METHODS

Strategic Foresight is the ability to better anticipate, adapt, and shape new futures.

It blends two different skill-sets and approaches:

• Adaptive skills:  the ability to sense and respond to how the world is changing.
• Generative skills: the ability to shape and create and future possibilities in the face of uncertainty 

The U Process, a framework for creating better futures  

This comprehensive methodology guides the majority of our work, integrating aspects of all five of our service areas. It is most useful for:

1) Single organizations focused on strategic transformation or strategic innovation
2) Multi-stakeholder initiatives, groups, or communities focused on collaborative problem-solving and social innovation

What is the U-process?

A synthesis of both cutting-edge practices and timeless insights, the U-process is a framework codified by Otto Scharmer (MIT), Peter Senge (MIT), Adam Kahane (Reos Partners), Joseph Jaworski (Generon International), and Betty Sue Flowers (University of Texas), to name the principle authors.

Reflecting the cycle of many creative breakthroughs, participants journey through three main phases: co-learning and co-sensing from multiple perspectives and time-frames II)  co-generating or “presencing”—the “ah-hah” moment where we crystallize our insights and shared understanding and III) co-realizing and co-enacting solutions. 

We like the U-process for its’ intuitive appeal, structure, and flexibility.  Adaptable to many different contexts, this framework integrates a variety of methods [link to a la carte] in a powerful and coherent way, connecting new thinking with new action.  In short, it builds new capabilities at the individual and group level—a key benefit and outcome of this process. The grey boxes on our diagram depict just one variation of this process for an organization.

Put in a broader context, we think the U-process is a timely manifestation of social ingenuity: a new approach for social learning and adaptive leadership, just when the scale and nature of our challenges demand it.

For more information, see our resources section. 

Strategic Foresight Methods, à la Carte

Clients often have a focused need— e.g. assessing a complex decision or uncertainty/risk—or prefer a particular methodology. To help clients navigate through these options, we’ve provided a menu of methods and practices. Note that this isn’t a comprehensive list, some methods are variations of each other, and they often used in combination.