{"id":814,"date":"2025-01-31T16:36:54","date_gmt":"2025-01-31T15:36:54","guid":{"rendered":"https:\/\/schwarz-partner.de\/?p=814"},"modified":"2025-02-21T12:44:17","modified_gmt":"2025-02-21T11:44:17","slug":"zukunftsdialoge-eindruecke-einer-reisezum-thema-zukunftsfaehigkeit","status":"publish","type":"post","link":"https:\/\/schwarz-partner.de\/en\/zukunftsdialoge-eindruecke-einer-reisezum-thema-zukunftsfaehigkeit\/","title":{"rendered":"Future Dialogues \u2013 Impressions from a Journey on Sustainability and Future Viability"},"content":{"rendered":"
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FUTURE DIALOGUES AS A STARTING POINT FOR OUR JOURNEY
\"We must develop the future ourselves, otherwise we will get one we do not want.\"<\/em><\/p>\n\n\n\n

This is how Joseph Beuys described the societal challenge we face more than 20 years ago. But how can we shape the future? How can companies build future viability? How can we, as consultants, support individuals and businesses in systematically developing future fitness? And how does this fit into a corporate environment where people are already overwhelmed with their daily business?<\/p>\n\n\n\n

To explore what people and companies are doing in this regard, we conducted more than twenty future dialogues in Germany and Austria.1)<\/sup>. Wir sprachen mit unterschiedlichsten Menschen in verantwortungsvollen Positionen aus ganz unterschiedlichen Branchen \u00fcber ihre ganz pers\u00f6nliche Zukunftsf\u00e4higkeit und wie sich das in ihrer F\u00fchrungsarbeit niederschl\u00e4gt.<\/p>\n\n\n\n

Our first conclusion: Those who engage in such a dialogue have future viability, sustainability, and resource management on their radar. We found that almost everyone we spoke to took the time for this topic, recognizing its importance. However, we also discovered that future viability is interpreted and practiced in very different ways. For some, it is more of a personal attitude toward life, while others see it primarily as an entrepreneurial and societal challenge. A third group consciously integrates these levels into their self-understanding.<\/p>\n\n\n\n

Overall, there was a very open and engaged exchange.<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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FUTURE VIABILITY \u2013 WHAT DOES IT AIM FOR, WHAT CAN IT ACHIEVE?<\/h4>\n

\u201eWhen memories exceed dreams, the end is near.\u201c\u00a0<\/em>NN<\/p>\n

But what does future viability actually mean? Future-ready individuals oscillate between optimizing what already exists and building openness to new things within themselves and others. To create something new, they break their daily routines and make use of creative, generative spaces. They move away from the idea of total control and predictability and develop a deeper understanding of the interconnections within our society and its systems. They never tire of looking at the present with fresh eyes because they know it is crucial to recognize weak signals as early indicators of change and use them proactively for decision-making. Their engagement is contagious, inspiring others and fostering enthusiasm for a shared future.<\/p>\n

People who are \"future fit\" possess an awareness of purpose and values and maintain a clear inner alignment. Those who have inner stability can better cope with external uncertainty and are able to acknowledge what they do not know.<\/p>\n

What is certain is that if entrepreneurs succeed in finding such people and integrating these mechanisms into their organizations, the way they handle complexity and speed will change. This will lead to the development of new and different forms of strategic learning and performance capability.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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THE DIALOGUES<\/h4>\n

We began our dialogues by asking about key milestones and turning points in our conversation partners' journeys. Through this, we aimed to discover the formative experiences that have shaped future-conscious individuals and the life philosophy or fundamental mindset that emerged from them. Here\u2019s what we found:<\/p>\n

Inner Growth and Participation in the Greater Whole<\/h5>\n

When future-conscious individuals reflect on their own journey, they see continuous learning and taking risks as essential mechanisms for personal growth. \n\n\"We are capable of far more than we believe. I must dedicate myself to a cause. What is happening in the world, and what response is required from me within my sphere of influence?\" \n\nThis is how one managing director, for example, reflects on his development so far.<\/p>\n

Risk-taking and the ability to embrace new things<\/h5>\n

Furthermore, many conversations revealed that these individuals possess a strong ability to embrace new and unfamiliar experiences. Some attributed this to their upbringing, while others developed this enthusiasm and passion over time, often in connection with successfully overcoming crises and challenging life situations. \"If something in life doesn't feel right for a long time, change it. Always be ready to start anew.\"<\/p>\n

Recognizing the needs of others (employees, partners, etc.)<\/h5>\n

The ability to connect and the sensitivity to the needs of various stakeholders require a keen sense of perception, as well as closeness and appreciation for people. The leaders we interviewed embody this multi-perspective approach. \"In recent years, I have learned a lot about achieving a different quality of communication. The solution to many issues often lies in more and better interactions.\"<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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HOW DOES ORIENTATION IN A CAREER, AND IN LIFE IN GENERAL, COME ABOUT?<\/h4>\n

\"The greatest decision of your life is that you can change your life by changing your mindset.\"\n\u2014 Albert Schweitzer<\/p>\n

We also wanted to find out what attitudes people maintain who consider themselves future-ready. Our conversations revealed overlapping as well as complementary statements from different participants. The following aspects were of central importance:<\/p>\n

Inner Anchoring \u2013 Being in Touch with Oneself<\/h5>\n

Here, we were particularly impressed by a 70-year-old specialist in innovation and design. He is deeply committed to addressing the major issues and challenges of our world while remaining mindful and present in the \"now.\"<\/p>\n

Fundamental Trust in Life<\/h5>\n

An executive reflected on this: \"Looking back, I never had a fear of the future, even if I wasn\u2019t sure whether a particular step would succeed. In hindsight, everything makes sense, and there were always paths forward, even if they weren\u2019t always immediately visible.\"<\/p>\n

Recognizing the Interconnectedness of Life and Embracing Change<\/h5>\n

A key aspect of orientation is the continuous practice of staying future-ready. \"Understanding life as a whole is a form of training. I train my soul to endure it all.\" From this, we conclude that the ability to remain adaptable under the pressure of change is crucial\u2014without losing oneself in the experience of accelerating transformation.<\/p>\n

Letting Go of the Illusion of Control Without Abandoning Goals<\/h5>\n

This requires a conscious and enlightened engagement with one's desire for control, planning, and management. As one executive put it: \"I can only achieve clarity and stability when I am in good contact with myself, my inner source, and not attached to wishes and expectations.\"\n\nAnother interviewee described the importance of preserving joy in one\u2019s inner depths: \"There is solid ground there; a lot can happen, but I won\u2019t be easily blown away.\"\n\nThe life story behind these words is not a romanticized narrative but rather a long and intentional journey\u2014one that this person fully acknowledges and embraces.<\/p>\n

The Will to Shape and Create<\/h5>\n

One of the bank managers emphasized how important it is for him to act from his own inner sense of self and to be tangible as a person for his employees. \"Anyone who wants to shape and lead must be clear about the contribution they want to make to a world of contrasts,\"\u2014a particularly relevant topic in the banking sector today.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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IS DECISION-MAKING SUBJECT TO A PARADIGM SHIFT?<\/h4>\n

\"In living nature, nothing happens that is not connected to the whole.\"\n\u2014 J. W. von Goethe<\/p>\n

The next questions we posed were directed toward the future. In this, we were guided by Claus Otto Scharmer\u2019s Theory. In short, he argues that the past is no longer a sufficient advisor for making decisions. He raises the question of how we can successfully make sustainable and sound decisions based on the emerging future, ensuring entrepreneurial success and leadership.<\/p>\n

The Ability to Question Conventional Concepts<\/h5>\n

Some of our interviewees demonstrated their approach to important future decisions primarily by raising critical questions: Is what we are experiencing truly a major paradigm shift? And if so, what are the driving forces, and where are the key levers? Or is this simply an inherent process of life\u2014an evolutionary and developmental pressure on human consciousness, manifesting in many small and subtle paradigm shifts?\n\nDoes this not, in turn, contribute to an increased personal awareness of life? And what if an employee, who previously saw themselves merely as a passive service provider, became an active participant in the company, unlocking their drive for growth and development?\n\nWhat we found particularly interesting was the frequent connection drawn between personal growth and broader societal evolution.<\/p>\n

Self-Development and Participation \u2013 Recognizing Responsibility for Oneself and the Whole<\/h5>\n

We also found the perspective on society particularly intriguing: In the future, it may no longer be seen as \"the state up there,\" but rather as a collective of individuals who view the state as a field of action and actively engage in shaping it.\n\n\"We will\u2014or must\u2014become more aware of all aspects of our existence on this planet through our own efforts, based on personal experience and firsthand knowledge, rather than secondhand information.\"\n\nFor our interviewees, this implies that personal development will take the highest priority in the future. \"If this leads to a greater sense of meaning in our personal lives, it could also lay the foundation for a deeper, more lived and experienced sense of responsibility for our community and our planet.\"<\/p>\n

Employee Development \u2013 With a New Mindset<\/h5>\n

The development of employees was also a top priority for many of the leaders we interviewed. However, rather than focusing on traditional training and seminars, the emphasis was on role flexibility, perspective shifts, co-creation, and the ability to navigate extremes, fluctuations, and uncertainties.\n\nInvesting in mindset work and mental well-being provides a significant advantage in dealing with complexity and rapid change. One executive put it pragmatically: \"We need to adapt\u2014whenever a challenge arises. Inspiring people to take on challenges and step out of their comfort zones is, for me, the key to future success.\"\n\nA publishing director added: \"I see it as crucial to contribute to a culture of debate and strong discourse skills. For me, it\u2019s about advancing the relationship between knowledge and education to ensure our country remains future-ready.\"<\/p>\n

Resource and Energy Productivity Driving the Paradigm Shift<\/h5>\n

Our interviewees identified health, spirituality, and community as key themes for the future, aligning closely with the perspective of futurist Erik H\u00e4ndeler3)<\/sup>.\n\nThe topic of resource and energy management also emerged frequently in our discussions. One interviewee, a leader in research and development, posed a fundamental question: \"Will we have managed to solve challenges like population growth and energy management in 100 years?\"<\/p>\n

Driven by the two megatrends of demographics and globalization, the next wave of development will inevitably require a massive increase in resource and energy productivity. This challenge alone demands a high level of collaboration between economics, ecology, and societal engagement.<\/p>\n

Harnessing the Wisdom of Many<\/h5>\n

One common theme emerged among all our interviewees: when discussing these major challenges, they consistently returned to the importance of human interaction.\n\nFor a company to find solutions to the tasks ahead, it must bring people together in new ways, beyond traditional structures. Concepts such as crowdsourcing\u2014the wisdom of many\u2014, cluster thinking, navigating disruptive decisions, and managing domino effects were frequently mentioned.\n\nBusiness leaders recognize the need to raise awareness among their employees about global developments. At the same time, they reflect on what \"organic, ethically sustainable growth\" truly means.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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DEALING WITH NOT KNOWING?<\/h4>\n

\"The moment you dare, you begin to truly live.\"\n\u2014 J. W. von Goethe<\/p>\n

But how do people cope with these enormous transformations? What can decision-makers and leaders do when faced with questions to which they honestly have no answers?\n\nIn coaching, such moments are referred to as \"Teachable Moments\"4)<\/sup>\u2014opportunities for learning and growth that arise precisely from uncertainty.<\/p>\n

High Reflective Ability and Cultivated Sensitivity<\/h5>\n

Two key abilities we observed in all our interviewees were a high level of reflective capacity and consciously cultivated sensitivity, which they deliberately use to drive topics forward.<\/p>\n

\"Crises sharpened my perception of my inner worlds, and gradually, I began to understand the connection between inner and outer existence,\" said a bank executive.\n\nWith this statement, he expressed his heightened sensitivity\u2014the ability to preconsciously sense emerging external changes within himself and actively explore them.<\/p>\n

Others deliberately withdraw, like the owner of a chemical company who retreats to his large library\u2014a place he frequently used as a student\u2014to reflect and engage in what he calls his \"weekly cleansing\" for mind and soul.\n\nAnother interviewee found his metaphor in mountaineering. He described the experience of being stuck in a base camp, waiting for favorable weather conditions to climb an 8,000-meter peak:\n\n\"You can\u2019t leave. You are forced to pause and reflect; otherwise, you won\u2019t endure it. Because if your motivation outweighs your sense of reason, it won\u2019t get you anywhere.\"<\/p>\n

Knowing Your Sources of Strength<\/h5>\n

A leader used the term \"home\" in this context, emphasizing that people need personal anchor points\u2014relationships, routines, and elements in life that provide stability and guidance.\n\nFor him, family and his wife serve as an important source of calm and strength.\n\nAnother executive acknowledged the difficulty of providing orientation while having to make tough decisions, such as laying off employees.\n\n\"It is challenging to provide direction when, as an entrepreneur, you have to make difficult decisions. For me, it was a balancing act\u2014to manage my fear, remain authentic, and determine how much of my personal emotions I could and should reveal in such a difficult situation.\"<\/p>\n

Many of the leaders we interviewed make use of intuitive methods of personal reflection to navigate challenges and maintain clarity in their decision-making.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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OUR CONCLUSION: FUTURE READINESS MUST BE SYSTEMATICALLY DEVELOPED<\/h4>\n

\"The brain becomes what you passionately use it for.\"\n\u2014 G. H\u00fcther<\/p>\n

What we take away from these dialogues for our work is this: It is encouraging to see how leaders engage with future readiness and how they seek to interpret it for themselves\u2014in an individual and intuitive way.<\/p>\n

What is almost universally lacking, however, are structured approaches to systematically develop future readiness\u2014both at an individual and organizational level\u2014and integrate it into daily life.\n\nIn coaching as well as in team and organizational consulting, we see clear areas for action to address this gap.<\/p>\n

Future readiness in everyday life requires a broader and deeper discourse, as advocated by Theory U and the CERES Roadmap5)<\/sup>.<\/p>\n

In change and leadership development, future readiness must have a permanent place and, most importantly, be consistently practiced and integrated.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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\u201eCO \u2013CREATION\u201c<\/h4>\n

At the organizational level, this means creating opportunities and spaces for cross-functional thinking.<\/p>\n