International council for science

Basic science (12)
Emerging science (26)
International council for science (130)
National science (53)
S&t (344)
Science (1723)
Science community (7)
Science policy (32)
Scientific methods (6)
Trans science (9)

Synopsis: Science: International council for science:

Well-known examples include the Internaationa Council for Science (2002) exercise that focused on societal issues and research agenda settiin and also its foresight analysis (International council for science, 2004.

International council for science 2002. Identification of Key emerging Issues in Science and Society: an International Perspecctiv on National foresight Studies.

International council for science. Available at<http://www. icsu. org/Gestion/img/ICSU DOC DOWNLOAD/22 dd file spru07 02-Report. pdf>,last accessed 1 june 2009.

International council for science 2004. Foresight analysis. Available at<http://www. icsu. org/Gestion/img/ICSU DOC DOWNLOAD/371 dd file foresight analysis. pdf>,last accessse 1 june 2009.

In't Veld, R, H Maassen van den Brink, P Morin, V van Rij, H van der Veen and B Verlaan, 2007.

Horizon scan Report 2007, Towards a Future Oriented Policy and Knowledge Agenda. COS. Available from<http://www. horizonscan. nl/uploads/File/COS BINNENWERK%20engels 06 (1). pdf,

Keenan et al. report on the application of fta by the International council for science when consideerin its most appropriate role in this new situation.

The International council for science (ICSU) has been applying foresight as a central component of its strategic planning. This paper describes the most recent ICSU exercise

which has explored how two decades hence international collaboration in science could foster progress in science and address global challenges.

International council for science. 1. Introduction Responses to grand challenges, if they are to be effective, will depend on science.

One such international organisation is ICSU. Founded in 1931, ICSU is a non-governmental organisation with a global membership of national scientific bodies Science and Public policy 39 (2012) pp. 166 177 doi:

10.1093/scipol/scs019 The Author 2012. Published by Oxford university Press. All rights reserved. For Permissions, please email:

Hundreds of thousands of scientists are affiliated with ICSU via their professional organisations. Because of this, ICSU is uniquely able to bring together the intellectual resources of the international scientific community to explore complex global issues at the interface between different disciplines.

ICSU's long-term strategic vision is for a world where science is used for the benefit of all,

excellence in science is valued and scientific knowledge is linked effectively to policy-making. This vision translates into a mission that sees ICSU working with strategic partners to plan and coordinate international research programmes that address major issues of relevance to both science and society.

To this end a number of interdisciplinary bodies have been created, addressing various themes, including: global environmental change;

ICSU also sets up committees to address particulla issues and is involved in a number of science for poliic activities as a representative of the global scientific community (e g.

ICSU has been using foresight practices for some time to determine research priorities (Teixeira et al. 2002) and to develop mobilising visions of the orientation of whole research fields (ICSU 2010).

The purpose of its current foresight exercise is to explore the potential development of international science over the next two decades in a changing economic, social, political and environmental context.

and mission of ICSU and guide long-term strategic choices aimed at strengthening internatioona science for the benefit of society.

To this end, the conduct of the foresight exercise has been synchronized closely with the development of the ICSU strategic plan 2012 7 (ICSU 2011a)

it is hoped that this exercise will have wide applicability beyond ICSU and that, for example, that it will be useful to ICSU members and partners in developing their own longer-term vision and strategic thinking.

Accordingly, the process was designed to engage many stakeholders, while the issues covered and various scenarios developed can be adapted

This paper sets out to describe the conduct of the ICSU foresight exercise with a view to identifying lessons for future foresight exercises carried out in international arenas.

It was sponsored jointly by ICSU and the WMO and built on advances in instrument technologies that had occurred during the Second world war.

and provided a prototype for subsequent internatioona research planning and coordination efforts by ICSU. A number of international coordination structures such as the Scientific Committee on Antarctic Research (SCAR)

following signals of potential climate change as a consequence of increasing CO2 emissions, the scientific community, under the aegis of ICSU, established the International Geosphere-Biosphere Programme.

ICSU cosponsors all four prograamme and in this way is responsible for the planning and coordination infrastructures.

UNESCO plays an imporrtan role at the governmental level while ICSU coordinaate international programmes across its scientific unions and national members.

Since its creation in 1931, ICSU has played an important role in facilitating major international science initiatives.

and results ICSU is no stranger to using foresight approaches. In 2002 it commissioned a meta-analysis of the results of several existing national foresight exercises with the aim of identifying future priority areas for international science cooperation (Teixera et al. 2002.

More recently, ICSU has started to use foresight approaches in some of its thematic work. For example, it has been carrying out a visioning exercise On earth systems research with a view to identifying a single strategic framework for global environmental change research and its policy relevance (ICSU 2010.

In contrast to these earlier foresight approaches, the exercise described in this paper neither attempted to identify research priorities nor did it focus on any particulla research field.

The 2002 foresight exercise had explicitly set out to identify priority areas of science for ICSU to focus upon in its new strategic plan (ICSU 2006.

This exercise reinforced the continued importance of ICSU's historical areas of interest, mainly focused around the environment,

such as cognitive neuroscience and nanoscience, in which the role of ICSU was less obvious but where ICSU member organisations, could make a significant contribution.

These areas were considdere to still be valid in 2009 and are being carried mostly over into the new strategic plan (2012 7). Therefore,

and the roles ICSU might play. Given the uncertainties involved a scenario approach that captures multiple futures was embraced.

The exercise was led by ICSU's Committee on Scientific Planning and Review (CSPR) and was started in October 2009.

and the results generated. 3. 1 Scoping the exercise's design A number of important decisions were taken at the outset by ICSU regarding the scope and scale of the exercise.

and the role ICSU would play in its achievement. Given these tasks, a scenario approach was preferred from the outset,

While the exercise was intended to increase ICSU's organisational agility and to develop a guiding vision for the organisation,

together with an exploration of possible future developments that might offer opportunities or threats to ICSU.

Given ICSU's position in the internatiiona science landscape, it is not a passive observer.

The scope of the exercise therefore oscillated between the narrower scope of ICSU's future organisational positioning and the future transformation of international science cooperation..

While the exercise was meant primarily to inform ICSU's strategic plan and long-term vision, it was recognised from the outset that the various results generated would likely be useful to other organisations, particularly the ICSU members, in their own strategy processes..

Orientation: In order to create a desirable vision of the future that is somewhat grounded, it is first important to explore the so-called future‘possibility space'.

including financial, human and relational capital, for their success. Given the limited capacity in the ICSU Secretariat,

but had resulted in some problems absorbing the results into the ICSU strategic plan. It was decided to internalise the process as far as possible.

The project was supported by a project officer in the ICSU Secretariat who was able to give about one-third of his working time

The exercise was designed to be embedded partly across ICSU's existing activities. This approach was especially important in the first phase where numerous existing project meetings were able to set aside an hour

On account of its reputation, ICSU is able to draw upon some of the best expertise,

The time horizon of the foresight exercise had to be beyond ICSU's usual planning horizons of 5 10 years.

Many of the grand challenges that ICSU activities are focused upon, particularly climate change, involve change over relatively long time periods measured at least in decades.

which happens to coincide with the centenary of the founding of ICSU in 1931. The wisdom of this choice was exposed to a thought experiment:

As a consequence, the results generated in the later stages of the project (essentially the visionary success scenario) have shaped perhaps not ICSU's new strategic plan to the degree that was planned originally

were used extensively. 3. 2 The three phases of ICSU foresight The foresight exercise entailed three phases as follows:.

Gather perspectiive on the key drivers influencing international science in the next 20 years (from individuals in ICSU's membership, bodies,

and validate a visionary‘success scenario'of where ICSU should be Going in the process, conduct a broad consultaation in particular utilising the ICSU General assembly as a forum for member opinions including 170.

M. Keenan et al. views on regional differences on the success scenario and its implications for the ICSU.

Sections 3. 2. 1 3 discuss the activities carried out under each of these phases. 3. 2. 1 Phase 1:

insights from particiipant at ICSU-related meetings; a web consultation of ICSU members, bodies, partners,

and early career scientiist (who had participated previously in a meeting marking ICSU's 75th anniversary in 2006);

and a literature scan. The outcome of the web consultation was 174 separate ideas for key drivers from 82 individuals from more than 30 countries.

For ICSU, such a process was intended to inform collective strategic choices about its future role. There are many different approaches to building scenarrio (for a useful short overview,

The approach used for building exploratory scenarios in the ICSU exercise broadly aligned with a process previouusl developed by former Royal dutch shell Group staff,

Draft forecasts were prepared by the ICSU Secretariat with inputs from the Task Team. A two-day scenario workshop involving the Task Team was held in April 2010

In the case of the ICSU exercise, the various forecasts developed for all of the Global agendas and arenas:

which they were distributed broadly for comment to ICSU regional committtees member organisations and other stakeholders.

In this way, the emphasis of consultations shifted from predominnantl seeking individual perspectives to those of organisations especially ICSU member organisations.

an orientatiio that should help ICSU and other interested parties develop‘agility'to manage future uncertainties. 3. 2. 3 Phase 3:

'173 a more visionary‘success scenario'intended to help guide the long-term direction of ICSU.

In the ICSU exercise, the success scenario was drafted by the ICSU Secretariat using the results of a dedicated one-day scenario workshop involving all members of CSPR

ICSU officers, regional committee chairs and most of the ICSU Secretariat and the results of a more focused half-day workshop involving Task Team members.

The resulting success scenario has a 20-year time horizon outlining the contours of a desirable state of international cooperation in science in 2031 and ICSU's role in its achievement.

These included key roles for ICSU to play in achieving the success scenario by 2031,

and impacts The exercise is expected to have impacts both inside and outside of ICSU. Internally

the results of the exercise have had already an impact in shaping ICSU's new strategic plan (ICSU 2011a.

The new plan also includes commitments to engage the ICSU memberrshi in continuing foresight analysis

and to adapt ICSU's focus and structure, as necessary, in the light of the foresight findings.

since it is still in the process of being circulated among ICSU member organisattion for their formal feedback. That being said

there is every likelihood that the success scenario will be adopted formally as ICSU's long-term desirable vision for internatioona science

The exercise and its results were debated extensively at ICSU's General assembly in September 2011, a gathering of the ICSU‘family'of member organisations that occurs every three years.

Overall, the exercise was viewed favourabbl as a way of positioning and visioning science in society

(and others) to use in their own strategic planning or visioning processes (ICSU 2011b). Already, there is evidence that some member organisations have started to use the exploratory scenarios in this way

and ICSU hopes that more will follow now that the materials have been made formally available. On their first‘external'presentation outside of the ICSU‘family'(at the World 174.

M. Keenan et al. Science Forum in Budapest in November 2011) the explorrator scenarios were picked quickly up

This can be taken as a strong signal of the likely interest of the science policy community in the scenarios. 4. 2 Lessons in conducting international foresight Reflecting on the approach taken in the ICSU foresight,

While the exercise needed to be anchored within ICSU, some paid consultancy help would have smoothed out the disruption

In this regard, ICSU has a regional office infrastructure that could be called upon to contribute regional perspectives to the exercise.

'175 Finally, the exercise and ICSU's other uses of foresigght e g. in the Earth systems visioning exercise have demonstrated the feasibility of using foresight in support of international science cooperation activities.

In this regard, ICSU's systematic approach to international foresiigh is not unique, though the present authors have not found other examples that focus on mechanisms for internatiiona science collaboration.

The science base of ICSU has been expanded to include strong representation of health, engineering, humanities and social sciences.

ICSU and the International Social sciences Council (ISSC) effectively function as a single organisaatio and speak with the same voice on many issues.

ICSU is seen as an independent platform able to bring together funders and the science community to co-design programmes, building on the success of the Earth System Sustainability Initiative, 2012 22.

ICSU actively promotes interdisciplinary global science. Promoting science into policy: ICSU has insisted that the outcomes of international science are communicated in a way that can be understood readily

and used by those working in policy. Furthermore, ICSU's research initiatives have been designed explicitly to feed into global assessment structures, e g.

IPCC, and where such assessment structures have not existed, ICSU has advocated for them. ICSU has developed also a‘think tank'role,

working with its members and other organisations, to rapidly assess new areas of scientific advance that have implications for the benefit of society.

At the same time, ICSU's independence and unique ability to consult with the worldwide scientific community in conducting global foresight

and forward look exercises has been exploited in a series of influential studies. Many of the ICSU membership have adopted foresight approaches to help them become more flexible and responsive.

The universality of science is strengthened: ICSU has continued to expand the principle of universality to include responsibilities as well as freedoms.

Maintaining the integrity of science was recognised as being critical to building an effective relationship between science and society, especially around global issues.

ICSU recognised that its effectiveness in addressing societies concerns about complex international science could be answered partly by ensuring effective outreach in the context of each of its programmes.

In this context, ICSU now plays the central role in communicating the results of interdisciplinary global research to international fora.

ICSU has played also an instrumental role in developing education materials and activities for schools and has promoted actively the involvement of practicing scientists in science education.

Young researcher networks were recognised formally as ICSU associates, which helped them to attract financial support and to ensure their longer-term sustainability.

ICSU also launched a high-profile prize scheme in 2015 to recognise achievement by early career researchers working in interdisciplinary research and communication.

Furthermore, as part of its Initiative On earth System Sustainability, 2012 22, ICSU worked with funding agencies to encourage the development of internatioona courses targeted at developing the ability of young researchers to conduct interdisciplinary research.

ICSU used its global and regional structures to establish and maintain comprehensive databases of individuals

At the same time, the ICSU World Data system was expanded in the Developing World after donors and national governments were convinced of the importance investing in data infrastructure.

An evolving organisational structure for ICSU: With an expanded membership base (in terms of both countries and disciplines;

and effective governance, ICSU is recognised as a key player in international science and has been able to attract new funding.

‘stretch targets'for ICSU. 176. M. Keenan et al. Luke Georghiou and Jennifer Cassingena Harper. The usual disclaimer applies.

ICSU's lessons match the experiences of ESF. References Beddington, J. 2009)‘ Food, energy, water and the climate:

ICSU. 2006) Strengthening International Science for the Benefit of Society: ICSU Strategic Plan 2006 2011.

Paris: International council for science..(2010) Earth System Science for Global sustainability: The Grand challenges. Paris: International council for science..(2011a) ICSU Strategic Plan II, 2012 2017.

Paris: International council for science..(2011b)‘ ICSU Foresight Analysis Report 1: International Science in 2031 Exploratory scenarios'.'Paris: International council for science. iknow.

2011)‘ iknow ERA Toolkit: Applications of Wild Cards and Weak signals to the Grand challenges and Thematic Priorities of the European research area'.

'Manchester: Manchester Institute of Innovation research, University of Manchester. Keenan, M. and Miles, I. 2008)‘ Scoping

and planning foresigght'In: Georghiou, L.,Cassingena Harper, J.,Keenan, M.,Miles, I. and Popper, R. eds) The Handbook of Technology foresight, pp. 342 75.

Cheltenham: Edward Elgar. Macilwain, C. 2011)‘ Science's attitudes must reflect a world in crisis',Nature, 479: 447,24 November 2011.

Mendonc¸A s.,Cunha, M. P. E.,Kaivo-oja, J. and Ruff, F. 2003)‘ Wild cards, weak signals and organizational improvisattion'FEUNL Working Paper 432.

an International Perspective on National foresight Studies',review report to the ICSU Committee on Scientific Planning and Review Report.

< Back - Next >

Overtext Web Module V3.0 Alpha
Copyright Semantic-Knowledge, 1994-2011