In order to plan feedback in a to be created organization, one must have some foresight as to what needs to be measured.  This implies foresight is critical to creating an optimally achieving organization.  This is not the case in the operation of an organization, where the performance feedback measures are used by the foresight function.  In both circumstances feedback and foresight have a level of interdependence, but the direction of dependence is reversed in the two cases.  Even so one cannot have foresight into anything without first making observations and creating a model of the dynamics involved.  Therefore before we can implement either feedback or foresight in the creation of an organization we must have prior experience of creating organizations.  This can be first hand knowledge or acquired from the experience of others.  The real world practical approach is to learn from others and then do it yourself and learn more. 

My simulations do not tell us how to develop foresight, only the significant value of doing so.  I will discuss how to develop a foresight capability in the Section on Forecasting, Modeling, and Simulation.  It is a very powerful capability.

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