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The one purpose of a Heart-Centered Organization is
discovered and proclaimed by its leadership;
that is their responsibility. Then the organization
works together to set its next goal on the path toward
that purpose.
The purpose of the organization will draw its staff.
The higher the purpose, the more capable will be the people who
respond to it.
The goal must not be too high, or it cannot be understood
clearly. And it must not be too low, or it will be overrun and
then the organization will be directionless.
It must be achievable, with effort.
Consider whether the goal is worthy of you, and
whether you are worthy of it.
The goal must be so clear that everyone in the
organization can measure progress toward it.
This requires courage; the usual approach is to make the goal
fuzzy so that success can be declared instead of observed.
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Envisioning the purpose, and then the goal,
is so difficult that the mind is not
of much use in this task. Reason relies upon projections from
the past, but the future takes surprising turns.
The process that the organization goes through to determine
its goal, leading to its purpose, must be so involving and
convincing that when the path to the goal becomes difficult,
strength can be drawn from the conviction that the goal is
correct and attainable. Otherwise, the goal may be questioned
as arbitrary, and abandoned.
If the goal came from the heart, then the heart's power is
available to accomplish it. But if the goal came from the mind,
then only the mind's power is available to it.
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