Preferred Futuring is a way to mobilize action for planned change. It is also a solution for managers for leaders and managers to involve people more widely in linking planning action, improving the development of breakthrough solutions or focusing the team in a strategic direction.
This method was created by Ronald Lippitt and Ed Lindaman. They have been working together to get organizations to have a preferred future rather a predicted future. Predicted future is when the organization's future will most likely turn out how they solve their problems. On the other hand, preferred future is the future that the organization wants to have. I believe that preferred futuring is better than predicted because preferred futuring would enable the members of the organization to work hard and their best to achieve the desired future. If the organization would just rely on the predicted future, then the organization would not succeed in terms of change.
Preferred Futuring has 8 steps:
- History
- Current state
- Core values and beliefs
- Events, trends, and developments
- Preferred future vision
- Action goals
- Plan and rehearse
- Implement and follow up
Preferred futuring should be used when the organization needs strategic planning processes, developing a work design that would cater to the stakeholder's needs and integrating priorities. However, this should not be used when organizational members don't want to let go of some existing values and would rather stick with the predicted future.
To be able to sustain the results of the process, the organizations should continue to monitor and support functions. Also, data gathering is important so that mid course corrections can be made if necessary.
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