A Quote by Malcolm X
I might say this, that the problem of the, the solution for the Afro-American is two-fold - long-range and short-range.
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You've got to eat while you dream. You've got to deliver on short-range commitments, while you develop a long-range strategy and vision and implement it. The success of doing both. Walking and chewing gum if you will. Getting it done in the short-range, and delivering a long-range plan, and executing on that.
The manager has a short-range view; the leader has a long-range perspective.
There is a dilemma, to reconcile three time scales: in the short term, the economy; in the middle range, global well-being generally; and, in the long range, the environment.
Satellite photography in the 1970's gave rise to the long-range weather forecast, a month at a time. This in turn gave rise to the observation that the long-range weather forecast was wrong most of the time. In turn, this gave rise to the dropping of the long-range weather forecast and to the admission that really accurate forecasting could only cover the next day or two, and not always then.
Yet our interests, the interests of the Russian Federation, include the normalisation of relations with Japan, which is not at the bottom of the agenda. The whole range of what will be proposed for a solution, the entire range of matters related to the normalisation of our relations and what that would bring after normalisation, this is the whole range of issues to be discussed and decided, and those decisions should be of a practical nature.
Perhaps we humans are cosmic dwarfs; perhaps we are molecular giants. But there is no denying our mid-scale complexity. We humans live neither at the range of the infinitely small, nor at that of the infinitely large, but we might well live at the range of the infinitely complex. We live at the range of the most caring; we ourselves might embody the most capacity for caring.
If we are to achieve long-range goals, we must learn to set up and accomplish short-range goals that will move us along the way. If we do not consciously select our goals, we may be controlled by goals not of our own choosing - goals imposed by outside pressures (such as the expectations of others) or by our habits (such as procrastination) or by our desire for the approval of the world.
I love long-range rifle shooting. I like anything that deals with precision. I also find that with archery. On my ranch, I have my own range with 3-D targets of animals and hay bales from different distances.
The next thing to be said about what long-range planning is not, is that it does not deal with future decisions. It deals with the futurity of present decisions. Decisions exist only in the present. The question that faces the long-range planner is not what we should do tomorrow.
I find focusing clearly on the problem is the first step to seeing a solution. The problem is (a) the insane amount of time spent raising money from (b) a freakishly tiny proportion of America. Basically .05% are the "relevant funders" of campaigns, meaning candidates can't help but be overly sensitive to the views of that tiny fraction relative to the rest of us. IF that's the problem, THEN the solution is to spread the funders out: to increase the range of us who are the relevant funders of elections, through schemes like vouchers or coupons given to every voter.
The Huffington Post Investigative Fund's goal is to produce a broad range of investigative journalism created by both staff reporters and freelance writers, with a focus on working with the many experienced reporters and writers impacted by the economic contraction. The pieces will range from long-form investigations to short breaking news stories and will be presented in a variety of media - including text, audio, and video.
I try to avoid long-range plans and visions - that way I can more easily deal with anything new that comes up without having pre-conceptions of how I should deal with it. My only long-range plan has been and still is just the very general plan of making Linux better.
The manager administers; the leader innovates. The manager has a short-range view; the leader has a long-range perspective. The manager asks how and when; the leader asks what and why. The manager has his eye on the bottom line; the leader has his eye on the horizon. The manager accepts the status quo; the leader challenges it.
We all need lots of powerful long range goals to help us past the short-term obstacles
And this was the main precondition, that anything might be something else. Once I'd accepted that, it followed that I might be mad, or that someone might think me mad. How could I say for certain that I wasn't, if I couldn't say for certain that a curtain wasn't a mountain range?
I look at Thich Nhat Hanh and I look at Marshall Rosenberg, and they're more concerned about the long range. And that long range means that you have to sit down with people who don't think like you. I want to reach people who don't think like me.
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