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probably the most challenging and innovative for policy makers and FTA PROCESS designers is Scott Cunningham's Analysis for Radical innovation.
and FTA PROCESS seeking common ground There are constitutive similarities between risk assessment and FTA PROCESSES. Both processes start with the scope definition/pre foresight phases,
The generation phase or the prognosis phase of the FTA PROCESS resembles the hazard/risk identification phase in risk assessment
The last phase of the FTA PROCESS namely the renewal phase is also present in the risk assessment process
/Technological forecasting & Social Change 76 (2009) 1163 1176 than the FTA PROCESS. In turn, there is a shift towards a more contingent approach also in risk assessment as is in FTA APPROACH.
and users of, the FTA PROCESS; posits can be organised in relation to, and compared with, others (including posits developed in other exercises),
They may be employed in later stages of a wider FTA PROCESS, which this activity is embedded in, in later FTA ACTIVITIES,
or influential members from key organisations, engaged in the FTA PROCESS means that they can develop a much deeper understanding of the process itself,
and in designing the FTA PROCESS it may be effective to appoint very senior members of key organisations to steering or advisory committees,
Design of the FTA PROCESS also depends on its specific objectives: FTA PROCESSES striving for consensus differ from those welcoming diverse views on future developments;
Furthermore, adaptation to new opportunities and needs might be needed during the FTA PROCESS 14,15 A. Eerola,
and that are generated during the FTA PROCESS. Several influential approaches to KM and organisational learning have emerged in recent years
When the FTA PROCESS involves a wide range of key actors in the case of the Nordic H2 energy foresight coming from several countries there are special challenges confronted in shared knowledge creation (even in agreeing upon which of Bell'sposits''to explore
thus happening at the same time as the FTA PROCESS proceeded to the next circles of the externalisation and combination phases.
and quantitative approaches at all stages of the FTA PROCESS. In this case results of qualitative and quantitative techniques feed into each other at several stages of the process
In particular, from the start of an FTA PROCESS, it is necessary to clarify the definition of terms used and the basic set of assumptions, on which the exercise (in its quantitative and qualitative components) rests.
thus also decreasing the risk of stakeholders dominating the FTA PROCESS. 14 The importance of this in the context of this paper lies in keeping a balance in participation of stakeholders
By evaluating six Dutch Foresight exercises from the point of view of policy makers asusers''of foresight studies they highlight the importance of taking into account differences between the national and local level when designing an FTA PROCESS.
'and hence not their responsibility, should now be recognised as an integral part of the FTA PROCESS. Apart from these general recommendations, individuua papers presented at the conference proposed a wide variety of methodological approaches that could improve policy impact.
and allowed the methods to be used in the next stage of the FTA PROCESS to be specified. In other words, the methodological details were adjusste inreal-time'depending on the knowledge generated in the course of the process.
Conceptually, this would be multifaceted a complex evaluation based on the broad impacts of an FTA PROCESS. Similarly, Amanatidou and Guy (2006) have pointed out the direct and indirect benefits of FTA:
the FTA PROCESS and its products can mobilise those involved to reassign resources Structuring role of FTA enables definition of governance structures
Therefore, the Fraunhofer experiment is unique among independent research institutions. 6. 2 Impact of the Fraunhofer future-oriented process The FTA PROCESS described in this paper produced dedicated research projects
and outlook Using global challenges as a starting point for an internal FTA PROCESS within the corporate strategic R&d planning was a new approach for Fraunhofer.
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