Possible or probable.
The two states can be worlds, if not universes, apart.
Possible when left alone can be inert. If developed, it comes with inherentcosts and consequences, many of which are indeterminable and at the outset,unqualifiable.
Possible does not necessarily mean viable, logical, preferable and rewarding– just possible.
Cost: benefit equations and value judgements are qualifying variables – oftensubjectively applied.
Probable is more definitive, and relatively more – probable.
On the ladder of success it is a run of steps up from possible, but short ofthe apex.
Both measures are scalable and variable, dependent upon the allocation anddeployment of time, money and resources.
Opportunity costs can, and do, determine ratings, rankings and priorities.However, in essence, they tend to be relative rather than an absolute quantum.
Control is a consideration for both possible and probable. When notexercised, impossible and improbable typically come to the fore. Control is,or ideally, should be an active verb. It requires effort.
In isolation, choice between possible and probable, without commitment,follow-up and follow-through does not ensure specific outcomes. Indeed,possible can develop into probable with thought, effort and persistence.
Conversely, probable can lapse to possible if left to its own devices.
No guarantees, but taking action can move the scale from “unlikely” to“likely” – or is that from possible to probable.
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