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Seeing Clearly

If you wish to make a good decision, you must see clearly. Clear vision is largely a matter of standing back and looking at the situation as a whole.

More that just standing back, you need to be able to move about in your imagination at will. It's good to be able to move about and see things from more than one angle.

Seeing clearly means you are able to come up with a plan. This is the purpose of distance. Distance gives you the power to plan something out in its entirety--from beginning to end.

As you gain practical experience, you move closer and closer to your plan. As you move closer to your plan, your plan becomes more and more detailed.

Yet sometimes it is necessary to forget your plan for a moment and stand way back from it to see all clearly again.

An artist working on a canvas will periodically stand way back from that canvas to see the painting as a whole.

If the whole painting does not work for the artist, it doesn't really matter whether or not the details work.

You don't want to become so close to something that it blinds your good judgment towards that thing. Should you sense this happening, stand further and further back until perspective is regained again.

You won't lose anything by taking a moment to stand back at a distance. Instead, you'll regain your perspective on the whole matter before you.

The key is the ability to switch points of view at a moment's notice. This requires that you exercise a certain amount of discipline over your emotions.

With emotional control comes the ability to move freely about in your imagination.

Simultaneous distance and involvement will make you successful at everything you do. Stand back far enough to see the whole thing in its entirety-- yet stand close enough to see all in vivid detail.

Seeing clearly is really a matter of perspective and distance. To see clearly, you must establish the right distance from the object of your desires and maintain that distance for a sufficient length of time.

Seeing clearly will help you to make good decisions.

©Edward Abbott 2004