Dialogue

Dialogue (193)
Effective dialogue (4)
Strategic dialogue (57)

Synopsis: Discussion: Dialogue:

This can be done in a verbal dialogue where the facilitator (s) in a tour de table format asks each participant at a time to enter a new idea,

Futur the German research dialogue, Res. Eval. 13 (3)( 2004) 143 153.14 PREST, Evaluation of the Hungarian technology foresight programme (TEP), Report of an International Panel, University of Manchester, Manchester, 2004.15 R. Slaughter, A new framework

‘Futur the German research dialogue',Research Evaluation 13 (3)( 2004) 143 153.3 R. Barre, Synthesis of technology foresight, in:

tools to inform debates, dialogues and deliberations, Technikfolgenabschatzung, Theorie und Praxis 2 (14)( 2005) 74 79.14 R. Barre, M. Keenan, FTA Evaluation, Impact and Learning,

and initiate meaningful and lively dialogues among stakeholders. Their diverse accumulated knowledge and experience, as well as distinct viewpoints are indispensable for building policy-relevant visions.

the shared visions and policy recommendations, stemming from the dialogue among participants, offer a basis for faster and more efficient implementation.

or spark dialogues, by offering food for thought, at best. The theoretical framework of this article rests on the innovation systems school 10 15),

For a proper policy dialogue it is crucial to use appropriate terms, but it would go beyond the scope of this paper to discuss these competing terminologies in detail.

let alone among different types of them. 568 A. Havas/Technological forecasting & Social Change 75 (2008) 558 582 4. Futures for universities Vision-building requires an intense dialogue among stakeholders for two reasons:(

Second, the content or some elements of the futures drafted here can be used as one of the inputs for dialogues among stakeholders in actual foresight processes.

and that would lead to a Successful multi-speed EU. Not all of these questions can be discussed here as appropriate answers to them would require a dialogue among the key players,

who do not want social dialogues on clearly formulated alternative strategies, given the time needed for these processes,

as are promoting strategic dialogues among the stakeholders, initiating pilot foresight (prospective) projects; etc. The national 579 A. Havas/Technological forecasting & Social Change 75 (2008) 558 582 governments, international organisations and associations of universities can provide methodological and financial support for these initiatives.

as well as distinct viewpoints and approaches of the major stakeholders involved in these strategic dialogues, enrich the prospective discussion

We the editors believe this is a positive development as it signifies the potential of opening up a fruitful dialogue between the relatively young

Opening up a fruitful dialogue among the FTA researchers and professionals facilitates also mutual learning across the FTA and risk assessment communities.

The discussion and dialogue between people is considered thus important when analysing new technologies and the impacts of their market introduction.

and field building, dialogue and interaction. The core idea is to share the knowledge and create in that way developed knowledge

. Cuhls, N. Ludewig, Introduction to futur the German Research Dialogue about the Futur process, in:

‘Futur the German Research Dialogue',Research Evaluation, vol. 13,2004, pp. 143 153,3. 15 M. J. Bardecki, Participant's Response to the Delphi method:

This element is partly present in the emphasis in foresight exercises on participatory processes and societal dialogue.

Actor dialogues, partnershhip consensus seeking Advisory Council for Energy Research Downloaded by University of Bucharest at 05:09 03 december 2014 Foresight

Many participants also had difficulty in engaging in a visioning dialogue. This might have been due to their unfamiliarity with foresight,

the private sector clearly welcomed the opportunity for dialogue with public sector researchers and some consortia seem to have spun out of the exercise that have gone on to submit proposals to the European commission.

and fruitfulness of such dialogue platforms between the private and public sector. The exercise has exploded also the myth that the private sector is interested only in short-term research.

therefore to initiate a process of strategic dialogue, bringing the growing number of diverse actors together in an open and self-critical debate.

technology and innovation options among players, creating debate Awareness of the systemic character of change processes Foresight skills are developed in a wider circle Dialogues in new combinations of experts and stakeholders and a shared understanding

The three terms form a catchphrase to express the serious interest in strengthening the critical public dialogue about RTI, both within Vienna and on the international stage.

By means of a new set of measures called‘Vienna research in dialogue'a critical and continuous exchange of knowledge about RTI with the citizenry is to be fostered.

Under the slogan‘Vienna research in dialogue',the City will address essential contemporary and future issues in the field of science, research and technology.

including the dialogue with the public. A number of follow-up activities to the initial set of actions are in the pipeline

whether the process of strategic dialogue and policy learning can be turned into a sustainable activity or not,

It is one of the intentions for the future to reinforce this dialogue, though. Overall, the need to achieve consensus on immediate policy actions among the key local policy actors implied that several of the more controversial issues,

transport or local government, acknowledge the increasing demand for democratic dialogue about the future with affected parties and interest groups.

There is an increasingly participatory dialogue about the future between organisattion and various social groups such as knowledge workers (including experts), stakeholders and users of public services.

10.1080/09537320903262397 http://www. informaworld. com Downloaded by University of Bucharest at 05:10 03 december 2014 972 S. Jenssen multi-stakeholder dialogue

futur the German research dialogue. Research Evaluation 13, no. 3: 143 53. Cunliffe, A. 2005.

The demand for dialogue: studying the influence of organisers in public foresight. International Journal of Foresight and Innovation policy 3, no. 4: 403 19.

and the Finnish innovation Fund (Sitra) has sought to promote a constructive dialogue on impending societal challenges by establishing a So-called future Forum.

Explorative and normative elements are combined as well as wide collective dialogue and targeted strategic conversations among key decision makers.

The generation of socio-technical scenarios in a stakeholder dialogue may well create a more reliable ground for transferring research results into successful nano-innovations.

Known as the market survey or technical dialogue, this stage takes place priori to the procurement process.

The process usually involves much dialogue, assisted by facilitators with‘‘scripts''(instructions and tasks) and with use of such instruments as whiteboards, flip charts, presentation graphics,

l p x E e g d e l w o n k t i c i l p x E Field building Linking explicit knowledge Dialogue Learning by doing Socialization

and dialogue may correspondingly remain more superficial. We would hope that system designers and those responsible for establishing the steps

The traditional techniques of face-to-face dialogue are not the only way in which we can engage in dialogue, debate, mutual learning,

and the creation of shared understandings. There are many accounts of deep intellectual (and emotional) relationships sustained through written communication.

But face-to-face dialogue is a particularly effective medium for (inter-)organisational learning, especially when participants are from different backgrounds

economic and juridical decisions in a dialogue process with the political authorities. Governance and regulatory concepts imply a modified description of what regulation is and how it works, where the regulatory limits of state authority and the potential of society to influence

and make decisions about them through constructive dialogue with regulators, the local community and activists.

it is developed the means by a firm to build a proper dialogue with stakeholders so that there is a real understanding of what needs are being

Rather than just opening dialogue between science and society solely in terms of environmental or health impacts, there is a need to tackle broader social concerns such as ethical and cultural values, power relations,

and produces issue-specific knowledge through dialogue, creating joint learning between users and producers, knowledge generation and shared sense of commitment.

A Stakeholder Approach, Pitman, Boston, 1984.18 O. Saritas, L. Pace, S. Stalpers, Stakeholder participation and Dialogue in Foresight, From Oracles to Dialogue:

Findings FTA APPROACHES create spaces where an effective dialogue between key players in different policy domains facilitates vision-building

Furthermore, FTA APPROACHES create spaces where an effective dialogue between key players in different policy domains facilitates vision-building

Man's New Dialogue with Nature, Heinemann, London. Rami'rez, R. and Van der Heijden, K. Eds)( 2008), Business Planning for Turbulent Times:

A major reason to run the workshops for a more exclusive group of experts was to enable deeper dialogue within the workshops.

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,

creating spaces for an effective dialogue between key players in different policy domains; vision-building and consensus-building for engineering major processes of transformation;

In response to these crises, he saw a need for new forms of dialogue at different levels,

and promoting active citizen participation in decision-making through inclusive dialogue. They see a key role for FTA APPROACHES and methods in this.

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,

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.

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

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.

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.

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,

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

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,

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.

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:

At this stage it is possible to map out in a first iteration the disputes that may hinder the strategic dialogues By its nature,

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

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 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

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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