5. The Four Conversations

The integrated four conversations framework is introduced in this post.

While each individual conversation is inherently valuable individually in Futures processes, it is only when the four conversations connect and shape each other to construct a reframed discourse about possible futures in organisations.

Collective foresight capacity only develops in an organisation when the conversations are integrated and embedded into organisational systems and structures and so achieve some form of tacit validity. The figure here shows how the four conversations come together when we design Futures processes to ensure thinking about futures is expansive and deep, beyond the official future, and draws on both individual and collective understandings of the future.