Most organizations hire futurists or engage in a futures project so as to get the right answer. They want a single point prediction. While this can be useful especially when one is right "it also can mask alternative futures, real opportunities, and other roads that can be travelled." (Inayatullah, 2000). Futurist consultants are usually asked to prepare scenarios for an organization to use in its planning. There is a real concern over such scenarios: "These scenarios are often developed without seriously involving the requesting organization, and the resulting scenarios are often difficult to relate to the exact planning challenges of the organization" (Dewar, 2002).

So futuring skills are not enough for an effective consulting service, rather we need a real interaction with the requesting organization. We need a participatory process of futuring between our services and the members of the organization. But how can we enhance our consultancy service and what is the elevating factor? It is "the simplification of concepts and the use of a range of communications styles and methods tailored to different audiences." (Henley Center, 2001). In a higher step, if the organization is going to use our consultation service more widely, it may be important to educate the members of the organization about futures techniques we use letting them know how they work. I remember a well-known saying by Jim Dator: "The single best practice is to help the organization become futurists themselves.".

I think that it isn't just a dream, but a real achievable goal.  

References:

Dewar, J. A. (2002). Assumption-based planning. New York: Cambridge University Press. p. 10.

Inayatullah, Sohail (2000). Forefront. Foresight, vol.02, no.04, p. 371.

Understanding Best Practice in Strategic Futures Work, Henley Center, UK, London, October 2001, p. 16.