Seventh Generation Thinking

Align strategy with long-term sustainability, legacy, and planetary stewardship

Introduction

Rooted in Native American ancestral knowledge, Seventh Generation Thinking urges leaders to make decisions with the welfare of future generations in mind. It's a practice that extends far beyond short-term gains, focusing on creating a sustainable legacy that benefits not just the present, but seven generations into the future. 

In 1988, Alan Newman and Jeffrey Hollender founded an eco-friendly household products company in Burlington, Vermont. When brainstorming names, one of Newman's Native American employees suggested "Seventh Generation," inspired by the Great Law of Peace of the Iroquois Confederacy. Unilever's acquisition of the brand in 2016 brought Seventh Generation Thinking to a global corporate audience.

When to use this practice

Seventh Generation Thinking is particularly valuable when:

  • Making strategic decisions with long-term implications;
  • Developing new products or services;
  • Considering environmental impacts;
  • Shaping organizational culture and values.

How to develop this practice

Seventh Generation Thinking can take many forms. The primary goal is to stretch your imagination in order to imagine the impacts of your work along far longer timelines than is customary. Here are a few ways to implement this type of thinking in your organization.

1. Conduct multi-generational dialogues

Organize workshops that bring people together (internal and external) from different generations. Create a ‘human timeline’ with participants standing in line in order of age or eldership. Split into groups representing different time periods and have them discuss key decisions and their consequences.

Bring the groups back together for an in-depth debrief. How do the different groups feel about the decision? Is there consensus or disagreement? What needs or concerns does each group bring in that should be addressed before a decision is made?

2. Implement long-term impact assessments

Before making significant decisions, conduct a "Seven Generations Impact Assessment." Consider potential consequences, both positive and negative, over a span of at least 150 years. Use this as a regular thought exercise during the development of your ideas and not just at a decision-making moment. The intention is not to get into the weeds about whether or not you should do something at this particular juncture. Instead it is to grow awareness of what the impact of your actions might look like if you stretched your timelines much further than you normally would.

Once you have opened up to this broader awareness, you might reflect on whether you would still make the same decision. Are there things you could adjust that would allow you to move forward with a decision more confidently, knowing what you know about the future implications?

Benefits of this practice

Practicing the skill of Seventh Generation Thinking can offer the following benefits:

  • Stronger organizational legacy: By making decisions that consider impacts far into the future, you set your organization to be recognized for its commitment to a better future for people and planet.
  • Better alignment with evolving societal values: Although business and governmental policies are still slow to change, societal trends are clearly moving towards greater care and awareness of planetary boundaries in decision-making.
  • Enhanced sustainability and resilience: Thinking (super) long-term sets your business up for success in the face of uncertainty and inevitable shifts in the business landscape.

How to take this further

Here are some ways to deepen your practice of Seventh Generation Thinking:

  • Study history from Western and non-Western perspectives. The following books offer succinct long-term perspectives:
    • Sapiens by Yuval Noah Harari
    • Guns, Germs, and Steel by Jared Diamond
    • The Silk Roads by Peter Frankopan
    • Open Veins of Latin America by Eduardo Galeano
  • Implement a "Future Generations Advisory Board" to provide perspectives on major decisions.
  • Study wisdom traditions. Collaborate with experts on ancestral knowledge to deepen understanding of long-term stewardship. Engage in meditative or imaginative practices that focus on ancestral awareness to gain a deeper feel for long term thinking.
    🔗 Check out the Back to the Future practice in the Explorer craft.

By adopting Seventh Generation Thinking, leaders can guide their organizations towards more sustainable, life-centered business practices. This approach not only ensures long-term viability but also contributes to a more equitable and sustainable world for generations to come.

This Leadership Practise is filed under:
Humanities
Spirituality
Nature

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