Most of Us Stop at the First Ripple
Most of us stop at the first ripple. Here’s second-order thinking in plain words, and a free worksheet to follow one change three ripples out.
The 74 and the 20: What Most Organisations Are Getting Wrong About AI and Competitive Advantage
There’s a moment I keep seeing in boardrooms this year. Someone slides a piece of research across the table, the room leans in, and within about ninety seconds the conversation lands on the same question it always lands on. “How do we move faster?” I was in one of those rooms a few weeks ago […]
What Are Ripple Effects? Morris Misel on Second and Third-Order Consequences
Ripple Effects is one of the core analytical frameworks in Morris Misel’s foresight practice. It is built on a deceptively simple observation: most decisions, policies, and strategies are evaluated on their immediate, first-order consequences. The second and third-order effects, what happens as a result of the result, are rarely mapped in advance, and they are […]
What Are Immediate Futures™? Morris Misel’s Foresight Framework for Acting Now
Immediate Futures™ is a foresight framework by Morris Misel that redirects attention from long-range prediction to the signals and shifts that are already arriving. It is built on a single, clarifying premise: the most consequential futures are not the ones approaching in 2040 or 2050. They are the ones that are already here, already reshaping […]
The Signals Most Leaders Miss Don’t Sit in Their Industry
The biggest shifts shaping your organisation aren’t coming from your competitors. Morris Misel explains how cross-industry signals and ripple effects are redefining strategy.
Why Leadership Feels Heavier in 2026
Leadership feels heavier in 2026, not because leaders are less capable, but because decisions now travel further, faster, and with greater consequence. This piece explores why judgement feels under strain and how leaders can regain steadiness without pushing harder.
