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Bring the future to the present (Page 6 of 8)
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Implementation
The concept of bringing the future to the present is conceptually simple. Some might say obvious. However, it is often a hard technique to effectively implement. Wishful thinking, "Don't worry, we'll cross that bridge when we come to it" attitudes, and protection of egos and territories are its biggest enemies.
Change is uncomfortable, with cultural change often being the most difficult. If an organization is to sharpen its skills of forethought, it must accept that traditional goal setting and "present forward" project planning is only part of a comprehensive process.
To be successful, "Bringing the Future to the Present" depends on well-organized dialogue between decision makers at many levels. Naturally, as with most cultural changes, bringing the future to the present should be spearheaded by senior management if it is to be embraced by the organization as a whole. Further, the communication mechanism of the process should be managed such that open and supportive involvement is encouraged.
Technical and other highly educated professionals can feel they're being personally challenged by questions such as, "What would it take for this estimate to be dramatically wrong?" After all, they're being asked to challenge their own credibility. They might hear, "What arguments can you give me that undermine your own recommendations?" It should be communicated that the idea is not so much to predict the future, as to consider the forces that will push the future along different paths.
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