Leading Blog






09.04.19

The Optimist’s Telescope: Thinking Ahead in a Reckless Age

The Optimists Telescope

HOW DO YOU get people to think ahead? In a time characterized by wide-ranging change, we need to think through the consequences of what we have wrought. We need to think ahead. It is reckless not to.

Since we can’t predict the future it makes it hard for us to think about the future. It should come as no surprise that our view of the the future is often misguided. In 1920, British economist Arthur Cecil Pigou described our often skewed view of the future as our “defective telescope.” In The Optimist’s Telescope, author Bina Venkataraman suggests that we need to cultivate a “radical strain of optimism” and a sense of collective agency that would motivate “more people to make choices today for the sake of the future, whether it’s how they vote, eat, use energy, or influence others.” An “optimist’s telescope” so to speak.

Looking beyond the noise is key to thinking ahead. “Urgency and convenience are dictators of decisions large and small. We are frequently distracted from our future selves and the future of our society by what we need to accomplish now.” Our society is designed around quick wins because that’s what we want. “The conditions we have created in our culture, businesses, and communities work against foresight.” Rewards are given for the quick win.

We need foresight. Foresight combines what we know with the humility to know that we don’t know it all and be ready for the possibilities. And that requires a little imagination. Venkataraman eloquently states, “We try too hard to know the exact future and do too little to be ready for its many possibilities.

Venkataraman offers countless examples of how individuals and organizations have defied instant gratification and instead taken the long view. When one investment firm saw a stock price fall they wisely avoided a knee-jerk reaction. “They avoided distractions of the moment by returning like a broken record to their original rationale for believing in the stock. You might call this a North Star tactic, calling on people in an organization to habitually look up from daily minutiae to reorient themselves to their ultimate destination.”

At a Stanford Director’s College in 2016, Roger Dunbar, chair of the Silicon Valley Bank, told Venkataraman that “when he hears company executives or board members responding to short-term noise with outsize reactions, he likes to pretend he is lost. He’ll ask CEOs at board meetings, ‘What was our long-term strategy again?’ as if he has forgotten it. Sometimes, he says, company leaders suffer from being too smart—analyzing every piece of data that come their way—instead of asking simple but pivotal questions. It can help, in his view, to have a board member who is not afraid of sounding naïve or even a touch senile.”

It helps too to look past typical metrics to see what is actually happening long-term. Dan Honig, a political scientist at the John Hopkins School of Advanced International Studies, believes that “metrics can be useful when an organization has a simple, concrete goal such as building a road. The trick is for the measure to be tightly linked to what the organization actually wants to accomplish. For the more complex undertakings of organizations, however, numeric targets are often far removed from actual goals and more likely to deceive. In those instances, Honig says, managers are better off using their judgment to evaluate progress. It’s a common mistake for organizations to attach simple metrics to nuanced goals such as educating children, reforming the justice system, or growing an innovative business.”

It would be a bitter irony to remain entranced by myopic metrics, gearing ourselves up to hit immediate targets at a time when technology and our economy are evolving to privilege humans for being visionary, empathetic, nuanced, and strategic. In the future, the human edge is going to come from what we value and from our judgment, not from going head-to-head with machines to parse facts.

On a personal level, we too can learn to measure ourselves by more meaningful metrics than what we have achieved in the moment.

From her research, Venkataraman has extracted five key lessons to help us think ahead and stay the course:

1. Look Beyond Near-Term Targets

“We can avoid being distracted by short-term noise and cultivate patience by measuring more than immediate results.” Instead of looking at snapshots, reflect on long-term goals.

2. Stoke the Imagination

“We can boost our ability to envision the range of possibilities that lie ahead.” Allow time to imagine future risks and rewards and then visualizing how we can successfully navigate those futures.

3. Create Immediate Rewards for Future Goals

“We can find ways to make what’s best for us over time pay off in the present” or “seek programs that offer immediate allure but are designed for our long-term interest.” In an example she shares about Toyota, they found a way to use the insights gained from long-term research on current production. “They found a way to create immediate rewards that made their sacrifices for the sake of future products seem worth it now to company leaders and investors.”

4. Direct Attention Away from Immediate Urges

“We can reengineer cultural and environmental cues that condition us for urgency and instant gratification.” Avoid temptations. Where urgency rules, create systems that interrupt the momentum to create space to consider the decision.

5. Demand and Design Better Institutions

“We can create practices, laws, and institutions that foster insight.” Look for solutions that encourage us to look ahead. Of course, institutions are made up of people, so we only need to look to ourselves first rather than trying to regulate foresight.

Ultimately, Venkataraman believes we need to think like stewards or as she puts it, “keepers of shared heirlooms.” Heirlooms carry with them the “notion that future generations matter to the present generation, and that past generations will matter to the future.” Furthermore, “with an heirloom, each generation is both a steward and a user. When we pass on an heirloom, we don’t prescribe what each steward must do with it. Instead, we leave options open to the next generation.”

It’s a good way to view our responsibility to think ahead.

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Posted by Michael McKinney at 05:30 AM
| Comments (0) | This post is about Thinking



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