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forward-looking exercises must enable decision-makers to better understand and cope with this interactive, complex and inherently uncertain character of innovation.
it is on the contrary essential to accept that decision-makers are confronted with uncertainty and that their strategies need to take the strategic behaviour of other actors into account.
Certain developments have led to undesired effects and to a decreasing trust in science, scientists and decision-makers.
The use of the recommendations e g. strategy formation for a specific university, strategies for the higher education sector in a region, a country or the EU is up to the decision-makers.
which will be shaped partly through deliberate strategies and actions, partly by factors beyond the control of decision-makers. 4,
and a responsibility of, decision-makers to act strategically. These different visions for the EU as a whole have strong implications for the ERIA, too.
as well as for decision-makers in general, a main advantage can be that major strategic decisions in our case on the overall rationale of the EU policies
Besides technological development decision-makers need all-inclusive knowledge of future developments of society, economy and impacts of science and technology.
i e. the members of the Finnish association of graduate engineers TEK, young people studying at the senior secondary school level, political decision-makers and business decision-makers.
young people studying at the senior secondary school level, political decision-makers, and business decision-makers. The member group of TEK consists of the organisation's elected union representatives, the council members of the board of trustees,
IMD or European commission, are valuable for decision-makers in innovation policy, but furthermore the related national comparative examination gives additional and more detailed insights into the discussion of the future development of the national economy and innovation system.
Despite the somewhat different premises of these stakeholder groups the barometer concept has proven to be capable of casting some light into the black boxes of innovation system by focusing decision-makers attention to core subjects,
However, merely drawing the attention of decision-makers is not sufficient for transforming vaguely expressed visions into concrete actions.
The feedback and requests from policy-makers for further information regarding the results of the barometer indicate that there is a call for means of bringing the expertise of the technoscienntifi community to the use and utilization of political decision-makers.
Adaptive foresight is designed to help decision-makers develop strategies. You can do a research project using many of the ideas from AF
and there are no claims from experts The first three enable study by non-expert policy and decision-makers;
Foresight practitioners (process consultants or core groups) play a major role in these processes, feeding results to decision-makers in charge of implementing the choices.
Stakeholders and decision-makers in charge of implementing the choices are the major players in these processes; foresight practitioners (process consultants or core groups) and formal processes play relatively minor roles.
the process needs to include decision-makers at the national policy level government, politicians and key civil servants at least if implementing the results is important.
decision-makers (e g.,, policy-makers and managers who weigh emerging technology considerations as either their main focus or as contributing factors,
Among decision-makers this is likely to lead to interests in the results. However policy interests may also enter in the foresight process
The outcomes of DCDC Strategic Trends are target to defence decision-makers but it could also have wider impacts in society
The exploration of alternative forms of participation for decision-makers and other participants with serious time constrains can
or at least with the decision-makers that the exercise is intended to inform the scope of knowledge management (KM) has to extend 1 The application of evolutionary theory within theology has led to notions of an‘‘evolving god''(or gods) too,
in order to provide the sorts of advice decision-makers require. 5 FTA users and practitioners are in the same situation themselves,
Decision-makers need a global vision of the future that addresses financial structures, climate change, poverty, etc''.
''If the program has built-in channels such that decision-makers feel ownership and are ready to take notice it seems to have a greater impact.
Many decision-makers remain ignorant of or unpractised with these tools, and may well resort to other guides to the future,
There is therefore an urgent need for even greater efforts to inform decision-makers of the potential value of FTA APPROACHES.
and persuading decision-makers of the value of FTA APPROACHES. This signals a need for the major focus of FTA to be moved from the twin goals of methodology refinement
or cost-benefit analyses are often quite clear to decision-makers, it seems that is not always understood in which way discursive methods can contribute to the improvement of planning processes.
This method fits very well for the use of public decision-makers since it allows comparing and reflecting between different policy alternatives that all are able to produce the determined development goals.
The decision-makers have a huge variety of issues to deal with and one cannot expect the politicians
and the decision-makers might be tempted to focus on a particular scenario. Another risk of this approach is that calculations and assessment of, for example,
When urban planning operates in a context with a rigid legal framework, excessive public intervention and public and private decision-makers acting in opaque and arbitrary ways,
and disseminate knowledge deriving from the foresight exercises amongst stakeholders and political decision-makers. In spite of the above-mentioned advantages, territorial foresight has clear limitations.
in order to give decision-makers a better, integrated picture and multiple perspectives on the hard problems we are facing''(Helbing, 2011).
Retrospective narratives make decision-makers believe that future has been predictable before and that they are able to predict the future also now (Bukszar 1999).
and decision-makers have to learn to maintain an agnostic attitude and simultaneously apprehend alternative scenarios.
matching environmental uncertainty Riccardo Vecchiato*Department of Management, Economics and Industrial Engineering, Politecnico di Milano, Milan, Italy This paper explores how strategic decision-makers select
Thompson 1967) have emphasised long the role of the environment as a major source of uncertainty for strategic decision-makers in charge of coping with emerging opportunities and threats.
and processes that assist decision-makers in the task of charting the company's future course of action (Coates, Durance, and Godet 2010;
Milliken (1987) distinguishes between three types of uncertainty that act together to determine the overall uncertainty faced by strategic decision-makers.
Foresight and decision-making Decision-makers at BASF seamlessly embedded foresight activities in the strategy formulation process. Scenarios are combined usually with the formulation and evaluation of strategic options,
our findings offer the broad outline of a conceptual framework regarding how decision-makers match strategic foresight with environmental uncertainty.
and decision-makers have gained a sound grasp of the main components of their industry, they might start using traditional foresight techniqque (e g. roadmaps in the case of Philips)
our findings suggest that decision-makers facing discontinuous drivers of change and boundary uncertainty are more likely to focus their predictive efforts on environmental scanning
Decision-makers facing continuous drivers of change or discontinuous drivers of which they have solved already boundary uncertainty might eventually exploit scenarios
it emerged as a grand challenge reflecting key uncertainties of senior decision-makers operating in a small state as it adapted to changing external conditions in economics and governance.
and to support decision-makers and other stakeholders in anticipating and dealing with transformations. It does so by critically reflecting on the selected papers for this special issue as well as on the discussions that took place at the fourth Seville International Conference on Future-oriented technology analysis.
and to support decision-makers and other stakeholders in anticipating and dealing with transformations. The first part of this introductory paper considers the potential roles of fta in enabling a better understanding of complex situations and fundamental transformations,
when analysing the potential of future-oriented technology analysis (FTA) to assist societies, decision-makers and businesses to tackle fundamental, disruptive transformations, in general,
The main objective of FTA projects is to assist decision-makers with relevant analyses, observations and new ideas to be prepared better for the future (assuming that it can be predicted)
and that is a major benefit for decision-makers, be they directors of research institutes, deans and rectors of universities, business people, or policy-makers.
To what extent the current decision-makers and other major‘gatekeepers'would be open to launch and finance such exercises,
Policy-and other decision-makers should therefore devise and apply 383 C. Cagnin et al.//Technological forecasting & Social Change 80 (2013) 379 385 more experimental approaches to creating new solutions
Trust from policy-makers in outcomes from an FTA exercise may be undermined by differences between the expectations of decision-makers who should ultimately use the outcomes of FTA,
Similarly, decision-makers can claim that the wrong people were involved in a Delphi survey, or they simply distrust the foresight process,
while focusing on the consequences decision-makers care about most: the model outcomes. EMA can for example be used to iteratively reduce the expected bandwidth of model outcomes as in the second case presented.
-be helpful in engaging decision-makers in specific issues, legitimating a chosen course of action, and supporting fruitful debates among stakeholders.
and decision-makers uncomfortable 7. How do we know whether we have credible and salient scenarios?
and using future scenarios provide evidence to decision-makers empowering the stakeholders involved? The three questions represent a specific perspective linking action and decision-makingwith issues of (i) emergence,
and using future scenarios provide evidence to decision-makers empowering the stakeholders involved?.By questioning representation from a policy perspective and deconstructing future scenario practice,
especially by decision-makers Conventional Convention Agree on common accepted probabilities of change (rejecting extreme ideas) Strong on acceptance and alignment,
and the format by which decision-makers are approached and engaged in the exercise. The same is true
in order to suit better the needs of decision-makers and their changing environment, and that there is an urgeen need to inform decision-makers of the potential value of future-oriented technology analysis (FTA APPROACHES (Johnston and Cagnin, 2010).
Therefore, the aim of this special section is to refine FTA METHODOLOGIES in order to increase their impact in policy-making.
-and decision-makers (by supplying systematically gathered and analyyse data on opportunities, challenges and optioons to provide the basis for resilient
Stimulate decision-makers and their staff to use horizon scanning in decision-making on different levels, to broaden their thinking,
and was used to influence decision-makers in government, research and society in a futureorieente setting. COS had the task of facilitating cross-departmental foresight
to clarify the picture of the most relevant relationnship in a shared process (with the involvement of decision-makers) on a much earlier moment than usual
A key requirement is to develop foresight capacity amongst senior decision-makers so that they can integrate the important tools of technology foresiigh into advice to government.
advanced technollog firms or private sector advisors connected in some way to the national policy agenda and/or senior decision-makers.
and websites devoted to key stakeholders to an approach of getting in the elevator with key decision-makers to give them 60 second elevaato speeches.
so that decision-makers in each member economy of the APEC could invest in their R&d programs
and pro-active policy action which can assist policy-and decision-makers in today's complex and interdependent environments.
Challenges in communicating the outcomes of a foresight study to advise decision-makers on policy and strategy Claudio Chauke Nehme1, 2,,
which aimed to support decision-makers in their activities, providing for increased confidence and credibility throughout the process.
From this paper's point of view, the target is always the best combination between stakeholders and decision-maker involvement and intangible generation
decision-makers mainly those from the government tend to consider themselves confident enough to start making decisions.
which the main recommendations are fine-tuned with decision-makers in all their aspects, an implementation strategy is designed first,
resultiin from discussion and commitment among key stakeholdders expanding the perception of strategic options among the decision-makers.
taking into consideration the three types of decision-makers normally involved in these activities: governmment private sector, and academia.
-and decision-makers the potential to look across (disruptive) transformations which are required either as a solution to
which decision-makers could then use to underpin their choices, by defining strategic research agendas, and by providing recommendations on the availabbl alternatives.
In the latter case decision-makers should work together with specialists, potential users and concerrne representatives of civil society.
Driven by the need to explore certain technological, economic or societal developments of major concern to decision-makers,
it can draw on a close and trustworthy relationship with decision-makers and gives access to insider knowledge of the embedding organisation that allows them to bring their FTA insights fully to bear
an intelligent combinaatio of FTA models needs to be put at the disposal of decision-makers,
Nehme, C. C.,de Miranda Santos, M.,Fellows Filho, L. and Massari Coelho, G. 2012)‘ Challenges in communicating the outcomes of a foresight study to advise decision-makers on policy and strategy
and informs decision-makers. States and markets: The future preferences of states on socioeconomic development models will impact on international science.
participants are typically senior decision-makers who are in a position to influence policy strategy outcomes and to take action to implement the emerging vision.
building/sufficient volume of high quality applications from internal capacity Influential decision-makers do not see value Sharing activities/results would dilute international leadership conflicting interests between competitors
By way of engaging stakeholders in the creation and codification of tacit knowledge (Nonaka 1994), foresight synthesises key findings for decision-makers from fragmented information and expert recommendations.
and sense-making between diverse sources of information and the decision-makers..Guidance for design and process management.
which will help to better prepare policy-and decision-makers in today's complex and interdependent environments.
-and decision-makers about new and future opportunities as well as threats and have prepared them (or make them aware) for drastic changes and surprises/shocks.
and to interpret them in a functional way for decision-makers by gathering and processsin all relevant information.
For example, while the institutionalization of scanning activities serves to establish close links with decision-makers and makes it possible to build up capabilities on continuous basis,
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