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CONSULT UNUSUAL SOURCES, PEOPLE, AND PLACES–INCLUDING OUTLIERS, COMPLAINERS, AND TROUBLEMAKERS
One important function of strategic foresight is the opening of the future. The inclusion of different perspectives is one way to assure this opening. Analysts should look for competent people inside and outside who bring a different way of thinking to the table.
Key steps
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MODULARIZE OUTCOMES–KEEP THE GOOD AND DEAL WITH THE BAD
Throwing the baby out with the bathwater is a self-defeating reaction to negative outcomes. Organizations need to think in degrees of gray. They require an ability to sort thinking into modules, and know what to keep, what to get rid off, and what to deal with […]
MAKE THE SOCIOCULTURAL CONTEXT CENTRAL
Make the human context central to any strategic foresight activity. Do not be overly enamored with industry analysis, technology, or business trends and forget or overlook the role of people. Many activities produce impressive reams of data but haven’t thought through how the people affected would react or respond in […]
SHIFT ATTITUDES TOWARDS RECEPTIVENESS TO CHANGE
George Bernard Shaw said, “You see things and say ‘Why?’ But I dream things that never were and I say ‘Why not?’”
It is important to cultivate receptiveness to the new: “Let’s try and understand this better.” The new disturbs existing comfort zones and positions and as […]
ASSESS FUNDAMENTAL SHIFTS THAT COULD IMPACT BUSINESS-AS-USUAL
Fundamental shifts are those external forces that have the potential of shaking the core assumptions of an organization. These forces are referred to as megatrends, discontinuities, tsunamis, or drivers of change depending on the practitioner. Regardless of what they are called, they have the potential to […]
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