They ranged over linking evolutionary theory with foresight to provide F. Scapolo/Technological forecasting & Social Change 72 (2005) 1059 1063 1061 new ways of framing studies, applying the concepts underlying marketing tools based on human behaviour to foresight design,
new brainstorming methods, experience curves, applying foresight to the concept of continuous social transformation with responsibility,
voluntary negotiated agreements in major policy areas giving rise to foresight and a revisit to roadmapping and TA and the role and management of experts.
In the discussion it was pointed out that the increasing complexity of the strategic approaches called for a more complex form of foresight.
It was suggested that maybe technology foresight could learn something from the past 20 30 years in socioeconomic study of science and technology,
accepted 1 february 2008 Abstract Adaptive foresight has been developed at the crossroads of foresight and adaptive strategic planning. Innovation is seen as increasingly complex, interdependent and uncertain and therefore in need of broad and multidiscipplinar exploration and participation.
Foresight; Technology foresight; Adaptive planning; Real options; Scenario planning; Neo-Schumpeterian economics; Evolutionary economics; Social studies of technology; Policy strategy Available online at www. sciencedirect. com Technological forecasting & Social Change 75 (2008) 462 482 Corresponding author.
This anecdote suggests that foresight can and does have an impact on decision-making, and that a main criterion of effectiveness is that it should lead to a reconsideration
The foresight tradition that has become quite prominent particularly in public policy takes into account the interactive character of innovation
However, although the dominant model of foresight pursues a more modest level of aspiration than forecasting,
while the collective dimension of foresight is important, 463 E. A. Eriksson, K. M. Weber/Technological forecasting & Social Change 75 (2008) 462 482 there is a need to move a step beyond collective processes
if foresight is to have a real impact. In this paper we suggest an approach to forward-looking decision support that addresses the aforementioned shortcomings of conventional foresight.
Under the headline of Adaptive foresight (AF) it combines elements from the foresight and adaptive planning traditions.
It stresses that foresight needs to go beyond the level of a collective process and be brought down to the level of individual actors'strategies.
In the case of foresight, we primarily discuss the shortcomings of current practices that motivate AF.
The foresight tradition has embraced some of these insights. In particular, it has stressed the role of interaction
say, on what RTD projects to fund and which not to fund. 2. 1. Foresight recent developments,
achievements and deficits In the light of insights from research on innovation and technological change, much foresight thinking and practice have struck us as somewhat over-simplistic and in particular over-optimistic in its hopes, e g. with respect to the ability to mobilise innovation system stakeholders to act
We, therefore, see adaptive planning as a way to overcome this lack of realism in much foresight work
forward-looking approaches under the headline of‘foresight'have acquired a prominent role as policy support tools. Foresight has become particularly important in science and technology policy 3, 4,
but also in relation to sustainability and other long-term, uncertainty-ridden policy issues. There are several types of foresight approaches and methodologies,
For instance, the distinction between exploratory and normative types of foresight is quite a common descriptor, as is the degree of participation,
Over the past few years, a number of general trends in foresight practices can be observed that reflect what could be regarded the mainstream of foresight.
As a second important trend, foresight has become an increasingly participatory activity. Initially, foresight activities were mainly based on S&texpert opinion,
but in line with the broadening of the scope of foresight, the notion of expert has undergone a redefinition.
In some cases (e g. the UK Foresight Mark I) the influence seems to have been quite important
because priority-setting in RTD policy was directly 3 We here have in mind the UK foresight tradition as begun by Martin and Irvine 7. Today, of course,
and other countries are subsumed often under the‘foresight'heading. For our purposes, however, the distinction between foresight and forecasting is useful. 4 See, for instance,
the pioneering work by Best and collaborators 11.5 Obviously, there are also certain types of foresight exercises that have a less pro-active intention by concentrating on the identification of future challenges
and issues only rather than aiming at solutions. 6 See in particular the experiences made in the UK especially the most recent evaluation of the UK Foresight 12,
Foresight, as it is practiced today, thus shows a number of shortcomings with respect to its impact on decision-making that can be summarised by the following three points:
The benefits of the shaping power on processes, now emphasised by adherents of foresight, are not only difficult to observe
At the same time, foresight is required increasingly to deliver coherent and coordinated support to the formulation of strategic agendas for action
Especially in policy circles, a more direct and sometimes even operational benefit is asked from foresight than serving as a shaper of mindsets
A third main shortcoming of foresight relates to the impressionistic nature of many foresight exercises, where workshops and expert panels are taken as the main source of information for constructing scenarios.
and their contributions to be positioned in a comprehensive framework. 7 A fact-based foundation is thus as crucial for the credibility of foresight as a critical assessment of the sources of knowledge.
Therefore, a consolidated integration of analytical and exploratory scientific methods (e g. system analysis and modelling) on the one hand and of participatory processes and interactions with experts and stakeholders on the other would help enhance the scientific credibility of foresight results. 7‘Environmental scanning'along the lines
if too harsh requirements to build on well established scientific results are imposed on foresight At the stage of impressionist knowledge,
Combining insights on limitations to foresight (used here as an everyday term) and control, and the choice to at least theoretically rely on one-stage decision-making,
predecessors, principles and processes 3. 1. Early attempts of bringing together foresight and adaptive planning The preceding section outlined the conceptual foundations of Adaptive foresight.
the first two projects designed according to an embryonic version of the AF approach were ICTRANS16 and the Nordic Hydrogen Energy Foresight. 17 Also the priority-setting approach of the EU-project FISTERA adopted elements
and closed process elements in order to bring foresight fully to bear on decision-making. 3. 2. Principles and process of Adaptive foresight Adaptive in Adaptive foresight can be understood usefully in at least three different ways:
Adaptive with respect to the need for making foresight an iterative monitoring and learning process to adjust visions
a project funded by the DG JRC-IPTS and conducted by the ESTO network in 2002/2003 34.17 For the Nordic Hydrogen Energy Foresight,
see Andersen et al. 35.18 FISTERA Foresight on Information society Technologies in the European research area was funded by the European commission between 2002
For the sake of bringing foresight to bear on policy-making we argue that it is necessary to set up policy-preparing exercises that are of a rather closed nature as a complementary element to public and participatory foresight exercises.
These internal processes need equally the support of foresight specialists and should thus be considered more explicitly by the corresponding communities.
p. 187.28 Available on www. ovalmap. com. 29 A dozen tokens of each colour to place freely among clusters is often a practical number. 30 See for instance the experience made in the context of the project FISTERA (Foresight
see footnotes 14 21.478 E. A. Eriksson, K. M. Weber/Technological forecasting & Social Change 75 (2008) 462 482 years of experience with foresight, adaptive planning
So far, thinking in terms of real options in the context of foresight is still in an early stage of development.
Principios y Visión General por Países (A panorama of foresight in Europe. Principles and general vision by countries), Econ.
Current Trends, the State of Play and Perspectives, Research report, IPTS/ESTO, Sevilla, 2002.6 M. Keenan, D. Abbott, F. Scapolo, M. Zappacosta, Mapping foresight
the EUROFORE pilot project, Final Report, ESTO/IPTS, Sevilla, 2003.7 B. R. Martin, J. Irvine, Research Foresight:
Malmer, B. Mölleryd, Foresight in Nordic innovation systems. Report for Nordic Innovation Centre, Oslo, 2007.11 G. Best, G. Parston, J. Rosenhead, Robustness in practice:
for environmental scanning, foresight, J. Futures Stud. Strateg. Think. Pol. 1 (5)( 1999) 441 451.16 J. Voros, Reframing environmental scanning:
an integral approach, foresight, J. Futures Stud. Strateg. Think. Pol. 3 (6)( 2001) 533 551.17 J. Gavigan, F. Scapolo, M. Keenan,
Research and Energy in Swedish Politics, Akademilitteratur, Stockholm, 1984.28 K. M. Weber, Foresight and portfolio analysis as complementary elements in anticipatory policy-making, in:
I. Miles, Foresight on Information society Technologies in the European research area (FISTERA), Key Findings, IPTS, Sevilla, 2006.37 M. Weber, R. Hoogma, B. Lane, J. Schot, Experimenting with Sustainable
Foresight within ERA NETS: Experiences from the preparation of an international research program Ville Brummer a, 1, Totti Könnölä b, 2, Ahti Salo a a Systems analysis Laboratory, Helsinki University of Technology, P o box
Foresight; European research area; Innovation policy; Networking; Robust Portfolio Modeling Available online at www. sciencedirect. com Technological forecasting & Social Change 75 (2008) 483 495 Corresponding author.
Particular attention is given to the development of a foresight design that responds to scalability requirements (e g.,
and the management of multiple interfaces present in European-wide innovation policy coordination. 2. Foresight within ERA NETS The ERA NET scheme3 seeks to strengthen the coordination
Indeed, despite the strong track-record of national foresights in many European countries, not much work has been done to clarify how foresight elements should be combined to enhance the coordination tools that are crucial to the establishment of the European research area.
foresight in the risk society, Technovation 19 (6 7)( 1999) 413 421.2 T. Jewell, International foresight's contribution to globalisation, Foresight The Journal of Futures studies, Strategic thinking and Policy
5 (2)( 2003) 46 53.3 T. Könnölä, A. Salo, V. Brummer, Foresight for European coordination:
/9 T. Könnölä, V. Brummer, A. Salo, Diversity in foresight: insights from the fostering of innovation ideas, Technol.
J. Econ. 19 (1)( 1995) 25 46.15 R. Smits, S. Kuhlmann, The rise of systemic instruments in innovation policy, Int. J. Foresight Innov.
reflections from the Finnish food and drink industry, Int. J. Foresight Innov. Policy 1 (1)( 2004) 70 88.18 J.,Liesiö, P.,Mild, A.,Salo, Robust Portfolio Modeling with incomplete cost information and project interdependencies, Eur.
2005) is Researcher and doctoral student at the Systems analysis Laboratory of Helsinki University of Technology, with research interests in foresight, decision support systems and strategic decision making.
International Journal of Foresight and Innovation policy. Ahti Salo (M. Sc. 1987, D. Tech. 1992) is Professor at the Systems analysis Laboratory with research interests in decision analysis, decision support systems, technology foresight, and risk management.
He has been in charge of a wide range of foresight and evaluation activities, including the joint foresight project Finnsight 2015 of the Academy of Finland and the National Funding Agency for Technology and Innovation (Tekes),
Foresight; Regulation; Standards; Indicators; Delphi survey 1. Introduction 1. 1. Background In the last few years, the issue of regulatory impact assessment (RIA) has become very attractive, in particular among European policy-makers.
The majority of experts consider foresight essentially as a collective and consultative process, with the process itself being equally or even more important than the outcome.
Foresight is different from prognosis or prediction. Implicitly it means taking an active role in shaping the future.
As a possible result, our prognosis of today may be falsified in the future because of a new orientation resulting from foresight.
A new understanding of foresight gaining acceptance in the 1990s starting with Irvine and Martin 17 made clear that a targeted shaping of future developments is limited strictly
matching policy instruments and methodologies Innovation surveys Econometric models Control group approaches Cost benefit analysis Expert panels/peer review Field/case studies Network analysis Foresight/Technology assessment
The Delphi methodology belongs to the subjective and intuitive methods of foresight. Issues are assessed, on which only uncertain and incomplete knowledge exists.
9 B. R. Martin, Foresight in science and technology, Technol. Anal. Strateg. Manag. 7 (2)( 1995) 139 168.10 K. Blind, K. Cuhls, H. Grupp, Current foresight activities in Central europe, Technol.
The Delphi method, Rand Corporation, Santa monica, 1967.17 J. Irvine, B. R. Martin, Foresight in Science, Picking the Winners, London, Dover, 1984.18 P. Swann:
Many networks and platforms have dedicated working groups or programmes on foresight, strategic planning and anticipation of societal and ethical hurdles to innovation based on emerging technologies.
which can be produced in evaluation, foresight, or TA projects and comparative studies of national and regional innovation systems etc.
New technology Foresight, Forecasting & Assessment Methods, Seville, May 2004, pp. 13 14.28 T. Fleischer, M. Decker,
New technology Foresight, Forecasting & Assessment Methods, Seville, May 2004, pp. 13 14.29 S. Kuhlmann, et al.
'The paper is based primarily on research carried out during the preparation of a Phd thesis entitled Assessing the contribution of Foresight to a more participatory knowledge society.
Actors'alignment 1. Introduction The present article presents results to date2 from research leading towards the production of a Phd thesis entitled Assessing the contribution of Foresight to a more participatory knowledge society.
which foresight can affect in both anticipated and unanticipated ways. As a starting point, a conceptual framework is presented which outlines the major characteristics of emerging knowledge societies.
In such amodel, foresight has to be seen as a systemcomprised of a number of basic elements, namely actors, objectives, processes, inputs and outputs.
a‘logic model'approach is used also to provide checklists of the foresight inputs and activities likely to lead to the attainment of both lower and higher level system goals,
6 is shown by the lines connecting the factors. 3. Contribution of foresight to the emerging knowledge societies The above conceptual framework facilitates the identification of areas where foresight impacts may contribute to the strengthening
Foresight is referred increasingly to as such a process, with‘hidden'or often overlooked benefits relating to learning at the level of individuals, organisations and communities.
Foresight is one such method since it deals with uncertainty by requiring the development of alternative Fig. 1. Conceptual framework for the emerging‘knowledge societies':
foresight also facilitates the adoption of a holistic approach in terms of identifying possible impacts within and among different scenarios.
Foresight also acknowledges that knowledge is constructed‘socially'.'8 By bringing together all interested parties it facilitates knowledge diffusion and production among diverse groups with different backgrounds.
Foresight can have an impact on the ways in which policy-making deals with uncertainty and lack of knowledge by promoting more participatory governance.
Foresight also encourages the emergence of the new types of affiliations and alliances needed within a knowledge society by engaging actors with different backgrounds,
foresight can help break down some of the barriers between science and society both crucial developments if the emerging knowledge societies are to cope with social, environmental and intellectual complexity.
Foresight can thus nurture the development of multidiscipllinarit in research as well facilitate the creation of informed publics.
it is more relevant to ask whether particular impacts in line with the generic Table 1 Grouping of foresight reported objectives and impacts a under‘intermediate'and‘lower level'goals Reported foresight programme objectives Reported
and impacts of foresight programmes11 identified four main groups of factors: Institutional structures and settings (including the configuration of actors
Moreover, the strength of a foresight culture and capability was increased further and a‘reservoir'of knowledge was created
the evaluation revealed that institutional settings and attitudes within public institutions strongly affected expectations and the uptake of foresight results.
Changing political circumstances and the turnover of senior foresight managers or members of foresight directorates were mentioned also as factors adversely affecting the positioning of foresight in the policymakkin arena.
The evaluation of the second round of the Swedish Technology foresight initiative 6 found that indirect effects on foresight capabilities were marked more than the anticipated impacts of foresight results on policy-making.
and audiences if foresight is to affect policymakking 549 E. Amanatidou, K. Guy/Technological forecasting & Social Change 75 (2008) 539 557 The evaluation was critical of the intervention logic,
The evaluation suggested that foresight might need to be done in parallel at different levels with different customers.
if foresight is to affect policy. The Swedish foresight initiative also demonstrated that the timing of an initiative has a critical influence on its ability to affect policy.
The evaluation also highlighted the fact that broader environmental factors can influence the success of a foresight exercise.
The Maltese case is also a good example of the high returns on investment associated with foresight training.
but also helped embed a wider and deeper foresight culture and offered an example to other countries embarking up the foresight learning curve.
Based on the above findings, detail can be added to the two previous figures via the addition of elaborated sets of governing factors and design principles and criteria.
the above discussion can shed some light firstly on the criteria/principles that should govern the elements of a Foresight (internal) System,
As regards the Foresight (internal) System, the actors can and should be characterised by interinstittutiona communication and collaboration, mutual interests and low dependence.
that play a role in the degree to which foresight promotes effective networking. Referring to the innovation system,
The examination of foresight process impacts within a conceptual framework characterising participatory‘knowledge societies'provides indications that foresight can contribute to the emergence of such societies in terms of:
The development of a common impact assessment model requires a clear understanding of the way foresight influences specific impact areas.
Evidence from three foresight cases (UK, Sweden, and Malta) indicates that it is possible to identify internal criteria
and a series of interviews with foresight specialists to complete the development of the model describing the dynamics of foresight exercises in different contexts.
Foresight as a Tool for the Management of Knowledge Flows and Innovation (FORMAKIN), Final report under the TSER Programme Stage II, 2001.5 H. Cameron, L. Georghiou, M. Keenan,
I. Miles, O. Saritas, Evaluation of the United kingdom Foresight programme, Final Report, 2005.6 E. Arnold, S. Faugert, A. Eriksson, V. Charlet, From foresight to consensus?
An Evaluation of the Second Round of Swedish Technology foresight, Teknisk Framsyn, 2002 2004,2005. 7 J. Cassingena Harper, L. Georghiou, The targeted and unforeseen impacts of foresight on innovation policy:
the eforesee Malta case study, International Journal of Foresight and Innovation policy 2 (1)( 2005) 84 103.8 L. Georghiou, M. Keenan, Evaluation of national foresight activities:
New technology Foresight, Forecasting & Assessment Methods, Seville, May 13 14 2004.10 A. Havas, Terminology and Methodology for Benchmarking Foresight programmes,
New technology Foresight, Forecasting & Assessment Methods, Seville, May 13 14 2004.16 Technology Futures analysis Methods Working group, Technology Futures analysis:
New technology Foresight, Forecasting & Assessment Methods, Seville, May 13 14 2004.17 M. Ladikas, M. Decker, Assessing the Impact of future-Oriented Technology assessment, Paper 1 in proceedings EU
New technology Foresight, Forecasting & Assessment Methods, Seville, May 13 14 2004.18 Technopolis, et al. Using Logic models, The results of a study exploring how logic models can be used to develop a methodological framework for the high-quality assessment of IST-RTD effects at the Strategic Objective level, Commission Contract No 29000,2006. 19 W. W. Powell, in:
Research interests include the areas of research evaluation and impact assessment, foresight, national innovation systems and policies, scientific advice for policy-making and risk governance.
it is a proposal to apply the foresight toolkit in this field by following a new approach.
initiating pilot foresight (prospective) projects; etc. The national 579 A. Havas/Technological forecasting & Social Change 75 (2008) 558 582 governments, international organisations and associations of universities can provide methodological and financial support for these initiatives.
Foresight is among these techniques, and it offers additional advantages, too, and thus it is recommended to use this particular approach to underpin strategies for universities.
By definition, foresight is a participatory process and thus the accumulated knowledge and experience, as well as distinct viewpoints and approaches of the major stakeholders involved in these strategic dialogues,
M. Thorne, ed.,Foresight, OST, DTI, London, 1999.38 EC, Third European Report on Science & Technology indicators 2003:
in the future, Foresight, OST, London, 1999.41 B. Alesi, S. Bürger, B. Kehm, U. Teichler, Bachelor and Master Courses in Selected Countries Compared with Germany, Federal Ministry
as well as on foresight and prospective analyses, been a member of several EU expert groups on foresight,
FTA provides a common umbrella for the foresight, forecasting and technology assessment communities. These closely related communities play an important role in guiding policy
They argue that foresight allows addressing trade-offs related to context uncertainties, value conflicts and sustainability deficits in a structured way.
and foresight capacity that utilizes the strengths of and interplay between FTA and RA approaches is considered a necessity at VTT Technical research Centre of Finland for being truly innovative
This well designed process breaks new ground in being concerned explicitly with enabling foresight as a sustainability asset for Germany's status as a R&d-innovation leader with specific elements also aimed at four innovative targets:
As well, the interplay between foresight and policy is defined further and elaborated, wherein foresight engages policy-making on six levels (informing;
facilitating implementation; embedding participation; supporting new policy definitions; reconfiguring policy structures and as a dynamic process, symbolizing policy evolution-change.
In many respects the BMBF foresight demonstrates how in practice many of the new approaches are actively engaging a changing view of policy for the knowledge economy.
examines how vitally important the foresight objective of inclusiveness in the embracement of diverse stakeholders is for the credibility of an innovation process.
they develop the case for ensuring that foresight offers a democratic rather than just a technocratic input to the future and to the policy processes
In their paradigm a systemic one foresight is a critical way for institutions to examine
Foresight and Innovation strategy, Defence R&d Canada, and Chair of the Foresight Synergy Network of Canada.
Prior to joining DRDC, he was Director of S&t Foresight for the Office of the National science Advisor to the Prime minister of Canada and Leader of the Office of Technology foresight for the National research council of Canada.
He holds a MSC from Cornell University in Design and Environmental Analysis, and has over 30years of federal government service in Canada.
The present paper argues that foresight informed strategic planning, allows addressing trade-offs related to context uncertainties,
Regional foresight Strategic planning Participation Infrastructure 1. Infrastructure planning and foresight In OECD countries, most infrastructure sectors such as electricity supply, water supply and sanitation were constructed over the 20th century by implementing a narrow
& Social Change Foresight has its strengths in addressing broad ranges of future conditions by adopting participatory and discursive approaches.
technology and innovation policy 6. Foresight is however much less well developed in strategic planning contexts as it often misses the link between analyzing uncertainties to assessing options
we will propose a foresight based approach that allows for considering a maximum range of uncertainties.
A similar approach has been presented by Dominguez et al. 2. They utilize infrastructure foresight to identify technological and organizational capability deficits.
The final section gives an outlook on further application domains for foresight and strategic planning in infrastructure sectors. 2. Breaking up path dependencies in strategic infrastructure planning 2. 1. Characteristics of infrastructure sectors Infrastructures represent a specific challenge to strategic planning methods.
a more elaborate and open approach to strategic planning seems very timely. 2. 2. Foresight supporting infrastructure planning Foresight methods have been developed over the past decades to explicitly address substantial uncertainties in technology development.
Following a widely shared definition, foresight aims at improving future-oriented decision making through the early detection and assessment of emerging trends and drivers of change 18.
In line with this shift of attention, foresight was conceived mainly as an informing policy task until the 1970s,
More specifically, foresight related thinking was applied to three key elements of decision processes: context conditions, options and value considerations.
Whereas foresight has often been run in participatory settings in the past, an explicit consideration of differing value perspectives is more recent.
Here, foresight is geared towards‘exploration'of longer term strategies in innovation management 31. Mannermaa 22 emphasizes its role for increasing the scope of strategic alternatives
Cagnin and Keenan 19 dub this type of approach as mode 2 foresight that allows the consideration of fundamental changes in paradigms
Mode 2 foresight is about questioning the existing system, initiating disruption, undermining existing world views, and raising the spectre of the incredible 19,
Foresight and scenario planning have been applied to infrastructure sectors in different forms. As a benchmark, we will briefly review typical applications in the field of transportation as this represents the most widely addressed empirical application case.
Framing a strong exploratory approach to strategic planning Based on these experiences, we may now frame the problem of informing strategic infrastructure planning by foresight as follows:
Foresight, according to this understanding, is not planning itself, but is rather an important first step in an overall strategic planning process (Coates 1985 cited in 25).
if foresight is to have a real impact. We take this proposition as a strong invitation to explicitly specify the organizational and procedural interfaces between the exploratory phase in a strategic planning process
At the end of the process, the results are transmitted to the decision makers who then decide about specific strategies. 3. 1. 2. Foresight generation Phase in the generation phase, the exploration of context uncertainties,
Furthermore, RIF offers an approach to explore disruptive alternatives in the mode 2 foresight concept.
I. Miles, M. Butter, G. Sainz, Global Foresight outlook 2007, Mapping Foresight in Europe and the rest of the World, EFMN, Manchester, 2007.7 E. A. Eriksson, K
)( 2006) 1389 1396.18 I. Miles, J. Cassingena Harper, L. Georghiou, M. Keenan, R. Popper, The many faces of foresight, in:
, J. Hertin, Foresight futures scenarios, Developing and Applying a Participative Strategic planning Tool, Greener Management International (37 Special issue on Foresighting for Development), 2002, pp. 37 52.27 G
Anal. 8 (1999) 311 321.28 M. P. e Cunha, P. Palma, N. G. da Costa, Fear of foresight:
lessons from sustainability foresight in German utility sectors, Technol. Forecast. Soc. Change 75 (9)( 2008) 1360 1372.31 A w. Müller, Strategic foresight Prozesse strategischer Trend-und Zukunftsforschung in Unternehmen, Universität Zürich, Zürich, Druckerei Zentrum, 2008.32
Strategic intelligence for an Innovative economy, Springer, Heidelberg, 2008.33 R. Barré, M. Keenan, Revisiting foresight rationales: what lessons from the social sciences and humanities?
Future-oriented technology analysis Strategic intelligence for an Innovative economy, Springer, Berlin, 2008.34 D. Loveridge, P. Street, Inclusive foresight, Foresight 7 (3)( 2005) 31 47.35 H. A. Linstone, Multiple perspectives:
An Investigation into the Long-term challenges and Opportunities for the UK's Strategic Highway Network, Highway Agency for England, London, 2003.42 Office of Science and Technology, Intelligent Infrastructure Futures, Foresight Directorate
in transdisziplinären Projekten, GAIA 1 (2007) 41 45.56 R. Barré, S&t Foresight as a Collective Learning process In view of Strategic decision making:
Foresight 10 (6)( 2008) 62 89.59 M. Rask, Foresight balancing between increasing variety and productive convergence, Technol.
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