ORGL-537: Foresight & Strategy.
The objectives of this course aimed to further develop my servant-leader disposition, and integrate more servant-leadership characteristics. We explored the art, science and methods leaders use to acknowledge, stimulate, and further develop our capacity of foresight. We engaged in macro-system perspectives and practiced working with a global systems view, applying strategy and stewardship as we considered introducing creative vision into the reality of complex organizational and community systems. Course goals included nurturing and enhancing our foresight knowledge and capacity; practicing applying foresight strategically in micro-, meso-, mundo system frameworks; enhancing and further integrating our servant-leader philosophy and dispositions such as being a servant-first, developing character congruence; effective communication, compassionate collaboration, developing moral authority, growing our foresight and systems thinking. Course competencies included: 1) demonstrating familiarity with general theory, practices and processes used in forecasting and generating foresight 2) demonstrating competent application of foresight generating methods 3) applying foresight strategically using a global systems framework and 4) demonstrating integrated knowledge of the Servant-Leadership philosophy.
Entering in to an intentionally selected classroom in the Rare Book Room at Gonzaga University's Foley Library our class began by inviting us to introduce ourselves and state what we need to leave behind in order to be fully present to each other individually and as a class. With substantial exhaustion and stress from my outside life burdening me it took several hours of presencing exercises to engage fully within the course pedagogy. The diametrical opposites of my personal-professional life and this graduate experience invited significant interpersonal and professional growth. As individuals and as a whole class we followed guided participation in situational clinics, activities to facilitate foresight, the role of a solo walk and specific tools to help facilitate individual and organizational breakthrough for growth and development.
The coursework presented in these three days has become a staple in my organizational consulting. As I work with groups I immediately begin with presencing work by inviting participants to set aside their work outside of the room and enter in to this space. I invite participants to set down their Voice of Judgment and open their minds; set down their Voice of Cynicism and open their hearts; set down their Voice of Fear and open their will to the work we'll be doing. I then go through a four-step breathing exercise that includes 1) taking a deep breath in, purifying the toxic energy in their heart for themselves and breathing out 2) taking a deep breath in, purifying the toxic energy in their heart for their immediate colleagues or family and breathing out 3) taking a deep breath in, purifying the toxic energy in their heart for their community and breathing out and 4) taking a deep breath in, purifying the toxic energy in their heart for the world at large and breathing out. This exercise has worked magically and prepares participants to engage actively within the presentation.
Briskin, A. (2009). The power of collective wisdom and the trap of collective folly. San Francisco: Berrett-Koehler.
Greenleaf, R. K., Frick, D. M., & Spears, L. C. (1996). On becoming a servant-leader:. San Francisco, CA: Jossey-Bass.
Jaworski, J., & Flowers, B. S. (2012). Source: The inner path of knowledge creation. San Francisco: Berret-Koehler.
Scharmer, O., & Kaufer, K. (2013). Leading from the emerging future: From ego-system to eco-system economies. San Francisco, CA: Berrett-Koehler.