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Facilitation

Three Horizons Framework

A strategic foresight and systems-thinking model used to navigate the transition from current, unsustainable systems to future, equitable models. It provides a visual language for groups to distinguish between innovations that merely patch the existing system and those that bridge the gap toward a transformative future.

3 phasesFacilitation
When to Use This Framework

When a few voices dominate or quieter people don't contribute

Your group discussions aren't balanced, you need better ways to include everyone, or conversations go in circles.

Effective during strategic planning, systems-change initiatives, and consensus-building sessions where stakeholders have competing priorities or are stuck in reactionary problem-solving.

The 3 Steps
Follow this sequence to apply Three Horizons Framework
1

Horizon 1 (H1): The Status Quo

2

Horizon 2 (H2): Disruptive Innovation

3

Horizon 3 (H3): The Desired Future

What You'll Achieve

Ensures every voice is heard and the group's collective intelligence is unlocked.

Facilitators can use this as a collaborative mapping tool. Participants plot current systemic failures on the H1 timeline, define the ideal future state on H3, and then audit current projects (H2) to determine if they are 'H2-' (sustaining the old) or 'H2+' (paving the way for the new).

Practical Tips
How to get the most out of this framework
  • 1
    Use structured turn-taking to balance voices
  • 2
    Start with individual reflection before group discussion
  • 3
    Create safe spaces for minority opinions
  • 4
    Summarize and synthesize regularly
Best For
  • Systems Thinking
  • Strategic Foresight
  • Consensus Building
  • Organizational Transformation
Key Principles
  • Systems have natural lifecycles of decline and emergence.
  • Innovation is non-neutral; it either captures the status quo or transforms it.
  • Strategic choices can accelerate the transition to a desired future state.
  • The future (H3) is often already present in the form of small-scale 'pockets' of innovation.
Watch Out For
  • H2- innovations (efficiency gains) can be deceptive because they improve the current system while inadvertently delaying necessary systemic shifts.
  • Requires participants to move past 'band-aid' thinking to address root causes.
  • The model acknowledges that the transition period (H2) is inherently unstable and requires careful management of tension.
Related Frameworks
Other Facilitation frameworks you might find useful
PreMortem Method of Risk AssessmentThe PreMortem is a strategic foresight technique that tasks a team with imagining a future where their proposed plan has failed spectacularly. By working backward from this hypothetical failure, the group identifies hidden risks and vulnerabilities that are often overlooked during the optimistic planning phase.
Lightning Decision Jam (LDJ)A rapid, structured decision-making framework designed to replace open-ended brainstorming with a disciplined process. It moves teams from problem identification to actionable solutions by minimizing circular discussion and maximizing individual contribution.
World CaféRotating small group discussions