Strategic Foresight for Leadership

Futures Thinking &Strategic Visioning Leading Insights Leaders’ Institute of South Australia

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Climate

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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.

Strategic Foresight for Leadership

by kristinalford on Jul 12, 2012

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