This book asks a rather simple but bold question: “How do organizations create systemic social change?” This question is growing in importance, becoming part of the strategic conversation for all types of organizations, not just those specifically focused on social change. Business leaders, politicians, educators, employees, and parents are grappling with the realization that complex social change can rapidly impact their everyday lives. As frustration at the slow pace of change grows, and the world’s wicked problems—such as inequality, climate change and racial justice—proliferate, people are increasingly recognizing that we need to find ways to tackle the root causes of these issues rather than just addressing the symptoms. In the face of these challenges, it is easy to default to our more traditional views of leadership and problem-solving, which celebrate an us-versus-them mentality, top-down decision-making, and aggressive power stances. Systems work—with its focus on the process of change including our day-to-day actions and relationships—may feel counterintuitive in this rapidly emerging future. Yet, as the authors’ research has shown, the future is demanding a different kind of leadership, one that emphasizes the ways we work as much as the outcomes we pursue.
Openness disposition: Readiness characteristics that influence participant benefits from scenario planning as strategic conversation