This definition sometimes seems to follow the old joke about two lawyers pursued by a bear in the woods. One lawyer says to the other, “We’ll never be able to outrun that bear,” and the other replies, “I don’t have to outrun that bear; I just have to outrun you.” This model often results in shortsighted, narrow conceptions of managerial purpose. It can be valuable to suggest an alternative model for competitiveness, based upon overall and long-term excellence, rather than merely “outrunning” the competition. This conception can also allow for consideration of how we achieve results, as well as whether we do so. What pattern of reasoning or lever is being used?

“I will build a motor car for the great multitude.... It will be so low in price that no man making a good salary will be unable to own one and enjoy with his family the blessing of hours of pleasure in God’s great open spaces.... When I’m through, everybody will be able to afford one, and everyone will have one. The horse will have disappeared from our highways, the automobile will be taken for granted...[and we will] give a large number of men employment at good wages.” This is Henry Ford’s...

There are three aspects of visions. These are a.) World view, or the vision as a way of seeing; b.) Perception or the vision to see what is going on, and c.) Imagination, or the vision to see what could be. What are the two lenses of world views?

There are three clarifying values; a.) Universal values that reveal and inform the essence of the human condition; b.) Cultural values that are generally the agreed-upon social value of the day; and c.) Individual values.

Recognizing and unpacking “false dichotomies” is just one common lever for responding to frequently heard rationalizations.

Aspirations are more appropriate as part of your envisioned future or as part of your strategy, not as part of the core ideology. However, authentic core values that have weakened over time can be considered a legitimate part of the core ideology.