FOOSA for Leaders is learned by doing. Participants apply the five-step practice to a live decision, change challenge or area of resistance — and leave with a practical next action.
No abstract case is required. The participant’s real situation supplies the material.
Participants identify a current decision, change challenge or area of resistance that matters enough to work on.
Participants control what they disclose. The issue can be professionally framed while private details remain private.What are we afraid will happen? The fear is made precise before the team tries to solve it.
What outcome would move us toward what we actually want, rather than simply away from what we fear?
The opposite is stress-tested against the real friction: constraints, resistance, setbacks and difficult moments.
Participants play through the obstacles and explore how movement might happen without pretending the future is guaranteed.
The exercise leaves imagination and enters the real world with a participant-chosen action.
Once the method is understood from the inside, the group can examine how fear, resistance and anticipated futures show up in leadership and organisational change.
A full five-step process built around a real issue, including an action the participant has chosen.
A way to distinguish the feared future, the real risks, the assumptions and the obstacles that need attention.
A compact sequence leaders can return to when uncertainty narrows perception or movement stalls.
A concrete move that begins testing the direction instead of leaving the work inside the workshop.
AI may be used to generate alternative directions, obstacles or narrative possibilities. It does not name the participant’s fear, decide what matters, or choose the action.
Human judgement remains central throughout the process.
FOOSA is strongest when there is a real consequence to remaining stuck.
A strategy that has agreement but little movement.
An AI, digital or process change facing hesitation or adoption resistance.
A consequential decision the leadership team keeps reopening.
A growth transition where the organisation is not moving with the leader.
A replacement for technical expertise, capital, authority or a clear business strategy.
A therapy session or requirement to disclose private personal material.
An AI training course or a tool that makes decisions for participants.
A promise that a complex transformation will be solved in one day.
The experience is supported by participant materials that help leaders write, think and return to the practice after the session.
FOOSA is designed for facilitated group learning. The final group size should be agreed around the room, the level of interaction required and the organisational context.
No. Participants choose what they work on and what they disclose. A professional decision can be explored while private reflection remains private.
Yes. That is often the strongest use of the programme, provided the sponsor and participants are clear about the challenge and the room is appropriate for the conversation.
The sponsor can debrief what emerged and decide whether a deeper engagement around the live change would be useful. The next step is shaped around the problem rather than automatically adding more training.
Tell us what should be moving, who needs to be in the room, and where the change is currently getting stuck.