When only you see the future

February 28, 2017

You are intuitive, a trend-spotter, comfortable with conjecture, ready to explore something uncertain–the future. Right? Other people you have to deal with are fact-minded, narrowly-focused, prefer what is knowable, and are focused on what they are doing right now. Sound familiar? Because you are talking about the future, maybe they think you are crazy and […]

Read the full article →

Confirmation bias in foresight: Scanning to find what you already believe

February 23, 2017

Confirmation bias is getting attention in American politics. It is the tendency we have to pre-filter what we see and read according to our established views. Confirmation bias closes our minds to new ideas and other viewpoints. We end up in a protective bubble of our own making. This is also a trap in foresight. The act […]

Read the full article →

Governance and foresight: Views of a futurist/trustee

February 21, 2017

This post accompanies “Pitfalls in Governance”  Foresight needs to become instinctual and habitual for boards. Jeff De Cagna of Foresight First LLC, is doing seminal work on this. He coined the phrase “duty of foresight” to accompany the other duties of trustees: duty of care, duty of loyalty, and duty of obedience. Foresight is an ongoing process—a culture […]

Read the full article →

Pitfalls in governance: Views of a futurist/trustee

February 21, 2017

This post addresses the non-profit governance roles of Boards of Trustees. See related post: Governance and Foresight Those in governance have a distinct role that may be at odds with the organizational roles they are used to. In the governance role, you wear a different hat. I bring to this question my own experience in […]

Read the full article →

Foresight helps you see the forest for the trees

February 14, 2017

You sit at your computer, productive, focused, dedicated to your work. You engage the detailed specifics of your job, the numbers, the facts, the personnel, the movement of things. You are an expert. You can tell when things are right and wrong. The organization rewards you for your knowledge and skill. You get things right. […]

Read the full article →

Foresight is like fitness

February 8, 2017

Foresight is work you do to get ready for the future. What will come at you? How ready are you to respond? Most of what you will have to respond to is out in the unknown space that is your future. But you can prepare for the things you’ll do, though less often the exact […]

Read the full article →

Why we need scenarios to be ready for the future

February 6, 2017

No sensible decision can be made any longer without taking into account not only the world as it is, but the world as it will be…This, in turn, means that our statesmen, our businessmen, our everyman must take on a science fictional way of thinking  –Isaac Asimov, Asimov on Science Fiction 1981 Organizations have to […]

Read the full article →

Future of Learning: The Classroom of 2030

November 6, 2015

Future of Learning: The Classroom of 2030 is the fifth piece I've done for the World Innovation Summit for Education's online news and idea site: WISE.Ed.Review. My focus for them is on clear future views of what's possible and desirable in education in our future. Previous pieces: The Future of Education: How For-Profit Businesses Will Reshape Education […]

Read the full article →

You make it or you take it–The two things you face when you face the future

October 21, 2015

You move, always, into the future. But what future? Well, there are two kinds: 1). The future you can shape. [“You make it”]  Defining this future is about exploring the changes you can influence and clarifying the outcomes you want. A future you strive for is called a normative future, and there is little reason, across the sweep of change […]

Read the full article →

The unreasonable man

September 29, 2015

"The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man." — George Bernard Shaw, Man and Superman (1903) "Maxims for Revolutionists" If you acknowledge the need for change, sometimes sharp change, then there is a thin line separating the reasonable and […]

Read the full article →