seeing, believing, acting
According to Peter Schwartz:
“The problem is that decision-makers believe that they are forced to pick one right answer: the most likely scenario. Their approach to decision-making does not afford them the opportunity to consider apparently low probability but highly consequential scenarios. The answer, therefore, to the “believe” half of the question is a decision-making process that considers several scenarios: compelling stories about alternative futures that incorporate the analysis of “outliers” and describe three or four plausible paths forward.
Good scenarios force decision-makers to challenge their own assumptions and reconsider what is possible. As a result, they can take seriously those scenarios that seemed less likely at first, but whose plausibility increases over time.”
It is also a people matter in the sense that to make radical, systemic changes happen, various roles or skills are needed (e.g. to understand the complexity of the challenge at hand, to network and form the necessary alliances to tackle it, to draft innovative solutions, to scale and sell these, to monitor progress and motivate etc.). Seldomly these are found in one person or one type of person, even one group of people only. Also because of this aspect, the action part of the equation of systemic change is a complex one and no one, easy recipe can be prescribed to orchestrate massive change as such. Nevertheless, insight in these matters is growing, both academically and practically, which will hopefully serve as well in the many futures and societal challenges ahead of us.









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