Homework 1Visionary LeadershipPurposeful LeadershipVirtuous LeadershipStrategic LeadershipGuiding LeadershipBeneficent LeadershipAdaptive Leadership-Definition/meaning of and importance of each of these?

Homework 2From a Leadership perspective, what is the difference between a vision and a dream?

Visionary leadership

The Cornelius & Associates website aptly states that "Trying to run a business without a vision is just as difficult as trying to piece together a 1000-piece puzzle without looking at the box cover." The role of a visionary leader is multifaceted, yet the essential purpose is to provide a single "big picture" target at which each individual employee and department in the organization can aim. It is the is the organizational competency area concerned with collaborative leadership to reach the shared vision

Visionary leaders are the builders of a new dawn, working with imagination, insight, and boldness. They present a challenge that calls forth the best in people and brings them together around a shared sense of purpose. They work with the power of intentionality and alignment with a higher purpose. Their eyes are on the horizon, not just on the near at hand. They are social innovators and change agents, seeing the big picture and thinking strategically.

     There is a profound interconnectedness between the leader and the whole, and true visionary leaders serve the good of the whole. They recognize that there is some truth on both sides of most polarized issues in our society today. They search for solutions that transcend the usual adversarial approaches and address the causal level of problems. They find a higher synthesis of the best of both sides of an issue and address the systemic root causes of problems to create real breakthroughs.

Visionary leadership provides a clear picture of a desirable future that inspires excitement and engenders commitment and creates transformational change within their organization. It also creates exciting, energized work environments.

One of the primary roles of a visionary leader is to focus all eyes on a communal end goal, so individuals continue to move forward in the face of all challenges and setbacks an organization may face. Dr. Martin Luther King is an example of how a visionary leader can inspire focus in an organization. In 1963, his "I Have a Dream" speech painted a clear picture of blacks and whites living together as brothers, in total equality. This speech helped the civil rights movement march forward toward this goal, despite incredible hardships and resistance from established society.

No one individual can accomplish a sweeping goal on her own. It is necessary to collaborate with talented individuals who have skills and technology that can turn a dream into reality. Some of these individuals may have their own hidden agendas and goals when joining forces with your team. A visionary leader must constantly communicate with and bring adjustments to associations with third parties, to ensure that the original end goal is not sacrificed or diluted while collaborating with others.

A visionary leader is responsible for creating a team culture that nurtures a common end goal. For instance, a visionary leader in the customer service industry may create a work culture that focuses on enhancing the lives of employees and co-workers. On-site daycare, paid volunteerism and flex time schedules are measures that build a work culture where employees feel valued. The natural result of this work culture is a staff of employees that are willing to go the extra mile to enhance the lives of customers and make them feel valued.

Writing a vision statement, and reading it aloud to new trainees, is not enough to effectively fulfill one's visionary leadership role. A visionary leader must find creative ways to repetitively communicate the company vision to employees and customers. This means building the vision statement into each newsletter and email, launching staff incentive competitions to creatively express the company vision and encouraging department heads to repetitively encourage their team to keep their eyes on the company vision.

Civilisations were born and developed through the driving power of a visionary leader. It was vision that inspired the first Biblical civilization established by the great hunter Nimrod. Vision produced the great Egyptian civilization over 4000 years ago that gave rise to the towering pyramids that amazes us even today. The canvas of history is painted with evidence of the creative force of vision. The Bible says in Proverbs 29:18 “Where there is no vision, people perish”.

Visionary Leadership provides the glue that holds the organisation together because the vision is understood and owned by the people throughout the organization, it continues to provide guidance after the leader has gone.

Bibliography

1. http://www.visionarylead.org/articles/vislead.htm 2. http://www.ehow.com/info_12079471_role-visionary-leader.html 3. http://www.populationhealthfutures.com/pdf/part2/VisionaryLeadership.pdf 4. http://www.preachology.com/visionary-leadership-the-importance-of-a-vision.html 5. http://www.rediff.com/money/2007/may/16lead.htm 6. http://smallbusiness.chron.com/characteristics-visionary-leadership-31332.html

Purposeful Leadership

Purposeful Leadership is the art and science of harmoniously coordinating the minds of an organization towards a clearly defined shared vision while cultivating a corporate culture committed to continuous learning and improvement. Simply stated, Purposeful Leadership is the act of transforming dreams to reality in a way that helps others. Another way of saying this is that

Purposeful Leadership is a special form of Leadership that incorporates positive ethical values and is aimed at serving others. It is the act of transforming dreams into reality.

Purposeful Leadership IS:

A “Do-With” Process

A proactive values-driven methodology for running an organization

A way of doing business

Only as strong as the leaders that cultivate it

Purposeful Leadership begins as an inquiry into the state of the corporate culture that generates the existing results.  Understanding the underlying causes and tendencies that both support and impede superior performance is vital to achieving consistent excellence measured in units sold, CSI scores, internal feedback, and profits.  Aligning all resources towards a shared vision is the purpose of this curriculum.  This vision must go beyond a statement on a plaque.It must become ingrained in the hearts of every team member. This vision is the nucleus of the corporation.It fosters a framework within which team members carry out the organizational mission, make decisions, perform functions, and ultimately achieve all objectives

Bibliography

1. http://www.niurkainc.com/purposeful-leadership/ 2. http://www.purposefulaction.com/index.asp?mid=79&mid2=231 3. http://www.purposefulaction.com/index.asp?mid=79

Strategic LeadershipStrategic leadership provides the vision and direction for the growth and success of an organization. To successfully deal with change, all executives need the skills and tools for both strategy formulation and implementation. Managing change and ambiguity requires strategic leaders who not only provide a sense of direction, but who can also build ownership and alignment within their workgroups to implement change. Rowe states that strategic leadership is the ability to influence other to voluntarily make day to day decisions that enhance the long term viability of the organization while at the same time maintaining its short term financial stability. (Rowe, 2001).

Davis (2004) defines strategic leaders are the ones having organizational ability with strategically orientation; translate strategy into action; align people and organizations; determine effective strategic intervention points; develop strategic competencies. A strategic leader displays a dissatisfaction or restlessness with the present; absorptive capacity; adaptive capacity; wisdom. Davies highlights the concept of “adaptive capacity,” a strategy that enables leaders to change and learn through asserting that ‘mastering chaos, complexity and change requires new ways of ‘seeing and thinking’ (Sanders, 1998). A strategic leader is strategically future oriented. A strategic leader’s eyes are always on the horizon, not just on the near at hand. A strategic leader influences “the organization by aligning their systems, culture, and organizational structure to ensure consistency with the strategy.” (Beatty and Quinn, 2010, p. 7). Influencing employees to voluntarily make

Building prepared minds on a large scale is critical for companies needing to reset the strategic direction and transform the organization. Getting employees pointed in the right direction with the ability to learn and adapt concurrently helps ensure the strategy will deliver what leaders are looking for indeed.

Strategic leadership is responsible for strategy execution

Strategic leaders analyse and produce a winning strategy at a point in time and get employees smart enough and motivated enough to execute the strategy and change it as conditions change. This requires the leader to focus as much on the process used to develop the strategy – the human dimension, as the content of the strategy – the analytical dimension. These leaders view themselves as coaches or guides, believing that the organization’s strategy is only as good as the breadth and depth of the understanding and commitment that it attracts. Responsibility for developing the strategy is widely dispersed but carefully coordinated. These leaders focus on guiding and responding while building commitment and empowerment among those building the strategy.

They understand that strategy is an ongoing process. They create a sense of belonging or ownership of the strategy in the teams they lead and decide on who are in the inner circle of decision making.

Analytical: From the analytical view good strategy making follows a linear process with each task being “checked off” as it is completed. As set out in many strategy texts, it is a set of reasonably well defined steps leading to a fully formed plan of execution. Effectively, the strategy is set for a defined time period and executed.

Human: Leaders who lean to the human dimension see strategy as a continuing work in process, something that is more free-flowing, never truly complete but continuously being shaped as interactions occur with customers and competitors and as new issues and knowledge emerge from the people throughout the organization. They are comfortable circling back on key ideas and frequently will drive the strategy process to re-visit critical assumptions and, based on the insights gained, alter course. For these individuals, changes in strategy are markers of leadership success, not leadership failure.

Incorporating both analytical and human dimensions

To integrate both dimensions into strategy making in a way that creates a winning outcome and gets the whole organization understanding and committed to this common agenda requires leaders who are clear about the strategic capacity of each of their internal stakeholder groups and who have the perspective and insights to lead in a way that incorporates both dimensions as the strategy is developed. The steps described below are intended to provide the leader with techniques to do that. Taken collectively, they define a process that incorporates both the analytical and human dimensions, while challenging individuals throughout the organization to raise the quality and quantity of their strategic thinking and their strategic leadership.

They standardize vocabulary and agree on a toolset

Strategy making that enlists large groups of employees needs a common vocabulary and a common set of tools in order to be effective. Deciding on a vocabulary is not difficult but it does need to be done with intent and with a sense of discipline. The number of terms that get used during strategy making seems at times almost endless and includes such words as Vision, Mission, Fact Base, KPI, Goal, Objective, Scorecard, Driver, Strategic Action Plan, Strategic Issue Analysis, Governing Principle, and Metric to name a few. Establishing a common vocabulary begins and ends by getting

alignment around three questions, “What does X mean? Why and when is it used?” and “Is X necessary in developing the strategy and building understanding and ownership for it over time?”

Closely linked to the need for a common vocabulary is the need for a common set of frameworks or tools to build your strategy. In many cases, toolsets come with their own embedded vocabulary. Some leaders use relatively more elaborate tools such as shareholder value add (SVA), computer modeling, and scenario planning.

Building prepared minds on a large scale begins and ends with the senior person focusing on being the architect of the strategy process as much as the product. The focus is on working the middle ground between the analytical and the human dimensions, not giving up on the clarity that comes from the analytical rigor nor the broad-based commitment and organizational agility that comes from addressing the human dimension. Ultimately a deep “we” line is a signal that employees are developing, evolving, modulating, fine-tuning and executing a strategy concurrently.

There are various strategic leadership styles. With strategic leadership being such a broad topic Rowe differentiates between strategic, visionary and managerial leaders. (Rowe, 2001). Strategic leadership presumes a shared vision of what an organization is to be, so that the day to day decision making or emergent strategy process is consistent with this vision. Managerial leaders influence only the actions and decisions of those with whom they work. They are involved in situations and contexts characteristic of day to day activities and are concerned with and more comfortable in functional areas of responsibilities. In contrast visionary leadership is future oriented and concerned with risk taking and visionary leaders are not dependent on their organizations for their sense of who they are. Visionary leaders work from high risk positions, and seek out risky ventures, especially when the rewards are high (Rowe, 2001). Strategic Leadership in Education System

Strategic leadership is defined by Barron, 1995 as practicing existing abilities and skills and influencing others to train in new formats for new leadership models. Specifically, to obtain successful educational management within the organizational, leaders should think strategically about where changes are needed and why. For instance, new leaders should be in possession of three fundamental skills: problem-solving, decision-making and creative/critical thinking. Also, educators, administrators, and other practitioners should be trained in educational management and continually activate this training in new leadership roles. As a result, the outcome of the educational environment will be influenced by the total quality leadership. Therefore, in Barron’s 1995 definition of strategic leadership, he concludes that “Strategic leadership is demonstrated by individuals in all areas of the educational environment who possess skills to create and communicate vision and effect change through interactive leadership.”

Bibliography

1. http://www.ask.com/wiki/Strategic_leadership2.

Guiding Leadership

Guiding Leadership is to facilitate leadership development in your firm to keep your best employees engaged and to maintain a continuous source of leaders.

Identifying the next generation of leaders is crucial for any design firm. However, good talent is often hard to find and sometimes even harder to keep. The good news is that the search for new leadership doesn’t have to be difficult because it usually ends right in your own backyard.

The key to growing your own leaders is getting employees engaged in career development planning so they can see the leadership possibilities that exist in the firm. To accomplish this, it’s important to start with a thorough leadership development and succession plan, which is what we did at Kasian with the help our talented human resources team. Here’s how we did it.

Bibliography

1. http://www.di.net/articles/guiding_leadership_development/

Adaptive Leadership

Adaptive Leadership™ is a practical leadership framework that helps individuals and organizations adapt and thrive in challenging environments. It is being able, both individually and collectively, to take on the gradual but meaningful process of adaptation. It is about diagnosing the essential from the expendable and bringing about a real challenge to the status quo.

This leadership determines which practices are core to the future of the organisation and which practices are obstacles. It runs smart experiments and tests new practices then integrates new practices, aligns people across the organisation to execute.

Adaptation is a dynamic process of mutual influence.Adaptive leadership is given to impacting the environment. It addresses a very active form of leadership, not a passive effort taken merely to adjust to circumstances as found. Biology teaches that relationships between living entities are circular and interactive. Our organizations are also living systems, being composed not just of capital goods and technology, but of people.

Organizations are capable of intelligent, purposeful collective action, actions taken to influence their environments in desired directions. We know that, like all living organisms, our organizations can learn, adapt and grow. We know that they too have life cycles of birth, growth, maturity and eventual decline.

Adaptive leadership reflects the actions of leaders who:

-- Think and act to exert strategic influence on their environments. They act to assure that their organizations are well positioned competitively.

-- Are proactive, foresee opportunities and put the resources in place to go after them.

-- Employ a broad-based style of leadership that enables them to be personally more flexible and adaptive.

-- Entertain diverse and divergent views when possible before making major decisions.

-- Can admit when they are wrong and alter or abandon a non-productive course of action.

-- Are astute students of their environments.

-- Can generate creative options for action.

-- Build their organization's capacities to learn, transform structure, change culture, and adapt technology.

-- Stay knowledgeable of what their stakeholders want.

-- Are willing to experiment, take risks.

-- Strive to improve their personal openness to new ideas and stay abreast by being lifelong learners.

-- Love and encourage innovation from the ranks of their organizations.

When you realize that your organization’s aspirations—the innovations and progress you want to see—demand responses outside the current capacities, Adaptive Leadership is the framework you need to effectively close the gap and make your aspirations reality. It provides a disciplined approach to do more for what you care most about.

Bibliography

1. http://www.selfgrowth.com/articles/calbano.html 2. http://managementhelp.org/blogs/leadership/2010/07/07/adaptive-leadership/ 3. http://www.complexadaptiveleadership.com/ 4.

Beneficent LeadershipBeneficent leadership is a form of leadership in which a leader exercises political or authoritative power for the benefit of the whole population rather than exclusively for his or her own self-interest or benefit or for the benefit of only a small portion of the population. A benevolent leader may allow for some democratic decision-making to exist, such as through public referendums.

The label is often applied to the former leader of Yugoslavia Josip Broz Tito, although many others have criticized him as being authoritarian and a violator of human rights.

Characteristics

Many benevolent regimes portray themselves as benevolent, often tending to regard democratic regimes as messy, inefficient and corrupt, but few are widely viewed as such outside their country or supporters.

In the Spanish language, the pun word dictablanda is sometimes used for a dictatorship conserving some of the liberties and mechanisms of democracy. The pun is that, in Spanish, dictadura is "dictatorship", dura is "hard" and blanda is "soft". Analogously, the same pun is made in Portuguese

as ditabranda. In February 2009, the Brazilian newspaper Folha de S.Paulo ran an editorial classifying the military dictatorship in Brazil (1964–1985) as a "ditabranda", creating controversy.[9]

Bibliography

1. http://www.ask.com/wiki/Benevolent_dictatorship

Virtuous Leadership

Virtuous Leadership—An Agenda for Personal Excellence sets forth a leadership model to help professional people grow in virtue and lead effectively[1]. Virtuous Leadership has been translated into 13 languages including Russian, Chinese, French and Spanish. As such, some commentators have called it the first systematic and holistic attempt to relate the classical virtues to professional leadership in modern times[2].

Alexandre Havard’s leadership model is rooted in aretology—the science of virtue. Derived from the Greek word for virtue—arête—this branch of science stems from the work of the classical Greek philosophers—above all, Aristotle—and was developed further by such Christian philosophers and theologians as Saint Augustine and Saint Thomas Aquinas.

It is a leader’s character formation which is strategic.

A 10-point summary of Mr. Havard’s model:

1. Authentic leadership must be based on authentic anthropology, which is to say, an authentic study of man. Such an anthropology must comprise aretology—the science of virtue—or it cannot be truly authentic. Virtue is a sound habit of the mind, the will and the heart that helps us achieve personal excellence and professional effectiveness. Leadership is all about virtue. Why? 1) Because virtue instills trust, the sine qua non of leadership. 2) Because virtue is a dynamic force, which enhances our capacity to act (the word "virtue" stems from the Latin word virtus, signifying "strength" or "power").

2. Magnanimity and humility, which are virtues principally of the heart, are the pillars of leadership. Magnanimity is the habit of striving towards great things. Leaders are magnanimous in their dreams, visions, and sense of mission; and also in their capacity to challenge themselves and those around them. Humility is the habit of service. Humility means that leaders pull rather than push, teach rather than command, inspire rather than berate. Thus, leadership is less about displays of power than the empowerment of others. Magnanimity and humility are two virtues that cannot be separated. Together they constitute a unique ideal: the ideal of the dignity and greatness of man. Magnanimity makes us conscience of our personal dignity and greatness; humility makes us conscience of the dignity and greatness of others. Magnanimity and humility are the fruits of a proper appreciation of the value of man; pusillanimity, which prevents man from understanding himself, and pride, which prevents him from understanding others, are the derive from a false appreciation of the value of man. Leadership is a life ideal that recognizes, assimilates and promotes the truth about man.

3. The virtues of prudence (practical wisdom), courage, self-control and justice, which are virtues principally of the mind and the will, are leadership’s bedrock virtues. Prudence enhances our ability to make right decisions; courage to stay the course and resist pressures of

all kinds; self-control to subordinate passions to the spirit and direct them towards the fulfillment of the mission at hand, and justice to give every individual his due.

4. Leaders are not born, but trained. Why? Because virtue is a habit acquired through practice. Leadership is a question of character (virtue, freedom, self-improvement), not temperament (biology and genetics). Temperament may aid the development of some virtues and hinder others, but when virtues grow, they stamp character on our temperament so that temperament ceases to dominate us. Temperament is not an obstacle to leadership. The real obstacle is lack of character, which quickly leaves us drained of moral energy and quite incapable of leading.

5. Leaders do not lead by exercising the potestas, or power, inherent in their office. Instead, they lead through the auctoritas, the authority that stems from character. Those who lack genuine authority and succumb to the temptation to exercise unalloyed power are leaders in name only. In fact, they are non-leaders. This is a vicious circle: low authority leads to abuse of power, which leads to further erosion of authority, and the path to authentic leadership is blocked.

6. In order to grow in virtue one must a) contemplate virtue so as to perceive its intrinsic beauty and desire it strongly (a matter of the heart); b) act virtuously habitually (a matter of the will) and c) practice all the virtues simultaneously with special attention to prudence (a matter of reason.)

7. Through the practice of virtues, leaders achieve maturity in all its aspects—judgmental, emotional, and behavioral. The unmistakable signs of maturity are self-confidence and consistency, psychological stability, joy and optimism, naturalness, a sense of freedom and responsibility, and interior peace. Leaders are neither skeptical nor cynical, but realistic. Realism is the ability to maintain the noblest aspirations of the soul even as one remains beset by this or that personal weakness. This is not giving in to weakness, but transcending it through the practice of virtues.

8. Leaders reject a utilitarian approach to virtue. The leader's motive in striving for virtue is not simply to become good at what he does. Rather, it is to realize himself fully as a human being in doing what he does well. Effectiveness is not the aim of self-improvement; it is merely one of its manifold (happy) results. Excellence comes first, effectiveness second.

9. True leaders live by virtue ethics, rather than by rules-based ethics. Virtue ethics does not deny the validity of laws and rules, but it does insist that rules cannot be the ultimate foundation of ethics. Laws and rules must be at the service of virtue. Virtue ethics redound to original and creative leadership.

10. Christian life has a formidable impact on leadership, because the supernatural virtues of faith, hope and charity (which are the heart of Christian life) elevate, strengthen, and transfigure the natural virtues, which are the foundation of leadership. No study of the impact of virtue on leadership is complete without taking into consideration the supernatural virtues.

Bibliography

1. http://www.ask.com/wiki/Virtuous_Leadership?2. http://www.scepterpublishers.org/product/index.php?FULL=5583. http://www.kithoughtbridge.com/pages/

346_on_virtuous_leadership_leading_with_moral_excellence_and_character_part_ii.cfm

Homework 2From a Leadership perspective, what is the difference between a vision and a dream?

The dreams you see while asleep at night are a metaphor for the kind of thinking that happens when

you fantasize while awake. We often call this "day dreaming" or creative imagination.

The vision you see when you are awake and looking at reality with your eyes is a metaphor for the

kind of thinking that happens when you look to your future with your mind's eye. The inner world

(past, present and future) you see is built from your own assumptions or metaphorical constructs.

With this kind of vision, you can "look" down different paths, and "see" what would happen.

When we speak of dreams and vision in this article, we're referring to the dreams and vision you see

inside your mind while awake. We all have such dreams and vision; and both are an integral function

of human consciousness.

For visionaries, vision is a major source of power and conscious guidance - and it's something they

consciously control. For others, vision is a major source of fear and default guidance - and it's

something to which they unconsciously react.

To be a visionary, and thus have a higher level of inner power to change and create the world around

you, one must learn to live at the level of vision.

ORIENTATION:

Dream - What you see when you are imagining a hypothetical scenario.

Vision - What you see when you look to the future without hypothesizing, wishing or imagining.

EXAMPLE #1:

Imagine that you're on vacation at the Grand Canyon, and you're standing on the edge of the cliff with

your binoculars, looking far off into the distance. Suddenly, on the other side of the Grand Canyon,

you see what looks like a jet, and a man in a suit standing by the jet. Then all of a sudden, the man's

hair just kind of flips sideways up into the air. And you think to yourself "Wait a minute, is that

Donald Trump?"

Just then you remember he's doing a new reality TV show called "Who Wants My Money," where he

goes to an obscure public location and holds up a sign that says, "Who wants my money?" and then

gives one million dollars to the first person to reach him. "No, can't be The Donald," you're telling

yourself, when it happens - the sign goes up - it's him!

In that instant, you realize "I could win the money!" and you turn to bolt for your car just in time to

see everyone else heading for their cars. In that moment, you remember you came on the bus. You

turn back and look over at Donald there with his sign, and you dream about winning that money. It's

an exciting dream, but it's not very real. You won't win the money.

Then you hear it. That sound... behind you... it's... your helicopter. You turn around and see your pilot,

who will take you anywhere you want to go. Then, in that instant, you turn back around with a smile,

you look at Donald Trump and you know that money is yours. You're already spending it in your

mind.

So, there's a big difference between a dream and a vision. A vision has a power that a dream doesn't

have.

EXAMPLE #2:

Let's say you have a personal dream of being a public speaker one day. Every time you get the

opportunity to speak in public, whether it's among friends, in classrooms or at events, you feel a little

too nervous to speak. It doesn't seem like you're ready yet, and you turn away. After several months of

this, you look to your future and what do you see? You don't really see yourself speaking powerfully

in the world. You can dream about it all you want, but you can't really see it happening.

Now let's say you come to a point, where you realize your dream is dying and it becomes very

painful. You become very clear how much the dream means to you, and you take a hard look at the

fears and the challenges of becoming a public speaker. You realize that there are values worth

standing for to face those fears and walk that path. You take a stand for the lives of the people you

want to reach with your speaking. The next time you are presented with an opportunity to speak, you

are terrified, but you stand up and you speak. And the next time, you are scared once more, but you

stand and you speak. Soon, you look to your future and you see it--you're speaking around the world.

It's not a dream anymore, it's your future. A public speaker is who you are.

So a vision has a totally different quality than a dream. A dream is hypothetical, like "Wouldn't it be

nice?" A vision is just what you see. So consider that all of us have a vision of some kind for our life

or for our future. It"s simply what we fully expect as we look to tomorrow, to next week, to next year,

to our future.

A KEY POINT:

Consider that the "inner" vision we see guides us as much as, if not more than, the "outer vision," or

what we see with our eyes. What we see internally gives us our interpretation of the world out there.

Whether we walk down one path in life or another is often determined by what we "see" when we

"look" down those different paths--and what we then "feel" as a result.

Based on what we see and feel, our logical, we then makes our choices--supported with seemingly

rational justifications. What we often fail to realize is how the context for our choices are already

given to us by our vision.

To the extent that we can take control of our vision - or live at the level of vision - we can have much

more power to lead our lives and create what we want in life and with others - as visionaries.

VISIONARY ADVANTAGE:

A skilled visionary, the kind of person who thrives in an ever-changing environment, operates fluidly

and openly with the world around her. She doesn't cling to any static or prepackaged view of reality,

because she operates on the level of vision. She is a leader, who leads from the power of her own

vision.

VISIONARY DYNAMICS:

The more you understand the dynamics of vision, the more you can consciously choose to function at

the level of vision--beyond positions, beyond reactions, beyond fear.

The more you practice visionary thinking, the more you naturally operate at the level of vision.

VISIONARY CHALLANGE:

Honestly reflect on your life to see in which areas you are not living powerfully and passionately from

a bold vision. In such areas, dramatic positive change seems impossible, impractical or not worth the

effort. With a vision, dramatic positive change occurs not only as possible, practical and worth

incredible effort--but as "all there is to do." A powerful vision calls you naturally into heroic action.

A dream is a construct of our own perception actuated by experiences we recieve and partake within.

They are fundamental and controllable depending on what we see and how we perceive those images.

A vision, however is quite a different aspect of perception, because[unlike a premonition] it is not our

thought. It is a reception of a forsight or insight of the future or of change. We view these in a

metaphysical sense and can view these at any moment within our lives depending upon our state of

mind and perception of the message.

Joseph and Jonah

Joseph was a dreamer and Jonah was a visionary. While Jonah was not excited (happy) to see his

vision fulfilled Joseph was obedient and made himself available to fulfil his dreams. He was reluctant

where Joseph was persecuted for his dreams Jonah was punished for his disobedience.

Jonah is the reluctant biblical prophet whose story appears in the book named for him. The short, fast-

moving story opens with God instructing Jonah to go east from Israel to Assyria to "cry out" against

wickedness in the city of Nineveh. Jonah flees in the opposite direction, by sea. A storm hits, the

ship's sailors attribute it to Jonah's flight from God, and he volunteers to be thrown overboard. A fish

swallows him and spews him out on land three days later. This time Jonah obeys God and goes to

Nineveh, where his shouted warnings work: the people repent, and the mind of God, who would have

punished the city, is changed. The story ends with Jonah arguing with God about why Nineveh was

spared. Jesus of Nazareth mentions Jonah in Christian scriptures (Matthew and Luke), and Islamic

scriptures also regard him as a prophet (Koran, suras 10, 21 and 37), also known as Yunus or Dhan-

Nun.

They both had visions from God to Joseph it was through dreams and to Jonah it was a prophetic

word. They both had a purpose to fulfill. Dreams and visions come from God according to numbers

12 v 6. And He said, “Hear now my words: If there be a prophet among you, I the LORD will make

myself known unto him in a vision, and will speak unto him in a dream”

Bibliography

1. http://leadertoday.org/articles/vision-dream.htm 2. http://answers.yahoo.com/question/index?qid=20060729072245AArVz1X 3. http://www.who2.com/bio/jonah 4. http://dreamhawk.com/dream-encyclopedia/bible-its-dreams-and-symbols/