Critical Uncertainties: Difference between revisions
No edit summary |
No edit summary |
||
| Line 6: | Line 6: | ||
====Develop strategies for operating in a range of plausible yet unpredictable futures==== | ====Develop strategies for operating in a range of plausible yet unpredictable futures==== | ||
*Have a group large and diverse enough to break it up into '''four separate small groups''' to develop the '''four scenarios''' and '''related strategies''' | |||
*If not, make two small groups | |||
#Invite participants to make a list of uncertainties they face by asking, “In your/our operating environment, '''what factors are impossible to predict''' or control their direction?” | #Invite participants to make a list of uncertainties they face by asking, “In your/our operating environment, '''what factors are impossible to predict''' or control their direction?” | ||
Revision as of 23:40, 21 December 2019
Liberating Structures List
Back to: The Surprising Power Of Liberating Structures
Liberating Structures List Alpha
Develop strategies for operating in a range of plausible yet unpredictable futures
- Have a group large and diverse enough to break it up into four separate small groups to develop the four scenarios and related strategies
- If not, make two small groups
- Invite participants to make a list of uncertainties they face by asking, “In your/our operating environment, what factors are impossible to predict or control their direction?”
- Prioritize the most critical factors by asking, “Which factors threaten your/our ability to operate successfully?” 10 min.
- Based on the group’s history and experience, select the two most critical and most uncertain (X and Y).
- (This is complicated. See the Field Guide entry...)