Strategic Foresight for Leadership
Upcoming SlideShare
Loading in...5
×
 

Strategic Foresight for Leadership

on

  • 917 views

Presentation given to Alumni and friends of the Governor's Leadership Foundation program at the Leaders' Institute of South Australia on 10 July 2012....

Presentation given to Alumni and friends of the Governor's Leadership Foundation program at the Leaders' Institute of South Australia on 10 July 2012.

The presentation canvassed some of the complex and challenging issues we face as leaders and explain how strategic foresight skills could be used to better diagnose issues and identify possibilities for action and adaptive leadership.

Statistics

Views

Total Views
917
Views on SlideShare
917
Embed Views
0

Actions

Likes
0
Downloads
20
Comments
0

0 Embeds 0

No embeds

Accessibility

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • Kristin Alford, futurist and with Bridge8. Bridge8 is a foresight and science communications consultancy. We’re based in Adelaide but work nationally. We do a range of activities regarding futures thinking and innovation, but what I wanted to talk to you about today our the specific initiatives we run in science communications.

Strategic Foresight for Leadership Strategic Foresight for Leadership Presentation Transcript

  • Futures Thinking &Strategic Visioning Leading Insights Leaders’ Institute of South Australia
  • youtube.com/thebridge8youtube.com/technyouvidstedxadelaide.com @kristinalford bridge8.com.au
  • Climate
  • Photo: mugfaker, Flickr
  • Photo: mugfaker, Flickr
  • Photo: mugfaker, Flickr
  • Photo: mugfaker, Flickr
  • EducationExample: NAPLAN Testing
  • HealthExample: Royal Adelaide Hospital Relocation
  • Foresight Tools
  • ‘I can give you the present. I don‘t knowabout the future, that’s such stuff andnonsense’Tim Finn - Split Enz, ‘Stuff and Nonsense’
  • Individual Intentional “I” Behaviour “It” Own thoughts, beliefs Skills and learned and values behaviours, what we see Interior Exterior Culture “We” Systems “ITS” Family & relationships Political, legal, technology, environment and economic systems CollectiveWilber, K 2001, A theory of everything: an integral vision for business, politics, science and spirituality, Shambhala, Boston.Wilber, K 2005, ‘Introduction to integral theory and practice: IOS Basic and the AQAL map’, in KBFS, vol. 3, pt 4.
  • ‘Restless future burning bright, the past isholding on so tight’Bernard Fanning, ‘Wish You Well’, Tea &Symphony, 2005
  • Causal Layered Analysis Litany • quantitative trends, problems, media Social Causes • economic, cultural, political, historical Structure / Worldviews • deeper social, linguistic and cultural structures, values Metaphor or Myth • underlying stories, collective archetypes, unconscious, emotiveInayatullah, S 2005, Questioning the future: methods and tools for organizational and societal transformation, 2ndedition, Tamkang University Press, Taiwan
  • Well, I’ve been thinking ‘bout the future,too young to pretend,such a waste to always look behind you,you should be looking straight ahead’Jet, ‘Move On’, Get Born, 2003
  • Futures Triangle Pull of the Future Competing images of the future Map the Plausible Push of the Future Future Weight of the Future Trends and current drivers of change Deep Structures Eg New Technologies, Globalisation, What is problematic to change? Demographic shifts What should be carried through?Inayatullah, S 2005, Questioning the future: methods and tools for organizational and societal transformation, 2ndedition, Tamkang University Press, Taiwan
  • Tibbs, H 2000, Making the Future Visible: Psychology, Scenarios, and Strategy, Global Business Network, March,accessed 3 May 2006, www.hardintibbs.com.
  • Contemplation + Action Foresight requires both contemplation and action1 Reflectiveness is critical to generate insight, but these insights must also be linked to action to effect change21. Dror, Y 2005, ‘Futures studies for contemplation and action’, in KBFS, vol. 3, pt 1.2. Brown A 1999, ‘Ten ways futurists can avoid being destroyed’, Futures Research Quarterly, Summer, pp 7-13 & Kahane,A 2001, ‘How to change the world: lessons for entrepreneurs from activities,’ Reflections vol. 2, no.3, pp.16-29.