Intellection was used by every laureate to narrate the struggle for peace. The laureates used intellection to share quantitative and qualitative accounts of both the forces arrayed against peace and the steps necessary to achieve peace. Quantitative intellection was used to share the time span of conflicts and the dimensions or use of geographic areas; the cost of education as well as the lack of education; the gross national product; the amount of global tillable land; for being classified as a banned person in South Africa, and for depriving nations of one-half of the available talent pool; the number of people wounded, arrested, interned, fined, raped, orphaned, widowed, oppressed through hunger and poverty; and the number of people overcome by population transfers, trafficked, and killed. Foresight as intellection quantifies and qualifies the basic information necessary to critique and analyze movements, actions, or ideas. The analytical power of intellection helped each laureate frame or add evidence to their overarching story or metanarrative about peace. Intellection as definition was used by the laureates to frame thoughtful and often provocative points of view about contested notions. Intellection rarely employs a single technique but rather weaves together several forms of intellection to support and extend foresight. Now that we’ve described and provided examples of how vision, foresight, and narrative leadership are interfused, we turn our attention to helping any leader, at any level improve their foresight. 15 Questions to Strengthen Your Foresight Practice Purpose: Foresight is a deliberate process that informs vision-based claims about the future through scanning futures, orienting to a paradigmatic definition of the future, conducting comprehensive and ongoing situational analyses, and applying techniques of retrospection and prospection to anticipate the future while striving to minimize errors of prediction and judgment. Task: These questions will help you activate our prospective brains to envision and enact a shared vision at individual, organizational, and social levels— 1. The Future. What is the preferred or ideal future you want people to remember? 2. The Lead. What is the lead that you have or are seeking to gain via the future you see? 3. The Possibilities. What transcending possibilities are available in the future you see? 4. The Biases. What personal, organizational, or social ideas or biases might limit the future you see? 5. Competing Ideas. What stories is your vision of the future competing with? 6. Historian Voice. How can you frame or reframe this future from the perspective of a historian? 7. Analyst Voice. How can you frame or reframe this future from the perspective of a contemporary analyst? 8. Futurist Voice. How can you frame or reframe this future from the perspective of a futurist? 9. Intellection. What definitions, lists, descriptions, or comparisons will help others want to co-create the future you see? 10. Imagination. What visual scenarios, pictures, images, or symbols will help others want to co-create the future you see? 11. Insight. How can you help others open their senses and want to co-create the future you see? 12. Narrative Leadership. How will you communicate with people in a way that leverages both substance and delivery? 13. Big Stories. What metanarratives, overarching, integrating, big, sense-making stories can you access and leverage? 14. Making Difference. How will the future you see make a difference that you can viscerally describe? 15. Aligning Values. What shared values will allow you to connect with and activate others towards this shared future?
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Center for Business and Economic Insight
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