Showing posts with label Pandemic. Show all posts
Showing posts with label Pandemic. Show all posts

The Future of Homes Through the 2020’s

In a famous and much quoted judicial decision from 1604, English judge and jurist Sir Edward Coke declared that, “The house of every one is to him as his Castle and Fortress as well for defence against injury and violence, as for his repose…” Whilst in 1604 Sir Edward was talking about strict limits on how Sheriffs may enter a person’s house in order to issue writs, perhaps it could also be a metaphor for how homes of the future may become a fortress against other invaders; infection for one.

Of course there are many trends and drivers that influence how our homes and home lives might change in the future, but given the additional impact of the Covid-19 pandemic on those trends, what might the future home look like by the end of the 2020’s?

To discuss the Future of Homes Through the 2020’s I am joined by futurist at Partners in Foresight Alex Whittington. Our discussion covers:

  • What are the critical triggers for the assertion that future homes will be different to the homes we have become used to?
  • In the current situation, it's easy to see how working and learning at home through multiple lockdowns has become a significant trend and how it alone might change our perspectives on what home is for. But what are the other underlying social, economic, sustainability, and technological drivers that might have changed how we thought about "home" anyway?
  • Where might we see re-purposing of non-residential buildings for use as homes?

Click below to listen to the podcast on YouTube or on the Anchor podcast platform.


You can learn more about Alex and her work on LinkedIn and Twitter.

For more information about Alex’s report The Home of the 2020’s – Scenarios for how we Might Live in the Post-Pandemic Future, including how to receive copies, contact her via LinkedIn or Twitter, or by email on foresightpartner@gmail.com.

Image Source: Jurgen Weber https://pixabay.com/photos/waterfront-homes-rotterdam-future-882978

Informing Choices Mini-Pod - The Future Post-Pandemic Home

As we have seen across the globe, the Covid-19 pandemic has morphed from a health crisis, to an economic crisis, to a social crisis, and increasingly a political crisis. And as society attempts to come to terms with changing how we live our lives during the pandemic, attention begins to focus the desirability or returning to “normal” compared to the advantage (or horrendous prospect, depending our one’s point of view) of transitioning to a “new normal”. The question to pose is, what might new normal look like?    

In this episode, we are going to look at one aspect of this very broad question. So, to talk about The Future Post-Pandemic Home, I am joined by US-based futurists Alex Whittington and Sylvia Gallusser to the podcast.

You can listen to the podcast on You Tube by clicking below or on the Anchor podcast platform here


You can learn more about
Alex  and Sylvia and their work on LinkedIn and keep abreast of the research they are both involved with in the Grey Swan Guild

Image Source: Ajay Kumar Singh https://pixabay.com/illustrations/corona-spray-earth-sanitizer-5002341

Discussing Post-Normal Futures


At a recent futures network meeting—where a number of fellow professionals with an interest in the application of foresight, come together—we explored the idea of Post-normal Futures. This article is not meant to represent a full description and exploration of the topic but merely an indication of the discussion we held.

The discussion fell into six broad themes: the Post-Normal Futures context where we sought to understand the nature of Post-normal Futures; accounting for highly uncertain events (in our foresight work); truth, post-truth, and factfulness; relating the Covid-19 pandemic experiences to post-normal futures; change and transition; and skills and education.

The Post-Normal Futures Context

The idea of Post-normal Futures is predicated on the natural and social sciences with the proposition that we can't reliably look at the past to predict the future. Previous stabilities are breaking down which leads to events that are inherently unpredictable.

With the increasing regularity of unusual events; both natural (largely through human interference in the natural world) and human technological developments, we are into a transitional period to a new, more uncertain, and complex future. Therefore Post-normal Futures can help us to consider the implications of radically different but plausible potential futures.

In a similar vein, Hunter Lovins coined the term “global weirding” in relation to the “crazy” outcomes of global warming.

Accounting for Highly Uncertain Events

The emergence of "weirding" where unusual and unexpected events have significant impacts on bigger systems (for example the regional and global level) seems to have a connection to what we might more traditionally call black swans or indeed black elephants where the unlikely, unexpected event has potentially enormous ramifications.

As our ability to process increasingly large amounts of data improves, perhaps we will eventually be able to identify more complex interrelationships between data points that could help us tame both black swans and black elephants. In any case, perhaps our recent experience with the Covid-19 pandemic suggests that creating a sense of genuine importance of unlikely, unexpected events with potentially enormous ramifications is crucial in them being actively addressed by society, rather than society being in denial about them.

Truth, Post-truth, and Factfulness

It is increasingly true to say that technology is used to create fake reality which begs the question, can we rely on a single truth? The multiverse (from immersive technologies) and artificial intelligence can help us create and experience contested realities; various forms of coexisting truth. So how do we obtain and disseminate true factfulness to counter misinformation?

In the context of foresight, one challenge is that if we can't agree what's true now, how can we agree on the future? The Trump Presidency has shown that a desired narrative can challenge the notion of truth and factfulness with—as we saw very recently with the Capitol riots in Washington DC—disturbing consequences.

Of course, many times we project our current world view into the future to make predictions and satisfy our need for certainty. Moving forward into an ever changing world requires us to consider new and emerging realities, which can need some form of verification before acceptance.

Perhaps one of the greatest challenges here is that more chaos in the world (greater uncertainty, greater complexity, and wider potential implications) can lead to more post-truth and different realities.  In other words, chaos makes space for more chaos.

Post-normal thinking challenges our sense of past comforts, familiarity, and loss aversion (a desire to hold on to what we have) and post truth can bring our reality, or our perception of reality and sense of safety into question. Could this in turn lead to regulation and legal frameworks supporting the promotion of truth?

Relating Pandemic Experiences to Post-Normal Futures

We know that pandemics have for long been on the watch-list of futurists around the world, and in retrospect we can see that much of the coronavirus pandemic was foreseen through past foresight work.

The pandemic has changed our perspectives on critical issues and events; for example how natural systems work, how easily man-made systems can be brought to their knees, the complex nature of connected events that gave rise to the global nature of the virus, the positive impact on harmful emissions when humanity stops moving around, and the fragility of many health, economic, and social systems to deal with such a devastating and rapidly moving situation. We have also experienced conflict between our notion of collective responsibility to find solutions and the desire to protect our own people first.

The question here is, are there lessons to be learned that suggest post-normal thinking is required to change and adapt our way to a better future?

Change and Transition

The reality is that chaos and radical change conflicts with human preferences to find simplicity and certainty. We have been using the word "normal" to help humans feel safe, comfortable, and confident about the prospect of the post-pandemic period; the “new normal.” Have we seen evidence of political will and societal acceptance of new emerging and as yet uncertain realities?

Does considering the transitional period to a post-normal future fuel fears that things might never settle? That "normal" is over? Given that for decades we have been talking about "change is a constant" the notion of “normal” seems somewhat false.

Perhaps moving forward we need to find new ways of defining different levels and types of change because the impacts and experiences from different forms of change are experienced differently. Certainly a number of us (in the network) believe that foresight should play a far greater role in working through change, and perhaps we should be exploring the role that Post-normal Futures might have in that determination.

Skills and Education

One thing is clear from our deliberations; that we need to re-skill society to make sense of the uncertain and complex nature of our future. In the context of education we are often talking about critical thinking, evaluation (of what we are hearing), creativity, problem solving, systems thinking….you know the list. But suspending assumptions, leaving space for the "unthinkable" are crucial to post-normal thinking.

Post-normal Futures can help us to really consider and factor wild cards into our scenario thinking; not so we necessarily have clarity on one particular outcome, but that we have a breadth of understanding on a range of possible and plausible outcomes that helps us frame effective possible responses. Perhaps the development of these skills needs to start in school and apply through college, university, and work-based training to help ensure we learn for the future and not for the past. 

Concluding Observations

What struck me most through our discussion was how critical the role of effective foresight is - however it is generated - to inform our choices around change. It seems to me that foresight and change need to be more explicitly linked than we often see them at the moment. The change question is, do we want to change for today or change for tomorrow? Do we want to lead change with foresight for future growth?

Image Source: Pete Linforth https://pixabay.com/illustrations/fractal-complexity-mathematical-1906796/

The Post-Pandemic Future Recalibrated


As our collective attention begins to turn towards the future and the post-pandemic period, many questions arise. Here I would like to address two: How do we navigate to a new landscape? And, how should we consider the next futures of organisations and work?

For this article, I am drawing on the new book, Aftershocks and Opportunities – Scenarios for a Post-Pandemic Future (Talwar, R., Wells, S., & Whittington, A. (Eds.). (2020). Aftershocks and Opportunities – Scenarios for a Post-Pandemic Future. London, Kent: Fast Future Publishing) for which I am a co-editor and contributing author.

Navigating a New Landscape

If we think about the world as we came into the COVID-19 pandemic, we were constantly talking about a more complex, multifaceted world. There were issues around how globalisation was working, tensions around economy and trade, ongoing regional tensions and conflict, and as a society we were coming to terms with increasingly pervasive technology.

The emergence of COVID-19 added a new dimension to those complexities; limiting economic activity, the rapid creation of funding mechanisms for businesses and furlough schemes for employees, challenging the notion of globalisation as nations sought supplies of critical products from local producers, and also the use of pervasive technology to monitor individuals’ health as part of track and trace strategies.

The pandemic and governmental responses to it have highlighted issues of sustainability—the UN Sustainable Development Goals are a wonderful template to help us think through the different dimensions of sustainability. The goals cover health, cities and communities, jobs and economic growth, all of which have been brought into sharp focus during the pandemic. One of the interesting factors to have emerged has been the positive impact on the environment through lockdowns and resulting travel restrictions. There are some interesting lessons both on the importance of sustainable economics and a sustainable society together with the positive impact that we can have on the environment if we choose to take action to limit harmful emissions.

As we move through the pandemic a critical question relates to not wasting the opportunity of a crisis: should we seek to restore the old order or work toward a total system reboot? On the one hand, many people talk about the folly of going back to the way we were; returning to the old normal. Equally, there are many complications and uncertainties about the impact of a total system reboot. So perhaps “radical and revolutionary” is beyond reach for now, and maybe rapid evolution will prove to be the name of the game.

The love of facts has become a critical issue; from understanding the underlying assumptions built into models supporting governments’ policy decisions designed to cope with the pandemic to information shared on social media platforms both knowingly and unwittingly false. Many people fell foul of dangerously inaccurate information in the early stages of the pandemic, sharing it across their networks under the misapprehension they were helping their friends and contacts. At the other extreme we have seen leaders make outrageous statements of their administration’s handling of the responses to the crisis.  Going forward, there will be a strong desire to communicate consistent and accurate information if we want to successfully adjust people's behaviour in future lockdowns, for example.

Government crisis responses have come into sharp focus as the degree of preparedness has varied significantly from country to country. Whilst some countries have fallen back on previously developed plans for their responses, others have reacted quickly to the pandemic and put some amazing mechanisms in place that would under normal circumstances go against the political doctrine of the government in power. But it does cause us to question how prepared we should be for major disruptions in the future.

Preparedness leads into responding with resilience and what we have seen is governments taking different views about securing supplies of critical products (ventilators, medication, and personal protective equipment, for example) which could change procurement decisions and supply chains in the future as home production and warehousing is seen as more important than cost savings of  “just in time” inventory management. Resilience to unexpected shocks will be critical, at both the governmental and the enterprise level.

The Next Futures of Organisations and Work

Organisations need to be more “future proof” and resilient to shocks and disruption. The most future proofed organisations work on three time horizons in parallel:

  • The first is a need to ensure operational excellence, to win the race for the current year by meeting commitments made to stakeholders.
  • The second time horizon is when we take a step back and we search for future growth. We look out one to three years perhaps—typically called strategic planning—and extrapolate the trends that we see into the future. This gives a sense of confidence that we know how the near term future is going to play out.
  • But future proofed organisations also work on a third time horizon in parallel, looking four to 10 years into the future;  trying to understand the future drivers and get a sense of the weak signals emerging that could help inform new views of the future. The objective here is not necessarily to take specific action now, but to build preparedness about policy, strategy, and future investments. Foresight provides valuable insight to the potential reshaping of our business and business model so we stay relevant in the eyes of customers and clients.

Adopting future-proofing processes is part of accepting a mindset challenge and part of changing organisational DNA. The choices here seem to be playing by the current rules; do what we’ve always done, so we get what we’ve always got; or creating and playing by new rules, innovating to create disruptive ideas in your chosen market place. The issue here is that by aiming to get what we’ve always got, we stand still. Or do we? In the meantime the market progresses, quick thinking existing competitors and new competitors come into the market and take share from us. Aiming for the status quo is tantamount to moving backwards. The challenge for future success relies on increasing innovation, creativity, adopting digital technologies, creating a new culture and imbed behavioural change that may acknowledge heritage but that doesn’t restrain the enterprise.

Mindset then throws up a challenge of achieving extraordinary leadership. In the past we have found consensus on the way ahead and have been able to regard the future with manageable levels of uncertainty. This is the realm of ordinary management. Increasingly we are unable to reach consensus about the way ahead, in part because the external environment is increasingly uncertain. This is the realm of extraordinary leadership.

Our next leaders will need to be capable of imagining and experimenting their way to the future. Extraordinary leaders will have a new configuration of existing stills at their disposal including foresight, systems thinking, competence in working with uncertainty and complexity, understanding the impact of exponential change on employees and those around them, developing and enhancing relationships, collaboration, communicating with clarity, exhibiting empathy and cultural and situational awareness. Extraordinary Leaders will also be digitally literate with the ability to understand and pose the right questions about the potential and challenges of introducing new digital technologies to the enterprise, and be aware of the potential impact of those technologies on people, on work, on jobs, and on society more broadly.

Education and training systems need to take account of digital literacy, of what are often called “soft skills,” and new ideas of leadership. As automated technology takes on more of the tasks that people have focused on in the past, we need to ensure that education and training refocuses on those skills that make us human and allow humans to make a significant difference to the enterprise. And that means rethinking work; not just the work we do, but the culture at work, the degree to which we are going to continue to work remotely, and the empowerment and trust that organisations and leaders will need to exhibit in managing and leading people effectively in their new-look enterprises.

Summary

For me, there are eight critical themes that emerge; four each from Navigating a New Landscape and The Next Futures of Organisations and Work.  They are:

  • Understanding the context for how we got to where we are and how it informs the future
  • Creating, enabling, and embracing cycles of experimentation and learning
  • Focusing on sustainability and ensuring that when we think of sustainability it is in a balanced context taking in the economy, social issues (health, inequality), as well as the environment
  • Communicating with clarity and enabling dialogue to help understand the nature of change and what it might mean for people
  • Adopting a new mindset that allows us to un-package what's been successful for us in the past and consider what needs to change for us to continue to be successful in the future
  • Adopting a new package of leadership skills and exploring what it means to lead
  • Educate, train, and learn for a new future; building on the past but not being constrained by it
  • Rethink work; what we mean by work, how jobs might change, and how we look at the role that humans have in the context of using increasingly automated systems.

As other commentators have said, it would be very careless to waste the opportunities presented by such a crisis.

 

Click here to watch a video of a presentation recently delivered by Steve on behalf of the Institute of Leadership and Management.

Click here for more information about the book Aftershocks and Opportunities – Scenarios for a Post-Pandemic Future

Email steve@informingchoices.com if you would like to discuss Steve presenting these ideas to your team or at your event.

Image Credit: Alexas Fotos / https://pixabay.com/illustrations/office-work-vacations-recovery-1548293/