“The faster the car, the further the headlights must go.” -Gaston Berger
It is difficult to put into words the amount of pain, suffering, disruption and damage this pandemic has wreaked across society. It cannot be understated, ignored or denied. And yet, on other fronts, it has acted as catalyst for rapid, sweeping change. Riding alongside this pandemic has been plethora of panruption. We’ve watched business transformed from mortar to mobile. Education has moved from the schoolhouse to the homestead. Every facet of society has experienced or continues to experience some form of change or transformation, often in an ultra-accelerated manner. And for that reason…
Adaptability, agility and learnability through volatility, uncertainty, complexity, and ambiguity under continuously shifting context and circumstances has become our current environment under which we are required to survive and thrive.
It is the environment we planned for, but never truly expected to experience or ever arrive. But no matter, as it has become our current context, the one we currently reside within, both as individuals and as organizations. And for that reason, we are learning that our legacy mannerisms are limiting factors that tend to pigeon hole us and our organizations in past practices that have or are currently losing any semblance of relevance for the future. We can no longer define ourselves by where we’ve been or what we’ve achieved previously, as it has become imperative that we are able to adapt and reinvent our systems continuously in moving forward. It is the loop that we find ourselves and our organizations in. And we are finding it to be an incredibly heavy lift.
It is a learning challenge.
It is an adaptive challenge.
And it is an everyone challenge…
If we are going to engage the action and language of real transformation.
And it will require pulling threads, no longer just out of curiosity, but now out of necessity and need. Everywhere we look there are threads hanging, waiting to be pulled. But we know, once those threads are pulled, there is no going back once the unraveling begins. And that can be deeply unsettling, not only in the unknowns that lie behind those hanging threads, but the paradigm shifts that accompany them.
Pulling threads takes us into and opens up spaces that we’ve tended to avoid or even failed to acknowledge. We can no longer choose to neatly cut off these threads and move on. We have to prepare ourselves for the unraveling. We have to prepare ourselves and our organizations for what these unravelings will provoke, the reflection they will require, the learning they will necessitate, and the action that they will eventually initiate.
And at an even deeper level, it is also in realizing that the pulling of these threads will unravel the mental models and maps that we’ve all built up as individuals and as organizations.
Pulling threads also opens up new possibilities and moves us towards a variety of emerging futures, which will necessitate much more exploring of new learnings, new strategies and new thinking. For, if we are going to get to a point of truly doing different, we will have to learn to think different.
Here are just a few concepts, frameworks, tools and strategies to explore and threads to begin to pull…
- Complex Adaptive Systems
- Strategic Foresight
- Scenarios and Scenario Planning
- Experiential Futures
- Horizon or Environmental Scanning
- Strategic and/or Future Narratives
- Emergence / Emergent Complexity
- Identifying and Mapping Change Drivers
- Axes of Uncertainty
- Trend Analysis
We live in a time where no one concept, framework, tool or strategy will be enough to move us forward into these emerging futures effectively. Rather, it will require the braiding of these in ways that best supports individual and current circumstances and the context in which they reside. It will necessitate moving past either/or to and thinking, as well as understanding that we have to create broad agency within each individual as well as an anticipatory stance towards creating and moving from what we see as plausible to much more possible futures.
“It is important that the future be seen as a number of possible alternatives. Futures, not future.” -Eleonara Masini