Dr Riel Miller clip 2 at the Long-Term Strategic Planning Conference

So what I often do in companies is say, let's play with your imagination. Let's work the imagination and see the different kinds of ways that the future can enter into your thinking. And Francis, I take no— I mean, there's no ridiculous to think of any credit for this. The future is imaginary. It doesn't exist. There's no data. You cannot go there. Nobody has a time machine. So the future is inherently imaginary. So when you say to people in a community or in a company, let's think about the future, you're actually saying, let's get together and exercise our imagination. And you know what happens? Once they start doing that, they begin to see that their imagination is not just about cookbooks. Their imagination's about a lot of things, right? Right. And so their imagination becomes a springboard to seeing the present and understanding themselves and their relationship to causality, their relationship to determining things, to see it in a different way, in a more diverse way. It doesn't mean we don't plan. Planning is still fundamental. You want to get supper on the table, you better plan. You want to build something, a building or whatever, you better plan. But believing that you can control it and that you'll always know, will it be a good dinner or a bad dinner? Will it be a happy dinner or an angry dinner? Will it be a building that's surrounded by other buildings or will it be a standalone? You never know. And so we need to be able to, to live with this combination of choice, making bets, and spontaneity and improvisation.