People in business can use foresight to identify new products and services, as well as markets for those products and services. An increase in minority populations in a neighborhood would prompt a grocer with foresight to stock more foods linked to ethnic tastes. An art museum director with foresight might follow trends in computer graphics to make exhibits more appealing to younger visitors. Foresight may reveal potential threats that we can prepare to deal with before they become crises. For instance, a corporate manager with foresight might see an alarming rise in local housing prices that could affect the availability of skilled workers in the region. The public"s changing values and priorities, as well as emerging technologies, demographic shifts, economic constraints (or opportunities), and environmental and resource concerns are all parts of the increasingly complex world system in which leaders must lead. People in government also need foresight to keep systems running smoothly, to plan budgets, and to prevent wars. Government leaders today must deal with a host of new problems emerging from rapid advances in technology. Even at the community level, foresight is critical: school officials, for example, need foresight to assess numbers of students to accommodate, numbers of teachers to hire, new educational technologies to deploy, and new skills for students (and their teachers) to develop. Many of the best-known techniques for foresight were developed by government planners, especially in the military, when the post-World War Ⅱ atomic age made it critical to "think about the unthinkable" and prepare for it. Pioneering futurists at the: RAND Corporation (the first "think tank") began seriously considering what new technologies might emerge in the future and how these might affect U.S. security. These pioneering futurists at RAND, along with others elsewhere, refined a variety of new ways for thinking about the future. The futurists recognized that the future world is continuous with the present world, so we can learn a great deal about what may happen in the future by looking systematically at what is happening now. The key thing to watch is not events (sudden developments or one-day occurrences) but trends (long-term ongoing shifts in such things as population, land use, technology, and governmental systems). Using these techniques and many others, futurists now can tell us many things that may happen in the future. Some are nearly certain to happen, such as the continuing expansion in the world"s population. Other events are viewed as far less likely, but could be extremely important if they do occur, such as an asteroid colliding with the planet. The best title for the passage may be

A. The Use of Foresight.
B. How to Exercise Foresight.
C. Foresight in Business and Government.
D. The Best-known Techniques for Foresight.