyer and seller, predator and prey routine, or the hunter and hunted, as some see sales, has been shifted 180 degrees. 

No longer does caveat emptor, buyer beware hold true.  Instead, hidden persuaders as Vance Packard put it, and conspicuous consumption as narcissistic therapy as Christopher Lasch has written has turned the marketplace into an irrational arena.  Eighty percent of the products available eBay or Craig’s List are fulfilling whimsical wants of a maddened crowd. [3]

No longer is an automobile merely transportation, but costs as much as a middleclass house to satisfy the affluent.  Most products sold on television and the Internet are soon-to-be junk.  The buyer or prey has taken on the role of the predator, and hunts for “bargains” while the seller racks in the cash.  Vance Packard saw this coming and wrote a series of books on the subject, incidentally, long before the Internet. [4]

Now, it is difficult to keep up with the demand.  We are at the crossroads of a throwaway society with two discernible types of people.  They both have always been with us, but one seems to have emerged dominant at the expense of the other.  This is the reason for inclusion here.

Chameleons and Enablers

There are two behavioral types that have found a home in the new marketplace and the new millennium.  There are the chameleons and the enablers.  Chameleons are like the people they call on or meet as strangers in the street, people who change colors to suit the situation, and are not burdened with a conscience.  They are “quick in” and “quick out” satisfiers.

Where chameleons encounter disingenuous people equal to their verve, they exploit deceit to their advantage.  When they engage the uninformed, they overwhelm them with smoke and mirrors.  Chameleons have no sense of moral restrain as they are consumed with reckless abandon opportunism.  This unashamed materialism is evident in the dumbing down of cultural tastes on television, the ceaseless and senseless chatter on the Internet when people should be working, the perpetual texting on iPhones no matter where they are, while their children at home or in school are engrossed in idiotic and repetitive violence on play station games that are more catatonically numbing than Ritalin.   

Unburdened with any clear identity or moral quandary, chameleons can change color codes into whatever will produce satisfaction.  They look at a situation from the standpoint of their advantage, or what is in it for them.  This reduces commerce to whatever the traffic will bear.  Chameleons cannot be dragged down by rejection, accusation, criticism or complaint. They are inured to offense, while focused on their next conquest.  

Then, there are the enablers.  These are people with a conscience, well aware of the moral dilemma between what is wanted and what is needed.  As a consequence, enablers are sensitive to people as persons.  They are intuitively aware of what and who people are beyond what they say they are, as their behavior consistently contradicts that.  Enablers translate the whole dynamic into satisfying definable needs, which are seldom understood by the person other than in the vaguest terms.  Enablers use their sensitivity to decipher motivation as they are students of personality and view people from the vantage point of their personality, culture, proclivity and need.  Enablers see themselves as the embodiment of integrity in meaningful exchange.

Enablers look at every situation from the point of view of keeping the person’s best interests at heart.  Enablers go beyond making connection to assessing the potential problems that may occur if what is proposed is not fully understood or implemented.  They see their role as a partnership with that person in the problem solving.

It is certainly less demanding and perhaps even healthier to be a chameleon, to be able to move on without carrying excess baggage.  That said chameleons give commerce its bad name, while enablers carry the ghosts of egregious chameleons to the point of exhaustion, as they attempt to rectify the situation.  Following chameleons in clean-up operations, enablers habitually experience the sting of the wrath of the exploited.  Whereas criticism fails to disturb the chameleon, it reaches the depths of the soul of enablers.  They accept it as their failure to deliver.   

Chameleons often appear clever but are seldom wise.  Enablers on occasion look as if tentative because they are weighing several options, whereas chameleons look for quick decisions, and therefore are emphatic in their claims as the most expedient approach to put into play. 

Chameleons rely on pragmatics and making an impression; enablers on principle and performance.  Chameleons concentrate on the part; enablers on the whole.  Chameleons are convinced that others are as devious as they are, and are looking for a bargain.  Enablers appeal to good sense with the belief that most people are honest and will see the benefit of the long term view.  Granted, it can be more challenging to take a systemic approach, but makes for a worthy goal. 

In sales, chameleons think selling is a mechanistic process of overcoming resistance with a tantalizing display of benefits moving to an assumptive close reinforced with the penalty of delay.  Enablers believe once they have made the case in establishing the need in the problem solving, the seller and buyer are co-strategists on implementation, or working from the same side of the table, making the sale automatic. 

By “sale” enablers mean the first-step in the problem solving.  They picture each sale as a short-term trial to justify a long-term commitment.  Chameleons believe the sale is the final step in their strategy.  Enablers, like chameleons, use mechanics in selling as well, but they know trust and connection can only be established over time, not by charismatic posturing.  Enablers know convincing words do not necessarily lead to concrete results.  In any case, the order is not the end but the beginning of the process. 

Because of this difference in approach and appraisal of the selling function, chameleons desperately need a convincing presentation, whereas enablers must be competent problem definers.  This requirement involves asking the right questions.  Enablers believe probing with open-ended questions and then listening with the third ear, or what is implied in the prospect’s answers, is the root to understanding and mapping out the problem solving.  Then, it is a matter of matching need to what enablers have to offer.  Often, chameleons and enablers cross wires.

Several years ago, I was selling chemical water treatment to large utility cooling systems and high-pressure boilers to prevent scaling and corrosion.  One manufacturer had the best positive displacement pumps for incremental chemical feeding on the market.  Each account I sold, I recommended that these chemical pumps be purchased, and they were. 

One day I got a call from the chemical pump salesman in my area.  “You’ve sold better than one hundred of my pumps to your customers, do you know that?”  I didn’t.  “What I’m wondering is what percentage of my commission do you expect?”  I didn’t expect any.  I was amazed that he would make such an offer.  I, of course, declined, but would not understand for many years that, good as his product was, he was a chameleon and not an enabler, a seller of products, in this case, chemical pumps, not a problem solver.  How sad that he didn’t realize what he had going for him.

Enablers have Hearts as well as Heads!

In a world that continues to grow more complex, the basic instrument of that world is the individual, an individual who is increasingly cut and quartered into ever more discrete parts until he doesn’t know whether he’s coming or going, or who is he is and where that might be.  He has been dissected into appetites so that he can be manipulated into satisfying a materialistic marketplace, which encounters few constrains.  Indeed, he has been disembodied into a mass marketed and consuming commodity.  Motion has become the individual’s elixir of life in this atmosphere of haste. 

As long as we are on the move, chances are running into ourselves as chameleons.  Noise has become the conduit to self-negation, as sameness has become its consequence.  It is a cognitive world with feelings anesthetized, and now conveniently digitized.  The machine seems more “in” than ever, yet it has no heart, and so there appears little life or real satisfaction in society’s collective head.  Chameleons are winning!  Enablers are disappearing!

Obviously, a head without a heart is akin to separating the body from the soul, work from living, or even dreams from thought.  Love once was said to make the world go around, but now it is business with everything quid pro quo even personal relations.  Trust is the bond between the head and the heart.  In a chameleon world, it is what we get for what we give.  Love has been reduced to a Viagra or its competitors’ commercial.  It is not the world of enablers.

The organization of enterprise has considered itself rational, orderly, and predictable.  As a consequence, in its frenetic attempt to make it so, today it is chaotic.  It is the world of the head absent of the heart.  The heart has a rhythm, a melodic symphony of tonality that Joseph Campbell has shown beats to the rhythm of the universe. [5] It is the rhythm of the enabler.

Awareness provides the enabler with intuitive insight that might otherwise be lacking if challenges were lumped into impersonal categories.  Each individual is unique and treated as such.  Enablers refute the idea that enterprise is simply a “head trip.”  This is not to suggest that enablers are empathetic without qualified conditions.  Selling, like life in general, is the complement of irrational forces and self-imposed restrictions.  This finds enablers using their heads to the advantage of others, but not at the expense of themselves.

Enablers know they cannot succeed if they are in denial.  They know that the first sale they must make is to sell themselves on themselves.  Confidence is not bravado, not strutting your stuff, not pulling the wool down over yours or other people’s eyes.  Confidence is self-acceptance and appreciating that you are working within your capabilities to do your best. 

Nor are enablers threatened if the situation doesn’t listen well that is, not seeming to be as announced.   Seeing the situation clearly may make it more challenging. What is said may be inconsistent with what is observed.  This does not deter the enabler.  Contradiction has been explored in his own nature and often encountered with others.  He accepts the inconsistency and works through it without making it an incident to put the patron on the defensive.

The largest barrier to confidence is attitude.  The predisposition to act in a certain way is programmed into us.  In sales, this is demonstrated in the belief that straightforward engagement is bound to encounter rejection; that trust must be built in a circuitous route designed around presentation skills.  Chameleons espouse this philosophy, whereas candor guides enablers to engagement.  For chameleons, selling is finessing to overcome objections, while enablers encourage engagement to understand the problem, and there is always a problem that needs solving. 

One reason this has become an issue is that the products and services of companies are nearly indistinguishable from each other.  The problem is matching and matchmaking.   This is the imperative of enablers, whereas chameleons continue to champion products and services as if their brand as if truly unique.

Once requirements are assessed, enablers can match needs with what is within budget and available.  Knowing what competitors have that we lack, such as the positive displacement pump mentioned earlier, enablers can play the role of the matchmaker, designing a system of complementary products or services. 

A decade ago, this would have been thought as a travesty, but it is becoming increasingly a standard in complex systems today, where several companies in the same industry find matching roles with the same customer.  Chameleons may blast competitors, but enablers don’t because they never know when they’ll need them to satisfy a customer’s requirements.

It is unfortunate that selling persists in producing chameleons at the expense of enablers.  It can be explained, however.  An ambivalent world stubbornly holds to practices that meet ambiguous tastes.  It is even conceivable, given mood swings of individuals that on occasion enablers may act as chameleons.

Enablers may be tempted to resort to “no holds barred” aggression when empathy seems to be failing in the problem solving.  That is to be expected.  Nothing is ever either or.  

Anyone is capable of being a chameleon and limited to what is known.  But equally so, anyone is capable of being an enabler with a capacity to think outside the box.  With the enabler, instinct uses insight to evaluate the situation. 

The cage we all encounter is an interpersonal sense is self-imposed.  It is the cage we construct between ourselves and others.  The wall of this cage dissolves if we can get past our biases, deceits, lies and false assumptions and become one with our subject.   

To illustrate, once a painter was observed going to a certain hill overlooking the bay, setting up his easel and tripod chair, looking at the mountains and forests beyond for a good hour or more, then collapsing his equipment without painting a stroke.  This went on for several days confounding an observer.  So, one day, the observer asked the painter what he was doing.  The artist told him he was painting the landscape.  “But I’ve seen you now for several days and you haven’t lifted your brush to the canvas once.”  The artist nodded his head.  “That is true.  My problem, you see, is I cannot paint until the landscape and I become one, and unfortunately, that has not yet occurred.”

It is the same when we meet others and decide instantly who they are, what they are about, and what they need.  We see them through our eyes and the eyes often lie, but seeing them through the heart, through our feelings, and chances are we get another sense of them.  Some call this a “gut feeling,” and such a feeling often guides us to the truth about another.  Otherwise, we talk to each other through our respective cages that not only prevent connection and communication, but derail the building of trust.  Enablers aren’t looking for ways to outwit each other but to resolve issues of mutual concern.

Enablers and Fisher Paradigm™©

Enablers use The Fisher Paradigm © ™ as they process information relative to the other person in three spheres of influence: personality, geography and demographics.  Most of this is done in a split second or as an intuitive appraisal, as people as persons come in contact with each other.  Enablers do this by processing this information, which in turn leads them to decide what action to take, now.

Personality Sphere: the prospect’s personality, his expressed values; sense of identity; appearance; and actions with you as well and the people around him.  An organization has a personality.  This is displayed from the reception on.

Geographic Sphere: the prospect carries his geography with him wherever he goes.  This is expressed in his comfort and conflict level as demonstrated in self-demands (expressions of pride) and role demands (approach to his job).  It gives clues to his real self (actual behavior) and ideal self (expected behavior).  Consequently, it determines whether he defines his situation poorly or accurately.  If poorly, the work of enablers is more difficult.

Demographic Sphere: the prospect’s age, gender, role, ethnicity, culture, responsibility, history, experience; relationship to others; maturity; mindset; and thinking, or how he processes information (visually, verbally, spatially, and cognitively) are meaningful.  The prospect advertises who he is -- talking, walking, relating, and doing.  He is a billboard if enablers would but observe, listen and process the information.

How this information is processed represents the way to bridge the gap between the enabler and his client creating a common bond of understanding, trust and problem solving. 

Enablers take in the entire workplace: the office, personnel and particulars of operation as a novelist might stage his characters or a painter might fill his canvas.  Enablers note whether the prospect is organized or disorganized, in control or not (Personality Sphere), whether it is an atmosphere of congeniality and consensus or a bullpen of failure (Geographic Sphere), and whether the prospect operates in a dysfunctional company of crisis management or a healthy proactive climate (Demographic Sphere). 

One powerful distinction between chameleons and enablers are that chameleons will sell what the market will bear, whereas enablers will assess the readiness of the market to make use of what they have to offer. 

Seven Virtues of Enablers

The first thing we think of when it comes to being successful is confidence.  Confident selling does, indeed, require confident thinking, but confidence is the process of enabling others to be all that they can be.  Enablers don’t empower others, which is impossible for them to do since they don’t own their power, but they can remind them of that power, and help them put it to use to their advantage.  This involves the seven virtues of enablers:

Enablers practice humility: Enablers take their assets and limitations seriously, but not themselves.  What they have been given innately they use with humility.  They don’t compare and compete, don’t imitate or mirror colleagues or competitors, but develop their own style and approach.  Enablers are aware of diversity in companies and customers, and tailor their approach accordingly to each situation.  This enables them to bridge differences with understanding, and deficiencies with the appropriate approaches. 

Chameleons practice arrogance: Chameleons take themselves too seriously and see their role as telling the prospect what he wants to hear rather than persuading him to appreciate what he needs to know.

Enablers practice generosity: Generosity is not limited to conscientious service.  Now competitors are often partners because a complement of competitor products is the best value to meet a functional need.  Working with competitors in the interest of the customer is an act of prudence as well as generosity.  This is not meant to imply that enablers are pushovers.  Material success is important to them as well.  Enablers know what we sow is what we reap.  Generosity always comes back tenfold.

Chameleons practice greed: They sell whatever the traffic will bear.  Since avarice is their guiding light, they suspect it motivates everyone else as well.  Greed, of course, can never be satisfied.

Enablers practice restrain: Human combustion is always a possibility between persons.   Once polite exchanges are completed, the veil of suspicion inevitably surfaces, which is normal and should be expected.  This can be addressed by putting to rest the suspicions.  Enablers should not be dismayed by encountering stonewalling and criticism for past betrayals and disappointments, but should activate discussion with open-ended questions: “It is clear you have had a bad experience, what exactly did you encounter before with our people?”  Enablers don’t resort to argument, but to dialogue.  They show restrain by allowing the prospect to express suspicions, even anger.  By listening and allowing the prospect to take control of the interview, enablers demonstrate control without needing to control.

Chameleons resort to bluster: They dispute the prospect’s criticisms with argument, often choosing to take control by overwhelming the criticism, which finds them losing control.  From this point forward, nothing they say is heard by the prospect.

Enablers are moderate: Everyone has a bad day; everyone sometimes says things they don’t mean and later regret; and everyone is sometimes in a buyer’s role.  Enablers know this.  They have a sense of proportion when a prospect seems out of sorts.  One enabler took such a blast from a prospect that it led him to say: “Wow!  It must be my day to be in the cage!”  The prospect laughed, relaxed, and apologized.  The hostile atmosphere was cut with humor.  Moderation is a requirement of life, eating, sleeping, working, exercising, loving, and living.  Enablers know this.  They don’t subscribe to the 80-hour week, or to the principle of working hard and playing hard with all stops removed.  They prefer to work smart, disciplined and focused.  They have a moral center and compass to chart their course. 

Chameleons are excessive: they like living on the edge, working, playing hard, driving themselves to the extreme, then compensating with periodic sabbaticals, drying out, exercising regiments, and crash diets.  Moderation is a framework of controllable parameters.  Enablers respect this; chameleons take short cuts to cheat it.

Enablers are kind: They may be bullied, abused, humiliated, or their intelligence, competence and character questioned.  Instead of taking umbrage, they ask “why” of such accusations.  There has to be a reason.  Even ugliness needs to be calibrated.  Enablers absorb this outburst in silence waiting for it to dissipate before exploring its origin.  They may say: “Perhaps it would be better that I come by at another time.”  Once the catharsis is complete usually there is mood swing back to the rational.  Enablers allow this to transpire in the kindness of understanding silence. 

Chameleons are heartless.  No one is going to bully them; who do they think they’re talking to?  Pride (self-demands) overcomes the job at hand (role demands). A chameleon was reported to have reacted in this manner: “Sir, speaking person to person, forgetting that you are the general managers here and I am simply a salesman, you have no right to address me in those terms!  No right at all!”  This resulted in a series of misfortunes for the salesman and his company, eventually resulting in the loss of a national account that amounted to millions. 

The man he addressed so caustically never forgot this affront, and in due course became the CEO of this multi-national corporation.  What is sad to report is that the customer was right to be incensed.  The chemical sales engineer had applied the wrong chemicals to the customer’s system shutting down operations for several hours.  Confession and contrition might have saved the day, but the chameleon was not of such a mind.

Enablers are loving: Work is love made visible.  Work as such cannot be prostituted by envy, greed, hate, fear, or evil.  Love makes life worth living.  Mature love in work is expressed in meaningful contribution.  We also see it expressed in times of natural disasters, or when people are suffering.  Enablers see loving as a way to bring out the best in others by understanding and accepting them as they are, not as they would like them to be.  It is helping others to help themselves by making their intentions clear. 

Chameleons are skeptical of feelings and are incredulous of this business of loving:  They would be horrified to suggest they should “love” those with whom they work.  They see them as marks.  This loving business to them is being namby-pamby, or weak and phony.  Chameleons deplore weakness because they have never made peace with their own; they abhor phoniness because they have never admitted it being part of their nature.  How could they be loving when they have failed to be loving of themselves?

Enablers are diligent: What we do is what we become.  The purpose of life is what we do, not what we think of doing.  The most important thing in life is to be needed; to be needed we must be useful; to be useful we must develop some kind of skill, which involves doing.  The popular notion today is personal development, which in its present form is narcissistic. There is nothing wrong with personal development if it is a process of improved usefulness.  Where it gets murky is when it becomes an end in itself or self-aggrandizement.  To enablers being diligent is multifaceted.

Enablers know to acquire value added skills involves taking risks and encountering the pain of failure.  Without risks or pain, there is no growth, only stasis.  Enablers are diligent and therefore experience success, but they do not rest on their laurels. They are dedicated to self-learning, and pushing the envelope to new experiences and challenges.  Enablers read people without putting them into boxes.  They are enriched by people as they find them, learning from them, and developing new ways of serving them.  The happiest people are busy people, and the happiest busy people are those who have learned to let go of self and to embrace the world of experience. 

Chameleons are diligent for a discrete period, and then coast on their laurels, or what they have learned with little change for the duration of their careers.  They are knowers rather than learners, tellers rather than listeners, complainers rather than doers.  When they sink into misery, they want to bring others down with them.  They look at enablers and have contempt for them, not realizing they are looking at the sunny side of themselves.

Enablers and chameleons are part of the landscape.  They are part of each other.  Together, they represent the conflicts and contradictions, the consistencies and constructions that make up the way things get done or fail to get done. 

They relate to the way we see ourselves.  Enablers learn to trust themselves with confidence that comes with letting go of self, and allowing answers to percolate up through the recesses of their minds.  They know their success is not due to genius, but to a higher power that they have been able to tap.  Some calls this diligence, others God, others love, and still others simply letting go.  In any case, it starts with not being afraid to love what you do, to appreciate who you are, and to accept where you are and have been, which is your history, and then showing the boldness of spirit to chart the course to where you want to go. 

It is allowing your soul to touch everything you do and everything you are.  Like magic, it can transform chameleons into enablers.  When it does, life is a little easier for us all.

*     *     *

Notes

[1] Partnership has been a central theme in Confident Selling and Purposeful Selling written by me, and now in second editions with TATE Publishing, 2014.

[2] You’ll be hard press to find more than one or two quotations on selling in any book of quotations.

[3] Granddaughter Rachel purchased a musical instrument for elementary school on eBay.  The price was modest, but the shipping and handling was not.

[4] Vance Packard was one of the first social critics to bring sociological conditions to the general reader.  He did this with such books as The Hidden Persuaders (1957), The Status Seekers (1959), The Waste Makers (1960), The Pyramid Climbers (1962), The Naked Society (1964) and A Nation of Strangers (1972).

[5] Joseph Campbell, The Myth Makers, MFJ Books, 1974, pp. 141-142.