I would contend that our Humanics team, a group of 8 students, plus consulting coaches, actually cycled through nearly all Six Realities.  Certainly, as the team leader, I approached the overall project with the “what is” lens in order to first organize “the facts” effectively, but once that foundation was set into place, the “what might be” clearly manifested itself through the willing contribution of  positive and hopeful attitudes from team members.  This quickly moved to the “what could be” and soon after, the “what should be” stages, as we learned more about the limitations which surround the project (i.e., budgetary, staff time, technical expertise).  Ultimately, the team’s formulation of a proposed workplan for AgSafe, including a timeline and decision-matrix, pushed the group into the “what will be” mindset.  I should note that the reasoning that I think the team did not apply the “what was” lens from the start could be contributed to the fact that they functioned as a “new set of eyes” for AgSafe.  They did not have any reason to settle their lens in the context of historical reference.