medical imaging, decision-making techniques, future knowledge management systems, and project management. Greg Tegart has had a long and varied career.
Impacts and Implications for Policy and Decision-making, held 16 17 october 2008 at Seville, Spain. User involvement in future technology analysis Science and Public policy February 2010 52 Indeed,
A tighter embedding of FTA in support of decision-making is needed in the context of a fast-changing, turbulent and complex environment.
As a consequence, there is a growing need for the capacity to anticipate change to be embedded centrally in policy-and decision-making,
decision-making; strategic intelligence; communication; mind-set transformation. 1. Introduction Exercises to explore the future are considered to be importaan for strategic planning, decision-making support and for public policy formulation,
as they allow for foreseeing breakthroughs, technology leaps, trends and discontinuities, new perspectives and opportunity maps present themselves to a corporation through identifying its challenges
and decision-making by developing a range of possible ways in which the future could unfold.
stakeholders'decision-making culture and management styles. These are aspects in relation to which a good communication approach may help make the difference between good and bad final results.
This paper discusses this decision-making environment and a relevant Brazilian Science and Public policy 39 (2012) pp. 245 257 doi:
A better reasoning process to support decision-making and strategy formulation. Challenges in communicating the outcomes of foresight studies. 247.
On account of its being strategically positiione very close to decision-making at the highest level, it displays a high capacity to mobilize experts, within and outside Brazil.
In addition, this methodological approach was based on the perception that decision-making emerges from a negotiaatio between multiple actors.
which must be considered in the formulation of policies, planning and decision-making. Martin, cited by Cuhls
in order to support decision-making and the drawing up of policies and strategic plans. The focus provided by the differential use of the timeline in prospective studies arises from the fact that these elements are likely to occur in the medium-and long-term,
and had attempted to make it possible for voices to be heard at all levels of decision-making..The quality of the contributions, at all levels, by far surpassed initial expectations..
when precompetitive technological programs reach government decision-making at high levels. Academia: representatives from universities and research institutions tend to impose barriers to accepptin strategic foresight activities.
Thirdly, the process of setting research priorities is characterized by a combination of central goal articulation top-down decision-making and decentralization
the system for allocating funding is suscepttibl to various forms of rent-seeking and even corruptiio in lieu of transparent decision-making mechanisms.
Today's mechanism for priority-setting in these countries is therefore a hybrid, sometimes drawing upon scientific expertise not only in low-level decision-making but also in the framing of societal challenges underlying science policy priorities (Pielke 2007),
2. 2 Governance of the S&t system An important element characterizing the governance of China's S&t system throughout the phases identified before is the strong involvement of China's top leaders in S&t decision-making.
Fig. 2 illustrates the inter-relatedness of these FTA roles with the innovation system functions outlined earlier in the paper (see Table 1). The inter-relations are summarised in the sub-sections that follow. 5. 1 Informing decision-making
or novel combinations of existing knowledge that can inform formal decision-making and priority setting processes. This can be thought of as the information role of FTA.
in order to understtan how different combinations of activities actually operate in their respective decision-making contexts. It is important to improve our understanding of how far institutionalised FTA can form part of customised solutions for building capacity to handle disruptions.
Van Rij 2010) together with the downscaling of national exercises and the embedding of FTA functions in organisations and their respective decision-making structures and processes.
i e. configurations of different elements required to deliver forward-looking intelligence in support of decision-making. FTA systems cover three levels of elements and the interdependencies between them
There is an emerging stream of FTA ACTIVITY geared to providing future-oriented knowledge for decision-making on a more continuous Figure 2. Modes of governance (modified from Thompson et al. 1990.
However, in principle institutionalised FTA has the advantage of being embedded firmly further in policy and decision-making:
whereas a number of other methods are applied to develop future plans and action-oriented recommendations for decision-making.
there is a risk of cooptation of incumbent positions rather than exploring novel alternatives for decision-making.
in order to help FTA move closer to decision-making. As a consequence, the absorptive capacity in decision-making bodies needs to be enhanced,
calling for a change in organisational culture. Networks of FTA practice generate a range of positive impacts particularly in engaging external, often internatioonal experts in FTA.
and exploitation of FTA networks to provide agile and strategic support for decision-making. 3. 2 Reflecting on the way forward with FTA systems The above review of recent research work indicates a consideerabl diversity of FTA APPROACHES and systems with coexisting diverse
As a consequence, there is a growing need to embed this anticipatory capacity in policy and decision-making quickly,
and the accumulation of FTA knowledge needed to translate advice into political and administrative decision-making.
FTA in support of organisations'and institutioons embedding in decision-making is needed in the light of a fast-changing turbulent environment.
Exploring the balance between these three forms of FTA ACTIVITIES in empirical terms helps to improve our understanndin of how effectively different combinations of activities work in their respective decision-making context and governance modes.
Science successfully met the challenge of setting up more effective processes to ensure the consensus of the very best science was communicated to multiple stakeholders in a way that helps decision-making.
such as smart appliances for automated decision making Intelligent and more automated transportation Intelligent products and services with life cycle management modules Remote collaboration solutions:
decision-making on the scope, structure and subsequent funding commitments. Such stakeholder engagement can enhance the systemic understanding of existing research activities
systemic and anticipatory vision building approach that supports the present-day decision-making (European commission 2002). In this paper we explore the possible role of foresight in transnational research programming
and informs decision-making. Foresight supports a structured organisation of stakehollde involvement, orienting the efforts towards understanndin diverse interests and shared visions on future developments,
thus contributing to better decision-making in a cost-effective way. We first look at some principles for the use of foresight,
and synthesising observations that hold potential for the formulation of pertinent future developments and the derivation of actionable implications on decision-making.
Horizon scanning typically builds on concepts such as weak or early warning signals within the framework of political discourse and decision-making.
2010) Discourse and decision-making Political discourse refers to the continuous communicative debate that takes place in the political arena.
and how the issue relates to present-day decision-making and action). Rather than being antagonistic, the two approaches should be seen as complementary (see Fig. 1). Exploratory scanning mainly refers to the first scanning phase (identification of weak signals)
horizon scanning can benefit from methods of multi-criteria decision-making and network analysis for prioritizing, clustering and combining issues.
and synthesizing observattion that hold potential for the elaboration of pertinent future developments and the derivation of actionable implicaation for decision-making.
and are linked to existing decision-making structures (Georghiou and Csaaingena Harper 2011). This is because the mere listing of issues appears
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