Introducing the Future -- Why teach the future? -- problem of prediction -- future(s) -- Be prepared -- Imagine the future -- Create the future -- Tricks of Foresight -- Telling stories -- Pursuing visions -- benefits of foresight -- Structure of the Book -- Understanding -- Models of Change -- Introduction -- Understanding Change -- What is change? -- How much change is there? -- four dimensions of change -- model of change: Punctuated equilibrium -- Alternative Futures -- "What can we know about the future?" -- (Not) predicting the future -- Certainty -- Assumptions -- Types of futures: The cone of plausibility -- Futures Methods -- Some definitions around methods -- Thinking about the Future framework -- Conclusion -- Resources -- Systems Thinking -- Introduction -- History -- Generalization -- System behaviors -- Approach -- Cybernetic systems -- Complex adaptive systems -- Conclusion -- Resources -- Perspectives on the Future -- Introduction -- History -- Empirical and cultural -- Critical -- Integral -- Generalization -- Approach -- Causal Layered Analysis -- Integral Futures -- Conclusion -- Resources -- Social Change -- Introduction -- History -- Generalization -- Explaining social change -- Critical assumptions -- Approach -- Conclusion -- Resources -- Mapping -- Research -- Introduction -- History -- Generalization -- Choosing a domain -- Primary research -- Secondary research -- Approach -- Research supports framework forecasting -- Conclusion -- Resources -- Scanning -- Introduction -- History -- Generalization -- Why scanning is difficult -- Approach -- Identify scanning hits -- Operate at different levels of the domain -- Keep an eye on wildcards -- Keep track of your hits -- Distinguish types of scanning hits -- Establish criteria for evaluating scanning hits -- Conclusion -- Resources -- Forecasting -- Introduction -- History -- Generalization -- Forecasting theory -- Approach: Framework Forecasting -- Summary -- Era analysis -- Baseline forecasting -- Critical thinking -- Baseline analysis -- Creativity -- Alternative futures forecasting -- Scenario kernels -- Conclusion -- Resources -- Influencing -- Leadership -- Introduction -- History -- Traits -- Situation -- Effectiveness -- Contingency -- Shared leadership -- Managers and Leaders -- Generalization -- Leadership distinctions -- Approach -- Leading people into new territory -- Exploring boundaries of the possible -- Committing to goals they do not know how to achieve -- Building bridges when they know only one side of the river -- Motivating people to do what they don't want to do -- Conclusion -- Resources -- Visioning -- Introduction -- History -- Generalization -- Attributes of a vision -- Vision statements -- Approach -- Values -- Background -- Conclusion -- Resources -- Planning -- Introduction -- History -- Generalization -- Approach -- Planning to plan -- Understanding the future -- Setting the direction -- Developing the plan -- Conclusion -- Resources -- Change Management -- Introduction -- History -- Generalization -- Approach -- Have a good reason -- Be honest about the process -- Articulate a vision -- Commit to achieve the vision -- Communicate! -- Generate trust -- Conclusion -- Resources -- Appendices -- Framework forecasting specification -- World Futures -- Scanning form and explanation -- Strategic Planning and Change Managemant.