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Social solidarity means learning to see ourselves as connected, so education should build responsibility for one another instead of competition and isolation. It also means cooperating with nature, not against it, by helping people grow in ways that fit human interdependence rather than forcing selfishness, pressure, and constant rivalry. Laitman’s books suggest that children, parents, teachers, and even prisoners change best in an environment that models care, equality, shared purpose, and harmony with nature’s laws.
Here are the top 5 things to create that kind of environment:
1) build a welcoming atmosphere of mutual respect and inclusion,
2) encourage cooperation over competition,
3) use differentiated support so everyone can participate at their level,
4) give people safe chances to ask questions, take healthy risks, and lead, and
5) build regular reflection and self-assessment into the process.
These principles fit dr Michael Laitman’s view of integral education, where the environment shapes people through connection, responsibility, and practical experience rather than simple instruction.
An optimal learning environment is mostly cooperative, with a smaller amount of competition and a little individual work, because research on social interdependence shows cooperation improves achievement, motivation, retention, and relationships more than the other two approaches. I’d set it at 70% cooperative, 20% individual, and 10% competitive: cooperation builds shared success, individual work strengthens personal accountability, and limited competition can add energy without damaging trust.
The “ignored” condition turned out almost as demotivating as having the work shredded, because when effort is not seen or acknowledged, people feel that their time and contribution are meaningless. In other words, simply not recognizing someone’s work signals that they don’t matter, which quickly kills motivation and willingness to continue.
Most business owners operate in a system that rewards short-term financial results, so they fear that prioritizing genuine connection will make them lose ground to more aggressive rivals. Their ego then turns customers and workers into instruments for profit, blocking honest dialogue and mutual responsibility. A business aligned with the law of connection would still earn profit, but only as a byproduct of creating real benefit for others and measuring success by the quality of its human relationships.
