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.
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.”
National and State Libraries Australia (NSLA), the peak body for Australia’s national, state, and territory libraries, has just published its new strategic plan.
I was pleased to work with the NSLA team on diagnosing the challenges and opportunities they face, then devising a guiding policy and coordinated actions to lead NSLA and its members into the future.
Big thanks to @DrMattFinch for getting the engine running on this for @NSLA, bringing a load of professionalism and an excellent sense of humour regardless of the (usually ridiculous) time of day. Hats off. https://t.co/JyPDQKWp64
“NSLA represents the national, state and territory libraries of Australia – we’ve been running as a collaboration since the 1970s, but it’s always a challenge to strategise for nine different institutions.
We approached Matt to help us shape up a new strategic plan just as the outbreak of COVID-19 was reaching its crescendo around the world. Matt already has a strong reputation and following among our libraries, with deep knowledge of the Australian landscape. With face to face workshops no longer an option, we decided that he was the right person to help us clarify our thinking at a distance, in a context that was changing as quickly as we could verbalise it.
Matt worked one-on-one via Zoom with the NSLA Executive Officer in Melbourne, and facilitated online workshops with the NSLA Chair and Deputy Chair in Canberra and Brisbane. Despite the unfriendly time zone for London, he cheerfully and skilfully shepherded us to find consensus on a series of priorities that could resonate with nine libraries around Australia – all the while asking us why, how, and what if. Matt’s approach was refreshingly accessible and jargon-free. We were reminded through this process that a strategy is much more than a collection of unconnected aspirations, and that the whole is only as strong as its parts.
Matt has been delightful to work with. In a relatively short time, he left us well placed with a strong draft plan to present to our full committee of nine library CEOs, as well as a series of resources and ideas for measuring impact in libraries – all managed from the opposite side of the globe.”
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 →
“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 →
I’ll be talking with Canada’s Rebecca Jones as part of the “Nexter” webinar series next month.
We’ll be discussing questions of leadership for information professionals in these times of strategic uncertainty. How do we rethink community access to information, knowledge, and culture through the COVID era and beyond?
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.
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?
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 →
I recently had the opportunity to speak with Steve Thomas of the American library podcast Circulating Ideas and Ian Anstice of the UK’s Public Libraries News. Both conversations were released online this week.
Ian asked me some questions about the COVID-19 pandemic, libraries’ response to it, and what might be on the horizon for our societies and the institutions that serve them.
Like any good foresight practitioner, I sought to offer questions of my own, and provocations more than prophecy. We discussed resilience, anticipation, and both the dangers and opportunities that organisations face during a prolonged, indefinite season of turbulence and uncertainty. I think the points will be useful for people outside of the library and information sector. You can read our conversation at the Public Libraries News site.
Great piece on library futures @DrMattFinch Yes! Let's "find new ways to measure and communicate the difference libraries make to their communities and…(enable) previously marginalized voices and communities to be heard and recognized." https://t.co/8GYzPBw5NV
‘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.