What has occupied your executive team’s attention the past three years? Chances are you have been restructuring departments or reengineering core programs for immediate gain, rather than regenerating your strategies or reinventing your organization for the future.
How do we know whether a manager’s experiences and skills are sufficient to operate at a strategic level in an organization? What insight does recent research on strategic leadership shed on these challenges?
I served as the producer of this 8-part educational DVD, Pathways to Foresight, by Dr. Richard Slaughter. This is a great training program on social and strategic foresight for any team.
Strategic foresight is a new name for a core practice that leadership teams use to learn about the shifting forces shaping their ministry landscape 3 to 10 years out. It engages them in critical thinking and ‘what if’ debates. […]
The ability to think forward, to foresee possible outcomes and to act accordingly, is a vital human trait. I just completed a 45-page paper that reviews the literature on foresight to determine what we can learn. Here’s the abstract.
In July of 2006, Regent University announced the launch of a M.A. of Strategic Foresight degree.