Futures Methodology to help shape Strategy

There is a lot more thinking that needs to be done before an organisation embarks on creating its strategy otherwise they usually get results that are consistent with current paradigms, ideologies etc., or what Arygris (1991) calls single loop learning outcomes, i.e. learning within the current paradigm.  It is this new thinking that needs to be encouraged, as a responsibility of leaders, before they engage in creating a strategic plan for their organisations. Organisations appear not to engage deeply enough in what the future holds by challenging the worldviews of its members before they even commit to a strategy.  This is a leadership challenge as it requires that decisions are often made that may alter the organisations direction and culture.  This creates enormous anxiety and is one reason that to practice effective leadership can be dangerous as Heifetz and Linsky suggest (2002) and arguably a reason why CEO tenures are so short.  They are short not because the CEO was trying to implement change, but because of it.  Many CEOs, and many management executives have not been taught futures methodologies in their executive education, and therefore do not have the navigational tools and methods to help guide them to instigate profound organisational transformation.