There is a discussion about the potentials of discursive tools in the literature related to participative Technology assessment (pta;
and scientific debate (see for example Renn 2008) for a long time. VOL. 14 NO. 4 2012 jforesight jpage 283 Risk, uncertainties and unintended effects are obviously a problem for transport planning.
''The latter ones are similar to the third category that Sven Ove Hansson (1996) has added to the discussion of uncertainty.‘‘
where a predefined set of key questions is used to guide the discussion. The openness or closeness is determined by the degree of pre-structure in the design of such methods.
It is not possible to illustrate the long and complex discussion process which accompanied the planning.
Among others, one central element of the conflict about S21 was the discussion about the capacity of the new station.
Runde, J. 1998),‘Clarifying Frank Knight's discussion of the meaning of risk and uncertainty'',Cambridge Journal of Economics, Vol. 22, pp. 539-46.
Man's New Dialogue with Nature, Heinemann, London. Rami'rez, R. and Van der Heijden, K. Eds)( 2008), Business Planning for Turbulent Times:
and to stimulate discussion on whether some development paths are more desirable than others. The scenario process was facilitated by the Finland futures research centre (FFRC) of the University of Turku in late 2008.
A major reason to run the workshops for a more exclusive group of experts was to enable deeper dialogue within the workshops.
but the results of the ongoing foresight and scenario work were communicated to the general public via the internet for comments and discussion.
there was much discussion among the FFRC team and the staff of the Prime minister's Office on whether or not attaching numerical values to scenarios stretching all the way to year 2050 is advisable.
Publication of the report launched a wide public discussion on low emissions communities and low-carbon society,
The measures and steps for reaching that goal will continue to be under debate. Such a transition is all the more challenging
there is an open discussion on the possible toxic effects of nanoparticles (incl. nanotubes) on the environment and inside the human body.
At the level of the society we observed open discussions on different topics. This indicates a growing attention for various aspects related to nanotubes as part of nanotechnology.
and discussion In this paper we proposed a route to deal with the intrinsic uncertainties of a new emerging field like nanotechnology.
The formulation of visions and the display of technocratic predictions has been rendered obsolete by the need for consensus and compromise.
Second, the social debate inherent to urban planning and the need for stakeholder collaboration can be facilitated through a mutually beneficial symbiosis between futures studies and urban planning (Cole, 2001.
participatory methods that foster debate and analysis with a wide variety of stakeholders. 5. Networking.
First, it systematises the debate about future prospects for socioeconomic development amongst a wide variety of agents by building up plausible and coherent future visions.
Second, foresight cannot impose consensus when there are deep disagreements between territorial stakeholders. Third, foresight is not a quick remedy for urgent problems
frequent disputes between political, social and economic stakeholders hinder consensus. Horizontal elements such as legislation, technology and management are weak in the first stages of the planning stages,
In conceptual terms, the dialogue and the literature produced under the FTA common umbrella term have contributed greatly to the distinction and articulation of the many different methods,
) The objective of the think pieces was to fuel the discussion and provide the necessary material and input for the scenario construction process.
and officer safety alike. 4. Discussion 4. 1 Advantages of using FTA in law The FTA METHODS
I believe that the employment of modelling systems in political discussion and deliberation exercises should also be used in the preparatory phases of legislative procedures.
regardless of the claim that is sometime made for foresight that it is a neutral space for debate and consensus formation.
as complementary and supportive instruments of discussion and decision. FTA should help Law and not transform itself into Law.
7. For an overview of the objectives, the timeline and the structure of the project see www. lawofthefuture. org 8. The project organized the discussion around three tracks:
) For a discussion of how expert quantitative and qualitative information may be joined coherently, see Loveridge and Saritas (2011).
It is perhaps not ill-founded to state that the treatment of central challenges of the sustainability discussion,
Many discussions about nanotechnology tend towards a problematic generalisation. When scientists, politicians, journalists or dpeople in the streetst are discussing nanotechnology,
or prevent a constructive discussion. The second part is complicated more: Most activities that are considered as R&d in the field of nanotechnology are basic or applied research rather than technology development.
Such a reflexive procedure surely would take into account the numerous demands from the debate on sustainable research and technology policies. 4. Roadmapping methodology as a tool for technology assessment of nanotechnology?
For a detailed discussion of the different types of roadmaps, their scopes, objectives, methodologies and time-scales see e g.
a bs and T (science and technology, T. F.)roadmap provides a consensus view or vision of the future S and T landscape available to decision makers.
Q 6 The probably most comprehensive overview of relevant research on and current knowledge about roadmapping, together with a critical discussion of the potential of roadmapping approaches which are applied usually to sustaining technologies to offer insights into disruptive technologies,
/Technological forecasting & Social Change 72 (2005) 1112 1121 1118 Besides this, a successful implementation of this concept could also help to overcome some of the argumentative asymmetries that can be found in many debates about chances
Very often, in these discussions the existing or expected benefits arising from nanotechnology-based or-related innovations are claimed for nanotechnology.
a discussion of these consequences in the context of nanotechnology often refused. Such an argumentative asymmetry for many observers leaves the impression of dishonesty or disguise
creating spaces for an effective dialogue between key players in different policy domains; vision-building and consensus-building for engineering major processes of transformation;
shaping and defining research and innovation agendas (2011 FTA Conference Scientific Committee. 1 An even more basic question raised during the conference relates to
In response to these crises, he saw a need for new forms of dialogue at different levels,
'These contentious matters form a platform for discussion and the authors conclude that FTA's practical outcomes are underpinned by subjective opinion in many dimensions.
and promoting active citizen participation in decision-making through inclusive dialogue. They see a key role for FTA APPROACHES and methods in this.
and ontological expansion shed some new light on recent discussions on foresight research. Here we touch only two issues:
We can use the above analysis to gain some novel insights into this debate. The Bergsonian story about the emergence of the biological eye and vision is structured in three acts.
The above discussion indicates that such approaches have limited only potential in future-oriented analysis. Future emerges in a periphery where robust facts
Although evidence-based policy-making may be practically useful in the sense that it generates a common frame for policy debates,
'These contentious matters form a platform for discussion, concluding that FTA's practical outcomes are underlain by human behaviour,
The paper concludes (Sections 7 and 8) with a further discussion of situations that FTA is likely to face in the future. 2. Getting a feeling for the range of FTA Can the notion of the future as a‘black hole'be contested?
For the debate in this paper, there was no‘black hole'.'The location of the fault line was‘known'as was the rate of movement of the plates,
or sophisticated (in English sophistication means/involves deception) discussion taking place. Perhaps it is better to settle for a discussion of lower order,
a route that will be taken in what follows. FTAIS said to provide a common umbrella for foresight,
The difference between group elicitations (reminiscent of a small scale Delphi without the consensus seeking element) is its‘corporate'nature.
the discussion during the elicitation unearths how the expert's thinking proceeds. How that responds to seeding his
and sectors of society probabilistically to express their relevant uncertainties How to deepen dialogue with society How to improve governance Because of the dominant role of subjective opinion,
Skills in understanding what algorithms do in producing FTA outcoome becomes essential for presentation to the polity for discussion
'In a sense, these are a throwback to the 1970's debates about the world problematique but seem now to be seen as a series of silos rather than as a global phenomenon.
Acknowledgements The authors wish to thank Joanne Roberts of Northumbria University for helpful discussions during the preparations of this paper.
The discussion is organised along the three objectives of foresight as discussed in Section 2: priority-setting, networking and building visions.
The discussion is summarised in Table 3. The first generic lesson is that the formal articulation of futures takes place in situations where expectations abound
or exhibited to stimulate debate and criticism within the organisation (a recent example concerned clothing and electronic tattoos that reveal the emotional state of their wearers).
Discussion Our work relates to several fields of research in strategy and organisation. First, we define the concepts of‘boundary'uncertainty
dialogue and interaction; disruptive and transformative change; FTA and complex ecosystems 1. Introduction Future-oriented technology analysis (FTA) thinking is used in an explanation
Embedding FTA within the proposed management dynamic framework enables business networks to develop their sympoietic system capability, through interactions and inclusive dialogue,
stakeholder dialogues; organisational change, fair and ethical negotiations; fair work conditions; training and education of human resources;
The latter depends on creating an interactive dialogue through active participation and mutual understanding among the actors involved to enable the whole network to pursue the same vision of sustainable development.
firms should work out their own model that brings new opportunities through dialogue and interaction, being transparent and accountable to stakeholders (Brinch-Pedersen 2003).
through processes and tools that enable spaces for inclusive dialogue to take place (Shelton 1997; Cagnin 2005;
Embedding this form of dialogue in the proposed management framework improves the ways in which stakeholders are perceived by one another
Collaborative learning is the basis of this evolutionary leap founded on an inclusive and active dialogue among all parties in the network:
as equals, in dialogue through an inclusive approach (Olsen 2003). Downloaded by University of Bucharest at 05:04 03 december 2014 A framework, with embedded FTA,
Dialogue to develop‘meta-learning'across the network is crucial. It is the recognition of others'feelings
According to Losada (1999), high-performance teams need an inclusive dialogue approach for all stakeholders in the network.
which includes the need for an inclusive dialogue approach with all stakeholders in the network with FTA permeating all processes:
and recognition of each other's feelings, for mutual learning, knowledge sharing and experimentation, all of which are critical to building the kind of interactions and inclusive dialogue across the network that lead to trust, legitimacy and a common identity.
The anticipatory role of FTA allows an inclusive debate of possible and desirable futures and articulation of visions and expectations needed to reach a common goal
and connect through inclusive dialogue and mutual respect, in which each and every node of the network becomes an embedded participant that actively shapes the path to a common vision of sustainability Source:
and trust are leveraged through dialogue-Communities of practice structure (focus on values)- Driver is trust, values and mission are defined jiontly-Symbiotic network structure-Education across the net Motivation-Environment of we/they competition between individuals-Behavioural structure with no sense of ownership-Structure of individual teams (no focus on collective performance;
reward systems-Dialogue and conversations lead to individual discovery/learning-Teams Share experiences-Self-managing teamwork, high-performance teams in the net-Inclusive dialogue and active participation
environmental and social performance along the network. 4. Management framework The proposed management framework emphasises the creative aspect of living systems where FTA is key to enable the kind of dialogue
Dialogue and information-sharing, founded on trust, are pre-requirements. Features of universal ethics or universal principles and those of respect (Zohar 1990;
and responsibility built upon inclusive dialogue and active participation, along with conflicts, generating transparency, development (Giversen 2003;
Dialogue, respect and emotions for others'feelings are critical; the emotions of individuals build their rationality (Damasio 1996) and their human actions (Maturana 1998.
FTA is embedded in the management framework to facilitate inclusive dialogue across the network, enabling actors to anticipate
The kind of dialogue supported throughftaprovides a newparadigm able to deal with unpredictability and support decision-making effectively by using models, such as sympoiesis,
i v i t C a s e g a t S Stakeholder participation Based on Inclusive Dialogue and Continuous learning enabled through FTA Decide to be in business Defining
and an inclusive dialogue throughout the network Competences Core competences definition and review Communication Communication channels and processes definition and review Technology Technology infrastructure definition and review Operations Operations
It must facilitate a different kind of dialogue and interactions to take place across business networks to support effective decision-making:
In this context, the kind of dialogue required across a business network demands the inclusiiv participation of governments and overall societies,
and promoting active citizen participation in decision-making, through inclusive dialogue, which can be achieved through FTA APPROACHES and methods (Cagnin et al. 2008).
as well as foster positive emotions and connectivity across networks by leveraging the number of interactions and opportunities for dialogue.
Lessons from initiating policy dialogues on emerging issues. Science and Public policy 39, no. 2: 208 21.
and demonstrate in deeds through specific communication channels how intentions are put into practice, together with an ongoing continuous dialogue, builds mutual trust and transparency.
to enable business networks 819 Appendix 4. Business broad management system Stages PDCA Cycle Meaning Stakeholders Participation Based on Inclusive Dialogue
and discussion 4. 1. Landscape mapping of IAS As mentioned above, one of the purposes of generating a Sandia-specific map of IAS was to benchmark the map against the mental models of IA leads.
An anticipatory agency can be defined as a strategic ability of an organisation to construct feasible targets for the future through shared dialogue,
The workshops were designed to facilitate dialogue between the users of the research potential collaborators such as universities, funding agencies and the societal actors in the field of service science (Halonen, Kallio, and Saari 2010.
The lessons of the article could be ennobled by putting them in a dialogue with other foresight methodds such as scenario and weak signal analysis.
and initiating direct discussion with their inventors. Alternatively other cross-chart foci are quite possible.
This provides a framework for discussion and rapid feedback. Such visualisattion stimulate workshop interactions and create a framework for drawing out the intelligence held by the experts in the workshop,
and applications. 5. Discussion and future prospects We have worked at FIP for several NESTS, including nanobiosensors (Huang et al. 2010), deep brain stimulation (Robinson et al. 2011),
methods to get information for discussion on strategies of sustainable growth through science and technology. It seeks to address the combination of outputs in an objective manner to identify expected areas of future innovation toward the desired future as well as related areas that are supposed to play a key part.
or discussion and a mission-oriented approach. Information from the Delphi method and scenario is converged using text mining to position scientific and technological areas in a big picture.
while the following themes will be central in discussions in the days to come: B the fusion of several areas in science and technology;
It started with a discussion on social goals and their relation to science and technology, considering changes on a global or national scale.
Based on the discussion, four global or national challenges were set as the goals of science, technology and innovation.
1. interdisciplinary or diversified discussion; and 2. the mission-oriented or problem-solving approach. The main points are expert panels by cross-disciplinary theme rather than by technological discipline, the active participation of specialists in social science and humanities,
discussion by a variety of participants including the younger generation and local residents, and focused discussion rather than dealing with subjects exhaustively.
Figure 1 Overview of the 9th Foresight PAGE 8 jforesight jvol. 15 NO. 1 2013 2. 1 Setting global or national challenges The first step of the exercise
The preliminary discussion was conducted to identify the missions of science and technology that would play an important role in drawing up a picture of future society.
Four expert panels were organized for this discussion and designated as‘‘Security'',Safety (Reassurance on safety)''International collaboration'',and‘‘International competitiveness''.
The results of the preliminary discussion clearly indicated the importance of systematic integration in other words, science and technology to be embedded in society as a socialized system.
With the discussion above and the dramatic changes occurring inside and outside Japan as a backdrop,
whereby the important areas were extracted through integrated discussions without being bound by existing disciplines. For this reason
The scopes and main focuses of the discussion were determined by panel members, and 12 panels accordingly discussed the topics
had extensive and interdisciplinary discussions, and created a positive scenario each about future changes that should be made;
This study aims to provide an initial platform on which the people in each region deepen their own independent discussions about their future vision.
The discussions include a variety of aspects required such as institutional renovation, interregional cooperation, and the region's place in the era of globalization. 3. Integrative study 3. 1 Advantage of combination A good public investment in research and development needs an overall picture of facets of science
On the other hand, scenario gives sufficient discussion on scientific and technological events that make a direct contribution to the challenges,
For such themes with less matching, an out-of-the-box discussion is needed on the contributions that science
or discussion and a mission-oriented or problem-solving approach. Three investigative studies were carried out, employing methods of Delphi, scenario,
Further discussion should be focused on which research framework could lead to the better understanding of the overall picture and the direction toward the future.
Strategic dialogues for research policy making in Germany Frauke Lohr, Sebastian Hallensleben and Amina Beyer-Kutzner Abstract Purpose The mere generation of foresight results is not sufficient in itself to influence research policy.
This paper aims to present such a process(‘‘strategic dialogue'')and illustrate it with recent examples from Germany.
Design/methodology/approach The authors compare strategic dialogues with existing dialogue instruments and investigate the relevance of their theoretical foundations to transferring foresight results into research policy making.
They capture the lessons learnt from such dialogues in a seven-step process that can be adapted to specific situations.
Findings Strategic dialogues have proved to be an effective and efficient instrument for achieving the transfer of results from strategic processes such as foresight into research policy making.
Originality/value The transfer of foresight results into research policy making has featured not prominently so far in discussions of foresight efforts and methods.
Keywords Foresight, Strategic dialogue, Research policy, Stakeholder alignment, Scenario planning, Germany, Innovation, Strategic planning, Governance, Management Paper type Case study 1. The challenge of transferring foresight results Through research policy,
and subsequent transfer activities have to be constructed as dialogue processes involving all relevant stakeholders. With his summary of the key results of foresight activities in Germany in the early part of the last decade, he also illustrates once more their wide-ranging and interdisciplinary nature and hence the need for an active and carefully designed transfer to research policy making.
If the transfer of foresight results is essentially a dialogue process then the question arises
which established models and methods are suitable for such dialogues. Welp et al. 2006) have investigated this area for science-based stakeholder dialogues.
Their analysis is relevant because the motivation and the challenges of those dialogues tie in with those of transferring foresight results,
including the call for greater impact of results as well as greater accountability for the generation of those results.
2006) contrast science-based stakeholder dialogues with other types of dialogues. In an overview, they cover:
B science-based stakeholder dialogues initiated by scientific institutions with the aim of increasing knowledge
B policy dialogues initiated by policy makers to gain public support (not to be confused with the process of developing policies in the first place;
PAGE 20 jforesight jvol. 15 NO. 1 2013 B multi-stakeholder dialogues for governance on an international level, for example in the environmental area;
and B corporate dialogues initiated by businesses to communicate in the context of supplier networks and with society as a whole.
Dialogues used for transferring foresight results into research policy development do not fit any of these categories
In our work, we use the term‘‘strategic dialogues''to describe such processes. They are initiated wide-ranging dialogues by political sponsors of foresight activities
and similar strategy processes and involve stakeholders from politics, academia, industry and society. The overall aim lies in making foresight results as usable and useful as possible in the work of research policy makers and in turning the transfer into an integral part of policy development.
similar types of strategic dialogues can be employed as a method whenever consensus views of complex and controversial issues need to be generated based on constructive debate and mutual trust,
but in this paper we restrict ourselves to their discussion in the context of research policy making.
To what extent can the theoretical foundations described by Welp et al. 2006) for the four types of dialogues in their discussion be applied to strategic dialogues?
Welp et al. 2006) consider three theoretical frameworks to derive effective methods and techniques in a range of dialogue situations.
Table I their relevance to strategic dialogues for transferring the results of foresight activities and similar strategy processes into research policy development. 3. The situation in Germany To support research policy development the German Federal Ministry of Education and Research
(BMBF) conducts Foresight and related strategy processes. In addition, a number of other activities are oriented towards identifying
and impact of these activities on the innovation system strategic dialogues are used, both during the process of creating consensus views of future developments and during their translation into research policy and the creation of research infrastructure.
The main objectives of a strategic dialogue are the joint review of previous results, the definition of general conditions to push invention and innovation,
the identification of potential constraints that might stem from economical, technological or societal implications, an assessment of the relevance for basic education and advanced training as well as the consideration of ethical and legal aspects.
Key results of strategic dialogues are the development of recommendations for the BMBF as input for future research policy.
Additional results might be community building between stakeholders from various disciplines in academia as well as strengthening of networks between academia and industry. 4. Characteristics and use of strategic dialogues As a highly flexible tool
strategic dialogues have been employed on multiple levels in the process of research policy development: Firstly, strategic dialogues have helped to overcome the necessarily limited perspective of individual units within an organization such as a federal ministry by connecting units with each other in a loose network where ideas can VOL. 15 NO. 1 2013 jforesight jpage 21
Table I Overview of theoretical frameworks developed by Welp et al. 2006) with relevance to strategic dialogues Model/framework Relevance to strategic dialogues Rational actor paradigm (RAP) The RAP assumes that all individuals maximize their personal benefit without communication with,
or consideration of, others Although the RAP is viewed skeptically by Welp et al.,it does provide guidance for strategic dialogues.
When designing such processes, it is easy to ascribe characteristics to stakeholders purely based on their affiliation to a specific group(‘‘Stakeholder X is responsible for Y at the University of Z,
a successful strategic dialogue does take into account that each individual has a very specific agenda, focus points,
A careful choice of individuals to participate in the dialogue in the first place is beneficial A recurring example of the application of the RAP is the involvement of representatives of trade bodies in strategic dialogues.
However, the process also needs to take into account that trade body representatives have tied their hands in terms of changing their viewpoint during a dialogue
and structuring the issues that need to be the subject of a strategic dialogue is a crucial element.
framing and structuring cannot be achieved in a single well-defined step it is an iterative process throughout the life of the dialogue To involve a wide range of stakeholders in a topic area that is initially rather fuzzy,
a strategic dialogue has succeed to in crystallizing the topic area into a concise definition of scope and goals.
This clarity, together with clarity of terminology, is a prerequisite for expressing the dialogue in a Bayesian way Making Bayesian belief networks explicit as outlined by Welp et al.
2006) is a useful internal exercise for the facilitators of a strategic dialogue but not suitable in discussions with stakeholders since many of the issues are politically sensitive and/or inconsistent with the self-image of stakeholders.
Strategic dialogues can navigate the landscape of stakeholder beliefs, agendas, reservations and sensitivities but need to do so without assuming these can necessarily be influenced The process of beliefs being updated that is captured by the model of Bayesian learning applies in several contexts during a strategic dialogue.
In particular, research policy makers operate in the context of political priorities and guidelines that are set at higher levels of the government institutions they work in.
If those priorities change either in the light of foresight results or through unrelated shifts (e g. change of government after an election) then belief networks of research policy makers can be affected.
Strategic dialogues need to be flexible enough to cope with this kind of change Organizational learning In such models,
stakeholder dialogues are considered as social learning processes Strategic dialogues lend themselves well to being described in terms of organizational learning.
The‘‘dialogue''aspect is in line with the definition of Bohm (1996) who draws a clear distinction between‘‘discussion''as an exchange of views aimed at winning an argument
and‘‘dialogue''as a creative process aimed at generating insight and, in some cases, consensus In the case of strategic dialogues,
It also has a long-term effect in that stakeholders who have been involved in the dialogue change their thinking
and their action in anticipation of potential research policy changes triggered by the dialogue (such as new funding programs) This can be a problem
though, if research policy initiatives do result from the strategic dialogue, stakeholders in industry and academia might be aware and receptive of them
Secondly, strategic dialogues have been conducted on a larger scale involving outside stakeholders, typically from academia, industry, and society in addition to politics, combining their perspectives at an early stage to explore promising pathways for politic decision making.
Relevant stakeholders from politics need to be identified at the beginning of the process to ensure their involvement in initializing the strategic dialogue and clarifying relevant issues and expected results.
While strategic dialogues are tailored to the characteristics and requirements of stakeholders and research areas there are recurring patterns in the context of research policy making that can be structured in a seven-step framework shown in Figure 1 and described in the following sections. 4. 1 Step 1:
Well-structured summaries based on desk research help to prepare the discussion and to describe the starting point in more detail.
At this stage it is possible to map out in a first iteration the disputes that may hinder the strategic dialogues By its nature,
Susskind and Movius, 2009) can already be useful at this stage in that discussions and guiding questions in workshop are framed in terms of needs and interests rather than positions.
Thus, a constructive framework for further discussions throughout the process can be established. 4. 2 Step 2:
and of the criteria it uses to assess the value of future outcomes of the strategic dialogue.
and recommendations for other relevant stakeholders that could be brought into the dialogue at subsequent stages. An important element of this step is the establishment of trust.
The experts here are not necessarily stakeholders in the strategic dialogue but primarily sources of information.
In this step, a strategic dialogue may also explore the European and international context to identify best practice
or to represent a consensus, but it is a first cut of describing the wide-ranging and fuzzy topic area provided by foresight results with a tight map that can be used as guide and context for the following steps. 4. 5 Step 5:
This information is not always readily available given the wide range of possible funding bodies as well as the fact that the subject of the strategic dialogue is likely to be novel
If there is consensus to widen the dialogue and involve stakeholders from outside the BMBF the strategic dialogue enters a new phase.
This is achieved in a series of workshops with stakeholder representatives selected for their familiarity and expertise in the subject area
The scenarios are turned subsequently into prose based on the results of discussion in the workshop. The draft is circulated for review and completion by the experts over the course of two feedback loops.
and presented in structured form at the beginning of the workshop to kick-start discussions. At this stage the strategic dialogue has overcome the following challenges:
B A heterogeneous set of stakeholders within and outside the BMBF with different agendas, value systems, interests and communication practices has been brought together
Overall, the strategic dialogue has resulted in a generation and translation of a joint view of the future into prerequisites and recommendations for a coherent research policy and its implementation through programs and/or dedicated institutional structures. 5. Illustration with recent examples As outlined above,
strategic dialogues consist of recurring standard elements that are combined and tailored depending on the subject as well as the specific requirements of the client.
and demonstrate the power of strategic dialogues as an instrument for a broad range of subject areas in the context of national research policy making.
and they show the application of this dialogue approach in a range of different situations. 5. 1 Strategic dialogue to transfer results from the BMBF Foresight process Strategic dialogues were conducted, for example, for focus areas from the latest BMBF Foresight process (German Federal Ministry
For the focus area‘‘Produzierenkonsumieren 2. 0''(Production Consumption 2. 0), the strategic dialogue involved seven organizational units within the BMBF drawn from the full range of BMBF departments concerned with research policy.
industry and society in identifying practical steps towards addressing the situation (step 5). This wider involvement is currently in progress in phase 3 of the Strategic dialogue
PAGE 26 jforesight jvol. 15 NO. 1 2013 5. 2 Strategic dialogue to generate a joint vision for forward-looking projects Another strategic dialogue was conducted for a so-called‘‘Forward-looking Project''in the framework
The final, seventh, step of the Strategic dialogue resulted in a pragmatic vision for a‘‘CO2-neutral,
5. 3 Strategic dialogue to develop a model for public private partnerships A third example of a successful strategic dialogue was the definition of a novel type of innovation cluster across academia and industry implemented as public private partnerships.
3). Key issues were crystallized in a dialogue process with the BMBF (step 4) combined with consolidated results from semi-structured interviews with 40 experts
The resulting outline of a possible new type of innovation cluster has proved to be stable throughout further discussions in various policymaking contexts
and B compatibility with existing strategic planning activities in individual units within the BMBF. 6. Conclusions Strategic dialogues have proved to be an effective and efficient instrument for achieving the transfer of results from strategic processes such as Foresight into research policy making.
and involve other relevant stakeholders in a wide-ranging dialogue to deal with societal challenges. From the perspective of research policy makers, strategic dialogues provide the missing link to transfer the results of foresight and similar strategy processes into research policy making.
They ensure that foresight results are processed into a form that is directly useful as an input for policy development.
These networks persist beyond the end of the actual dialogue and can facilitate the interplay of actors in research as well as research policy.
D. 1996), On Dialogue, Routledge, New york, NY. Cagnin, C. and Loveridge, D. 2011),‘A business framework for building anticipatory capacity to manage disruptive and transformative change and lead business networks towards sustainable development,
Welp, M.,de la Vega-Leinert, A.,Stoll-Kleemann, S. and Jaeger, C. C. 2006),‘Science-based stakeholder dialogues:
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