This chapter provides a proposition on the issues of farsightedness. The cleverness of those who succeed in promoting farsighted commitments often rests on their appreciation of the fact that farsighted initiatives can be structured in many different ways to pursue the same objective. The cleverness behind many of the strategies also rests on the fact that people are complicated. The strategies can be arrayed across different categories, each of which could be engaged by particular leadership roles but not all. The important dimensions for selecting strategies are described. Although many examples show that the strategies work in particular real-world cases, it is also obvious that the applicability of any given strategy will depend on the details of each specific situation.
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