How to Unlock Imagination in Foresight Work
Breaking boundaries to improve the foresight practice.
When I first stepped into the world of futures thinking years ago as an intern at the Copenhagen Institute for Futures Studies, I was navigating unknown territory. Futures studies as a concept was completely new to me - like many, I hadn't even heard of it before.
Over the years, through reserching, observing, participating, facilitating and eventually leading workshops and projects, I feel like I have gained a deep understanding of what foresight means in practice. With my ANTICIPATE now, I try to balance the familiar structures with fresh, evolving methods to truly push the boundaries of what foresight work can be.
Workshops, for me, start with gathering ideas and exploring futures—often using an exercise I call “Futuresstorm”, inspired by Sohail Inayatullah’s Futures Triangle This phase is all about collecting diverse thoughts and exploring possibilities. From there, we move to identifying the most critical aspects, those uncertainties that shape what comes next. It’s in this step that participants start to make sense of what they’re facing.
Not revolutionary in any sense, but to understand what decisions make sense, we need to make sense of our surrounding.
Then comes the creation phase, where scenarios and concepts take form, followed by a final step: committing to action. This step translates what we’ve built into tangible strategies.
Over time, I’ve learned that while structured methods, like the Copenhagen Method of scenario planning, have their place, flexibility is key. I believe in an iterative middle phase where we circle back, explore, and adjust, keeping the process human-centered and that’s why the ACT Foresight Framework is a three-step mode. This approach moves beyond just ticking off steps—it’s about creating something meaningful.
One of the hardest parts of this work is helping people step out of their comfort zones and imagine beyond what they know. Adults, especially, often struggle to think about things that don’t yet exist. The process can stall when people default to seeing the future through the lens of fear or focusing solely on large-scale threats. This mindset, reinforced by a media landscape that leans on fear, often limits creative thinking. We’re surrounded by structures that make it difficult to view ourselves as active shapers of the future.
When a workshop reaches a point where ideas feel stuck, I find that asking the right questions can be a game-changer. I prefer stepping back, observing, and then gently guiding participants with questions like, “What if we approached this differently?” or “What else might be possible?” This hands-off approach encourages people to reflect without feeling defensive, keeping the space open for exploration. In foresight, there’s rarely a ‘right’ answer, so it’s vital to nurture an atmosphere where every idea is a step forward.
I’ve also come to understand that mental and emotional states play a significant role in how people engage with foresight. My own journey into launching my consultancy came with challenges that impacted my ability to think clearly about the futures Stress, anxiety, and uncertainty can make it nearly impossible to focus on long-term visions. I’ve seen this with participants too, particularly those from unstable regions like Ukraine or Georgia, where immediate threats dominate their view of what’s next. Acknowledging these inner conditions can shift a workshop from informative to transformative.
Incorporating contemplative practices is something I’m gradually warming up to. Early on, I was skeptical. Meditation or other reflective activities felt out of place, and I was hesitant to try them, especially with skeptical corporate clients looking for instant results. Over time, I realized their potential, even if they still push me out of my comfort zone. Colleagues who use emotional techniques to deepen engagement inspire me to stretch my own practices. I’ve seen how powerful these approaches can be when done well—sparking insights that participants carry beyond the workshop.
To make workshops more engaging, I often integrate tools like Lego or drawing, encouraging participants to think differently. Not everyone connects with traditional methods like writing on post-its, so offering varied ways to explore ideas helps break the mold and opens up new pathways for imagination.
There is always a balance to strike between being creative and maintaining credibility. Leaning too far into unconventional methods risks being dismissed as unserious. Some clients see creative exercises as too ‘soft’ or abstract and may tune out. Finding the right mix of eye-catching and structured activities helps draw people in while showing them the practical value behind the process. It’s all about moving participants beyond initial skepticism to a place where they can engage meaningfully.
Every workshop I lead is a chance to learn and push my own boundaries. Trying out new methods and embracing practices that feel unfamiliar is still challenging, but I’ve come to understand that this growth is necessary. I seek out opportunities to watch and learn from others who excel in these areas. With each step, I’m reminded that imagination isn’t reserved for a select few—it’s something we all have and need to exercise. Creating spaces where people can rediscover that part of themselves is at the heart of my work.
Imagination, to me, is like a muscle that needs regular exercise, and creativity is not exclusive—it’s something we all possess and need to rediscover together.
