http://www. tandfonline. com/loi/ctas20 Foresight for science and technology priority setting in a small country:
Frank Glod, Carlo Duprel & Michael Keenan (2009) Foresight for science and technology priority setting in a small country:
8 november 2009,933 951 Foresight for science and technology priority setting in a small country: the case of Luxembourg Frank Gloda*,Carlo Duprela and Michael Keenanb afonds national de la recherche, 6 rue Antoine de Saint-Exupéry, B
The paper draws lessons not only for other small countries and regions hoping to use foresight,
but also highlights principles for using foresight for priority-setting more generally. Keywords: foresight; priority-setting;
Luxembourg; research system 1. Introduction In 2005, Luxembourg began to embark upon a‘national'technology foresight exercise, with the primary aim of identifying newresearch domains for the National research Fund (FNR) to support*Corresponding author.
when considering the conduct of FNR Foresight. In Section 4, a brief outline description of FNR Foresight is provided,
followed in Section 5 by a more detailed analysis of the conduct of the exercise.
Downloaded by University of Bucharest at 05:09 03 december 2014 Foresight for science and technology priority setting in a small country 935 Expenditure on Public research 0 20 000 000 40 000 000 60 000 000 80 000 000 100
this was the original rationale for FNR Foresight: to identify topic areas around which newfnr programmes could be articulated.
even if revolution might Downloaded by University of Bucharest at 05:09 03 december 2014 Foresight for science
'4 But with the use of techniques like foresight, these processes have been opened up more widely.
an area where there tends to be extensive disagreement among foresight participants. 4) Criteria for prioritisation.
should somehow be engaged in priority-setting processes. 4. Outline of FNR Foresight FNR Foresight has been delivered as a two phase process (FNR 2006, 2007a,
the second phase of the foresight focused upon a set of broad themes with the aim of identifying national priorities for research funding.
Creating a Baseline Figure 2. Phases and steps of FNR Foresight. Downloaded by University of Bucharest at 05:09 03 december 2014 Foresight for science
and technology priority setting in a small country 939 where respondents were asked to rate research domains against a battery of‘attractiveness'and‘feasibility'criteria.
and to identify important implementation issues. 5. Conduct of FNR Foresight Foresight exercises tend to face a number of generic challenges in their conduct
and the FNR Foresight has been no exception in this regard. Among these challenges are need the to keep within time and budget;
to overcome suspicions of some of the methods common to foresight; to ensure sustained, consistent participation;
and to help deliver on foresight's findings; and to remain relevant while pushing at the‘normal'boundaries of debate (Keenan and Miles 2008.
Accordingly, the following sections are limited to discussion of the various and changing meanings given to FNR Foresight by a mix of stakeholder groups;
and the nature of processes of deliberation. 5. 1. Variety and change in the meanings of Foresight The FNR Foresight was born out of the necessity for the FNR to define new research programmes.
'In a coordinated approach with other elements8 of public policy, FNR Foresight was to provide the basis:
if their Downloaded by University of Bucharest at 05:09 03 december 2014 Foresight for science and technology priority setting in a small country 941 research was not to fall under identified research priorities.
by University of Bucharest at 05:09 03 december 2014 Foresight for science and technology priority setting in a small country 943 so-called‘competence niches'
but foresight is unsuited often to the identification of niche areas de novo. Instead, a better STI policy strategy is to foster an innovation system that is sufficiently flexible to support such areas at their time of emergence. 5. 3. Deliberative processes Foresight exercises are characterised by deliberation between various stakeholders, often in workshhop and working groups.
perhaps with too little appreciation of the process benefits associated with foresight. Instead, the focus was solely upon the identification of priorities in as quick a time as possible.
This might have been due to their unfamiliarity with foresight, but was made perhaps difficult by a perceived situation where stakes were felt to be high (national research priorities were being determined)
In the case of FNR Foresight, these include the FNR itself, the MCHER, the research community and, to a lesser extent, the business community.
A word on impacts of foresight: first, there may be impacts from the process alone, which means they can conceivably appear before an exercise produces its findings;
second, distinction needs to be made between foresight outputs and impacts and it should be acknowledged that there is rarely a direct cause effect link between the two;
and are therefore difficult to measure and to attribute to foresight; finally, foresight findings are implemented rarely in a top down,
rational Downloaded by University of Bucharest at 05:09 03 december 2014 Foresight for science and technology priority setting in a small country 945 manner instead,
their implementation depends upon enrolment and mobilisation of advocaac coalitions around emergent agendas. This involves processes of persuasion and negotiation on the part of‘champions,
'as foresight results rarely‘speak for themselves'(Georghiou and Keenan 2006). 6. 1. Sense-making and the construction of political ownership As the main S&t policy body in Luxembourg,
we have seen that the MCHER played its part in shaping the scope of FNR Foresight.
executed by the FNR and remained, in name,‘FNR Foresight'.'In this way, the‘new'assessment can be viewed as a‘sense-making'process that conferred ownership of foresight results to the MCHER.
At the same time, the MCHER also came to understand that choices were now largely political in nature.
or the Foresight results, leaving the degree of ownership within the research institutions and themchersomewhat unclear for the moment.
and the questionable ownership by the relevant stakeholders. 6. 2. Impact on FNR One of the main objectives of the Foresight was to inform new FNR programmes
After the Government's agreement on the list of national priorities, this new strategy and the foresight results were then put together in a new approach:
a single framework programme reflecting the strategic positioning of the FNR, with the results of the Foresight providing thematic orientation.
the FNR launched a call for project proposals based on the Foresight results at the beginning of 2008. The FNR received the highest number of proposals (in absolute terms and in relation to the available budget) across all priorities.
foresight is more about evolution than revolution and shifts towards new areas understandably take time. Besides the identified priorities, the exercise in itself has produced associated process benefits for example,
Downloaded by University of Bucharest at 05:09 03 december 2014 Foresight for science and technology priority setting in a small country 947 6. 4. Impacts on the private sector It is unclear
Second, it is clear that a forward-looking process like foresight needs to be underpinned by sufficient and appropriate‘objectivised'data, e g. publication data, statistics on the national R&d environment, reports on the state of economy, environment or society
or whether the Downloaded by University of Bucharest at 05:09 03 december 2014 Foresight for science
Thus, conducting foresight in smaller countries is neither easier nor more difficult than in larger countries.
In the context of the FNR Foresight, it is clear that more time should have been devoted to setting its objectives and agenda.
and an acknowledgement that the FNR Foresight has contributed to this goal in no small part.
and implementation of foresight in small islands, using Jamaica and the Seychelles as pilot countries (see Wehrmeyer et al. 2004).
An exception was the Biomedical domain where the focus of the initial Foresight results lay largely on Public health, Regenerative Medicine and Translational Research and
FNR Foresight Baseline Report. Luxembourg: Fonds National de la Recherche (unpublished. FNR. 2007a. FNR Foresight Final Report.
National priorities for public research and other findings. Luxembourg: Fonds National de la Recherche. FNR. 2007b.
FNR Foresight Final Report. Thinking for the future today. Luxembourg: Fonds National de la Recherche.
Luxembourg Foresight a‘standard'exercise in a‘peculiar'setting? Paper presented at the Second FTA Conference, 28 29 september, Sevilla, Spain.
Scoping and planning foresight. In The handbook of technology foresight, eds. L. Georghiou, J. Cassingena. Harper, M. Keenan,
Downloaded by University of Bucharest at 05:09 03 december 2014 Foresight for science and technology priority setting in a small country 951 Meyer, M. 2008.
New technology Foresight, Forecasting and Assessment Methods, 13 14 may, Sevilla, Spain. Downloaded by University of Bucharest at 05:09 03 december 2014
experiences from the innovation policy foresight and strategy process of the City of Vienna K. Matthias Weber a, Klaus Kubeczko a, Alexander Kaufmann a & Barbara Grunewald a a Austrian Institute of technology, Department Foresight
experiences from the innovation policy foresight and strategy process of the City of Vienna, Technology analysis & Strategic management, 21:8, 953-969, DOI:
experiences from the innovation policy foresight and strategy process of the City of Vienna K. Matthiasweber*,Klaus Kubeczko, Alexander Kaufmann and Barbara Grunewald Austrian Institute of technology, Department Foresight and Policy development, Vienna
, Austria In 2006 the City ofvienna launched a foresight and strategy process to revisit its urban research and innovation policy.
The impact assessment is based on a framework that focuses on three key functions of foresight in relation to policy making:
objectives and results of the Viennese innovation policy foresight and strategy process and the different impact dimensions will be analysed
foresight; strategy process; innovation policy; policy impact 1. Introduction In 2006, the City of Vienna initiated a far-reaching and open strategy process on the orientation of its future research, technology and innovation (RTI) policy.
and its key characteristtics The concluding section will synthesise some of the most interesting insights that could be gained from the experience of the project. 2. Framework for the impact assessment of foresight processes1 2. 1. Changing insights into processes of innovation and policy making
participation, accountability, openness, effectiveness, coherence. 2. 2. Foresight in support of policy strategy formation The aforementioned shift in conceiving of policy-making processes is reflected in the evolving practices of foresight.
Examples are‘Adaptive foresight'(Eriksson andweber 2008) and‘Sustainability foresight'(Truffer, Voss, and Downloaded by University of Bucharest at 05:10 03 december 2014 956 K. M. Weber et al.
From this perspective, foresight can be interpreted as an integral element of networked and distributed policy making by providing three crucial functions (Da Costa et al. 2008;
it is now possible to summarise the potential policy impacts of foresight by drawing first of all on the three main functions of foresight in relation to policy-making processes,
second on the range of impacts that have been assigned to foresight in the corresponding literature, and third on the time lag,
which the experiences and impacts of the innovation policy foresight of the City of Vienna will be assessed,
technology and innovation options among players, creating debate Awareness of the systemic character of change processes Foresight skills are developed in a wider circle Dialogues in new combinations of experts and stakeholders and a shared understanding
Adoption of foresight contents in the research and teaching agenda of organisations as well as in various disciplinary matters Improved coherence of policies Cultural changes towards longer
These conditions, together with the pronounced consensus-orientation in policy making, provide the governance context in which the foresight
In this final phase, the role of the Municipal Department for EU Strategy and Economic development (MA 27) that was in charge of coordinating the entire foresight
it would go too far to speak of a broader diffusion of foresight skills as a result of the process.
In terms of the policy-facilitating function of foresight, a number of concrete and effective actions were taken
The foresight and strategy process also fulfilled policy facilitating functions, but mainly with respect to the activities internal to the city government and public administration, where the strateeg indeed serves as a major reference point.
Some longer-term impacts with respect to the counselling function of foresight can already be observed, for instance by the reference made to the strategy documents in new initiatives.
if this is seen as a first step only towards establishing a more strategic and open governance culture. 6. Conclusions The innovation policy foresight
To conclude, it is certainly true that the foresight and strategy process had a quite significant impact on guiding the future research and innovation policy in Vienna,
Klaus Kubeczko is Senior researcher at Austrian Institute of technology (AIT) in the Department of Foresight & Policy development.
Alexander Kaufmann is Senior researcher at Austrian Institute of technology (AIT) in the Department of Foresight & Policydevelopment.
Barbara Grunewald has been Research Associate at Austrian Institute of technology (AIT) in the Department of Foresight & Policy development since 2005.
and Weber (2006) and in particular the work on self-evaluation tools for foresight in the context of the Forsociety ERA NET (Forsociety 2007).
the eforesee Malta case study. International Journal of Foresight and Innovation policy 2, no. 1: 84 103.
In Proceedings of the Foresight Summit, Budapest, 27 29 september 2007. Kuhlmann, S. 2001. Management of innovation systems:
International Journal of Foresight and Innovation policy 1, nos. 1/2: 4 32. Truffer, B.,J.-P. Voss,
Lessons for sustainability foresight in German utility sectors. Technological forecasting & Social Change 75, no. 9: 1360 72.
Foresight and portfolio analysis as complementary elements in anticipatory policy-making. In Reflexive governance for sustainable development ed. J.-P. Voß, D. Bauknecht and R. Kemp.
More Information (in German) on the foresight and strategy process is available at: http://www. wiendenktzukunft. at www. wiendenktzukunft. at/downloads/strategie lang. pdf www. wiendenktzukunft. at/downloads/strategie kurz. pdf An English summary is available at:
http://www. tandfonline. com/loi/ctas20 Foresight and governance: how good can it get? The case of stakeholder image construction in a municipal vision project Stefanie Jenssen a a Centre for technology, innovation and culture (TIK), University of Oslo, Norway Published online:
Stefanie Jenssen (2009) Foresight and governance: how good can it get? The case of stakeholder image construction in a municipal vision project, Technology analysis & Strategic management, 21:8, 971-986, DOI:
8 november 2009,971 986 Foresight and governance: how good can it get? The case of stakeholder image construction in a municipal vision project Stefanie Jenssen*Centre for technology, innovation and culture (TIK), University of Oslo, Norway The article addresses the theme of foresight and equality in the area of stakeholder participation
in governance. Empirically, the case at hand illustrates the challenges posed by stakeholder participation based on the concept of‘Inclusive foresight'.
foresight; visioning; municipal planning; stakeholder participation Introduction Foresight is among the most widespread and accepted forms of organised future-oriented activities today. 1 As a widely applied method for dialogical future thinking,
foresight comes in many shapes and sizes. Discussions of foresight highlight the need for a trade-off between a workable commmo understanding of generic features and contingent national,
transnational and organisational issues. 2 Public sector institutions within health services, energy, transport or local government, acknowledge the increasing demand for democratic dialogue about the future with affected parties and interest groups.
There is an increasingly participatory dialogue about the future between organisattion and various social groups such as knowledge workers (including experts), stakeholders and users of public services.
In its ideal form, Foresight today integrates long-term planning,*Email: stefanie. jenssen@tik. uio. no ISSN 0953-7325 print/ISSN 1465-3990 online 2009 Taylor & francis DOI:
and strategic decisions. 3 In their seminal paper on‘Inclusive foresight'Loveridge and Street (2005) argue that the credibiilit of foresight is dependent on extending participation to social stakeholders, especially those not normally seeking participation themselves.
and how their participation in foresight can contribute to its success. It is not the aim of this paper to discuss
In regard to foresight Downloaded by University of Bucharest at 05:10 03 december 2014 Foresight and governance: how good can it get?
Visioning in the context of foresight How should visioning be understood in the context of foresight practises?
'The World Future Society, an international organisation propagating foresight, describes visioning as‘the process of creating a series of images
such as scenario planning. 4 In foresight literature visioning is part of a more complex process, involving not only the creation of a desired future picture,
Theoretical background This paper is inspired by three research areas addressing foresight as a sociopolitical phenomenon around the millennial turn.
Scholars of science and technology studies (STS) have called attention Downloaded by University of Bucharest at 05:10 03 december 2014 974 S. Jenssen to the specific qualities of foresight
'They emphasise that future negotiating processes have to be studied according to how they are performed instead of looking at them as mere problem-solving tools for more prudent strategic decision making. 6 The Sociology of expectations analyses foresight practises as structured around expectations and promises in technology,
They have studied foresight in the context of organisational identittie and the ways individuals fulfil identities
Building on these arguments Jenssen (2007) advocates a more cautious approach to the importance of foresight as a strateggi tool for policy
Thirdly, this discussion of stakeholder image construction in foresight is inspired by issues of reflexivity in social theory (Giddens 1991;
'Foresight is thus a coordinated response to uncertainty and risk. Giddens (1991,29) argues that the‘popularity of futurology in the system of high modernity is not an eccentric preoccupation...
'Foresight is thus an expression of the constant self-monitoring of social institutions, their ability to address present
Therefore we need a broader understanding of reflexivity Downloaded by University of Bucharest at 05:10 03 december 2014 Foresight and governance:
975 in foresight as containing both enabling and constraining features, a discussion that has been developed elsewhere. 8 Methodology The research on this particular visioning project in a Norwegian municipality is part of a Phd project studying different practises of foresight in the public sector. The researchwas conducted by applying‘multi-sited ethnography'(Marcus 1995,95 117).
Ethnographic research involves fieldwoork where‘observation, participation as well as structured/non-structured conversations and interviews are equally important sources of data'(Thygesen 2009,56, n7).
The process of the visioning project was defined also as being guided by Downloaded by University of Bucharest at 05:10 03 december 2014 Foresight and governance:
The municipal project leader ordered the ideas collected from the Downloaded by University of Bucharest at 05:10 03 december 2014 Foresight and governance:
from authority to authenticity This specific case of a municipal vision project is not about the involvement of authoritative experts in foresight.
and Street call the‘third question'of foresight (2005,38). They argue that foresight has for too long concentrated on
‘What is possible?''and‘What is feasible?''and should now be concerned with the question ‘What is desirable?'
Downloaded by University of Bucharest at 05:10 03 december 2014 Foresight and governance: how good can it get?
Conclusion Foresight belongs to the toolbox for achieving good and reflexive governance23 and thus strengthennin the participatory and future-oriented aspects of governing.
Foresight as well as governance is seen often as consisting of networking and process-oriented elements of governing rather than its antagonistic,
This paper is a contribution to the discussion about the relationship between foresight and the democratic challenges of good governance and long-term planning.
Stakeholder image construction is a political issue in foresight. In the case of Lundal's visioning project,
Innovation and Culture, University of Oslo, Norway and writing her Phd on values and uncertainty in foresight informing research policy priorities.
Notes 1. Foresight is a highly diverse activity which makes it difficult to give a comprehensive overview of different organisatioons networks,
schools and publications that discuss foresight as practice and as a‘school of thought'(Van Notten 2005,5).
2008,12) foresight differs from other forms of future orientation only in two respects: It is not only forecasting (let alone prediction),
Foresight practitioner and theorist Ron Johnston (2008,18) asserts:‘‘Most OECD member Downloaded by University of Bucharest at 05:10 03 december 2014 Foresight and governance:
how good can it get? 983 countries (i e. the advanced industrial nations), almost all European countries,
3. About the relationship between foresight and decision making see Brown et al. 1999), Ringland (2002), Brown, Rappert, andwebster (2000), Böhle (2003), Genus (2006), Georghiou (2001), Johnston (2001), Berkhout and Hertin (2002.
In this respect, foresight practises and guidance literature interact with research areas of science and technology studies (STS), especially regarding insights about the relationships between‘given facts and future values'.
If foresight is meant to enable governance in the sense of‘steering'rather than‘governing'then power-related aspects of foresight have to be addressed more specifically
Loveridge (2008,135) addresses one of the persisting dynamics in foresight which is the narrowness in both participation and focus of institutional foresight programmes:‘
Foresight futures scenarios: developing and applying a participative strategic planning tool. Greener Management International 37:37 52. Böhle, K. 2003.
Onkey issues of foresight: participation, prioritisation, implementation, impact. Technikfolgenabschätzung 12, no. 2: 32 8. Bood, R. 2002.
Organising the present's futures towards an evaluation of foresight, knowledge flows and the coordination of innovation. http://www. iesam. csic. es/proyecto/formwp1. pdf (accessed September 2009).
Towards a research agenda for environment, learning and foresight. Paper presented at 3rd Strathclyde international conference on organisational foresight, 16 18 august 2007, University of Strathclyde Graduate school of Business, Glasgow, UK.
Cañellas-Boltà, S, . and R. Strand. 2006. Reflexivity and modesty in the application of complexity theory.
Development and perspectives of foresight in Germany. Technikfolgenabschätzung 12, no. 2: 20 8. Cuhls, K,
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Third generation foresight: Integrating the socioeconomic dimension. Paper presennte at the proceedings of international conference on Technology foresight the approach to and potential for new technology foresight.
National Institute of Science and Technology policy, Japan. www. nistep. go. jp/achiev/ftx/eng/mat077e/html/mat0771e. html (accessed September 2009.
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studying the influence of organisers in public foresight. International Journal of Foresight and Innovation policy 3, no. 4: 403 19.
Jenssen, S. Forthcoming. Municipal visions: reflexive futures between paradigm and practice. Futures the journal of policy, planning and futures studies.
Foresight refining the process. International Journal of Technology management 21, no. 7/8: 711 25. Johnston, R. 2002.
the role of foresight in the selection of research policy priorities, 13 14 may 2002, Institute for Prospective Technological Studies (IPTS), Seville, Spain.
Foresight Methodoloogie 45 59. UNIDO. http://www. tc. cz/dokums publikace/tf-course-textbook-unido 1085 11. pdf (accessed September 2009.
Sustainability foresight: reflexive governance in the transformation of utility systems. In Reflexive governance for sustainable development, ed. J-P. Voß, D. Bauknecht and R. Kemp, 162 88.
Foresight: the art and science of anticipating the future. Newyork: Routledge. Loveridge, D, . and P. Street. 2005.
Foresight 7, no. 3: 31 47. Lynch, M. 2000. Against reflexivity as an academic virtue and source of privileged knowledge.
Foresight in science and technology policy co-ordination. Futures 31, no. 6: 527 45. Rask, M. 2008.
Foresight balancing between increasing variety and productive convergence. Technological forecasting and Social Change 75, no. 8: 1157 75.
Foresight or foreseeing? A social action explanation of complex collective knowing. In Managing the future: foresight in the knowledge economy, ed. H. Tsoukas,
and J. Shepherd, 77 97. Oxford: Blackwell Publishing. Shipley, R. 2002. Visioning in planning: is the practice based on sound theory.
creating social foresight. London: Routledge Farmer. Stoker, G. 1998. Governance as theory: five propositions. International Social science Journal 50, no. 155: 17 28.
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http://www. tandfonline. com/loi/ctas20 Axes of balance in foresight reflections from Finnsight 2015 Ahti Salo a, Ville Brummer a & Totti Könnölä b a Systems analysis Laboratory
Ahti Salo, Ville Brummer & Totti Könnölä (2009) Axes of balance in foresight reflections from Finnsight 2015, Technology analysis & Strategic management, 21:8, 987-1001, DOI:
8 november 2009,987 1001 Axes of balance in foresight reflections from Finnsight 20151 Ahti Saloa*,Ville Brummera and Totti Könnöläb asystems Analysis Laboratory, Helsinki University
foster collaboration between these funding agencies and promote foresight and innovation activities at large. Towards these objectives Finnsight 2015 engaged 10 expert panels
what policy developments have taken place after to the publication of foresight results, in the belief that our analysis may be instructive for the planning of large-scale foresight exercises that need to serve high-level policy objectives subject to demanding time constraints and expectations.
foresight; research and innovation policy; innovation studies; group decision support 1. Introduction As an instrument of strategic policy intelligence (Smits and Kuhlmann 2004), foresight must often serve multiple objectives that are shaped by its policy context.
Typically, these objectives include attempts (1) to prepare priorities in the research and innovation (R&i) system,
Finland has had an active and varied foresight scene, characterised by numerous activities that have been initiated by several key actors of the R&i system (see, e g.
For examplle the Ministry of Trade and Industry has facilitated a so-called Foresight Forum (Könnölä, Brummer, and Salo 2007;
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and the establishment of selective decision processes based on foresight. Furthermore, this decision obliged the Academy of Finland2
and that the foresight deliberations would be carried out by expert panels, although neither the number of panels nor their thematic positioning were specified at this stage.
and the project manager of Finnsight. 3. 2. Foresight panels and phases of the foresight process The delineation of foresight panels was an iterative process where the Core group explored some alternative rationales for choosing panel titles, even in view of international experiences,
and developed a tentative proposal that was debated by the Steering Group. After extensive discussions, the Steering Group chose to establish the following panels:(
it was imperative to achieve a proper balance in addressing the Downloaded by University of Bucharest at 05:11 03 december 2014 Axes of balance in foresight 991 intertwined components of research (of key concern to the Academy of Finland and innovation
Downloaded by University of Bucharest at 05:11 03 december 2014 Axes of balance in foresight 993 In the first panel meetings
c) Foresight outputs and their dissemination The responsibility for synthesising the panel reports was assigned to the panel chairmen.
and those policy makers who would not have the opportunity to read the full Downloaded by University of Bucharest at 05:11 03 december 2014 Axes of balance in foresight 995 Table 1. Examples of focal areas of competences identified by the panels.
d) Subsequent policy developments Because foresight is a highly systemic instrument with close linkages to other policy processes that contribute to the development of the R&i system,
it is not straightforward to assess to what extent subsequent policy developments may have been influenced by foresight recommendations (cf.
Such developments often build on various processes of sense-making and negotiation that draw upon on foresight conclusions.
The objectives of this process whose Downloaded by University of Bucharest at 05:11 03 december 2014 Axes of balance in foresight 997 results were published in June 2008
As instruments of strategic policy intelligence (Smits and Kuhlmann 2004), foresight exerciise such as Finnsight must respond to implicit
We therefore reflect on Finnsight along four design attributes (see also Könnölä et al. 2009) that are concerned with (1) instrumental vs informative use of foresight results;(
and (4) fixed vs autonomous management of the process. 4. 1. Instrumental vs informative use of foresight results In terms of alternative modes of harnessing foresight conclusions,
instrumental use of foresight refers to the development and deployment of results for specific and foreseen decision-making situations,
because the foresight results characterised focal competence areas that would plausibly merit explicit attention in strategy implementation.
the broader processes of using foresight results were not part of Finnsight which was framed emphatically as a foresight project that would produce informational results,
In contrast, autonomous management refers to more openennde processes that are intermediated by the foresight co-ordinators (cf. the Core group in Finnsight) who facilitate relatively autonomous participant-led activities in the work of expert panels or other approaches (Salo
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Foresight in science: picking the winners. London: Dover. Kaivo-oja, J.,J. Marttinen, and J. Varelius. 2002.
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Diversity in foresight: insights from the fostering of innovation ideas. Technological forecasting and Social Change 74, no. 5: 608 26.
Research foresight: priority-setting in science. London: Pinter. Rask, M. 2008. Foresight balancing between increasing variety and productive convergence.
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