7 Questions Futures Technique

What It Is

The model consists of seven open-ended, progressive questions that draw attention to three critical timeframes:

1    The future we want to move toward.
2    The past that has shaped our current reality.
3    The present actions and mindset shifts needed to bridge the two.

While the questions may appear straightforward, they unlock layered insights. Designed to be neutral, how a person answers them demonstrates their lived experience.

The questions are:

1. What would you identify as the critical issue for your situation, for the future?
 This sets the context. It brings urgency and focus to the conversation.
2. What does a successful future look like for you?
 This draws out a vision or preferred future. It invites imagination and clarity of purpose.
3. What are the dangers of not achieving your vision?
 This explores the cost of inaction or failure. It identifies risks and motivates commitment.
4. What needs to change (systems, relationships, decision-making processes, culture) if your vision is to be realised?
 This gets practical. It names barriers to progress and systemic misalignments.
5. Looking back, what would you identify as the significant events which have produced the current situation?
 This adds context and historical depth. It acknowledges past drivers, decisions, and path dependencies.
6. What needs to be done now to ensure that your vision becomes a reality?
 This calls for action. It translates insight into strategic steps.
7. If you could wave a magic wand and fix things, what would you address?
 This final question uncovers hidden hopes, frustrations, or creative ideas that may not emerge in conventional planning.

Why It Works

The 7 Questions model works because it is designed to draw out the feelings and experiences, the emotions, of the responder rather than apply a model to them. It is a useful tool to uncover the real beliefs about issues rather than the response a person believes they are supposed to provide.

The tool also supports psychological safety. By asking about hopes, risks, and ideal changes, it surfaces both aspirations and fears in a way that is respectful and generative.

How to Use It

The 7 Questions can be used:

•   In one-on-one coaching conversations to unlock strategic clarity.
•   In team workshops to surface shared goals, challenges, and next steps.
•   As part of an innovation or change management process.
•   In organisational retreats to reconnect people with purpose and future direction.
•   To support employee engagement or culture transformation.

Responses can be gathered in writing, but it is best done through an interview process. The interviewer should attempt not to lead the conversation in a direction but allow the responder the time and space to answer as they want.

Origin of this tool

Unsure