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| future_fabulators:non_predictive_strategy [2014-02-11 07:26] – maja | future_fabulators:non_predictive_strategy [2015-02-18 16:00] (current) – maja |
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| "Some have assumed that key to successfully dealing with uncertainty is to take a deep dive into the long-term future. Even when the difficulty of prediction is acknowledged, effort is still devoted to imagining alternative possible futures. This is the case of scenario planning, one of the most popular of such approaches. [...] There is, in fact, a fundamental flaw in such approaches: it assumes that we can somehow successfully imagine the central aspects of the future. There is ample evidence, however, that this is not true. We do a terrible job imagining the future, sometimes with dreadful consequences, and scenario planning (developed commercially beginning forty years ago at Shell) hasn’t helped us much." | "Some have assumed that key to successfully dealing with uncertainty is to take a deep dive into the long-term future. Even when the difficulty of prediction is acknowledged, effort is still devoted to imagining alternative possible futures. This is the case of scenario planning, one of the most popular of such approaches. [...] There is, in fact, a fundamental flaw in such approaches: it assumes that we can somehow successfully imagine the central aspects of the future. There is ample evidence, however, that this is not true. We do a terrible job imagining the future, sometimes with dreadful consequences, and scenario planning (developed commercially beginning forty years ago at Shell) hasn’t helped us much." --Silberzahn & Jones |
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| Related: [[KPUU Framework]] | Related: [[KPUU Framework]] and [[Strategies for Antifragility]] |
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| "How can you craft strategy in nonlinear environment? [...] instead of putting effort into better prediction (no matter how modest), in many cases strategists must take the opposite approach and learn to focus their effort purely on a better understanding of the present. [By] mitigating the impact of surprises [and] anticipating the consequences of their own actions." | "How can you craft strategy in nonlinear environment? [...] instead of putting effort into better prediction (no matter how modest), in many cases strategists must take the opposite approach and learn to focus their effort purely on a better understanding of the present. [By] mitigating the impact of surprises [and] anticipating the consequences of their own actions." |
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| http://www.forbes.com/sites/silberzahnjones/2013/01/17/lady-gaga-world-president-by-2030-why-the-forecasters-so-often-get-it-wrong/ | http://www.forbes.com/sites/silberzahnjones/2013/01/17/lady-gaga-world-president-by-2030-why-the-forecasters-so-often-get-it-wrong/ |
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| | === Chaordic strategy=== |
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| | <blockquote> The chaordic path is the path that walks between chaos and order. When we don't know where we are going, or what the future needs for us, we can bring a little bit of form to our work by working with clear steps. These steps are intended to create generative structures, structures that allow us to create together, without stifling creativity and the emergence of new ideas and new ways of doing things </blockquote> |
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| | http://chriscorrigan.com/Chaordic%20stepping%20stones.pdf |
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maja