The Journal of 2020 Foresight

Reports from the Knowledge Labs about our recent findings, research topics, and interviews with lifestyle leaders who are creating their own futures.

How to stimulate your own powers of foresight. Consider the following thought provokers. Ask yourself, in these categories what are the brand new trends and forces? Which are the ones growing in importance? Which current forces are loosing their steam? Which have peaked or are reversing themselves? Which are the "wildcards" about to disrupt us in the future? POLITICAL AND TECHNICAL thought for food: Electronics, Materials, Energy, Fossil, Nuclear, Alternative, Other, Manufacturing (techniques), Agriculture, Machinery and Equipment, Distribution, Transportation (Urban, Mass, Personal, Surface, Sea, Subsurface, Space), Communication (Printed, Spoken, Interactive, Media), Computers (Information, Knowledge, Storage & Retrieval, Design, Network Resources), Post-Cold War, Third World, Conflict (Local, Regional, Global), Arms Limitation, Undeclared Wars, Terrorism, Nuclear Proliferation, Weapons of Mass Destruction, Governments (More/Less Power and Larger or Smaller Scale), Taxes, Isms: Nationalism, Regionalism, Protectionism, Populism, Cartels, Multinational Corporations, Balance of Trade, Third Party Payments, Regulations (OSHA, etc.) Environmental Impact, U.S. Prestige Abroad. SOCIAL AND ECONOMIC Food for thought: Labor Movements, Unemployment / Employment Cycles, Recession, Employment Patterns, Work Hours / Schedules, Fringe Benefits, Management Approaches, Accounting Policies, Productivity, Energy Costs, Balance of Payments, Inflation, Taxes, Rates of Real Growth, Distribution of Wealth, Capital Availability and Costs, Reliability of Forecasts, Raw Materials, Availability and Costs, Global versus National Economy, Market versus Planned Economies, Generations: Y, X, Boomers, Elderly, Urban vs. Rural Lifestyles, Affluent vs. Poor, Neighborhoods and Communities, Planned or Organic Growth. Got Knowledge?

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Tuesday, September 19, 2006

What’s the Sound of Two Hands Clasping?

Chapter Four: The Tribal Territories

By Steve Howard, CKO
The Knowledge Labs

Table of Contents
Chapter One: Basecamp
Chapter Two: The Ridge
Chapter Three: The Outpost
Chapter Four: The Tribal Territories

"The experience must leave an indelible impression. Companies must introduce cues affirming the nature of the experience. Different kinds of experiences rely on different kinds of impressions. Experience stagers eliminate anything that distracts from the theme. Too many haphazard cues can ruin an experience. People purchase memorabilia as tangible artifacts of experiences. The price point is a function of the value of remembering the experience. The more sensory an experience, the more memorable it will be."

B. Joseph Pine II and James H. Gilmore, “The Experience Economy”

DOUBLE NICKEL RANCH. It is time to develop your approach once you've discovered which interests you have in common with each of your individual targets, and what problems each one faces that your skills, talents and experience can help solve. In short, you’re zeroing in on an opportunity that represents the best fit for you.

Journal 2020 Foresight: We’re at the point in this whole process of finding gainful employment or at least one or more income streams where you find yourself face-to-face with the one problem that remains: how do you get in to see each target?

Eagle: And, what do you say, when you do get in, right?

J2020F: You mean I’m not the first one to ask?

Explorer: There are at least four tried and true ways.

J2020F: There are?

Explorer: Of course, the best is through an introduction by a mutual friend – that old “Birds-of-a-Feather-Flock-Together” approach.

J2020F: Is there a special way of being introduced?

Eagle: Turn to your network of contacts to surface someone who knows one or more of your targets.

Explorer: Attempt to have that person introduce you, at best, or suggest that you use their name when you make your contact.

J2020F: What if you can't find anyone?

Explorer: You can set up an appointment without an introduction.

J2020F: My anxiety begins to rise. Isn’t this the dreaded cold call?

Explorer: It’s a little warmer, because this is where knowledge of a common ground or a shared interest helps, or both.

Eagle: At the very least, if you've done your homework you already know about a problem they face that your skills can solve. Which is far better than a mass mailing without doing any advanced research.

J2020F: This sounds like a sales approach most businesses employ.

Explorer: It is. You want to discuss some problems that you feel your product or services can help solve – maybe service or product reinvention.

Eagle: You are on sturdier ground this way. Simply calling and telling your targets that you've made a study of their organizations and have learned something that will be of benefit to each of them may be all you need to set up the first appointment – how to increase profits and margins, for instance.

J2020F: Even if there is no one to refer or introduce you?

Explorer: Even. While this approach may feel intimidating, it can be if you haven't done your research homework first and don't have a few ideas to begin with.

J2020F: Makes sense. Is there a third way that might be easier?

Explorer: You may want to try the third -- a letter to warm things up.

Eagle: And the fourth way is the most fun way, if you feel more creative.

J2020F: More fun?

Eagle: Sure. Place yourself unobtrusively in each target's path.

J2020F: How?

Eagle: Everyone is a creature of habits. This is a more subtle way that capitalizes on a social, non-work avenue when fewer defenses are up.

J2020F: For instance?

Eagle: It might be a restaurant, a drinking establishment, a hobby or recreation pursuit or church, any and all social settings.

J2020F: I like this one a little better. It feels more like an adventure.

Eagle: It is. Let yourself be seen a number of times by your targets so each feels a familiarity with you before you make your approach.

Explorer: If done well, your targets will feel they found you instead of the other way around.

J2020F: That’s more like it. So, now let's say you are conducting an interview with your first target. What do you do?

Explorer: Put yourself in your target's shoes.

J2020F: How?

Explorer: Realize that something about you interests or intrigues your target, or you wouldn't have gotten to this stage.

Eagle: Whether it was a golfing buddy or co-volunteer -- a mutual friend -- something you mentioned about the organization or problem the target faces in letter, email or by phone – it doesn’t matter, but you need to know it.

Explorer: And, you've got a pretty good idea of what the common interest is, so this is your meeting and you've set the agenda -- versus the all too common “fishing expedition” which has been compared to being interviewed with a “blindfold on in a bat cave.”

J2020F: To mix metaphors! But, why do you call it the UnInterview?

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