To see clearly involves the self’s journey toward a conscious learned practice of knowing and understanding.
Personal. Seeing requires leaders, as conscious “knowers,” to understand and appreciate their intelligence—how they think, how they gain new understandings, and how they make judgments. Seeing requires reflective practices and transformational learning such that one’s personal narrative becomes evident, and one’s desire to understand includes a desire to understand correctly (the intention of one’s intelligibility).
Organizational. Seeing at the organizational level means leaders have the capacity to understand what it means to be human and what is required for humans to live their lives fully and joyfully. This seeing involves interpersonal modes of knowing whereby leaders gain an appreciation and understanding of the dynamic, complex nature of human collectives. They are able to see beyond competing agendas that seem to divide, seeking the common good that unifies minds and hearts, bringing strength and integrity to the organization/community as a whole.
Global Social Systems. Seeing at this level means leaders’ minds are open to hearing, receiving, and learning from differences. They are able to see potentialities and possibilities that lie beyond what has been experienced. Seeing means being able to recognize and differentiate between systems that are life-giving and those that are oppressive. Seeing means having both hindsight and foresight as leaders are able to learn from lessons ingrained in history and given these lessons are able to envision a viable, sustainable future.
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