Forecast 4.0

Partners in Code:Leading in a New Era of LearningKatherine PrinceJason Swanson

The future is not a fixed point. It is ours

to create.

Looking Back at 2005

A Decade of Foresight

Economies

and Eras

• At your table, you will find 2 postcards with images of different economies and eras.

• Split into 2 groups, with each group taking 1 of the postcards. • Discuss what life was like during that particular time. As you do so, consider

the following:

• What was work like?

• What was education like?

• What skills did someone need to know?

• What innovation(s) created that economy?

• What innovation(s) ended that economy or at least made it less dominant?

Manufacturing Economy

Knowledge-Based Economy

Agrarian Economy

Exponential Change

Partners in Code

• Optimized Selves – discovering new human horizons

• Labor Relations 2.0 – negotiating new machine partnerships

• Splintering Economies – pursuing meaningful engagement amid debt and new and uncertain economies

• Shifting Landscapes – innovating in volatile conditions

• Smart Transactional Models – creating societal infrastructure with networked transparency

Drivers of

Change

Optimized Selves

Labor Relations

2.0

Splintering

Economies

Shifting Landscap

es

Smart Transactional Models

Drivers of

Change

With those at your table, discuss what thoughts came to mind as you heard about the big story of the forecast and the drivers of change.

Some questions to consider:

• What signals have seen for some of the drivers of change?

• How might these drivers will affect education and learning?

• How might they affect your work as a whole?

• Optimized Selves – discovering new human horizons

• Labor Relations 2.0 – negotiating new machine partnerships

• Splintering Economies – pursuing meaningful engagement amid debt and new and uncertain economies

• Shifting Landscapes – innovating in volatile conditions

• Smart Transactional Models – creating societal infrastructure with networked transparency

Drivers of

Change

Provocations

People

Structures

Culture

People Structures Culture

Optimized Selves

Labor Relations 2.0

SplinteringEconomies

Shifting Landscapes

Smart Transactional Models

Fostering FlowFrom educating the mind to educating the whole self

Opti

mize

d Se

lves

People

Educating for Value AddFrom workforce training to the redesign of work

Labo

r Rel

ation

s 2.

0

Culture

Resilient Learning EcosystemsFrom standalone structures to intersecting value webs

Shift

ing

Land

scap

es

Structures

Designing the Future• At your table, you will find an envelope containing three

provocations, or images of the future, reflecting the drivers of change we outlined.

• You will have one provocation for each impact layer: people, structures, and culture.

• Your task is to combine your provocations to create an image of learning in 2025, or education for an era of partners in code.

• Your image might be aspirational or inspirational; it might be cautionary.

• It might present opportunities for some and challenges for others.

• It might or might not resemble education as it typically looks today.

• After discussing what your provocations might mean for learning, draw or describe your image on a flip chart sheet using markers.

Some possible questions to explore:• What might personalized learning look like in 2025?• How might education stakeholders ensure equity for all

learners?• What skills might a learner need in 2025?

Some possible ideas for what you might illustrate or describe:• A learning ecosystem design• An artifact from the future• An opportunity or quandary affecting a cohort of learners

Leading in the Future• Take a few minutes on your own to consider what you would

need to do to move from today’s reality to the future reality that we have been exploring. Take into account what you might start, stop, and continue doing – immediately, in the next two years, and in the next five years.

• Share some highlights from your individual reflections within your group and discuss what themes you see emerging across your individual ideas.

• Looking across everyone’s ideas and reflecting on the kinds of innovation that we’ve been exploring, discuss what leadership strategies seem most useful for:

a. Initiating changeb. Accelerating changec. Supporting change.

• As you discuss those strategies, make sure to capture your big ideas on a flip chart sheet.

• Looking at the list that you generated, explore which leadership strategies seem most exciting and which ones feel most challenging.

• Conclude by taking a few moments to reflect individually on what leadership commitments you feel able to make moving forward from today.

Thank you!

Contribute to the conversation at #FutureEd with @katprince and @JasonSwanson.