Tag: scenarios

“You are swimming with the whole ocean”: Interview with Aída Ponce Del Castillo, European Trade Union Institute

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Last month, Aída Ponce Del Castillo of the European Trade Union Insitute’s Foresight Unit joined me to talk about her journey from world-class swimmer to foresight professional, doing strategy and scenarios research for the labour movement.

We discussed different foresight methodologies, the particular challenges and opportunities in working on futures with trade unions, and, inevitably, COVID-19, but our conversation began with Aída’s sporting career, and the lessons it taught her about coping with turbulence and uncertainty.

Matt:
What was your journey to becoming a foresight practitioner? You were a lawyer, and a competitive open-water swimmer – how did that lead you to work on foresight, and how did it prepare you for the role?

Aída:
In many ways I saw myself as a swimmer first and everything else second! I studied and practiced law, completed a doctorate. As an open water swimmer I competed at international level, also racing in Open Water World Cups. Read more →

Planning for Uncertainty: Scenarios and Foresight for Local Government

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Last week, I put together this one-hour video session for America’s Engaging Local Government Leaders network, ELGL.

It’s a straightforward foresight and strategy starter pack, no nonsense, no jargon, helping to answer the questions “Where are we going?” and “What should we do?”

The session is aimed at US local government leaders, but should work for a wide range of institutions, communities, and settings.

You can read more about the session and download a PDF “handout” with slides and further reading at the ELGL webpage, and I previously spoke with the ELGL team about leadership and foresight on their podcast last year.

Scenario planning in the Age of COVID-19: Mandarin Interview with Trudi Lang

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My interview with Oxford University’s Trudi Lang for the Mandarin, published in late April 2020, can now be shared beyond their paywall. The full text of the piece appears below.

‘Never assume the future will be an extension of the past’ Scenario planning in the Age of COVID-19

Matt Finch sat down with Trudi Lang, a senior fellow in management practice at Oxford University’s Saïd Business School. Lang is a researcher and strategist with particular expertise in scenario planning, a foresight methodology that seeks not to predict the future but to usefully challenge our assumptions about what’s coming next.

“The key challenge of government is to prepare for a future in which we will be surprised time and again,” said Peter Ho, then Singapore’s top civil servant, in 2009.

Few people at the start of 2020 would have anticipated an enormous symmetric shock affecting the entire world, demanding drastic interventions from the state — yet experts had been warning of a pandemic for considerable time. Indeed, as the New York Times reported in March, the US federal government had rehearsed for a pandemic three times over the last four years.

Despite such rehearsals and the warnings of experts, many governments have been caught on the back foot by COVID-19. Countries that were considered to have an excellent capacity for pandemic response — the US and UK had been ranked highest among 195 countries’ ability to prevent and mitigate pandemics in 2019 — have found themselves floundering.

With the world plunged into uncertainty, how do we navigate the turmoil of the current pandemic and look beyond the crisis, into a future that is hard to picture clearly? Read more →

Planning for Uncertainty: Scenarios & Foresight for Local Government

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On Tuesday 5th May, 8am Pacific / 11am Eastern / 4pm in the UK, I’m teaming up with ELGL (Engaging Local Government Leaders) to talk foresight, scenarios, and planning for uncertainty in local government.

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Find out more at the Eventbrite page for this event.

Free webinar: Introduction to Scenario Planning

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A full recording of the Introduction to Scenario Planning webinar which I recently led for Britain’s CILIP is now available to watch free online.

The short session provides a practical nuts-and-bolts overview of some scenario techniques and approaches, designed to support organisations that are new to the process as they seek to make sense of future uncertainties and take wise long-term decisions.

You can read more about scenario planning, and how we might use it to think our way through the current pandemic more carefully, here.

Real Time – Webinar with R. David Lankes

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Today I spoke with leading US information professional R. David Lankes about foresight, strategy, and coping with uncertainty beyond immediate short-term crisis response.

David created one of the first 100 web sites ever, plus the first web presence for CNN, the Discovery Channel, and the U.S. Department of Education. We spoke about what he foresaw at the beginning of the Internet age, the surprises which emerged along the way, and how we might learn from the past when the future is uncertain and unlikely to repeat what went before.

You can watch the YouTube video below, or read more at the Librarians.Support website.

Thinking Seriously About How Things Change

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In a situation like the one we find ourselves currently in, there’s bound to be a lot of speculation.

Whether you’re now quarantined at home or still going in to your workplace, the chances are that you’re scrolling your digital device for the latest updates and information.

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Among all the other information you’ll have to sift, there will be articles, columns, and features asking whether the pandemic will permanently transform our way of life. Slate suggests that “thanks to the coronavirus, the future may arrive earlier than expected“; the Guardian warns that “life may never be ‘normal’ again“; New York magazine is already certain that “we can’t go back to the way things used to be“.

On Twitter today, I watched a thread of futurists roll by, “brainstorming about medium-long term scenarios” of COVID-19, offering what boiled down to a series of “what-if” questions.

But this is where I think we have to be more disciplined about how we approach the future.

One of the joys of looking at what comes next is that no-one knows for sure. The best efforts of the human race across history have failed to give us either crystal balls or time machines. Evidence, by definition, cannot be gathered from events which haven’t happened yet, so any predictive model involves a degree of faith that the future will be like the past in certain respects.

As a result, there’s a danger that we mistake the future for either a projected dot on a graph, or an intuition shaped by our hopes and fears. In fact, it’s a place we’re going to have to live, as rich and complex and contradictory as the present, and it’s totally inaccessible to us, right up until it arrives.

The word “scenarios” gets bandied around a lot in these circumstances, by people who really mean either “contingencies” or “speculations”. But scenarios aren’t daydreams, dystopias, projected data points, or simple “what ifs”.

Scenarios are methodically constructed by a group of stakeholders to locate the futures which lie outside of current assumptions. They’re not predictions and don’t expect to successfully locate the one future which will actually come to pass. A good scenario can be wild and unlikely, as long as it helps you to notice something you had previously ignored about what lies ahead.

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Scenarios have to be plausible – meaning that they challenge assumptions but are useful to inform decision-making. That means that, while they may incorporate some wild or unexpected circumstances, you’re not likely to spend much time scenario planning for the rise of Atlantis or the arrival of flying saucers from the great beyond.

Scenarios, as used on the Oxford Scenario Planning Approach at the Saïd Business School, actually have a pretty tight definition:

A small set
of manufactured possible future contexts
of something
for someone
for a purpose
with a pre-specified usable interface
and used.

This means:

  • we construct possible futures for a specific context, user, and purpose;
  • we only construct enough futures to usefully inform decision-making;
  • we attend, in advance, to how the user will receive and incorporate the scenarios into their work;
  • and the scenario engagement is only truly successful if the scenarios are used – that is to say, if they inform the decision which needs to be made.

This is why a lot of a scenario planner’s work happens in advance of the event at which possible future contexts will be created and discussed – because it is vitally important to define and understand the decision which the scenarios are meant to inform, and the context in which this decision will be made.

It is also why scenario planners must work hard in the latter stages of the process, once the future contexts have been created: the future stories and visions must inform the present-day decision which needs to be made.

As the great scenario planner Pierre Wack noted, in his work, articulating the scenarios – the future visions or stories themselves – was a small proportion of the time spent with executives. Once the scenarios had been presented to leaders, the rest of the time focussed on understanding and exploring the factors. The stories of the future themselves can be discarded once they have opened users’ eyes to the issues which lay outside of their previous framing.

So, as the pandemic sweeps the globe and you start to ponder what happens next – for you, your community, your organisation, your nation, the whole global order – don’t get too caught up in speculation and punditry; and certainly don’t mistake them for useful scenarios.

If you find yourself in quarantine, eager to think about what comes next, you could take pen and paper and begin to think about your strategic blindspots through a “back of the napkin” activity like Arrows of Time.

You could read some of the serious scenario planning literature or read an interview with an accomplished scenario practitioner.

Or you could get in touch for a chat.

 

Future health: Oslo and the ‘a-ha’ moment

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Our University of Oslo scenarios for the future of schools, out this week, surfaced health, and perceptions of health, as a battleground between parents and institutions in the education sector of 2050.

This was an “a-ha” moment for university researchers seeking new issues to explore around the digitalisation of education.

In scenario planning, we don’t aim to predict the future, but rather to generate plausible visions which can usefully inform present-day decision-making.

The future stories we create together are intended to highlight issues and drivers which exist in the present; the future scenario can then be set aside in order to focus on the issue at hand.

For the Oslo education researchers, a world in which parents and institutions warred over children’s health in a heavily-surveilled society – bickering with ‘the algorithm’ even over when to wipe your child’s nose – highlighted the extent to which their research should explore questions of health and wellbeing.

Today, in the Norwegian news, we see a parent-led Facebook group urging the city to close schools while the municipal authorities maintain that there is no reason yet to do so.

The campaigners argue that if businesses are sending staff home, then young children – who are less able to follow guidelines on infection control, like coughing into your elbow – should certainly go back to their families too.

Questions of distance learning, and education via screens and digital devices, may be sharpened by the current pandemic – even for the youngest children.

How will coronavirus affect the way we teach and learn, in the short and long term? Could it impact even the youngest children, irrespective of whether they contract the disease?

Good foresight work can help communities, institutions, and individuals navigate such turbulent and uncertain situations. You can read more about the Oslo education scenarios project here.

Strategy and Impact Workshops at State Library of New South Wales

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Following a successful engagement last year at the State Library of New South Wales, I’ll be returning to Sydney with colleague Brendan Fitzgerald for two workshops in early May.

In our “Library Leaders Workshop Day” on May 4, Brendan & I will help senior library staff to explore a range of strategic tools and techniques. These will help teams think about changing wants and needs in their communities, building the capability to respond with creative local strategies.

Then, on May 5, we will explore ways of defining, measuring, and sharing the difference that public libraries make to their communities, in “Next-generation Measures and Metrics for Public Libraries“.

Join us for one or both of these sessions in May – we’re looking forward to seeing you.