Thinking about the future happens in our heads. For that thinking to be futures oriented, it has to be shared in conversations about the future, a collaboration to co-create a shared organisational future. It’s the conversations and not a plan that create that future.
— Maree Conway, Thinking Futures

conversations about the future Need THree things

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An Integral Frame

An integral approach to the future integrates people, culture, process and context. It brings the invisible and visible parts of the organisation together. It recognises that people create the future in their daily conversations, decisions and actions that are in turn shaped by their mindsets, assumptions and biases. This is the frame helps us put the human back into becoming futures ready.

A Foresight Lens

A foresight lens enables us to escape the constraints of status-quo thinking, to expand mindsets to be innovative and creative. To build the knowledge and skills we need to use the future today, to explore it not predict it, to prepare for it, not react to it. Foresight helps us build our futures agency, our ability as individuals and organisations to shape the future.

Conversation Spaces

Being ready for the future emerges when we create time and spaces for conversations. When people come together to use their futures agency, explore ideas and assumptions about the future, think in multiples and grapple with emergent future's complexity. When we focus first not on process and ticking boxes, but on bringing people together to think differently.

 
Henry Mintzberg’s characterization of strategy as ‘crafted’ ought to be taken as literal, not metaphorical – for strategy is embodied – the product of human hands as well as minds.
— Jeanne Liedtka, Strategy as Experienced, 2011