Envisioning the Future with Imagination
by Adele Sommers
Why would we want to envision the future in our lives and our organizations? Depending on whom you ask, envisioning the future might be considered the same as either visualization or brainstorming -- and it could certainly have elements of both. This article describes a five-step approach that can enable you to bring a group of people into greater alignment with a shared goal.
 According to "visioning" expert Matthew C. Heim, "By learning to work from a place of intuitive knowing, we begin to make wiser decisions." In groups, organizations, or entire communities, the process can enable people to conduct strategic planning, rethink or redesign organizational dynamics, resolve conflicts, and create new beginnings.
Clem Bezold, who has been developing vision methods since the early 1980s, has suggested that "scenarios are futures for the head; visions are futures for the heart." That is, scenarios are frequently used to forecast different directions of change, such as contingency planning, whereas visions have the ability to motivate and inspire people.
Diverge Before Converging
 Whether a shared vision emerges in one intensive session or in incremental stages, it has long-range implications. Therefore, I believe it behooves the stakeholders to think in terms of at least two distinct phases:
- A divergent, expansive phase to let ideas, values, and feelings emerge. This aspect would give participants a chance to express their individual visions for the outcome. Afterward, they can proceed to merge their individual visions into a set of shared vision themes, or into a single shared vision statement.
- A convergent, highly focused phase to shape the implementation of the vision. This aspect could entail brainstorming measurable goals and objectives, strategies, partners, and other stakeholders. The result could produce an initial version of a long-range "build-out plan."
Attempting to combine these aspects may short circuit the benefits of an envisioning exercise, mainly because these aspects involve two very different types of thought processes and perspectives.
Get Ready to Start Envisioning! 
The envisioning guidelines below derive from various sources, including ideas from the Institute for Management Excellence. Since there is no single way to conduct the process, you can adapt it as desired.
Step 1: Arrange tools, props, and ambiance
For each session, plan to be as comfortable as possible, with casual dress and no pressing time constraints or electronic distractions. Participants should aim to be completely "present." Items to have available include:
- Relaxing, soft music (optional)
- Sticky notes or note cards
- Flip charts or poster paper
- Pencils, markers, or crayons
Step 2: Agree on the goal
 The first segment of the process should invite the participants to agree on the goals and the purpose of the exercise, if this hasn't happened already. Key points to clarify include:
- What are we trying to achieve through the process? (Examples: A strategic plan, project plan, realigned organization, or new community center.)
- Who should be involved in participating in and facilitating the sessions? Are the key stakeholders accounted for?
- How far are we willing to carry out the process, especially if it will involve multiple sessions?
- How open are we to considering divergent possibilities?
Step 3: Conduct a relaxation exercise
 To begin the envisioning exercise itself, participants should close their eyes, relax, and gradually surrender control of their egos and busy conscious thought processes.
In so doing, the participants will begin to tap into a much deeper sense of awareness and interconnectedness. In this mode, new breakthroughs can emerge from everyone's hearts and stilled minds that
may produce remarkable synergy with those of the other stakeholders.
Step 4: Ask key questions--one at a time
Silent reflection: As the facilitator poses each key consideration to ponder, the participants quietly reflect (perhaps with eyes closed) on their own answers. They then silently write their answers on notes or cards, or draw their ideas; no discussion occurs at this point. After each reflection feels complete, the facilitator moves on to the next. Below are some sample questions:
1. What is the highest vision for the [organization, project, or community] related to the goal? What outcome are we most passionate about producing? (Answers might emerge through a retrospective visualization of how the end result fared after five years of existence.)
2. What can we be the best in the world at doing? Where can the [organization, project, or community] truly excel?
3. What do we do now that already demonstrates what we want to achieve for ourselves and others?
4. What must we become to demonstrate more of what we want to achieve for ourselves and others?
5. What stands in the way of what we want to achieve? How can we transform or release what needs to change?
6. What values must we demonstrate related to what we want to achieve?
7. What other information do we need at this moment related to our goal?
 Verbalization: In the second round, the facilitator poses the same questions--one at a time--and each person shares his or her responses aloud, without any judgment, dialog, or debate from the group. The facilitator can then place each response on poster paper.
Step 5: Compile the responses
Many ways exist to compile responses, immediately or afterward. One approach is to have the participants, at the same session or later, silently move responses around on the poster paper until the responses are arranged into themes.
Afterward, participants can discuss names for the themes, and give each a label. If and when a single vision statement emerges, it may signal the conclusion of the exercise.
In conclusion, an envisioning process offers a profound and transformative sharing experience that can tap deeply into a subconscious interconnectedness among the participants. Once completed, it sets the stage for a convergent exercise to identify the implementation goals, actions, partners, and resources.
Copyright 2010 Adele Sommers
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Early in the year is the perfect time to reflect on everything that we have achieved in previous months, as well as what we aim to do in the days ahead. 
Whether you want to predict the future or actually prescribe an outcome of your choosing -- it's your choice! Either way, you'll have plenty of company. 
