“A new intern fresh out of medical school is the ultimate linear thought machine. In medical school, students are taught that symptom equals possible disease. A equals B. They then run a test to confirm if B equals C. This process, however, is not conducive to all types of medicine. As soon as these new interns walk into an emergency room, they quickly learn non-linear thinking. After a few days of training, experience, and drilling, they become parallel processing machines. They still do their linear thought processes but they also tap back into the non-linear thinking they had before they got their higher education.” — The Doctor’s Sidekick
“A lot of people in our industry haven’t had very diverse experiences. So they don’t have enough dots to connect, and they end up with very linear solutions without a broad perspective on the problem. The broader one’s understanding of the human experience, the better design we will have.” — Steve Jobs
When most doctors were independent and not beholden to the managed care companies for which they work and the “standard of care” policies to which they must strictly abide, they were more likely to be non-linear thinkers. Now, though, the institutions for which doctors (and many scientists) work have the same constraining effect on them as did their medical schools. Doctors are not encouraged or rewarded for being non-linear thinkers. They generally are required to conform to the non-linear thinking of their managed care company or hospital or research institution or government agency.
The people who work for institutions, by and large, seem to be linear thinkers. That is why a great non-linear thinker such as Steve Jobs could not work for anybody but himself. The same is true for most of the great thinkers and innovators throughout history. Creative people do not function well in a drone culture.
That is mainly why mainstream vaccine science and vaccination policy is so utterly flawed; because it is developed and promoted mostly by linear thinkers—stuck in labs, offices and conference rooms—who are not free (or don’t even know how) to think out of the box. They are constrained by their institutions and the dogmas of these institutions, their limits of experiences and contacts, their fear of dissent, and their narrow, rather infantile, understanding of free thought.