I’m sure there are quite a few old sayings about “hindsight always being useful to learn from – but foresight being better to not have to“. Sage.
I was reminded of the value of foresight in a recent conversation on LinkedIn. Reflecting on the essence of the conversation – supporting good decisions with foresight – I noted several key principles – a list I share below as “Five for Foresight”.
Be clear about your objectives
Fully appreciate your context
Be specific about your assumptions (and uncertainties)
Be rigorous about your decision criteria (and their weightings)
Plan to include the active monitoring of variations
John Salter - owner of John Salter Consulting Services - specialising in the facilitation of risk-based capability reviews; needs-based training; business continuity planning; crisis management exercises; and organisational debriefing. Recognised for “preventing disasters, or where that is not possible, reducing the potential for harm” Ref: Barrister H Selby, Inquest Handbook, 1998.
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