I have been asked recently if there is something written on Foresight Styles Assessment. There is a lot of information on the website and monthly entries at Foresight Files and Consulting Change. A manual is available on the website which is tailored to those who wish to become certified. A theoretical paper is currently being written, and a statistical paper will follow. Here is an excerpt from the opening of the theoritical paper:
The Foresight Styles Theory defines and measures a range of thinking that distinctly influences responses to change and the future. In this particular juncture in time, change is increasing in speed and intensity. The human organism struggles to respond to this change. Within the broad range of both capacities and needs there are four, values related orientations: temporal (time orientation), structural (stronger or lesser need), doing/being (acting/observing), systemic/linear which assist us in our response to change. Each individual contributes their own unique combination of each orientation to every external change they meet during their lifespan. Foresight Styles Assessment is a tool designed for the purpose of drawing focus to just those qualities in each individual and group which are used to survive in this ever changing world.
Showing posts with label conditions for change. Show all posts
Showing posts with label conditions for change. Show all posts
Monday, November 3, 2008
Wednesday, April 11, 2007
Some Things We Know About Change
Individuals approach a change or an innovation from their own style when trying to judge what advantages the change/innovation holds for them. The advantages must be greater than the disadvantages of the current pattern. In order to even consider a change it must be compatible with employees existing values. It must not interfere with their feeling of contributing (meaning inherent in the work). If the change is perceived to be too difficult it may not be accepted even if many agree it must be made. In the case the advantages outweigh the disadvantages, the change/innovation fits their values system and does not appear to be too difficult, the individual would be helped by seeing others integrating the new behavior.
The hardest changes are those which others initiate. In most companies, change, of necessity, comes from the top down. The difficulty with discussing a specific change in a democratic way with all employees in a large organization is apparent. It is why we have leadership. Foresight Styles Assessment gives an overall view of the way in which employees handle change. The discussion of how individuals meet change and their capacity for foresight opens the way for healthy strategies as each change comes up. Individuals are not forced to go against their own patterns, but use their style in the most positive manner for the organization. While every one does not have access to the same information, the more information individuals have the greater the flexability. It signals trust and respect that are key to a healthy organization.
The hardest changes are those which others initiate. In most companies, change, of necessity, comes from the top down. The difficulty with discussing a specific change in a democratic way with all employees in a large organization is apparent. It is why we have leadership. Foresight Styles Assessment gives an overall view of the way in which employees handle change. The discussion of how individuals meet change and their capacity for foresight opens the way for healthy strategies as each change comes up. Individuals are not forced to go against their own patterns, but use their style in the most positive manner for the organization. While every one does not have access to the same information, the more information individuals have the greater the flexability. It signals trust and respect that are key to a healthy organization.
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