Jean Monnet: “I regard every defeat as an opportunity. - Howard Gardner

Some leaders seek power for its own sake; some leaders seek power in order to increase their own resources or those of family, friends, and close associates. Those are not the leaders whom I admire, nor are they the leaders that young people should emulate. As I make clear in the pages that follow, the key to effective leadership is amoral: The skills that I describe can be used for the ends of a Nelson Mandela, or for the ends of Osama bin Laden. But once we turn from description to prescription, it is clear that, as individuals and as members of broader communities, we should do all that we can to increase the incidence of good leaders — individuals who are engaged, excellent, and dedicated to the pursuit of ethical ends.

Emotionally charged territory: What are the issues and ideas about which this person feels strongly? Should one engage these or avoid them? Can one mobilize this person around an area of strong feeling? How does one avoid the minefields that stand in the way of the desired change? Is this person motivated more by attraction to what she likes, or by fear of what she dislikes?

If we cannot today implement an education that yields full understanding, we can certainly do a much better job than we have done up to this point. The process of achieving such an education ought to be challenging and enriching, far more so than the implementation of the less ambitious education with which we have been saddled — even in places where students are required to work on their assignments until the wee hours of the morning. Important clues for the achievement of such an education come from venerable sources such as the traditional apprenticeship; equally important clues come from new sources of evidence, ranging from recently developed technologies like videodisks to newly evolving institutions such as children's museums.