New Shoots – people making fresh choices in a changing world
New Shoots provides readers with a foundation for thinking about the world around them. It enables people to search out New Shoots of Opportunity for life after the Covid-19 epidemic in order to achieve their desired outcomes. Life has changed dramatically since the epidemic: the pandemic has upended many assumptions, hastened change, and disturbed countries as well as worldwide social, economic, and industrial structures. The old rules aren’t working any longer. This book looks at how to effectively innovate, influence, and manage new rules as they evolve.
What is 'futures studies' and how can it help us improve our world?
To handle uncertainty and build resilience, governments and leaders around the world are increasingly turning to systemic foresight. The systematic study of conceivable, probable, and preferable futures is known as futures studies or futures research. The topic has expanded to include the study of alternate futures as well as the worldviews and mythologies that underpin our collective future.
Forum on Scenarios for Climate and Societal Futures
This gathering will advise the use of scenarios in the preparatory work for the next cycle of IPCC Assessment Reports (AR7) and help achieve a research base adequate to support future national and international evaluations as well as policy proposals, such as the Sustainable Development Goals, by taking stock of recent progress, mirroring on the use of scenarios in environmental assessments and policy-making, and enabling further scenario-related research (SDGs).
The Long Time Tools
This guide created by Bea Karol Burks & Ella Saltmarshe contains a series of interesting techniques to cultivate a culture of long-term thinking within organisations.
The Governance & Development Practice - Implementing adaptive management: A front-line effort Is there an emerging practice?
Graham Teskey and Lavinia Tyrrel’s ‘Implementing adaptive management: A front-line effort Is there an emerging practice?’ summarises the ‘state of the debate’ on adaptive management, three main weaknesses in current planning approaches, and proposes a new ‘PILLAR’ framework – for politically informed, locally led and adaptive responses – with 15 actionable tools and easy steps for front-line implementing and donor staff to put adaptive management into practice at critical stages of the project cycle.
A Compass for the Crisis: Nonprofit Decision Making in the COVID-19 Pandemic
Social impact consultancy The Bridgespan Group also stresses the need to set clear values-based principles to steer decision-making through a crisis, as a ‘compass for the crisis’ with four categories: principles to protect the mission, principles to put people first, principles to elevate equity, and principles to focus on financial resilience. This sets the basis for quick, consistent decisions considering difficult trade-offs and honouring equity commitments.
Learning in a Time of Crisis
This article by Hallie Preskilll and Joelle Cook highlights the need to learn about the effects, influences, and impact of how organisations are responding to the crisis—through data and experiences—as this will be critical if philanthropy is to be effective in the short-, intermediate-, and long-term.
Leadership for Navigating Uncertainty
Given the scale of disruptive forces unleashed by the global pandemic, the social movements which inspired action to respond to racial justice and the economic shockwaves that have followed, the need for effective leadership has risen to the forefront in profound ways.
This paper written by Liz Weaver, Tamarack Institute and Bill Fulton and Jodi Hardin, and The Civic Canopy, attempts to draw upon the growing literature around leadership models and applies it to the current context based on what we are observing in communities, states, and provinces across Canada and the United States.