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Is your organization futures-aware — or futures-resonant?

There is a spectrum between organizations that are anchored in yesterday and organizations that are in living, active relationship with what is emerging. Most organizations sit somewhere in the middle — doing some things well, missing others entirely, feeling the gap but not knowing how to name it.

This quiz takes about five minutes. It will tell you exactly where your organization stands on that spectrum right now, give you language for what you are experiencing, and point you toward what comes next.

Before you begin

This is not a test. There are no right answers and no wrong ones. Every position on this spectrum is real, recognizable, and workable.

Answer each question based on how your organization actually operates today — not how you aspire to operate, and not on your best days. The more honest you are, the more useful your result will be.

Ready? Click the start button.

Start

Question 1 of 8

 

 

When your organization makes important decisions, how far ahead does your thinking naturally reach? 

 

A

We focus mainly on what needs to happen in the next few weeks or months.

B

6 months to 2 years into the future

C

2 to 5 years into the future

D

5 to 10 years into the future

E

10 to 20 years into the future - Thinking about the impacts on today's children

F

20 to 50 plus years into the future - Thinking about the impacts on grandchildren and beyond

G

We think in generational terms, twenty to fifty years or beyond.

Question 2 of 8

 

What resources are dedicated to future planning? Time, Money, and Personnel

A

Currently no resources are dedicated to planning the future

B

A small amount of at least one resource (time, money, or personnel) are dedicated to future planning

C

A moderate amount of at least one resource (time, money, or personnel) are dedicated to future planning

D

A significant amount of at least one resource (time, money, or personnel) are dedicated to future planning

E

A significant amount of all three resources (time, money, or personnel) are dedicated to future planning

F

A moderate investment of at least two of the three.

G

A moderate investment of all three.

H

A significant investment of at least one resource.

I

A significant investment of at least two of the three.

J

A significant investment of all three — time, money, and people.

Question 3 of 8

 

Which statement best describes your current planning efforts?

A

Planning, what's that?!?

B

Making out daily or weekly to do lists

C

Capture broad categories of to do's that last up to a few months

D

Set annual goals that are periodically revisited

E

Create a new strategic plan every 3 years or so with specific goals that are measurable and achievable

F

Focused on achieving a vision that requires more long-term goals that are revisited and adjusted as needed

Question 4 of 8

 

When you scan for forces that could affect your organization's future — trends, disruptions, opportunities — how wide is your lens? 

A

We are focused primarily on what is happening locally, within our immediate community or sector.

B

We pay attention to regional dynamics and how they might affect us.

C

We monitor national trends and developments in our field.

D

We think globally and consider international forces that could shape our work.

Question 5 of 8

 

How does your organization stay aware of what is changing in the broader landscape that could affect your work? 

A

We are mostly focused inward. We rarely look outside our own organization.

B

We pay attention to what our peers and competitors are doing.

C

We regularly follow trends within our own industry or sector.

D

We follow and think about the likely impact of industry trends on our work.

E

We occasionally track trends across other sectors and industries.

F

We regularly scan across social, technological, economic, environmental, and political realms — the full landscape.

G

We scan broadly across all realms and actively analyze how emerging shifts could affect our organization and mission.

Question 6 of 8

 

When change is introduced in your organization, how do people generally respond? 

A

Resistance is the default. Change is met with discomfort or shutdown.

B

People come around eventually, but it takes time and requires clear explanation.

C

People are open to gradual change when the reasoning is transparent.

D

People actively embrace opportunities to improve, rethink, and innovate.

Question 7 of 8

 

When it comes to emerging trends, new practices, or innovations relevant to your field, where does your organization typically fall on the adoption curve? 

A

We tend to adopt well after something has become standard practice.

B

We wait until something is mainstream before seriously considering it.

C

We are usually in the middle of the pack — not first, not last.

D

We are early adopters, moving before most of our peers.

E

We are often among the first to recognize and act on emerging shifts.

Question 8 of 8

 

How are decisions about your organization's future direction typically made? 

A

Direction comes from the top. Leadership decides, and others follow.

B

The leadership or executive team makes decisions with limited input from others.

C

Department or team leaders are consulted during the planning process.

D

Input is actively sought from across the organization before direction is set.

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