Within the process of consulting strategic foresight, there will always be a dilemma when it comes to presenting courses of action to a client. This dilemma is in regards to the moral quality of given action plan and whether or not it should be presented as a viable option.
Strategic foresight is focused on having the ability to make wise decisions with regards to the future reality (Cornish, 2005), which is becoming increasingly difficult when globalization is melding so many different moral perspectives together (Lundby & Caligiuri, 2013). Going through the process of scanning, forecasting, visioning, and planning should help consultants lead their clients toward sharpening their abilities to choose wise courses of action that will lead to the best possible future (Cornish, 2005). The process should reveal to clients what courses of action are morally acceptable since the goal of futuring is focused on seeking out how to make the future better for the world as well as the organization (Cornish, 2005).
As a consultant, it is important to present all viable options to the client without allowing personal moral bias make decisions for the client. Instead, consultants can present the information in an objective manner, and reveal the morally questionable landmines that may exist. This will allow the client to be aware of the danger, while also clearing the consultant’s conscience. This will place the client in a position where they will have to knowingly make an unethical decision, because they will have been made aware of the compromising moral position the course of action presents (Rossy, 2011). As a consultant, presenting the bright line between right and wrong (Jennings, 2006) will safeguard the client from moral collapses and approaching the future in a compromised fashion.
Cornish, E. (2005). Futuring: the exploration of the future (1. paperback printing). Bethesda, Md: World Future Society.
Jennings, M. M. (2006). The Seven Signs of Ethical Collapse: How to Spot Moral Meltdowns in Companies… Before It’s Too Late (First Edition edition). St. Martin’s Griffin.
Lundby, K., & Caligiuri, P. (2013). Leveraging Organizational Climate to Understand Cultural Agility and Foster Effective Global Leadership. People and Strategy, 36(3), 26–30.
Rossy, G. L. (2011). Five questions for addressing ethical dilemmas. Strategy & Leadership, 39(6), 35–42. http://doi.org/10.1108/10878571111176619