| Futurist (definition): (Twelve) Types of Futures Thinking by: Acceleration Studies Foundation, Understanding the nature, common pitfalls, and limits of human inquiry can help us avoid classic traps and dogmas, including the false threats and promises of many of the most successful memeplexes in global culture, and allow us to see through scenarios which are more a reflection of our own human-centric fears and idealizations than a realistic assessment of what the universe seems busily engaged in doing. We need the ability to be humble and to truly look and listen to see beyond our own individual and collective limitations.more…. |
| IFTF’s Map of the Decade by: Institute for the Future Each year, IFTF steps out beyond the edge of today’s common knowledge and asks uncommon questions about the trends and innovations that are likely to reshape our world in the coming decade. |
| Innovation – a hybrid connection between old practices?by: Humberto Schwab, The Club of Amsterdam LABs lead to a change in internal dialogue; people really need a strong dialogue with other beings to change their internal reflections and dialogues. This will directly lead to action, when you make shared action plans and design a sustainable dialogue with the stakeholders. To shift from a money driven society to a value driven society needs a new way of talking: the real human dialogue.more…. |
| Mapping the Global Futureby: National Intelligence Council, type: Articles in: 00 The Future Report of the National Intelligence Council’s 2020 Projectmore…. |
| Navigating in a Rough Seaby: Franz Tessun, type: Articles in: 00 The Future The enterprise relevant scenarios are the basis for a FSC-supported [Future Scorecard] business management. Starting point is the vision what the enterprise should have reached in three, five or ten years and what is its position in the market compared with the competitors. more…. |
| On the responsibility of visionby: Dr. Wendy L. Schultz, type: Articles in: 00 The Future Reaching our full potential – as a civilization, society, organisation, or community – requires goals that challenge us to exceed that potential. Unfortunately, in this most instrumental of ages, daydreaming is unfashionable. An educational system inherited from the industrial era teaches us to keep our attention on the task at hand; the drive for upward mobility focuses our creativity on immediate problem-solving and practical matters of management. The age of deconstruction awards more points to critiques than to castles in the air. Given these barriers, little wonder that people are uncomfortable with the verbs “vision,” “imagine,” “dream.” If not for the cases cited in recent leadership and management literature which underscore the utility of vision for motivating exemplary performance, it would be difficult to convince professionals to engage in visioning. Yet it is something humans do naturally, that in fact we must be trained not to do. Reinstating visioning as a powerful creative tool is simply re-balancing our internal environment: giving equal pride of place to intuition and imagination next to logic and calculation. Envisioning a preferred future requires them all. more…. |
| Summit for the Future Report 2005by: Club of Amsterdam, type: Articles in: 00 The Future |
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About preferred futures