“Creating the Future”: A Presentation on Developing an Internal Foresight Capacity
As noted in a earlier post, I recently gave a presentation on the basics of Strategic Foresight thought and activity. If you missed the presentation – Viola! The presentation is now coming to you!
(The slides are fairly self-explanatory, though I will admit that they made the most sense in the context of the actual presentation.)
I would love to hear what ideas you think I should add, comments on the content and perspective, or any extended insight. And, in case you did not already know this about me, you will see from the slides that I am very serious about my work and the outcomes it produces, but not so serious that I can’t inject some fun into my work. After all, it is in the midst of our play that we reveal the essence of our creativity – enjoy!
However, you can also click on the link below to view it in PDF format (just remember to zoom out on the document).
Frank,
What you do is so very fascinating. By uncovering already existing potential, you multiply the possibilities.
Do you distinguish “goal” and “ideal”?
Thanks,
Amie
Amie,
So glad to see you commenting on my blog, always a welcome sight! Two comments: First, “uncovering already existing potential” to multiply the possibilities is a great way of stating one of the features of Strategic Foresight. I wouldn’t say that internal dynamics has been completely ignored in the field of foresight, but – in my opinion – not enough work or focus has been given to this important element that has a profound impact on the way we approach the present, the future, and our capacity to interact with them. Much of our ability to evolve into transformational futures is covered (hidden) by our personal and collective assumptions, blind spots, inferences, lack of evolutionary inquiry, and “shrunken cosmology.” (That last one brings a ton of funny images to mind!)
Second, there are several ways to answer your question concerning “goals” and “ideal states.” Most organizations, collective entities, and even individuals have – at least – a directive vision or “goal” in mind, but (if they have a pulse), that goal will most likely evolve to take on new and extended meaning, depth, and the ability to encapsulate broader ideas than previously imagined. This happens as we encounter new ideas, new “stories” about the universe, complex thinking, and different world-views or social concepts. In this sense, any “ideal” (nirvana, heaven, utopia) is never really attainable, and the journey becomes more important than reaching any end-state (a continual “learning environment” vs. “the ultimate empire”). In the context that I was using the term “ideal” in the slide presentation, I was referring to moving toward preferable futures rather than toward decline, chaos, or crisis. But, in terms of human futures (and with complexity and social evolution in mind), I see those “preferable futures” as always evolving – a path toward human development rather than actually reaching some point in time. Sure, if we completely wipe out poverty and hunger, for instance, we have obtained an important “goal,” but systems dynamics teaches us that there will always be side-effects, unexpected outcomes, and new problems to conquer.
There’s a ton more I could have said on this, including how the “ideal state” (ultimate prize) and “goals” (nodes or stepping tones on a “migration landscape” toward that ultimate prize) could be differentiated. And – to me – there’s nothing wrong with setting such “goals” to reach such an “ideal.” However, I believe we are best served when we understand these markers in terms of an ongoing process of preferable futures (human development), as opposed to seeing situations, problems, and solutions in terms of limited cosmologies and mental biases.
Frank