Tag: ThreeHorizonsModel

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The dream walk experiment at Hazel Hill Wood

Last week at Hazel Hill Wood we ran a ‘dream walk’ with staff and trustees. The aim was to tune into our long-term hopes and aspirations for the site, as we continue the responsibility of creating a thriving place for care and learning.

Hopes and dreams are part of what a place is trying to do. They arise from our relationships with place and help steer the flow of change.

We began with Zuma Puma’s Box-Clearing warm-up (a technique I learnt from one of my clown teachers —more on that in another post), then set out into the woods. The rules were simple:

  • Walk to a place in the wood.
  • Walk with your gaze slightly raised to invite in fun and curiosity (another technique from another clown teacher, Robyn Hambrook) 
  • Share what you’ve always hoped for this place.
  • Imagine how it could be, how it might change.
  • Speak until you’re done.
  • The next person picks up — not to challenge, but to add their own dreams.

We captured dreams in audio and notes, later mapped across the site.

What I learnt from facilitating the process

  • The temptation to say why not is strong — the delivery mindset of Horizon One is never far away. With reminders, we shifted into a more open Horizon Three frame.
  • Some dreams resonated and compounded — one voice building on the next until a vision took shape.
  • Some spots felt dream-silent, as if they were low-energy places. Others flowed with possibility, hinting at where change energy gathers. This was a real ah-ha moment for me.

This dream walk supported three things at once: observation in Continuous Place-Based Design, imagining Horizon Three in the Three Horizons model, and adding inputs to our Kalideascope. 

You could consider carrying out a dream walk where you are: walk, notice, and speak your dreams of place aloud. You might be surprised by what takes shape.

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Consult your hopes and dreams — part of what a place is trying to do

The first stage in continuous place-based design is observation. It is a beginning that says before we do anything different here we need to try and understand this place. 

The aim of this phase is to gather as much data and wisdom as we can before proposing changes. That data can be physical, cultural or even intangible — anything that helps us to notice what makes a place distinct, what gives it its feel. 

One of the data sets I think is often overlooked — but vital — is hopes and dreams.

These are easy to dismiss as not ‘real’ but I see them as very real. Our hopes are distant but visible from where we are now — rooted both in the present and in the future. In the language of the Three Horizons Model, they belong in Horizon Three: an outline of what we see from here in the future. 

Since the design process spans the present and the future, hopes and dreams are a vital link.

The hopes and dreams of the people that live or regularly used in a space are founded in their complex interaction with that place. So asking simple questions like: 

What is your hope for this place?
What do you dream I could become?

…can a great deal about the current lie of the land and its future potential. 

One the questions we ask in the Systems Survey motif (see the Pattern Book) is ‘what is this place trying to do?’

Hopes and dreams are part of that answer. They are usually motivating — either towards one place or away from another. They inject energy into certain courses of action over others. And so that are an important clue as to what patterns are already unfolding here or are likely to in the future.

So pay attention to hopes and dreams as well as the things you can physically observe. These dreams may already be shaping the path that this place is taking.

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On a new term and the Three Horizons pencil case

Diagram of the Three Horizons model with three overlapping curves labeled H1 (red), H2 (blue), and H3 (yellow), showing how different patterns rise and fall over time.

It is hard to escape the idea that September is a new year. It’s a time for new stationery and new intentions.

But when resolutions for the year ahead crop up, the Three Horizons reminds me that what appears new was set in motion a long time ago, what is current will not last and what we do now sets the seeds for the future.

There is in fact very little that can be decided now; that can be implemented suddenly from here on. To do so is to shock the system. It can look effective but it can cause hidden stresses as things bend to your will. Often we can only sustain this pull into the opposite direction until the yoke of the system pulls you back in its direction.

What the Three Horizons shows us is that in fact everything is in flow. What’s better is to work with the currents of change, to notice trends, to know your destination and to seek to steer things in that direction over time.

In the Three Horizons pencil case, 

  • The red pen is for what is current that will decline. In the season ahead, some things will give way. These are things that may have run their course or that have become unstable. 
  • The blue pen is for the incoming — that which is taking the place of what is in decline. It is recognisable but it is different; it has been growing for some time; and it is distinct in some way that makes it more suited to the year ahead. 
  • And the yellow pen is for what we are planting now and what is slowly awakening that will take the stage next. 

In every new season, we can see the red pen that’s beginning to run out of ink, the blue pen getting to flow and the yellow pen beginning to make its mark.

The work of change is daily work — not a single decision on the eve of a new cycle but an ongoing act of noticing what’s in decline, what’s emerging and thinking about where to make your mark.

Diagram of the Three Horizons model with three overlapping curves labeled H1 (red), H2 (blue), and H3 (yellow), showing how different patterns rise and fall over time.

Check out the Three Horizons in our new Tools for Regenerative Design page.

Take me there

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Horizon One Highway

In the Three Horizons model, Horizon One is the world that surrounds us — the one that grabs our attention, dominates our habits, and shapes our worldview.

Because it fills our field of vision, Horizon One obscures our view of possible alternative futures. 

Earlier this week I wrote about cognitive ease — the brain’s tendency to favour familiar options over ones that require more thinking effort. It’s the easy option of taking the familiar path, rather than the harder work of beating a new one. 

Horizons One is the beaten path. It’s the default route; the easy path.

But if we want to move towards a thriving future — one in which our work as designers and builders actually creates life and strengthens our communities and ecosystems — we need to beat a different path. And we need to do it every day. 

That takes effort and resourcing. 

We need time to reflect. We need time to rest. We need space to notice is what is missing and to dream about what is possible. 

And we need the nourishment of living things and the nourishment of community. 

Resourcing ourselves can help us resist the daily pull of the familiar. And we can keep searching for paths towards more thriving futures, even when walking down the Horizon One Highway looks like the much easier route. 

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The Map Room – mapping systems, horizons, and change

This week we ran The Map Room, the second workshop in our Critical Thinking for Engineers (and Other Humans) programme. If the Observatory was about looking outwards, this session was about making sense of what we’ve seen—mapping the system, tracing its logic, and finding out where we might start to make change.

We explored:

  • The Systems Bookcase model: a tool for organising system layers, from what gets built through to the values and paradigms that shape it.
  • The Three Horizons framework: helping participants spot signs of long-term change—and understand their own role in it.
  • The Library of Systems Change: a way of recognising how future practices are already quietly present in today’s systems.

Some of the most powerful insights came when participants started applying the tools to parts of their work they hadn’t considered “design” before—like internal policy, comms strategies, or team culture. It was a reminder that systems thinking isn’t just for buildings or infrastructure—it’s for how we work, organise, and evolve.

We also talked about system boundaries, shifting roles, and what it means to design something that doesn’t just meet a brief, but changes the system the brief sits inside.

The Map Room builds on the Observatory, taking data and analysing it in readiness for the Decision Engine, where we decide on the next course of action to take. That will come later in June.