As part of the online Thinking Through Drawing 2020 symposium, October 16-18 2020, I’ll be presenting a 45-minute workshop “Cones, Grids, and Timelines”, exploring how future scenarios can be devised and represented visually. You can see a short video outline of the session below.
During our interview, Saskia explores communication, leadership, and adaptation beyond crisis. If we pull on the “elastic” of our society and its institutions too far, it will break. Are we ready to fashion a new, more resilient world as the crises of 2020 demonstrate the old one’s limitations?
As Digital Champion, you have an interest in the future of the public library, an institution which is also very dear to my heart. The social changes you’re describing will have an impact on our civic information institutions, and the context they operate in.
You’ve said elsewhere that, “If anything has remained the same in your organisation (culture, processes, eco-systems), it will simply not work anymore. You need to adapt your company and your culture. Adapt or die.”
Are libraries too prone to thinking about what used to work, instead of looking strategically to the future and to forces outside their sector?
Saskia Van Uffelen is the Digital Champion for Belgium, tasked with promoting the benefits of digital society as part of the European Commission’s efforts to ensure every European citizen acquires the digital skills they need to remain productive, employable and enfranchised. After a career encompassing roles at Xerox, Compaq, HP, Arinso, Bull, and Ericsson, she is currently Corporate Vice President for the French group GFI, supervising developments in the Benelux countries. Saskia is also the author of Dare For Tomorrow: Leading, Working, Learning, and Living in a Digital World.
The crises of 2020 have moved many aspects of our lives online, not always without complications. I started by asking what this year looks like from the perspective of Belgium’s Digital Champion.
My keynote will launch the Okoberfest’s Strategy & Innovation summit with a two-hour session on Wednesday, October 7 at 10:00 a.m. Pacific Time.
The highly participatory session will help attendees to develop skills in strategic foresight and decision-making, suitable for the uncertainties of 2020 and beyond. Tried and tested practical tools will be accompanied by international examples and case studies, including the current IMAJINE project examining the future of the European Union at a regional level.
The conference’s wider offer will also enable attendees to explore issues including creative placemaking, equity & anti-racism, efficiency, and happiness in local government.
On September 23rd, at 09:30 AM Eastern Time, I’ll be joining Erik Boekesteijn at the online CIL & IL Connect 2020 conference for a quick chat about foresight and futures for information professionals, their institutions, and the communities they serve. Erik is running a daily interview strand with a range of information professionals and their allies as part of the event.
Early in August 2020, I ran two workshops as part of a three-day masterclass for emerging leaders at ASPAC, the Asia Pacific Network of Science and Technology Centres.
39 participants from across the Asia Pacific joined me for a day exploring the future environment for the region’s science and technology centres, and the use of design tools to create effective strategies.
Working together across the timezones, we produced mini-scenarios to explore uncertainties which might prove challenging or opportune in the future, and explored ways to structure and test our thinking when it came to new initatives for ASPAC and its member institutions.
“In August 2020, we asked Matt to conduct two workshops as part of a masterclass for 40 emerging leaders in our Asia-Pacific network of science centres. The two workshops were ‘reimagining the future of science engagement’ and ‘redesigning science centres’, respectively.
Matt laid out very clearly and very generously how the participants were going to reimagine and redesign. The workshop was supremely engaging and Matt’s approach strongly motivated the participants to follow the process. The breakouts which were prompted by Matt’s questions allowed for heightened collaboration!
The “tributes” from Masterclass participants showed that they overwhelmingly felt Matt’s workshop made them push boundaries that they had not even previously acknowledged, or were afraid to cross. This was especially relevant during this pandemic and will be for a long, long time, if not forever. We have more courage now among our emerging leaders.”
In 1992, a consignment of around thirty thousand bath toys was lost from the Ever Laurel, a container ship bound from Hong Kong to Tacoma, Washington. During a storm in the North Pacific Ocean, several containers were washed overboard, including one bearing “Friendly Floatees”. These Chinese-made toys took the form of red beavers, green frogs, blue turtles, and yellow ducks, and when the container holding them broke open, the Floatees were free to travel the oceans.
Ten months after the spill, most of these bath toys arrived on the beaches near Sitka, Alaska, but not all of them shared this fate. A number spent the winter of 1992-93 frozen in the ice of the Bering Sea. Some floated back into the North Pacific, and yet others made their way through the Arctic Ocean to the North Atlantic. Oceanographers eagerly studied their unexpected trajectories, which revealed previously unknown information about ocean currents.
In his book Footsteps in the Dark, the American historian George Lipsitz uses this event to explore how cultural phenomena such as pop music also circulate via hidden currents, finding new life and new uses in different times and different places around the world.
He describes how KC and the Sunshine Band found their sound by combining influences from Pentecostal Christianity, doo-wop, Santería drumming and Bahamian “junkanoo” carnival music; how the infectious beat of Dion’s “The Wanderer” has its roots in the Italian tarantella; how a composition by George Clinton of Parliament owes its “operatic” quality to synagogue chanting which Clinton heard in childhood at a schoolfriend’s bar mitzvah.
Lipsitz also attends to the social uses of such music. Analysing the Isley Brothers number which gives his book its title, he considers it an account of 1970s Black American experiences which were neglected by journalists and historians:
“As far as we know, the Isley Brothers did not intend to be historians of these changes or even to create a historical record of them with their music. They never chose to present an empirical accounting of events organized in chronological order, nor did their songs speak directly about politics, laws, or leaders. The Isley Brothers did not do research in traditional archives filled with government documents, personal records, or diaries of famous people. Yet they displayed extraordinary familiarity with and knowledge of what we might call the alternative archives of history, the shared memories, experiences, and aspirations of ordinary people, whose perspectives rarely appear in formal historical archival collections.”
Lipsitz gives us the tools to look not only at the past, but also the future, through lenses we might have previously neglected: sifting pop culture for overlooked clues to social change, examining cultural movements to understand the hidden currents which drive them, and making meaning from the “Friendly Floatees” which have drifted away from the course prescribed by the dominant social, political, and economic order.
“My hope,” he writes, “is that reading popular music as history and interpreting history through popular music will help us to hear the footsteps in the dark, to see how history happens and why music matters.” I believe that Lipsitz’s book also has much to teach us about the way we look at the future. Read more →
I think one of the hard things about trying something new is figuring out how to work with people’s expectations. When you click that link, do you want to be told a good story? Do you want to be given a good puzzle, with the satisfaction of finding the “right” solution? How much effort should you be expected to put in? How much uncertainty should you experience?
“The body’s reaction under critical incident stress has almost nothing to do with how you think rationally. Instead it has almost everything to do with ingrained responses, be they trained ones or instinctive ones. The amygdala will choose. It has the chemical authority to override your conscious thoughts and decisions. It also has the chemical authority to enforce its decision despite your conscious will.”
Guthrie gives the example of scuba divers who drown despite having full oxygen tanks; in a moment of crisis, the amygdala reacted by driving them to clear their airways, spitting out their breathing tube despite the diver being consciously aware that they were underwater.
“Deeply ingrained reactions are far more likely than conscious decisions,” Guthrie writes. “And don’t even get me started on how much training you have to do to override and replace your body’s instinctive responses with new ones. Regardless, you won’t be selecting an option from a menu of choices calmly and rationally like you do in the training hall. Your body is going to pick its own response in a maelstrom[.]”
Organizations aren’t precisely like organisms, and the way we think when we work collectively isn’t quite like the dramatic individual encounters which trigger our adrenal glands. Often an organizational crisis is measured in hours, days, or weeks, rather than seconds and minutes. It will involve discussion, policy, and procedure, with a pace and structure quite different from the amygdala prompting an unreasoned – and possibly counterproductive – survival response.
Still, organizations can go into a panic just as much as individuals can, and when they do so, they may start making harmful or counterproductive decisions. Significant among the situations which trigger such panic are “feral futures“. In these situations, we think we have tamed the environment we are operating in, but misunderstand what is going on, and our action based on false premises or data in fact makes things gravely worse. Read more →