Why The Cancer Industry Is Committed
To Not Finding a Cure, and If They Do Run Across One, Suppressing It!

Many people who read the materials in our "suppression page" -- or read Chapter 4 of Meditopia -- seem dumbfounded that so many effective cancer therapies could have been uncovered -- only to be suppressed by the very establishment created to find and implement effective therapies.
That widespread suppression does exist and has been going on in the West - as least as it relates to cancer - for well over 100 years, this is a given. All you have to do is read a handful of the books discussed in the suppression page to realize that suppression is the standard operating procedure of the medical industrial complex.
This page doesn't ask what ... It answers why.

'The Impossible Mandate Principles'
New Corollaries of Parkinson's Law

Most students of business management are familiar with at least the first of Parkinson's major laws -- that "work expands so as to fill the time allotted for its completion." First published in 1955 and expanded in the widely popular book, Parkinson's Law: The Pursuit of Progress (1958), Professor C(yril) Northcote Parkinson, a noted British novelist and historian, came up with the principles to explain certain quirks of human behavior and how they relate to the management of organizations.
The left-leaning British press mocked Parkinson's work as "satirical" - an orientation still accepted in many corners - even many dictionaries. But satirical or no, Parkinson's Law and the corollary principles it spawned are hardly whimsical - but rather remind one of the famous Shakespearian adage, "Many a Truth has been spoken in jest." Indeed, given the harsh political realities that a study of Parkinson's principles would reveal, it is no wonder its author chose to give his delivery a "tongue-in-cheek" spin.

The First Corollary:

"In only the rarest of circumstances can an organization succeed if the fulfillment of a singular assigned mission means an end to the purpose which created it. If not provided with a subsequent mission, the organization will actually impede the goal(s) for which it owes its very existence."

The stated purpose of the American Cancer Society, and hundreds of lesser lights in what would become known as the 'War on Cancer' - (remember that one? That's right. Richard Nixon) - is to find a cure for cancer!
Year after year, these organizations collect hundreds of millions of dollars promising that effective treatment for cancer is right around the corner. "We can complete the Mission. We can stamp out cancer in your lifetime. But we need your help!"

Year after year more and more money is spent on a virtual potpourri of money-seeking cancer foundations, agencies and societies. And year after year cancer incidence grows higher and higher. What little progress is reported by the pollyannas of the cancer industry can primarily be attributable to early detection and prevention - activities which cannot begin to address, quantitatively, the large sums invested each year in cancer research and treatment.

The Second Corollary:

"Organizations assigned to 'finding a cure' - for anything, regardless of what it is, will always lean towards those treatments which are the most expensive, the most complicated, and least accommodating to self-administration. Only in this way can the organization justify its propensities for greater growth and funding requirements, restrict competition by raising the thresholds of specialized education and knowledge, and filter out potential rivals by setting large capital requirements as a 'sine non quo' to even participating."

To anyone who has had to go through the agony of dealing with a relative who has advanced cancer, the usual questions always arise: Why are the therapeutic options so expensive? Why are the protocols so involved? Isn't there more that we can do from our side to help our loved one? Why aren't there any simpler or less expensive solutions?
The Second Corollary makes all this clear.
In the past, before the emergence of the Medical Industrial Complex, the great diseases of the ages also presented great challenges. Mankind sought cures -- and in time cures were found. Easy, cheap, self-administered cures. For pellagra? Niacin. The cure for scurvy? Vitamin C. The cure for rickets? Vitamin D.
Easy solutions were found because they came from traditional cultures without commercialized medicine (i.e. it came from an indigenous culture) and there was no established, highly funded, self-serving organizations around to suppress them. This is, admittedly, a simplification of the historical facts, but the fundamental principle is not easily debated. Money does not aid the search for cures; in fact, on balance it actually acts more as a deterrent.
Our Second Corollary draws from the second of Parkinson's Laws -- that "expenditures rise to meet income." Every year, the collection plate goes out -- to government, industry, foundations and private individuals. "Give us your money ... because we're making progress every day and we can't stop now -- we're too close!" Revenues rise, so therefore, expenditures must be created to justify the revenues. This makes the search for medical solutions that are inexpensive, easy, or self-administered so anathema. It is why the entire apparatus of the medical establishment, the food and drug authorities, and the pharmaceutical industries are set up to suppress anything that does not support their endemic need for big, expensive solutions. To embrace more simplistic approaches is suicidal. That is why and how the medical field, most particularly as it pertains to the cancer industry, has become so corrupt. It wasn't born corrupt. It became corrupt because money and organizations have their own unique dynamic.
Or ... to rephrase our First Corollary: "The need to survive and grow is greater than the need for the organization to fulfill its original purpose." This in turn plays upon another of Parkinson's own corollaries: "Officials want to multiply subordinates, not rivals." You cannot justify the need for growth and an increase in subordinates by chasing easy, inexpensive solutions.

The Third Corollary:

"The lack of a 'deadline' will always infect an organization on a mission as obscure as finding a 'cure' with structural elephantiasis. Parkinson's original law also stated 'Any project assigned without a deadline is likely never to be completed.' The fact that the organization itself, out of survival, will band with like organizations to suppress rivals who would suggest that the mission is completed and the deadline past, only puts this principle on steroids and produces yet greater obstruction to the original mission."

This corollary explains why the cancer industry is so hyper about the words "cancer" and "cure" ever appearing together. "Cure" translates into "end of mission." "End of mission," in turn, translates into "end of the money train."
Again, success in cancer treatment means death to those assigned to find effective treatment.

The Fourth Corollary:

"If you want to make your organization bigger (and all of them do) then you must make the problem bigger. Big budgets cannot be sustained in the presence of easy solutions. That means that survival demands that you use whatever means are at your disposal to suppress alternatives by rivals that would prove compellingly contrary. You cannot sustain an illusion in the public mind that the problem is bigger than it really is if you aren't willing to quelch those capable of undoing the big lie that forms the cornerstone of your operation. Advancing your cause requires a maximum, sustained effort to destroy those capable of providing an end to your grand 'raison d'tre' and the many growing, demanding, and expensive projects which it consequently spawns."

Back in 2002, I was visiting friends in Hot Springs, Montana (USA) - located on the Flathead Indian Reservation (a name not appreciated by its inhabitants, the Salish and Kootenai indians).
On visiting a Salish chief to talk about indigenious herbs north of the Bitter Root Valley, I heard amazing stories.
"My grandmother lived to be 103 years old," he said. "She cured herself of many illnesses throughout her life, primarily through the use of herbs. Back in those days you didn't have modern medicine. You didn't have all these expensive hospitals, with their expensive drugs, expensive procedures ... white men brought all that crazy stuff.
"Every tribe had its own knowledge and its own medicine men. They knew the healing abilities of the plants on their land ... how and when to pick them; what parts to use; when and how to use them. It was all simple and natural. We had the Kootenai to the North... and the Blackfoot to the East.
"We are losing all that knowledge now. White men have polluted our youth with the idea that our ways of the Earth are backwards. This lack of respect extends even to our language. There are only 50 people remaining on this Earth who can still speak the Salish tongue. I know - because I teach a small class for those in our tribe who still want to learn. Recently we lost our (shaman)... she was an old woman when she died, and although she looked for a young protege to continue with her work, she never found one. She took great knowledge with her... many things I am sure no one still alive knows."
Whatever this knowledge was that was taken from the earth -- it was, no doubt, a victim of the Fourth Corollary.

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John Dribble was a project manager at the Kah-Kah Cola Bottling Company. His job was to create newer and better versions of his company's best-selling soft drinks -- and he wasn't content with mere feeble attempts to improve the company's flagship products.
To John, making the best Kah-Kah ever was a top priority.
One day, John had a thought: what if he could make Kah-Kah so filling, so satisfying, and so thirst-quenching, that the customer could go for a year or more, without experiencing a need for another soft drink.
"Imagine!," John thought to himself, "we'll have the only soft drink in the world that gives so much value to the customer, so much fulfillment... why would anyone buy any other soft drink? Everybody will buy Kah-Kah!"
So John went to work, using his department's extensive financial resources, hiring the best minds in biochemistry, food & beverage science and product development. Although the company officials who were working above him knew John was committed to making a better product - they had no idea how serious he was about making the best product. One year turned into two years ... two years into three.
Finally... just about the time he had exhausted all available favors from friends and colleagues at Kah-Kah, he did it. John found a way to make Kah-Kah into the ultimate beverage experience. It was complete and fulfilling in every way.
To test his new prototype, John began giving his product away to other employees within the company. Members of his staff and employees in the engineering department were the first to try the product. And then it spread. Soon, employees all over the company were asking for John's new version of Kah-Kah, bringing it home to their friends and families.
John was so pleased that so many people fell in love with HIS version of Kah-Kah -- but then something even stranger happened. Suddenly, without warning, people at his company stopped asking for the product.
John asked his secretary, Cherry, "What do you think is happening?"
"I don't know," Cherry replied. "The Kah-Kah you gave me was the best I ever tasted. It was WONDERFUL -- only it was so good and so fulfilling, I haven't wanted any Kah-Kah since!"
It was then that John realized that he had created the ultimate soft drink.

The next morning John reported to work at his usual time -- 8 a.m. -- grabbed his usual cup of coffee, and headed for his office.
Much to his surprise, when he got to his office, John was greeted by the President of Kah-Kah Cola, Mr. Isaac Tapdanz, who was sitting at John's desk.
"Good morning, John.
"Why, Mr. Tapdanz...!
"Save it, John," the chief executive said, interrupting, "we have an emergency Board Meeting in 10 minutes, and you're the guest of honor!"
John was stunned. He didn't know what to say, but he followed Mr. Tapdanz into the next building and up the elevator to the Boardroom on the 38th Floor.
"Gentlemen!" Mr. Tapdanz boomed as he announced John's arrival, "This is our very own Mr. John Dribble - the man we've all been hearing so much about!"
Following a few moments of acknowledgements and handshakes, the Board sat down at every available seat, leaving only John standing at the edge of the Board's long oak table.
"John," Mr. Tapdanz said, breaking the ice, "This is our Chairman, Murray Pembers. You know him, of course, but you two have never met. He also represents the majority shareholders in our company and is the great-great grandson of our founder... He would like to have a few words with you."

"Mr. Dribble -- are you the one responsible for this new product, the one everyone seems to be talking about?"
"Yes, sir," John replied proudly.
"Do you have any idea what you've done!" the Chairman exploded.
"But, Mr. Pembers, I thought this was my job. I'm SUPPOSED to work to make the product better, to make drinking Kah-Kah as fulfilling as possible."
"Your job is to do no such thing," Pembers interjected. "This business is built on repeat sales. It is built, like all consumer-product companies, on the primary goal of making consumers DEPENDENT on what we sell -- to maximize revenues for the benefit of our stakeholders. To the extent that it gives them what they want, fine. To the extent that it deters the number of people who use our products OR the amount of sales we can exact per customer, you can forget it." Turning to Mr. Tapdanz, Pembers added, "How could you let such an imbecile get to such a position of importance in our organization?"
"I can explain..." John Dribble insisted. "Never mind," Pembers interrupted, after which he gave John Dribble specific instructions and asked him to leave the Boardroom.

---

"Is this everything?" Mr. Tapdanz inquired an hour later, convening with John in his office.
"Yes, sir -- all my notebooks, all the lab reports, formularies, five remaining cases of prototype -- that's it. Everything..." John Dribble noted dutifully.
"John, I want you know that you've done an incredible job. You're the best product development man I know in the beverage industry. You've done more with less, accomplished greater things in less time, than any previous technician in your field. I know this project was dear to your heart, and I know you would have liked to see the very best version of Kah-Kah succeed in our business."
"Yes, sir ... I would," John reaffirmed, standing attentively.
"Maybe in the future -- when people are ready for it. Perhaps when competitive forces require us to create a comparable product."
"Yes, sir. I understand perfectly," John added, turning to walk towards the office door.
"Oh.. and John."
"Mr. Tapdanz?"
"Please see my secretary on your way down the hall. She has your personal belongings and a check waiting .... you're fired!"

"You're Missing The Point --

On Sunday, July 27, 2003, newspapers around the U.S. ran an article written by Daniel Q. Haney of The Associated Press. Headlines varied, one read: "Research leaves doubts cancer is curable."
If our work at Alpha Omega Laboratories did not allow to have an insight into not only highly effective remedies but the political machinations that prevent good treatments from going mainstream, we wouldn't carry such a jaded view. Most of our customers know how the real world works, so they don't need "Mother Goose Metaphors." For those of you who are still poly-smart-world-citizens-in-training, here is your translation:
"We're here to announce that although we don't have a cancer 'cure' yet, (and why should we? We're committed to NEVER finding one), we are approaching a point where cancer can be treated as a CHRONIC ILLNESS. Isn't that wonderful? In this fashion we get to run up the medical costs of any given cancer case over many years, even decades. Think of the new oncological paradigm as a kind of medical mortgage. The cost of treatment will be higher than ever before, but by spreading the cost over many years, we hope you won't figure out the underlying financial dynamic. And if YOU can't figure out what's going on, the politicians will be powerless to change it! ... Now there's medical progress!"