This document discusses three dimensions of foresight: difference, depth, and diversity.
Difference refers to the idea that the future context will not be the same as the present. Depth emphasizes experiencing hypothetical futures viscerally. Diversity acknowledges that there are multiple possible futures rather than a single future. Examples like experiential scenarios and games aim to illustrate these dimensions and help people navigate change. Foresight practices incorporating difference, depth and diversity can help design preferable alternatives and make wise choices.
The document outlines six activities that can help organizations with foresight: framing, scanning, forecasting, visioning, planning, and acting. Framing involves adjusting attitudes, understanding objectives, and creating strategic work environments. Scanning requires mapping systems, studying history, scanning environments, and involving colleagues. Forecasting identifies drivers and uncertainties to generate and prioritize alternative futures. Visioning identifies implications and assumptions to develop visionary thinking. Planning develops strategic options. Acting communicates results, creates action agendas and intelligence systems, and institutionalizes strategic thinking. The document provides percentages of benefits for each activity and contact information for Andy Hines of the University of Houston Foresight program.
Guerrilla futures is a practice at the intersection of strategic foresight and tactical media.
It's a direct answer to the challenge of bringing possible future scenarios to life in urban spaces.
This is an edited version of a presentation made by Stuart Candy (@futuryst) as part of a panel on Urban Tactics, for the second annual Festival of Transitional Architecture (@FESTA_CHCH) in Christchurch, New Zealand, on 26 October 2013. The panel was organised by Barnaby Bennett (@mrbarnabyb). http://festa.org.nz/
Foresight Methods and Practice: Lessons Learned from International Foresight ...Totti Könnölä
This document provides an overview of foresight methods and lessons learned from international foresight exercises. It discusses how foresight can contribute to the entire policy cycle from agenda setting to evaluation. It emphasizes that foresight designs must always be customized and that foresight tools should not be the first step, but should engage stakeholders. Key methods discussed include scenarios, roadmaps, and integrating different foresight techniques. Case studies from Chile and the IMS 2020 project are also summarized.
This presentation explains what foresight consist of, how it contributes to face change, and the different steps to face changes from identifying the forces of change to defining real strategies.
Check out "Empowering local organisations through foresight" by Robin Bourgeois, Senior Foresight Advisor, GFAR Secretariat at: http://bit.ly/17GoTt4
Our Morgenbooster: Designing for Possible Futures.
Get a sneak-peak into how to apply futures thinking to your design processes to help create reactive and proactive brands, businesses, and products.
Webinar: Intro to Strategic Foresight & Futures ThinkingMad*Pow
Presented by Mad*Pow Experience Strategist, Liz Possee Corthell.
When the future is uncertain, how can organizations design and innovate boldly but responsibly? Futures thinking is an approach to strategic design that considers what is likely to change and what is likely to stay the same in the future, as a means to be more reflective in strategic planning. Considered by some to be more of an art, and by others to be a science, futures thinking gives us a framework to talk about our current world, and how the world may look in the future.
To quote futurist Dr. Sohail Inayatullah, “With futures thinking, we use the future to change the present. “
In this webinar, you’ll learn that futures thinking is not an effort to predict the future, but rather a means to illuminate unexpected implications of present-day issues that empower individuals and organizations to actively design desirable futures. The emphasis isn’t on what will happen, but on what could happen, given various observed drivers.
It’s a way of gaining new perspectives and context for present-day decisions, as well as for navigating the dilemma at the heart of all strategic thinking: the future can’t be predicted, yet we have to make choices based on what is to come.
This presentation will include a few tools you can start using right away, as well as a few activities to get us thinking about the future.
The document outlines six activities that can help organizations with foresight: framing, scanning, forecasting, visioning, planning, and acting. Framing involves adjusting attitudes, understanding objectives, and creating strategic work environments. Scanning requires mapping systems, studying history, scanning environments, and involving colleagues. Forecasting identifies drivers and uncertainties to generate and prioritize alternative futures. Visioning identifies implications and assumptions to develop visionary thinking. Planning develops strategic options. Acting communicates results, creates action agendas and intelligence systems, and institutionalizes strategic thinking. The document provides percentages of benefits for each activity and contact information for Andy Hines of the University of Houston Foresight program.
Guerrilla futures is a practice at the intersection of strategic foresight and tactical media.
It's a direct answer to the challenge of bringing possible future scenarios to life in urban spaces.
This is an edited version of a presentation made by Stuart Candy (@futuryst) as part of a panel on Urban Tactics, for the second annual Festival of Transitional Architecture (@FESTA_CHCH) in Christchurch, New Zealand, on 26 October 2013. The panel was organised by Barnaby Bennett (@mrbarnabyb). http://festa.org.nz/
Foresight Methods and Practice: Lessons Learned from International Foresight ...Totti Könnölä
This document provides an overview of foresight methods and lessons learned from international foresight exercises. It discusses how foresight can contribute to the entire policy cycle from agenda setting to evaluation. It emphasizes that foresight designs must always be customized and that foresight tools should not be the first step, but should engage stakeholders. Key methods discussed include scenarios, roadmaps, and integrating different foresight techniques. Case studies from Chile and the IMS 2020 project are also summarized.
This presentation explains what foresight consist of, how it contributes to face change, and the different steps to face changes from identifying the forces of change to defining real strategies.
Check out "Empowering local organisations through foresight" by Robin Bourgeois, Senior Foresight Advisor, GFAR Secretariat at: http://bit.ly/17GoTt4
Our Morgenbooster: Designing for Possible Futures.
Get a sneak-peak into how to apply futures thinking to your design processes to help create reactive and proactive brands, businesses, and products.
Webinar: Intro to Strategic Foresight & Futures ThinkingMad*Pow
Presented by Mad*Pow Experience Strategist, Liz Possee Corthell.
When the future is uncertain, how can organizations design and innovate boldly but responsibly? Futures thinking is an approach to strategic design that considers what is likely to change and what is likely to stay the same in the future, as a means to be more reflective in strategic planning. Considered by some to be more of an art, and by others to be a science, futures thinking gives us a framework to talk about our current world, and how the world may look in the future.
To quote futurist Dr. Sohail Inayatullah, “With futures thinking, we use the future to change the present. “
In this webinar, you’ll learn that futures thinking is not an effort to predict the future, but rather a means to illuminate unexpected implications of present-day issues that empower individuals and organizations to actively design desirable futures. The emphasis isn’t on what will happen, but on what could happen, given various observed drivers.
It’s a way of gaining new perspectives and context for present-day decisions, as well as for navigating the dilemma at the heart of all strategic thinking: the future can’t be predicted, yet we have to make choices based on what is to come.
This presentation will include a few tools you can start using right away, as well as a few activities to get us thinking about the future.
This document outlines a scenario planning exercise for an MBA program. It includes:
- An introduction to scenario planning and its objectives of experiencing the process and anticipating future trends.
- A schedule for the scenario planning session, including an introduction, group work analyzing an UPS case study, and group presentations.
- An overview of scenario planning methodology involving defining uncertainties, building scenarios, assessing implications and identifying early signals.
- Instructions for a short scenario planning group exercise, guiding participants through the key stages of defining the issue, uncertainties, scenarios and options for their organization.
This document provides an introduction to the field of futures studies. It discusses how futures studies aims to systematically explore possible and desirable futures in order to improve decision making. Key methods discussed include scenario planning, roadmapping, and trend analysis. The document outlines various time horizons and subject areas studied by futurists, such as technology, environment, economy and society. It also discusses differences between prediction and forecasting, and compares various qualitative and quantitative futures studies methods. The overall purpose of futures studies is to help organizations and societies envision and plan for potential alternative futures.
Scenario planning is a foresight methodology that uses scenarios to explore plausible futures. It helps decision-makers prepare for an uncertain future. The scenario planning process involves: 1) researching driving forces of change, 2) determining how these forces may interact to shape different futures, 3) creating narrative scenarios, 4) analyzing the implications of each scenario, 5) evaluating the scenarios, and 6) monitoring indicators to check progress and revise plans accordingly.
A brief introduction to Scenario Planning, a strategic planning process invented by the U.S. military, during the days of the cold war, and now widely used by organizations of all kinds, which produces realistic scenarios of potential futures, against which different strategies can be vetted.
This document discusses scenario planning and foresight. It provides examples of past predictions that turned out to be wrong. Scenario planning is described as a way to consider plausible futures rather than making predictions. The key aspects of foresight are exploring options rather than planning actions and considering implications of possible futures. Scenarios are defined as possible narratives that provide context for decision making. The scenario planning process involves environmental scanning, identifying drivers of change, building scenarios, and considering strategic implications.
In this short webcast, Jim Greer discusses the benefits of a Strategic Foresight and Scenario-based Planning approach particularly in this dynamic and complex environment. To access this presentation complete with audio, please visit us at www.alisinc.com in our Professional Development tab.
The document discusses open innovation and dynamic capabilities for industry growth. It argues that open innovation means valuable ideas can come from inside or outside a company. Dynamic capabilities refer to a company's ability to integrate, build and reconfigure resources to address changing environments. The document also discusses the importance of developing a portfolio of capabilities including operational, technological, open and dynamic capabilities. It emphasizes that business models mediate between technical and economic domains and must be innovated to drive growth.
This document provides an overview of how futurists think compared to strategists. It discusses that futurists focus on possible futures by looking for weak signals and patterns, while strategists focus on a preferred future. It also notes that futurists consider a wide range of data, even data they have low confidence in, to develop foresight, while strategists focus on known information. The document recommends separating foresight and strategy tasks but also thinking like a futurist before acting like a strategist.
The document discusses the need for companies to adopt a "cosmopolitan approach" to be truly global. It notes that most people will never leave their home country, and news and culture is still largely domestic. It argues that while customers, employees, and suppliers are deeply rooted locally, managers must understand cultural differences across borders. The document presents strategies for adaptation, aggregation, and arbitrage to both address differences and exploit opportunities across markets. Finally, it stresses that developing cosmopolitan leaders requires management training, international experience, and appreciation of diversity rather than seeking to eliminate cultural distances between countries.
Scenario planning - How it helps businesses make better decisions when faced ...Mobile Beacon
This document discusses scenario planning as a strategic planning tool to help organizations make better decisions when faced with uncertainty. It notes that traditional strategic planning tools are too simplistic for today's turbulent business environments. Scenario planning can help by presenting multiple plausible futures based on key uncertainties. An effective scenario planning process involves stakeholders, explores different environmental and industry trends, and identifies early indicators to track emerging scenarios. This allows organizations to develop strategies that are robust across multiple potential futures. Interviews found scenario planning is most effective at changing thinking and adding to organizational knowledge.
Introduction to Futures Studies: Methods and TechniquesVahid Shamekhi
This document provides an overview of various futures studies methods and techniques, including:
1) Technology monitoring and forecasting to gather information and anticipate technological changes.
2) Qualitative and quantitative techniques like scenario planning, roadmapping, and cross-impact analysis to explore uncertainties and alternative futures.
3) Participatory methods like the Delphi technique and futures workshops to incorporate diverse perspectives.
It also describes several specific techniques in more detail, such as environmental scanning, trend analysis, causal layered analysis, and relevance trees/morphological analysis. The document serves as an introduction to the field of futures studies and the range of analytical approaches used.
Innovation and Futures Thinking - Are you Leading or Following? Jane Vita
How can foresight and Futures Thinking Methodologies help on the Design of a successful and future-proof product or service? What are trends, scenarios or Black Swans? This presentation was given at Interaction South America as part of a workshop about the usage of trends and Lean Service Creation for service innovation and creation.
The workshop is on its fourth edition and this time Ricardo Brito and Paul Houghton, my colleagues from Futurice, conducted the workshop and improved the material. I hope you enjoy!!
A co-creation with Ricardo Brito, at Futurice.
Business Design Toolkit - Design Sojourndesignsojourn
The Business Design Toolkit is used to help businesses leverage Design Led Innovation. For more information, please go to: http://www.designsojourn.com/business-design-toolkit/
This document summarizes an expert presentation on innovation portfolio management. It introduces concepts like quantifying risks and opportunities, gaining analytical insights, and using tools like Palisade DecisionTools to optimize strategy and guide decisions. It then provides examples of using various analytics tools and techniques like simulation, sensitivity analysis, decision trees, and real options analysis to manage uncertainty in complex innovation projects and portfolios. The overall goal is to define a process for "managing uncertainty analytics" to optimize value-creating decisions under conditions of risk.
The document discusses the Three Horizons model for understanding change over time. It describes how (1) the current dominant system (Horizon 1) will decline as conditions change, (2) innovations (Horizon 2) will eventually replace the current system, and (3) a new emerging paradigm (Horizon 3) in the distant future will ultimately take over. There can be gradual transitions between horizons or more abrupt disruptions, depending on how recognized the need for change is. The model helps identify different mindsets and cultural challenges to managing strategic transformation over long time horizons.
IFF Three Horizons Framing Transformative Innovationgrahamiff
Core set of slides explaining Three Horizons framework as three perspectives on the future potential of the present moment, plus how these perspectives interact in service of systems transition and 'transformative innovation'.
This document outlines a presentation on designing business models and business ecosystems. The presentation covers modeling your own business and common business models using frameworks like the business model canvas. It also discusses modeling your business ecosystem and provides key lessons. Sample slides are provided that define business model frameworks, compare different frameworks, and provide guiding questions for using the business model canvas to model a business. Common business models like one-time sales and subscription models are illustrated using the business model canvas.
Future Outlook on Urban CompetitivenessWendy Schultz
The narrative of my 22 June 2010 presentation to the Global Innovation Forum in Seoul, sponsored by the Korea Economic Daily. Please refer to PDF of slidedeck, above.
Unfinished Business Design Fiction Lecture @ OCADChangeist
Design fiction is a way to provoke and shape possible futures through the creation of artifacts and scenarios that make technological ideas feel realistic and concrete. By materializing speculative concepts through prototypes and stories, design fiction can influence popular imagination and help bring imagined futures into reality. It moves beyond just discussing or envisioning the future to actively designing possible worlds through a combination of design, technology, art, and storytelling. Design fiction aims to expand what people see as plausible and desirable technological outcomes rather than just predict or extrapolate from the present.
This document outlines a scenario planning exercise for an MBA program. It includes:
- An introduction to scenario planning and its objectives of experiencing the process and anticipating future trends.
- A schedule for the scenario planning session, including an introduction, group work analyzing an UPS case study, and group presentations.
- An overview of scenario planning methodology involving defining uncertainties, building scenarios, assessing implications and identifying early signals.
- Instructions for a short scenario planning group exercise, guiding participants through the key stages of defining the issue, uncertainties, scenarios and options for their organization.
This document provides an introduction to the field of futures studies. It discusses how futures studies aims to systematically explore possible and desirable futures in order to improve decision making. Key methods discussed include scenario planning, roadmapping, and trend analysis. The document outlines various time horizons and subject areas studied by futurists, such as technology, environment, economy and society. It also discusses differences between prediction and forecasting, and compares various qualitative and quantitative futures studies methods. The overall purpose of futures studies is to help organizations and societies envision and plan for potential alternative futures.
Scenario planning is a foresight methodology that uses scenarios to explore plausible futures. It helps decision-makers prepare for an uncertain future. The scenario planning process involves: 1) researching driving forces of change, 2) determining how these forces may interact to shape different futures, 3) creating narrative scenarios, 4) analyzing the implications of each scenario, 5) evaluating the scenarios, and 6) monitoring indicators to check progress and revise plans accordingly.
A brief introduction to Scenario Planning, a strategic planning process invented by the U.S. military, during the days of the cold war, and now widely used by organizations of all kinds, which produces realistic scenarios of potential futures, against which different strategies can be vetted.
This document discusses scenario planning and foresight. It provides examples of past predictions that turned out to be wrong. Scenario planning is described as a way to consider plausible futures rather than making predictions. The key aspects of foresight are exploring options rather than planning actions and considering implications of possible futures. Scenarios are defined as possible narratives that provide context for decision making. The scenario planning process involves environmental scanning, identifying drivers of change, building scenarios, and considering strategic implications.
In this short webcast, Jim Greer discusses the benefits of a Strategic Foresight and Scenario-based Planning approach particularly in this dynamic and complex environment. To access this presentation complete with audio, please visit us at www.alisinc.com in our Professional Development tab.
The document discusses open innovation and dynamic capabilities for industry growth. It argues that open innovation means valuable ideas can come from inside or outside a company. Dynamic capabilities refer to a company's ability to integrate, build and reconfigure resources to address changing environments. The document also discusses the importance of developing a portfolio of capabilities including operational, technological, open and dynamic capabilities. It emphasizes that business models mediate between technical and economic domains and must be innovated to drive growth.
This document provides an overview of how futurists think compared to strategists. It discusses that futurists focus on possible futures by looking for weak signals and patterns, while strategists focus on a preferred future. It also notes that futurists consider a wide range of data, even data they have low confidence in, to develop foresight, while strategists focus on known information. The document recommends separating foresight and strategy tasks but also thinking like a futurist before acting like a strategist.
The document discusses the need for companies to adopt a "cosmopolitan approach" to be truly global. It notes that most people will never leave their home country, and news and culture is still largely domestic. It argues that while customers, employees, and suppliers are deeply rooted locally, managers must understand cultural differences across borders. The document presents strategies for adaptation, aggregation, and arbitrage to both address differences and exploit opportunities across markets. Finally, it stresses that developing cosmopolitan leaders requires management training, international experience, and appreciation of diversity rather than seeking to eliminate cultural distances between countries.
Scenario planning - How it helps businesses make better decisions when faced ...Mobile Beacon
This document discusses scenario planning as a strategic planning tool to help organizations make better decisions when faced with uncertainty. It notes that traditional strategic planning tools are too simplistic for today's turbulent business environments. Scenario planning can help by presenting multiple plausible futures based on key uncertainties. An effective scenario planning process involves stakeholders, explores different environmental and industry trends, and identifies early indicators to track emerging scenarios. This allows organizations to develop strategies that are robust across multiple potential futures. Interviews found scenario planning is most effective at changing thinking and adding to organizational knowledge.
Introduction to Futures Studies: Methods and TechniquesVahid Shamekhi
This document provides an overview of various futures studies methods and techniques, including:
1) Technology monitoring and forecasting to gather information and anticipate technological changes.
2) Qualitative and quantitative techniques like scenario planning, roadmapping, and cross-impact analysis to explore uncertainties and alternative futures.
3) Participatory methods like the Delphi technique and futures workshops to incorporate diverse perspectives.
It also describes several specific techniques in more detail, such as environmental scanning, trend analysis, causal layered analysis, and relevance trees/morphological analysis. The document serves as an introduction to the field of futures studies and the range of analytical approaches used.
Innovation and Futures Thinking - Are you Leading or Following? Jane Vita
How can foresight and Futures Thinking Methodologies help on the Design of a successful and future-proof product or service? What are trends, scenarios or Black Swans? This presentation was given at Interaction South America as part of a workshop about the usage of trends and Lean Service Creation for service innovation and creation.
The workshop is on its fourth edition and this time Ricardo Brito and Paul Houghton, my colleagues from Futurice, conducted the workshop and improved the material. I hope you enjoy!!
A co-creation with Ricardo Brito, at Futurice.
Business Design Toolkit - Design Sojourndesignsojourn
The Business Design Toolkit is used to help businesses leverage Design Led Innovation. For more information, please go to: http://www.designsojourn.com/business-design-toolkit/
This document summarizes an expert presentation on innovation portfolio management. It introduces concepts like quantifying risks and opportunities, gaining analytical insights, and using tools like Palisade DecisionTools to optimize strategy and guide decisions. It then provides examples of using various analytics tools and techniques like simulation, sensitivity analysis, decision trees, and real options analysis to manage uncertainty in complex innovation projects and portfolios. The overall goal is to define a process for "managing uncertainty analytics" to optimize value-creating decisions under conditions of risk.
The document discusses the Three Horizons model for understanding change over time. It describes how (1) the current dominant system (Horizon 1) will decline as conditions change, (2) innovations (Horizon 2) will eventually replace the current system, and (3) a new emerging paradigm (Horizon 3) in the distant future will ultimately take over. There can be gradual transitions between horizons or more abrupt disruptions, depending on how recognized the need for change is. The model helps identify different mindsets and cultural challenges to managing strategic transformation over long time horizons.
IFF Three Horizons Framing Transformative Innovationgrahamiff
Core set of slides explaining Three Horizons framework as three perspectives on the future potential of the present moment, plus how these perspectives interact in service of systems transition and 'transformative innovation'.
This document outlines a presentation on designing business models and business ecosystems. The presentation covers modeling your own business and common business models using frameworks like the business model canvas. It also discusses modeling your business ecosystem and provides key lessons. Sample slides are provided that define business model frameworks, compare different frameworks, and provide guiding questions for using the business model canvas to model a business. Common business models like one-time sales and subscription models are illustrated using the business model canvas.
Future Outlook on Urban CompetitivenessWendy Schultz
The narrative of my 22 June 2010 presentation to the Global Innovation Forum in Seoul, sponsored by the Korea Economic Daily. Please refer to PDF of slidedeck, above.
Unfinished Business Design Fiction Lecture @ OCADChangeist
Design fiction is a way to provoke and shape possible futures through the creation of artifacts and scenarios that make technological ideas feel realistic and concrete. By materializing speculative concepts through prototypes and stories, design fiction can influence popular imagination and help bring imagined futures into reality. It moves beyond just discussing or envisioning the future to actively designing possible worlds through a combination of design, technology, art, and storytelling. Design fiction aims to expand what people see as plausible and desirable technological outcomes rather than just predict or extrapolate from the present.
Here are two key points of comparison between the red "Make America Great Again" hat and the pink "Pussyhat" in terms of their roles as communication design:
They are both vehicles of communication that carry symbolic meanings. The red hat symbolizes support for Donald Trump and his campaign slogan/message of making America great again. The pink hat symbolizes support for women's rights and the Women's March movement.
However, they differ in how directly they communicate their intended meanings:
- The pink "Pussyhat" very openly and directly displays its meaning through its name and bold pink color/design. It leaves little doubt as to what political stance/movement it represents.
- In contrast, the red "
ARC 211: American Diversity and Design: Kyle Forthkyle Forth
The document summarizes a response to a course assignment reflecting on diversity and design. The author discusses how the course influenced them to be more aware of design structures and how factors like race, ethnicity and gender impact design. They enjoyed learning the history of design and how it affects society and the environment. The response then summarizes discussions on various media topics and design projects, analyzing images and artifacts through the lenses of communication, social relations, and sustainability. The author reflects on how planning has defined different places and communities. Overall, the summary highlights the key lessons and insights the author gained from the course regarding diversity, history and the social impacts of design.
John Cook Research Profile For D4DL SIG visit to & talks with the DCRC/REACT hub @ Pervasive Media Studio, Watershed, May 22nd 2013: http://cloudworks.ac.uk/cloud/view/8427
The document describes some of the author's cherished childhood memories of family trips in a minivan, including trips to Disney World, the beach, and the mountains. At Disney World, the author was too excited to sleep due to anticipation of the theme park. At the beach, the author enjoyed finding seashells and learned from their father about different ocean creatures like jellyfish, skates, and sand fiddlers. In the mountains, the author went hiking and was fascinated by the different types of trees.
This document discusses the benefits of virtual worlds like Second Life and provides an overview of its features and uses. It notes that Second Life allows for engagement, immersive education, collaboration, discovery, productivity and more. Many businesses, schools and organizations have a presence in Second Life, including over 100 universities. The document outlines some of the activities people can do in Second Life like meetings, concerts, events, information sharing, outreach and more. It also provides resources for educators and researchers interested in using Second Life.
A keynote comprising a discussion of aspects of the metaverse by exploring concepts through metaphor.
Key References:
Ball, M., 2022. The metaverse: and how it will revolutionize everything. Liveright Publishing.
McKinsey and Company. (2021). Defining the skills citizens will need in the future world of work Available at: https://www.mckinsey.com/industries/public-and-social-sector/our-insights/defining-the-skills-citizens-will-need-in-the-future-world-of-work
Metaverse https://mvs.org/
State of XR and Immersive Learning: https://immersivelrn.org/pages/state-of-xr-immersive-learning
Stephenson, N., 2003. Snow crash: A novel. Spectra.
Michael Edson: Prototyping the Smithsonian CommonsMichael Edson
The document discusses prototyping the Smithsonian Commons, which is proposed as a new digital platform and presence for the Smithsonian Institution. It summarizes the Smithsonian's strategic plan and goals of updating their digital experience, learning model, and balancing autonomy and control. A key aspect is creating the Smithsonian Commons, which would stimulate learning, creation and innovation by providing open access to the Smithsonian's research, collections and communities online. The presentation discusses building prototypes to demonstrate what a Smithsonian Commons would look like from the perspective of different types of users.
New PC Geographies (Post Coronavirus) - version 7.0GeoBlogs
This document provides an initial exploration of how the COVID-19 pandemic may impact geography education moving forward. It discusses how some traditional geography topics may no longer be as relevant given changes brought on by the pandemic, and identifies several emerging themes that could form the basis for a "new geography" curriculum. These include a stronger focus on climate change, urban resilience, changing employment patterns, and public health. The document serves as a starting point for rethinking what is taught in geography to better reflect the post-COVID world and draw lessons from the pandemic. It aims to develop new curriculum materials on these revised topics to support geography teaching when students return to school.
Presentation to the School of Architecture, University of Nottingham, 2010Andrea Wheeler
This document outlines Dr. Andrea Wheeler's 3-year research project on building sustainable communities with young people and their families. It discusses workshops held to explore environmental change and cultural change. It also examines educational philosophies around citizenship, ethics, and encouraging radical lifestyle changes. The document summarizes discussions from workshops with children on topics like global warming, sustainable behavior, habits, and children's agency. It concludes by outlining future research directions, including conferences and collaborations around sustainability topics.
How do we change the stories we tell ourselves about the future? In this keynote presentation, futurist and experience designer Trevor Haldenby explores how transmedia storytelling, pervasive gaming, and bottom-up cultures of creativity are transforming how we engage with the world of tomorrow.
This document provides an overview of the evolving career advice ecosystem. It discusses how careers have changed radically due to technology and will continue accelerating. Traditional top-down career advice models are being replaced by peer-to-peer social network approaches enabled by technology. The document analyzes the career advice space through the lens of evolutionary theory, discussing variation, selection, and amplification of ideas. It argues that punctuated bursts of change are disrupting traditional static career advice systems. Young people now access career information and advice from a wide variety of online and offline sources using their attention in dynamic ways.
Imagining the future of human life on earth - what are our options? What do we know, and what do we need to know? How can we find out? This is just a conversation starter - there are lots of projects and proposals out there, lets work together to create something compelling, that can guide the trajectory of things to come for the best possible outcome for all life forms.
Literacy session: Hindsight, Insight and Foresight John Cook. Workshop 'Technology-enhanced learning in the context of technological, societal and cultural transformations' Alpine Rendez-Vous, within the framework of the STELLAR Network of Excellence. December 3-4, Garmisch-Partenkirchen, Bavaria, Germany. #telc09 #stellar2009,
This document provides a summary of Steven Johnson's book "Where Good Ideas Come From". The book explores seven patterns that create an innovative environment: 1) The Adjacent Possible, which describes how small incremental advances build on each other to drive innovation; 2) Liquid Networks, where ideas are networks in the brain and innovation requires vast, plastic neural connections; 3) The Slow Hunch, which finds that insights emerge gradually through unconscious processing; 4) Serendipity, or making discoveries by chance; 5) Error, in that innovation sometimes depends on errors; 6) Exaptation, when features evolve for one use but are later adapted for another; and 7) Platforms, which act as keystone species that
Arc 211 american diversity and design chiehwen, lochiehwen Lo
The documents discuss how hats can serve as communication design and vehicles of social and political messages. A red hat with the phrase "Make America Great Again" worn by Donald Trump supporters became a symbol of backing his campaign. Similarly, pink hats worn at the Women's March on Washington represented feminism and protest against Trump's rhetoric toward women. While hats are typically not thought of as media, these examples show how simple accessories can take on meaningful roles in conveying ideological stances when coupled with clear signifiers or slogans.
This document discusses design fiction and how design can shape the future through crafting compelling visions of possible worlds. It argues that design should be viewed as a form of storytelling that inserts designed objects into broader social contexts and futures. Well-designed objects can become important props that help tell stories about the future. The document also discusses how science fiction prototypes, or "diegetic prototypes", shown in films can influence public perception of technologies and help bring imagined futures into being.
What can we do about this "Sustainability Thing"?jennigoricanec
The document discusses the concept of sustainability and sustainable development. It defines sustainability as meeting present needs without compromising future generations' ability to meet their own needs. It also discusses approaches like the triple bottom line and deep ecology. The document argues that humanity must operate in new ways inspired by nature to transform human industry. It notes the complex, interconnected nature of sustainability challenges and calls for deliberation beyond debate. It proposes a process of structured conversations to collectively dream of and work towards a more sustainable future.
Explore the essential graphic design tools and software that can elevate your creative projects. Discover industry favorites and innovative solutions for stunning design results.
Practical eLearning Makeovers for EveryoneBianca Woods
Welcome to Practical eLearning Makeovers for Everyone. In this presentation, we’ll take a look at a bunch of easy-to-use visual design tips and tricks. And we’ll do this by using them to spruce up some eLearning screens that are in dire need of a new look.
Discovering the Best Indian Architects A Spotlight on Design Forum Internatio...Designforuminternational
India’s architectural landscape is a vibrant tapestry that weaves together the country's rich cultural heritage and its modern aspirations. From majestic historical structures to cutting-edge contemporary designs, the work of Indian architects is celebrated worldwide. Among the many firms shaping this dynamic field, Design Forum International stands out as a leader in innovative and sustainable architecture. This blog explores some of the best Indian architects, highlighting their contributions and showcasing the most famous architects in India.
Discovering the Best Indian Architects A Spotlight on Design Forum Internatio...
Three Dimensions of Foresight
1. THREe dimensions
of foresight
Stuart Candy, PhD
Director, Situation Lab
Associate Professor of Design
Carnegie Mellon University, Pittsburgh PA
#FromTheFutures
Columbia DSL
April 09, 02020
@futuryst / futuryst.blogspot.com
@sitlab / situationlab.org
4. “In a time of extreme change, From the
Futures attempts to collectively make sense of the
present, through the shared imagining and
prototyping of a better tomorrow.”
Source: fromthefutures.org
5. “Instead of just hoping to return to our old normal,
what would it mean to collectively muster our
courage, creativity and resilience to make the
futures we envision a reality?”
Source: fromthefutures.org
6. Most of us have extensive experience
with science / speculative fiction
images of the future
7.
8. We could have a very interesting
conversation about the ways in which
these stories do and do not prepare us
to navigate actual change in the world
9.
10. The field of futures studies or foresight
has emerged over the past half century
to tackle the challenges of thinking
more effectively about various possible
worlds that might actually come about
11. It has a more academic side
(e.g. understanding the “images of the
future” people carry and how these
influence action), and an applied side
(e.g. understanding how to help
organisations, companies and communities
of all kinds navigate change)
13. Over the past decade and half, building on this
foundation, my colleagues and I have been
developing new theories and practices that bridge in
particular to media, the arts and design…
14. Experiential futures:
“the design of situations and stuff from the
future to catalyse insight and change”
See: Candy & Dunagan (2017). Designing an Experiential Scenario, Futures, 86: 136-153
16. Today I’ll introduce futures/foresight in general,
and experiential futures in particular,
by talking about three kinds of thought
that these practices call for
28. The first serious game funded
by the CDC, Coral Cross (2009) was
an alternate reality game commissioned
by the Hawaii Department of Health
to support pandemic preparedness
30. Designed in late 2008 / early 2009 (early in
the days of social media), the story was based
on a flu pandemic set 2-3 years into the
future, and it imagined an effective peer-to-
peer emergency response in the islands,
coordinated on social media through an
(imaginary) organisation, Coral Cross
32. Shockingly, just weeks before the scheduled
launch of this painstakingly designed
pandemic preparedness alternate reality
game, there was an actual pandemic, the first
in over 40 years (H1N1 swine flu)
33. We retooled the project as an “emergent
reality game.” Since the pandemic was real,
Coral Cross had to be as well…
34. This story helps make the point about the
dimension of difference in two ways:
41. With a group of graduate students,*
we created a hypothetical product and
launched it as if it were real, at Canada’s largest
architecture and interior design show
* Situation Lab team at OCAD University (2015), Toronto: Bergur Ebbi Benediktsson, Nourhan Hegazy, Jennifer McDougall, and Prateeksha Singh
42. NaturePod™ (2015) put together the vogue for
“biophilic architecture” with the march of
screens into every aspect of our lives, taking
both to their logical (?) conclusion
57. There is an ‘experiential gulf’
between how we typically
represent/narrate futures
for serious purposes, and
what real situations feel like
on the ground
58. Thinking about change in the abstract,
at a high level, is one thing. But how
might we get under the skin?
59. If we want hypotheticals to make a real
difference, we need to experience that
difference for real
61. Plastic has in recent years become a kind of mini
environmental cause célèbre. A decade ago, for the
hundredth anniversary of mass plastic production,
we* did an installation at the California Academy of
Sciences to help put this issue on people’s radars.
* Stuart Candy, Jake Dunagan, Wallace J Nichols and Sarah Kornfeld
63. How to make the historical reality of
exponentially increasing plastic, and the
disturbing forecast (expected production
2010-2030 exceeding total ever
produced 1910-2010) register with
people at a gut level?
69. Situations
ABSTRACT
CONCRETE
Stuff
The Experiential Futures Ladder
@futuryst 2017
EXPERIENTIAL
GULF
Scenarios
Settings KINDS OF FUTURE;
VAGUE DESCRIPTIONS
SPECIFIC FUTURE
HISTORIES OR STATES
1:1-SCALE, VISITABLE
REPRESENTATIONS OF TIME
AND PLACE
ARTIFACTS OR
MATERIAL INSTANTIATIONS
85. How may this idea of diversity or plurality
of possible futures be used in practice?
86. Example: Hawaii 2050
See: Candy (2016). Ghosts of Futures Past. https://futuryst.blogspot.com/2016/08/ghosts-of-futures-past.html
87. A scenario from “Hawaii 2050”
Source: Candy, Dator, & Dunagan (2006). Four Futures for Hawaii 2050. https://www.researchgate.net/publication/253641086
88. To help kick off a public conversation and a process
intended to co-create a sustainability plan for
Hawaii (in 2006), we* turned four written scenarios
about the islands in the year 2050 into four
experiential scenarios for 500+ people to inhabit
* Stuart Candy and Jake Dunagan, then at Hawaii Research Center for Futures Studies, with a team of designers, improv actors and volunteers
89. Source: Stuart Candy / Hawaii Research Center
for Futures Studies 2006. Photos: Cyrus Camp
92. Example: The Time Machine
See: Candy (2013) in Briggs, ed. 72 Assignments. Paris: PCA Press. https://www.researchgate.net/publication/305333152
93. The Time Machine is an experiential futures approach for art, design, and foresight
practitioners and learners to create a room-scale experience from the future.
Developed / deployed to date at:
• Carnegie Mellon University
• North Carolina State University, Durham NC
• CEDIM, Mexico City
• OCAD University, Toronto
• California College of the Arts, San Francisco
• National University of Singapore
94. Any changed future world would manifest
in countless rooms within that world
95.
96. A Time Machine is a room created to make it
possible to visit and immerse in a future world
97.
98. How can you make use of this principle
now? Especially since, in your teams,
you’ll be telling one story rather than a
whole set
103. Tool: The Thing From The Future
See: Candy (2018), “Gaming Futures Literacy.” In Miller, ed. Transforming the Future. https://www.researchgate.net/publication/312016855
104. The Thing From The Future is a card game for scaffolding imagination,
discussion and prototyping of specific things from countless alternative
futures. Co-designed with Jeff Watson (USC).
Deployed to date, for example, at:
• International Federation of Red Cross and Red Crescent Societies, Geneva
• Museum of Tomorrow, Rio de Janeiro
• Nesta’s FutureFest, London
• UNDP, New York
• UNESCO, Paris
• Cook Inlet Tribal Council, Alaska
• Massachusetts Institute of Technology
• New York University
• The INK Conference, India
• Maker Festival, Toronto
• IDEO
• Dropbox (…and many more)
105. governance
future
there is a related to
what is it?
monumentjoyful
In a
#FutureThing by Stuart Candy and Jeff Watson | @sitlab 2018
106. governance
related to
what is it?
monumentjoyful
In a
future
there is a
#FutureThing by Stuart Candy and Jeff Watson | @sitlab 2018
107. THE FAMILY
future
there is a related to
what is it?
DEVICEFEMINIST
In a
#FutureThing by Stuart Candy and Jeff Watson | @sitlab 2018
108. THE FAMILY
what is it?
DEVICEFEMINIST
future
related toIn a there is a
#FutureThing by Stuart Candy and Jeff Watson | @sitlab 2018
113. First dimension: Difference.
The future is another place.
Look for seeds of change that could be really
transformative if they were to grow
114. Second dimension: Depth.
Any future that we get
will be as real and complex
as the present is.
We must try to not just think, but also feel,
our way into these future conditions,
to grapple with them effectively
115. Third dimension: Diversity.
The future is always multiple
potentials, not just one.
Look for something new and valuable
to bring to the ecology of thinkable futures
116. And futures imagined with
Difference, Depth, and Diversity
enable a fourth D:
Design
117. We can’t exercise wiser choices
without alternatives.
We won’t discern alternatives
without looking for them.
118. Not just successful organisation-
level navigation of change, but our
collective future as a species,
depends on using our capacity to
imagine worlds together –
“social foresight”
See: Candy (2010), The Futures of Everyday Life. https://www.researchgate.net/publication/305280378
119. The risks of not having these
competencies built into our
societies and institutions are
increasingly obvious
120. At the same time, the huge upside
potential of making these ways of
thinking and designing normal is
only just starting to be seen