Transformative Scenario Planning: Working Together to Change the Future152
Transformative Scenario Planning: Working Together to Change the Future152
Transformative scenario planning is a powerful new methodology for dealing with these challenges. It enables us to transform ourselves and our relationships and thereby the systems of which we are a part. At a time when divisions within and among societies are producing so many people to get stuck and to suffer, it offers hope—and a proven approach—for moving forward together.
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Transformative Scenario PlanningWorking Together to Change the Future
By Adam Kahane
Berrett-Koehler Publishers, Inc.Copyright © 2012 Adam Morris Kahane
All right reserved.
Chapter OneAn Invention Born of Necessity
On a lovely Friday afternoon in September 1991, I arrived at the Mont Fleur conference center in the mountains of the wine country outside of Cape Town. I was excited to be there and curious about what was going to happen. I didn't yet realize what a significant weekend it would turn out to be.
The Scenario Planning Methodology Meets the South African Transformation
The year before, in February 1990, South African president F. W. de Klerk had unexpectedly announced that he would release Nelson Mandela from 27 years in prison, legalize Mandela's African National Congress (ANC) and the other opposition parties, and begin talks on a political transition. Back in 1948, a white minority government had imposed the apartheid system of racial segregation and oppression on the black majority, and the 1970s and 1980s had seen waves of bloody confrontation between the government and its opponents. The apartheid system, labeled by the United Nations a "crime against humanity," was the object of worldwide condemnation, protests, and sanctions.
Now de Klerk's announcement had launched an unprecedented and unpredictable process of national transformation. Every month saw breakthroughs and breakdowns: declarations and demands from politicians, community activists, church leaders, and businesspeople; mass demonstrations by popular movements and attempts by the police and military to reassert control; and all manner of negotiating meetings, large and small, formal and informal, open and secret.
South Africans were excited, worried, and confused. Although they knew that things could not remain as they had been, they disagreed vehemently and sometimes violently over what the future should look like. Nobody knew whether or how this transformation could happen peacefully.
Professors Pieter le Roux and Vincent Maphai, from the ANC-aligned University of the Western Cape, thought that it could be useful to bring together a diverse group of emerging national leaders to discuss alternative models for the transformation. They had the idea that the scenario planning methodology that had been pioneered by the multinational oil company Royal Dutch Shell, which involved systematically constructing a set of multiple stories of possible futures, could be an effective way to do this. At the time, I was working in Shell's scenario planning department at the company's head office in London. Le Roux asked me to lead the meetings of his group, and I agreed enthusiastically. This is how I came to arrive at Mont Fleur on that lovely Friday afternoon.
My job at Shell was as the head of the team that produced scenarios about possible futures for the global political, economic, social, and environmental context of the company. Shell executives used our scenarios, together with ones about what could happen in energy markets, to understand what was going on in their unpredictable business environment and so to develop more robust corporate strategies and plans. The company had used this adaptive scenario planning methodology since 1972, when a brilliant French planning manager named Pierre Wack constructed a set of stories that included the possibility of an unprecedented interruption in global oil supplies. When such a crisis did in fact occur in 1973, the company's swift recognition of and response to this industry-transforming event helped it to rise from being the weakest of the "Seven Sisters" of the international oil industry to being one of the strongest. The Shell scenario department continued to develop this methodology, and over the years that followed, it helped the company to anticipate and adapt to the second oil crisis in 1979, the collapse of oil markets in 1986, the fall of the Soviet Union, the rise of Islamic radicalism, and the increasing pressure on companies to take account of environmental and social issues.
I joined Shell in 1988 because I wanted to learn about this sophisticated approach to working with the future. My job was to try to understand what was going on in the world, and to do this I was to go anywhere and talk to anyone I needed to. I learned the Shell scenario methodology from two masters: Ged Davis, an English mining engineer, and Kees van der Heijden, a Dutch economist who had codified the approach that Wack invented. In 1990, van der Heijden was succeeded by Joseph Jaworski, a Texan lawyer who had founded the American Leadership Forum, a community leadership development program that was operating in six US cities. Jaworski thought that Shell should use its scenarios not only to study and adapt to the future but also to exercise its leadership to help shape the future. This challenged the fundamental premise that our scenarios needed to be neutral and objective, and it led to lots of arguments in our department. I was torn between these two positions.
Wack had retired from Shell in 1980 and started to work as a consultant to Clem Sunter, the head of scenario planning for Anglo American, the largest mining company in South Africa. Sunter's team produced two scenarios of possible futures for the country as an input to the company's strategizing: a "High Road" of negotiation leading to a political settlement and a "Low Road" of confrontation leading to a civil war and a wasteland. In 1986, Anglo American made these scenarios public, and Sunter presented them to hundreds of audiences around the country, including de Klerk and his cabinet, and Mandela, at that time still in prison. These scenarios played an important role in opening up the thinking of the white population to the need for the country to change.
Then in 1990, de Klerk, influenced in part by Sunter's work, made his unexpected announcement. In February 1991 (before le Roux contacted me), I went to South Africa for the first time for some Shell meetings. On that trip I heard a joke that crystallized the seemingly insurmountable challenges that South Africans faced, as well as the impossible promise of all their efforts to address these challenges together. "Faced with our country's overwhelming problems," the joke went, "we have only two options: a practical option and a miraculous option. The practical option would be for all of us to get down on our knees and pray for a band of angels to come down from heaven and solve our problems for us. The miraculous option would be for us to talk and work together and to find a way forward together." South Africans needed ways to implement this miraculous option.
The Mont Fleur Scenario Exercise
Necessity is the mother of invention, and so it was the extraordinary needs of South Africa in 1991 that gave birth to the first transformative scenario planning project. Le Roux and Maphai's initial idea was to produce a set of scenarios that would offer an opposition answer to the establishment scenarios that Wack and Sunter had prepared at Anglo American and to a subsequent scenario project that Wack had worked on with Old Mutual, the country's largest financial services group. The initial name of the Mont Fleur project was "An Alternative Scenario Planning Exercise of the Left."
When le Roux asked my advice about how to put together a team to construct these scenarios, I suggested that he include some "awkward sods": people who could prod the team to look at the South African situation from challenging alternative perspectives. What le Roux and his coorganizers at the university did then was not to compose the team the way we did at Shell—of staff from their own organization—but instead to include current and potential leaders from across the whole of the emerging South African social-political-economic system. The organizers' key inventive insight was that such a diverse and prominent team would be able to understand the whole of the complex South African situation and also would be credible in presenting their conclusions to the whole of the country. So the organizers recruited 22 insightful and influential people: politicians, businesspeople, trade unionists, academics, and community activists; black and white; from the left and right; from the opposition and the establishment. It was an extraordinary group. Some of the participants had sacrificed a lot—in prison or exile or underground—in long-running battles over the future of the country; many of them didn't know or agree with or trust many of the others; all of them were strong minded and strong willed. I arrived at Mont Fleur looking forward to meeting them but doubtful about whether they would be able to work together or agree on much.
I was astounded by what I found. The team was happy and energized to be together. The Afrikaans word apartheid means "separation," and most of them had never had the opportunity to be together in such a stimulating and relaxed gathering. They talked together fluidly and creatively, around the big square of tables in the conference room, in small working groups scattered throughout the building, on walks on the mountain, on benches in the flowered garden, and over good meals with local wine. They asked questions of each other and explained themselves and argued and made jokes. They agreed on many things. I was delighted.
The scenario method asks people to talk not about what they predict will happen or what they believe should happen but only about what they think could happen. At Mont Fleur, this subtle shift in orientation opened up dramatically new conversations. The team initially came up with 30 stories of possible futures for South Africa. They enjoyed thinking up stories (some of which they concluded were plausible) that were antithetical to their organizations' official narratives, and also stories (some of which they concluded were implausible) that were in line with these narratives. Trevor Manuel, the head of the ANC's Department of Economic Policy, suggested a story of Chilean-type "Growth through Repression," a play on words of the ANC's slogan of "Growth through Redistribution." Mosebyane Malatsi, head of economics of the radical Pan-Africanist Congress (PAC)—one of their slogans was "One Settler [white person], One Bullet"—told a wishful story about the Chinese People's Liberation Army coming to the rescue of the opposition's armed forces and helping them to defeat the South African government; but as soon as he told it, he realized that it could not happen, so he sat down, and this scenario was never mentioned again.
Howard Gabriels, an employee of the Friedrich Ebert Stiftung (the German social democratic foundation that was the primary funder of the project) and a former official of the socialist National Union of Mineworkers, later reflected on the openness of this first round of storytelling:
The first frightening thing was to look into the future without blinkers on. At the time there was a euphoria about the future of the country, yet a lot of those stories were like "Tomorrow morning you will open the newspaper and read that Nelson Mandela was assassinated" and what happens after that. Thinking about the future in that way was extremely frightening. All of a sudden you are no longer in your comfort zone. You are looking into the future and you begin to argue the capitalist case and the free market case and the social democracy case. Suddenly the capitalist starts arguing the communist case. And all those given paradigms begin to fall away.
Johann Liebenberg was a white Afrikaner executive of the Chamber of Mines. Mining was the country's most important industry, its operations intertwined with the apartheid system of economic and social control. So in this opposition-dominated team, Liebenberg represented the arch-establishment. He had been Gabriels's adversary in acrimonious and violent mining industry negotiations and strikes. Gabriels later recalled with amazement:
In 1987, we took 340,000 workers out on strike, 15 workers were killed, and more than 300 workers got terribly injured, and when I say injured, I do not only mean little scratches. He was the enemy, and here I was, sitting with this guy in the room when those bruises are still raw. I think that Mont Fleur allowed him to see the world from my point of view and allowed me to see the world from his.
In one small group discussion, Liebenberg was recording on a flip chart while Malatsi of the PAC was speaking. Liebenberg was calmly summarizing what Malatsi was saying: "Let me see if I've got this right: 'The illegitimate, racist regime in Pretoria ...'" Liebenberg was able to hear and articulate the provocative perspective of his sworn enemy.
One afternoon, Liebenberg went for a walk with Tito Mboweni, Manuel's deputy at the ANC. Liebenberg later reported warmly:
You went for a long walk after the day's work with Tito Mboweni on a mountain path and you just talked. Tito was the last sort of person I would have talked to a year before that: very articulate, very bright. We did not meet blacks like that normally; I don't know where they were all buried. The only other blacks of that caliber that I had met were the trade unionists sitting opposite me in adversarial roles. This was new for me, especially how open-minded they were. These were not people who simply said: "Look, this is how it is going to be when we take over one day." They were prepared to say: "Hey, how would it be? Let's discuss it."
I had never seen or even heard of such a good-hearted and constructive encounter about such momentous matters among such long-time adversaries. I wouldn't have thought it was possible, but here I was, seeing it with my own eyes.
In the following six months, the team and I returned to Mont Fleur for two more weekend workshops. They eventually agreed on four stories about what could happen in the country—stories they thought could stimulate useful debate about what needed to be done. "Ostrich" was a story of the white minority government that stuck its head in the sand and refused to negotiate with its opponents. "Lame Duck" was a story of a negotiated settlement that constrained the new democratic government and left it unable to deal with the country's challenges. "Icarus" was a story of an unconstrained democratic government that ignored fiscal limits and crashed the economy. "Flight of the Flamingos" was a story of a society that put the building blocks in place to develop gradually and together.
One of the team members created a simple diagram to show how the scenarios were related to one another. The three forks in the road were three decisions that South African political leaders (who would be influenced by people such as the members of the Mont Fleur team) would have to make over the months ahead. The first three scenarios were prophetic warnings about what could happen in South Africa if the wrong decisions were made. The fourth scenario was a vision of a better future for the country if all three of these errors were avoided. When they started their work together, this politically heterogeneous team had not intended to agree on a shared vision, and now they were surprised to have done so. But both the content of the "Flight of the Flamingos" scenario and the fact that this team had agreed on it served as a hopeful message to a country that was uncertain and divided about its future.
The team wrote a 16-page summary of their work that was published as an insert in the country's most important weekly newspaper. Lindy Wilson, a respected filmmaker, prepared a 30-minute video about this work (she is the one who suggested using bird names), which included drawings by Jonathan Shapiro, the country's best-known editorial cartoonist. The team then used these materials to present their findings to more than 100 political, business, and nongovernmental organizations around the country.
The Impact of Mont Fleur
The Mont Fleur project made a surprisingly significant impact on me. I fell in love with this collaborative and creative approach to working with the future, which I had never imagined was possible; with this exciting and inspiring moment in South African history, which amazed the whole world; and with Dorothy Boesak, the coordinator of the project. By the time the project ended in 1993, I had resigned from Shell to pursue this new way of working, moved from London to Cape Town, and married Dorothy. My future was now intertwined with South Africa's.
The project also made a surprisingly significant impact on South Africa. In the years after I immigrated to South Africa, I worked on projects with many of the country's leaders and paid close attention to what was happening there. The contribution of Mont Fleur to what unfolded in South Africa, although not dramatic or decisive, seemed straightforward and important. The team's experience of their intensive intellectual and social encounter with their diverse teammates shifted their thinking about what was necessary and possible in the country and, relatedly, their empathy for and trust in one another. This consequently shifted the actions they took, and these actions shifted what happened in the country.
Excerpted from Transformative Scenario Planning by Adam Kahane Copyright © 2012 by Adam Morris Kahane. Excerpted by permission of Berrett-Koehler Publishers, Inc.. All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.
Table of ContentsForeword by Kees van der Heijden
Chapter 1: An Invention Born of Necessity: The Mont Fleur Scenario Exercise
Chapter 2: A New Way to Work With the Future
Chapter 3: First step: Convene a Team From Across the Whole System
Chapter 4: Second step: Observe What Is Happening
Chapter 5: Third step: Construct Stories About What Could Happen
Chapter 6: Fourth step: Discover What Can and Must Be Done
Chapter 7: Fifth step: Act to Transform the System
Chapter 8: New Stories Can Generate New Realities: The Destino Colombia Project
Chapter 9: The Inner Game of Social Transformation
Resources: Transformative Scenario Planning Processes
About Reos Partners
About the Author
What People are Saying About This
“Sixteen years ago Adam Kahane came to Colombia and worked with us on the future of our country. The four scenarios we built back then have come to life, one after another, and today we are living the best one. In this book Kahane explains how scenario planning can transform the future.”
—Juan Manuel Santos, President of Colombia
“Kahane makes clear that the solutions to our big problems take our personal engagement, derive from our values, and reflect our connectedness to one another.”
—Bill Bradley, Managing Director, Allen & Company, and former US Senator
“Every leader, policymaker, and citizen can learn and take strength from Kahane’s central message: by working together, setting aside prejudices, and developing trust, we can change the future.”
—Trevor Manuel, Chairperson, National Planning Commission, South Africa
“I highly commend this book. Adam has taken scenario planning to a new level, beyond the confines of business strategy, to deal with wider social and economic issues.”
—Vince Cable, Secretary of State for Business, United Kingdom
“All of our toughest problems, from climate change to inequality, have complexity at their heart. Adam Kahane, with his track record of work for social and environmental justice, has written a powerful and practical guide to using scenario planning to transform such problems. This is a book for those hungry for new ideas about how to achieve change.”
—Phil Bloomer, Director, Campaigns and Policy, Oxfam
“We all face challenges and opportunities that can only be addressed with fresh understandings and innovative forms of collaboration. At Shell we have learned the value of combining scenario thinking with strategic choices. Building on his extensive practical experience, Kahane extends the boundaries of this practice.”
—Jeremy Bentham, Vice President, Global Business Environment, Royal Dutch Shell
“This deeply human book offers tangible means for tackling the intractable problems that confront us at every level of life, from domestic and local to national and beyond. It offers realistic, grounded hope of genuine transformation, and its insights and lessons should be part of the toolbox of everyone in leadership roles.”
—Thabo Makgoba, Anglican Archbishop of Cape Town