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At its best, futures research can change priorities and attitudes within organizations, and bring fresh meaning to the present. But its recommendations are not always politically convenient, and a much-heralded report can be just as discreetly shelved.A key role for futurists is therefore to inspire decision-makers with alternative futures and choices, demonstrating their technical feasibility, and warning of the consequences of inaction. But behind every corporate decision there is a battle for hearts and minds -and they have rules of their own.

Since futures studies has been a worldwide serious academic and consulting activity for more than 30 years, why have people never heard of it—or at least why do they know so little about it? The author briefly outlines his own teaching and consulting experiences in futures studies since 1967 and then introduces each of the 25 authors whose essays follow in this special issue.