Yes, "to break or exploit fundamental beliefs & attitudes we have to first map what exists, not create a vision of what we would like it to be. We then have to see what is stable & to what degree" because "we are not forecasting, we are finding new ways to pay timely attention"…
ALT Futures work too often ignores the value of a better understanding of the ‘thick present’ & its evolutionary possibilities, something this chapter seeks to correct. The underlying theory draws on complexity science, assemblage & constructor theories as well as distributed ethnography. A new set of methods, ‘Estuarine Mapping’ is outlined which allows the definition of the various fractal topographies & energy gradients of the present. In turn, this allows us to intervene to change the dispositional state of the system so it is easier to achieve a desired outcome. The chapter defines, & proposes a solution to, the problem of abduction in human decision-making. In trying to break an inability to see, pay attention to, & then act on weak signals the method seeks to plot a path to overcome a pattern of historical failure in futures work, despite accurate forecasts, scenarios and such like. The chapter builds on the 2021 joint publication… Managing complexity (and chaos) in times of crisis.