I was invited to Swinburne University's Strategic Foresight class yesterday to talk with them about my experiences at a foresight practitioner (thank you Peter Haywood). We talked about my journey, what I'd learned and shared the experiences they wanted more information about - how to get into the field, how to tell clients something they don't want to know, what I see as my primary motivation. In the conversation, I realised a couple of things. One was that the reason I probably got such awful student evaluations last year when I 'taught' environmental scanning to a different class of Strategic Foresight students is that I was totally uncomfortable being seen as the sage on stage, the expert with the answers.  I do know a lot about how to do scanning, and I do help people set up scanning systems and use scanning it in their work, and I help them work out what to do with the outcomes.

But ... I do this WITH them. I 'train' them as they experience the process. They learn from doing the process. I don't give a presentation, tell them why they need to scan, how to scan and then tell them to do it. Well I do, but only as the introduction to what they will be doing. It's the first step. People have to experience the scanning process before they see the value of doing it, how introducing from different sources and different time frames can begin to change how they think about the future.

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If I ever get invited to 'teach' again (doubtful), I won't be telling, I'll be getting them to do scanning in the classroom so they can experience the process on both intellectual and 'felt' levels. I should know this, I do know this in my work, but it took me feeling the impact of a big 'fail' before I began to understand just how critical the experience of foresight, the feeling of foresight perhaps, is to freeing up our thinking about the future. And how important it is to me as a practitioner to not be seen as a sage on stage but as a participant in a collective process.

It's a bit like being told you have to go kayaking or bungy jumping or go skydiving for the amazing experience. You can understand all this on a rational level but you won't feel the experience until you do it for real. Of course, understanding the value of these activities on a rational level might just be enough for you. Fortunately, using foresight is unlikely to put you in physical danger!

The other thing I realised yesterday, or at least said it out loud, was that my need to work with people to learn about foresight by doing, by using, by experiencing is because as Peter Hayward once said, I have been 'intergralised'. I need to integrate the external practice of doing foresight in the right hand quadants with the left hand quadrants, where the doing of foresight is experienced and where the foresight lightbulb comes on - both as individuals who realise they 'get foresight', and as organisations when thinking about the future enters the organsational vocabulary and starts to shift the culture towards the future. If you don't know what I'm talking about when I use 'quadrants', find out about integral futures here.

The message for me is that foresight really only makes sense to people in ways that change how they think about the future is when it is experienced, when it is 'felt'. Of course, people will need to understand the potential value on an intellectual level to let you in the organisational door but the value and the power of foresight to change how we think about and prepare for the future emerges as people use foresight themselves in their context.

If you want to find out more about how I use foresight in practice, you can buy my book: Foresight Infused Strategy: A How-To Guide for Using Foresight in Practice. You can read Chapter 1 too.