Created 18/09/2011 09:20:10 PM

The cognitive categories of Bloom's taxonomy (Wojnar, 2002) show us that we can change lower order thinking skills into higher ones by RUAAEC (Remembering, Understanding, Applying, Analyzing, Evaluating and Creating). This can be simply followed as a model in all stages of our studies, especially when we're going to reflect a holistic model of what we've learned not just in our minds, but also in our works.

Jain (Chaman and Covas 2008) has offered a seven step formula for successful business forecasting: Get senior executives involved; Explain the mutual benefits; Clearly define goals and agreements; Use the best technology; Focus where revenue and profits are greatest; Link incentives to companywide goals; and finally, Aim for continuous improvement.

It sounds so similar to what has been proposed by Block (2002) in Flawless Consulting. Block's five step method addresses these questions: What do you want to discuss?; Who is the client for this project?; Who else will be at the meeting?; What are their roles?; How much time will we have? and; Do you know that you want to begin some project, or are we going to discuss whether we do anything at all?

In the same manner, Morrisey (1992) has suggested another five step approach dealing with planning. If we consider forecasting as a process of "planning" for the future, we may find similarities in what has been offered by Jain and what has been questioned by Morrisey so: What do you want to have or become?; How do you select your highest priority objectives?; How do you validate your objectives?; What do you do with the "Leftovers"?; and Where do assumptions fit in the planning process?

Meanwhile, when you compare three aforementioned approaches with the essence of Freed's book Writing Winning Business Proposals: “current situation”, “desired results”, “benefits” and his “Pyramid Principle” (Freed, 2003), you may find other similarities with Jain, Block and Morrisey's views. Why this has happened? Because all of them follow a "strategy" in their views. The main tasks of strategists may be summarized as: developing a strategic vision & mission, goal setting, crafting, implementing & executing, evaluating & reviewing the strategy (Bourgeois & Brodwin, 1984). These tasks are translated to other names in their methods and approaches.

In fact, "the strategy" can be regarded as the common sole of forecasting, consulting, planning & proposing. Without "strategy" we can do nothing with all we've learned or all plans we have in mind. It's the joining spirit of knowledge and work in the 3^rd millennium. Now the question is: Should we become strategist futurists or futurist strategists?

References:

Block, P. (2002) Flawless Consulting, CA: Pfeiffer. p.70

Chaman L. J. and M. Covas (2008). Thinking About Tomorrow, Seven tips for making forecasting more effective, http://online.wsj.com/article/SB121441324219503927.html

Freed R. C. & et. al. (2003). Writing Winning Business Proposals, NY: McGraw-Hill.

Morrisey, G. (1992). Creating Your Future.  CA: Berrett-Koehler Publishers, pp. 135-140.

Wojnar, L. (2002, August). Research summary of a best practice model of online teaching and learning. English Leadership Quarterly, 25(1), pp. 2-9.