There has also been significant practical success in using envisioning and "future searches" in organizations and communities around the world (Weisbord 1992;Weisbord and Janoff 1995). This experience has shown that it is quite possible for disparate (even adversarial) groups to collaborate on envisioning a desirable future, given the right forum.Meadows (1996) discusses why the processes of envisioning and goal setting are so important (at all levels of problem solving); why envisioning and goal setting are so underdeveloped in our society; and how we can begin to train people in the skill of envisioning, and begin to construct shared visions of a sustainable and desirable society. She tells the personal story of her own discovery of that skill and her attempts to use the process of shared envisioning in problem solving. From this experience, several general principles emerged, including:1. In order to effectively envision, it is necessary to focus on what one really wants, not what one will settle for. For example, the lists below show the kinds of things people really want, compared to the kinds of things they often settle for.