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Foundations for a Future Orientation
Foundations for Strategic Foresight
Overview
Foundations for Strategic Foresight
Overview
Foundations for Strategic Foresight
Overview
Foundations for Strategic Foresight
Overview
Foundations for Strategic Foresight
“Acting while there is still a choice.”
–Bertrand de Jouvenal
Foundations for Strategic Foresight
“Planning from the future back to the present”
–Marsh, McAllum & Purcell
Foundations for Strategic Foresight
“Internal and external factors or trends that
will impact the institution.”
–McFarland & Moore, 2003
Foundations for Strategic Foresight
Identifying Driving Forces
S
T
E
E
P
ocial
echnological
nvironmental
conomic
olitical
Foundations for Strategic Foresight
Scenario:
“The description of a possible future and the
corresponding path to it.”
‒ Michel Godet
Foundations for Strategic Foresight
Get them to question their
Foundations for Strategic Foresight
Our Assumptions Encase us …
in the Past.
Assumption #1:
It’s impossible.
I’m too busy.
Foundations for Strategic Foresight
It’s irrelevant.
Assumption # 3:
Foundations for Strategic Foresight
Is it like a Hollywood movie?
Foundations for Strategic Foresight
Or more like an
interactive
video game?
Foundations for Strategic Foresight
“Has God put us here as contrarians, to
languish in discontent until the world ends?
Or has God placed us at the very heart and
soul of civilization to bring forth an entirely
different future, one that has never before
been possible, through the power of Christ's
Cross and Resurrection?”
–Christian Futurist, Jay Gary, 2003
“The constructive forces that can keep afloat in
the turbulent waters of globalization are those
whose gaze is fixed firmly on the future rather
than the past; those forces, in
other words, that regard opening
themselves up to the future as a
core element in their identity and
not as a threat.”
–Athanasios N. Papathanasiou, 2004
Foundations for Strategic Foresight
“The only useful knowledge we have
relates to the future.”
– Bertrand de Jouvenel
The choices we make and the
attitudes with which we approach life
affect the path.
Foundations for Strategic Foresight
• Not predictions
• Qualitative research
• No more than 4
• Used to multiply options
Foundations for Strategic Foresight
Foundations for a Future Orientation
Foundations for Strategic Foresight
A tool that projects cause and effect
relationships between a driving force and
the changes that could ripple out from it.
Foundations for Strategic Foresight
Participants discuss with their group the driving
forces listed in a “Driving Forces” handout.
After reading each description, they choose one
driving force that their group wants to explore.
Foundations for Strategic Foresight
Participants draw a circle in the middle of their
poster. The wheel begins with this circle where
they write their group's selected driving force.
Foundations for Strategic Foresight
Participants are
encouraged to think about
the consequences that
might flow from that
driving force. What will
likely be the effects of this
driving force?
Foundations for Strategic Foresight
Participants select one first-
order effect for
brainstorming. What is likely
to happen as a result?
Continue this process until all
three first-order effects have
two second-order effects.
Foundations for Strategic Foresight
Repeat the procedure to get two third-order
effects for each second-order effect. When the
participants are done, their diagram should have
22 circles.
Foundations for Strategic Foresight
Foundations for Strategic Foresight
Foundations for Strategic Foresight
Participants are
encouraged to discuss
with their group any
conclusions or overall
lessons learned. They
should jot these down
so they can share
them with the larger
group.
Foundations for Strategic Foresight
Foundations for Strategic Foresight
• Organize and synthesize
Foundations for Strategic Foresight
• Organize and synthesize
• Uncover the layers of change
Foundations for Strategic Foresight
• Organize and synthesize
• Uncover the layers of change
• Explore consequences
Foundations for Strategic Foresight
• Organize and synthesize
• Uncover the layers of change
• Explore consequences
• Generate creative ideas
Foundations for Strategic Foresight
• Organize and synthesize
• Uncover the layers of change
• Explore consequences
• Generate creative ideas
• Anticipate unforeseen consequences
Foundations for Strategic Foresight
• Organize and synthesize
• Uncover the layers of change
• Explore consequences
• Generate creative ideas
• Anticipate unforeseen consequences
• Test ideas before implementation
Foundations for Strategic Foresight
• Organize and synthesize
• Uncover the layers of change
• Explore consequences
• Generate creative ideas
• Anticipate unforeseen consequences
• Test ideas before implementation
• Create scenarios everyone can understand
Foundations for Strategic Foresight
“Would that they were wise, that they
understood this, that they would discern their
future!” – Deuteronomy 32:29
Foundations for Strategic Foresight
For more information, please contact . . .
Dr. Greg Waddell
Email: DrGregWaddell@LeadStrategic.com
Blog: http://www.LeadStrategic.com/
Twtter: @DrGregWaddell
FB: DrGregWaddell
Third
Order
Effects
How to Do
a Futures Wheel
OTHER FORECASTING TOOLS
• Environmental scanning
• Scenario analysis
• Cross-impact matrices
• Delphic surveys
• Strategic Planning
• Modeling
• QUEST
• Simulation
• Brainstorming
• Historical analogy
Second
Order
Effects
First
Order
Effects
WAR
DISASTERS
COUPS
MEDICAL
DISCOVERIE
S
Include some
wild cards
Go 10,
20, or 30
years out
Dr. Gregory S. Waddell
greg@envoycm.org
www.SpiritOfOrganization.com
Use colored
markers to indicate
serious threats and
promising
opportunities
Adapted from Coates, J. (2004). How to do a futures study. Washington, DC: Joseph Coates Consulting Futurist, Inc.
Foundations for Strategic Foresight
Works Cited
Dahle, K. (2003). “55 Key Works: A Guide to Futures Literature.” In R. A. Slaughter
(Ed.), Knowledge Base of Futures Studies CD-ROM (Vol. 1,). Queensland,
Australia: Foresight International.
de Jouvenel, B. (1972). “On the nature of the future.” In A. Toffler (Ed.), The Futurists
(pp. 277-83). NY: Random House.
Marsh, N., McAllum, M., & Purcell, D. (2002). “Why Strategic Foresight?” In The
Power of Standing in the Future. Victoria, Australia: Crown Content.
McFarland, D., & Moore, J. (2003). Stakeholder's Conference on Strategic Planning.
Arkansas State University. Accessed October 16, 2005 from
http://asunews.astate.edu/Oct%2020%202003%20Stakeholders%20Conf.htm
Michel Godet Cited in Dahle, K. (2003). “55 Key Works: A Guide to Futures
Literature.” In R. A. Slaughter (Ed.), Knowledge Base of Futures Studies CD-ROM
(Vol. 1,). Queensland, Australia: Foresight International.
Papathanasiou, A. N. (2004). “Anchored in the future, Globalization and church
consciousness: An orthodox perspective.” The Ecumenical Review, 56(2), 226-233.

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Foundations for a Future Orientation

  • 2. Foundations for Strategic Foresight Overview
  • 3. Foundations for Strategic Foresight Overview
  • 4. Foundations for Strategic Foresight Overview
  • 5. Foundations for Strategic Foresight Overview
  • 6. Foundations for Strategic Foresight “Acting while there is still a choice.” –Bertrand de Jouvenal
  • 7. Foundations for Strategic Foresight “Planning from the future back to the present” –Marsh, McAllum & Purcell
  • 8. Foundations for Strategic Foresight “Internal and external factors or trends that will impact the institution.” –McFarland & Moore, 2003
  • 9. Foundations for Strategic Foresight Identifying Driving Forces S T E E P ocial echnological nvironmental conomic olitical
  • 10. Foundations for Strategic Foresight Scenario: “The description of a possible future and the corresponding path to it.” ‒ Michel Godet
  • 11. Foundations for Strategic Foresight Get them to question their
  • 12. Foundations for Strategic Foresight Our Assumptions Encase us … in the Past.
  • 15. Foundations for Strategic Foresight It’s irrelevant. Assumption # 3:
  • 16. Foundations for Strategic Foresight Is it like a Hollywood movie?
  • 17. Foundations for Strategic Foresight Or more like an interactive video game?
  • 19. “Has God put us here as contrarians, to languish in discontent until the world ends? Or has God placed us at the very heart and soul of civilization to bring forth an entirely different future, one that has never before been possible, through the power of Christ's Cross and Resurrection?” –Christian Futurist, Jay Gary, 2003
  • 20. “The constructive forces that can keep afloat in the turbulent waters of globalization are those whose gaze is fixed firmly on the future rather than the past; those forces, in other words, that regard opening themselves up to the future as a core element in their identity and not as a threat.” –Athanasios N. Papathanasiou, 2004
  • 21. Foundations for Strategic Foresight “The only useful knowledge we have relates to the future.” – Bertrand de Jouvenel
  • 22. The choices we make and the attitudes with which we approach life affect the path.
  • 23. Foundations for Strategic Foresight • Not predictions • Qualitative research • No more than 4 • Used to multiply options
  • 26. Foundations for Strategic Foresight A tool that projects cause and effect relationships between a driving force and the changes that could ripple out from it.
  • 27. Foundations for Strategic Foresight Participants discuss with their group the driving forces listed in a “Driving Forces” handout. After reading each description, they choose one driving force that their group wants to explore.
  • 28. Foundations for Strategic Foresight Participants draw a circle in the middle of their poster. The wheel begins with this circle where they write their group's selected driving force.
  • 29. Foundations for Strategic Foresight Participants are encouraged to think about the consequences that might flow from that driving force. What will likely be the effects of this driving force?
  • 30. Foundations for Strategic Foresight Participants select one first- order effect for brainstorming. What is likely to happen as a result? Continue this process until all three first-order effects have two second-order effects.
  • 31. Foundations for Strategic Foresight Repeat the procedure to get two third-order effects for each second-order effect. When the participants are done, their diagram should have 22 circles.
  • 34. Foundations for Strategic Foresight Participants are encouraged to discuss with their group any conclusions or overall lessons learned. They should jot these down so they can share them with the larger group.
  • 36. Foundations for Strategic Foresight • Organize and synthesize
  • 37. Foundations for Strategic Foresight • Organize and synthesize • Uncover the layers of change
  • 38. Foundations for Strategic Foresight • Organize and synthesize • Uncover the layers of change • Explore consequences
  • 39. Foundations for Strategic Foresight • Organize and synthesize • Uncover the layers of change • Explore consequences • Generate creative ideas
  • 40. Foundations for Strategic Foresight • Organize and synthesize • Uncover the layers of change • Explore consequences • Generate creative ideas • Anticipate unforeseen consequences
  • 41. Foundations for Strategic Foresight • Organize and synthesize • Uncover the layers of change • Explore consequences • Generate creative ideas • Anticipate unforeseen consequences • Test ideas before implementation
  • 42. Foundations for Strategic Foresight • Organize and synthesize • Uncover the layers of change • Explore consequences • Generate creative ideas • Anticipate unforeseen consequences • Test ideas before implementation • Create scenarios everyone can understand
  • 43. Foundations for Strategic Foresight “Would that they were wise, that they understood this, that they would discern their future!” – Deuteronomy 32:29
  • 44. Foundations for Strategic Foresight For more information, please contact . . . Dr. Greg Waddell Email: DrGregWaddell@LeadStrategic.com Blog: http://www.LeadStrategic.com/ Twtter: @DrGregWaddell FB: DrGregWaddell
  • 45. Third Order Effects How to Do a Futures Wheel OTHER FORECASTING TOOLS • Environmental scanning • Scenario analysis • Cross-impact matrices • Delphic surveys • Strategic Planning • Modeling • QUEST • Simulation • Brainstorming • Historical analogy Second Order Effects First Order Effects WAR DISASTERS COUPS MEDICAL DISCOVERIE S Include some wild cards Go 10, 20, or 30 years out Dr. Gregory S. Waddell greg@envoycm.org www.SpiritOfOrganization.com Use colored markers to indicate serious threats and promising opportunities Adapted from Coates, J. (2004). How to do a futures study. Washington, DC: Joseph Coates Consulting Futurist, Inc.
  • 46. Foundations for Strategic Foresight Works Cited Dahle, K. (2003). “55 Key Works: A Guide to Futures Literature.” In R. A. Slaughter (Ed.), Knowledge Base of Futures Studies CD-ROM (Vol. 1,). Queensland, Australia: Foresight International. de Jouvenel, B. (1972). “On the nature of the future.” In A. Toffler (Ed.), The Futurists (pp. 277-83). NY: Random House. Marsh, N., McAllum, M., & Purcell, D. (2002). “Why Strategic Foresight?” In The Power of Standing in the Future. Victoria, Australia: Crown Content. McFarland, D., & Moore, J. (2003). Stakeholder's Conference on Strategic Planning. Arkansas State University. Accessed October 16, 2005 from http://asunews.astate.edu/Oct%2020%202003%20Stakeholders%20Conf.htm Michel Godet Cited in Dahle, K. (2003). “55 Key Works: A Guide to Futures Literature.” In R. A. Slaughter (Ed.), Knowledge Base of Futures Studies CD-ROM (Vol. 1,). Queensland, Australia: Foresight International. Papathanasiou, A. N. (2004). “Anchored in the future, Globalization and church consciousness: An orthodox perspective.” The Ecumenical Review, 56(2), 226-233.