Framework foresight: Exploring futures the Houston way

Over the last several years, the University of Houston developed and codified a method for teaching students how to carry out foresight projects. This development represented a philosophical shift from a neutral presentation of methods without particular advocacy for one or the other. The challenge that this neutral approach presented is that each method is somewhat different and especially for those new to foresight, it became challenging to find common ground, distinguish them, or to know when to use one or the other. Our experience is that our initial wariness of promoting a standard method and thus a “one-right-way” of doing foresight proved unfounded. Not only does it not detract from the teaching of other methods, in fact it has made it easier. Framework Foresight was deliberately built to accommodate and incorporate other methods and approaches. It provides a basis of comparison of how various practitioners and methods do the work, enabling them to assess the strengths and weaknesses of each. Framework Foresight thus could be viewed as a meta-method in that it is a modular approach that accommodates a substitution of, or supplementation from, other methods or techniques at various steps. As students became practitioners and used the method in their practice, they have provided useful feedback and have generally reported back good results. Thus, Framework Foresight is offered to the foresight community as a method for carrying out foresight projects     

Foresight as a core competence

Foresight is an elusive and oft-misunderstood term. Lacking a widely accepted definition, it is unclear when and whether it refers to a process, to a human attribute or competence, or to a national Foresight programme. This paper argues that foresight has developed largely in isolation to the extensive literature on business strategy. By relating foresight to this literature it can be put into a context with a far larger pool of existing knowledge. This paper relates foresight specifically to the core competence view of strategy. The resultant connections have implications for the process and competence concepts of foresight, national Foresight programmes and the core competence view.     

“Foresight process impacts: Beyond any official targets,foresight is bound to serve democracy”

Foresight is usually criticised for having a limited direct impact on policy-making. Although contexts play a significant role, this may be true to a certain extent. It is also true, however, that the value of foresight has been under-explored. The purpose of the paper is to show the value of foresight in contributing to the development of more participatory societies irrespective of the specific ‘official’ objectives it is designed to serve. The methodology included the creation of a specific impact assessment framework and the assessment of certain foresight exercises (FNR Foresight and eFORESEE Malta) in terms of contribution to more participatory societies through case studies. The assessment showed that although contributing to more participatory societies was not among the main aims of the particular exercises, they managed to achieve certain impacts facilitating increased public participation or directly improving democratic processes in policy-making. Foresight is ‘by default’ devised to promote democratic processes through inclusiveness, openness, transparency, public engagement, and multi-stakeholder approaches.     

Emerging technologies in favour of sustainable agriculture

European agricultural systems are going through a modernisation process involving radical structural changes. To tackle these important challenges, technology foresight has been employed as a systematic, participatory, intelligence gathering exercise focusing on future R&D investments in sustainable agricultural systems and green technologies. Because reliable data on emerging technology are scarce, any assessment has to be based to a large extent on qualitative methods and on an operational conception of sustainability using priority indicators. The paper describes the Danish Green Technological Foresight on Environmental Friendly Agriculture (GTFEFA). It treats this as a case study and examines the way in which a group of interested parties arrived at recommendations on the application of a number of emerging agriculture-related technologies. Two questions are then addressed: Can technological foresight simultaneously: (1) systematically describe and evaluate the consequences of employing emerging technologies in order to choose between alternatives, and (2) prioritise investments in emerging technologies so as to favour innovation. The discussion here is intended to help meet the challenge of operationalising the term ‘sustainability’, so that environmental friendly agricultural technology can be assessed against priority indicators. Finally, it is suggested that, provided that clear criteria for assessing the sustainability of emerging technologies are identified and made explicit, technology foresight offers a space for dialogue and exploration in contested territory.     

Fear of foresight: Knowledge and ignorance in organizational foresight

We discuss the changes occurring in the field of organizational foresight. The analysis results from viewing foresight from two different perspectives: as centered on the future or on the present; as macroscopic analysis or microscopic practice. The combination of these factors results in four different modes of organizational foresight: strategic planning, visioning, scenario thinking and planned emergence. These different perspectives are examined. We contribute to the literature by presenting foresight as a complex process, amenable to different understandings. Foresight is often portrayed as a technical and analytic process. We discuss it as a human process permeated by a dialectic between the need to know and the fear of knowing.     

Foresight tackling societal challenges: Impacts and implications on policy-making

Foresight activities are often conducted to anticipate major societal future challenges and provide support to current decision-making. Whereas the paper reports some findings on the future of challenges especially related to sustainability, security and information society, it mainly provides evidence on how foresight impacts on policy-making and societal developments. The paper elaborates a framework with key design dimensions related to foresight process and outcomes in order to characterise different kinds of foresight projects. The framework is applied for the empirically based ex post analysis of selected foresight projects around the world in order to clarify (i) different roles for foresight in the innovation system and society and (ii) its respective impacts and implications on policy.     

Corporate foresight in emerging markets: Action research at a multinational company in Turkey

The corporate foresight—future studies in business—is gaining importance globally. However, research to date has largely focused on the multinational companies (MNC) and yet revealed little about the implementation of corporate foresight in the regional subsidiaries of MNCs in emerging markets. An action research in the regional subsidiary of an MNC in Turkey was carried out to address this gap. Seven major findings/challenges were recorded during the action research: (1) changing mental models about the future, (2) controlled two-tier structure, (3) customisation of methodologies, (4) thorough examination of information sources, (5) external participation, (6) changing the primary dimension of the company and (7) sharing with other regional subsidiaries and corporate headquarters. These findings were categorised under a new framework—Knowledge-People-System-Organisation (KPSO) framework for managing the corporate foresight process at MNCs in emerging markets. The balanced distribution of the findings in this new framework shows that it could be used for further theory development in the area of corporate foresight and implemented in further corporate foresight exercises.     

Entrepreneurship as foresight: A complex social network perspective on organisational foresight

This paper addresses the relationship between foresight and entrepreneurship. It characterises the foresight inherent in entrepreneurial activity as situated within particular discourses, or communities of practice (CoPs) in a range of structures. The argument is based on the use of complexity theory (CT) to provide insight into the dynamics of entrepreneurial activity. Complexity theories of entrepreneurship are grounded in empirical studies of entrepreneurial action. A multilevel model (MM) characterising emergent structures within the entrepreneurial domain is presented as an extension of existing CT, with entrepreneurship characterised as the practice of foresight relating to that structure. The model is grounded in two case studies of entrepreneurial ventures in high velocity business environments, airline services, and sound system accessories. An empirical model—EROS—Experiments, Reflexivity, Organising Domains, and Sensitivity—is developed to reflect entrepreneurial processes at the level of the individual, the firm, and inter-firm connections—and the interactions between them. The notion of the CoP is used to deepen the analyses, examining how the layers of the MM are constituted through the foresight inherent in entrepreneurial activity over time. As well as presenting a coherent theoretical understanding of the entrepreneurial landscape, there are practical implications for policy-makers and educators wishing to improve entrepreneurial foresight.     

US Families 2025: In search of future families

Parenting defines and cultivates gender roles for men and women, from both biological and cultural angles. From scanning the latest trends, issues, and social pulses on parenting, families and the gender roles encapsulated, it is evident that changes are taking place: dual-income families, a health insurance crisis, family-work conflicts, bioengineering, same-sex marriage, and increasing health concerns — just some of the issues — are changing in the US, while families and gender roles are being shaped and reshaped in the process. In this article, four alternative future scenarios generate implications that challenge mainstream assumptions about the future of parenting and reveal possibilities for future male and female roles. Four scenarios (Mr. & Mrs. Right Now, Marriage Marketplace, The New Waltons for the 21st Century, and Desperate Housewives) emerged from an informal workshop held at the University of Houston, Clear Lake (UHCL) February 19, 2005.     

Municipal visions: Reflexive futures between paradigm and practice

How does the reflexive knowledge we develop about institutions and environments influence the expectations we might have about the future? The paper addresses this question in the context of Foresight in local governance. It describes a project aiming at creating visions for a Norwegian municipality by inviting schoolchildren to contribute with their ideas of the future. The focus is on how the interactions between project owners and participants produced certain forms of resistance and led to visions best described as idealistic conformism. Introducing the idea of ‘reflexive futures’, I suggest that that a broader understanding of reflexivity as containing both enabling and constraining features can help to unlock certain paradoxes of current Foresight and provide a renewed inquiry into the practise of visioning for strategy and long-term planning.     

How past becomes prologue: a sensemaking interpretation of the hindsight-foresight relationship given the circumstances of crisis

Foresight is rooted in deep understanding [A.N. Whitehead. Lecture notes from address to the Harvard Business School, 1931]. Such understanding requires that we shall have first looked back to the past before venturing forward into the future. This paper uses Weick’s and colleagues’ sense making perspective in order to explore this critical relationship between the past and the future [[2], [3], [4], [5], [6] and [7]]. In particular, key sense making properties will be applied to a crisis, an occurrence of school-place violence that occurred in the United States in 1999. We shall then ask how this organization and its diverse external stakeholders used their understanding of this event to learn how to prevent such crises from occurring in the future. In other words, how capably was hindsight constructed and then how was it used to strengthen foresight into the future? This paper will conduct a theory-based empirical examination of a crisis event and its aftermath to understand how hindsight can be sharpened and then used to improve organizational foresight.     

The role of hindsight in foresight: refining strategic reasoning

The purpose of this paper is to deepen understanding of the role that hindsight plays in foresight. The authors argue that the past is not an isolated static state, but one that is intimately connected with the future. However, there are several biases that influence our perceptions and conceptions of the past. These biases act as constraints on our ability to understand the driving forces that emerge from the past, play out through the present and become the critical uncertainties in the future. They could result in misperceptions about events or processes and so may impair foresight methodologies, such as scenario thinking. Such a foresight bias is characterized by a combination of hindsight biases, creeping determinism and searching for information that corresponds to people’s views about both the past and the future.The cognitive linkages between past, present and future are discussed and the role of counter-to-factual analysis is emphasized as an antidote to the foresight bias. Counter-to-factual analysis is both a cognitive process and an analytical reasoning tool applied to the analysis of historical data. Using insights generated from the explorations of counter-to-factual reasoning, the authors present a hindsight-foresight paragon that fortifies current foresight enhancing techniques with counter-to-factual analysis.

Two Roads diverged in a yellow wood,

And sorry I could not travel both

And be one traveler, long I stood

To where it bent in the undergrowth…

Two roads diverged in a wood, and I-

I took the one less traveled by,

And that has made all the difference.

The Road Not Taken, Robert Frost

Men’s curiosity searches past and future

And clings to that dimension. But to apprehend

The point of intersection of the timeless

With time, is an occupation for the saint—

T. S. Eliot, from The Dry Salvages     

Long-term thinking and the politics of reconceptualization

This essay is a response to the dominance of short-term thinking in Western culture. It begins with a critique of the minimal, or fleeting, present and then explores some possibilities for extending what might be meant by the ‘present’. It suggests that considerable utility may be derived from a more careful and considered use of particular timeframes. It is doubtful whether questions of sustainability, the rights of future generations and, indeed, the disciplined study of futures can be resolved without a number of innovations based on long-term thinking. The latter part of the essay considers two—the creation of institutions of foresight and an international programme of 21st century studies.     

Tailoring Foresight to field specificities

The paper presents an approach at improving the impact of Foresight by systematically taking into account the characteristics of the targeted research and innovation (R&I) domains when designing a Foresight exercise. The paper addresses recent developments in Foresight theory and practice which allow for deploying a hybrid methodological framework where different approaches serve different purposes in specific phases in order to tailor Foresight to a wide range of different contexts and objectives. The paper can be characterised as empirically based theory building. The theoretical framework is elaborated by applying it in two R&I fields: (i) GM plants and (ii) Nanosciences and Nanotechnologies. Hence, this research is expected to contribute improving the strategic processes of priority setting in techno-institutional arenas both on the national and international level. In particular it is suggested that the capability of Foresight to function as a systemic innovation policy instrument for enhancing innovation and learning capability could be improved substantially by tailoring the Foresight approach to the targeted innovation arena.     

How foresight creates unforeseen futures: the role of doubting

This paper defines foresight as being a mental model about the future and considers the role of foresight in shaping actions and events reflected in imperious, heroic, tragic and chaotic futures (defined within the paper). The paper contends that success in foresight is not about acquiring knowledge or using it to build pictures about the future. Rather, it is the expectations that come with such processes that cause organisational closure, and thus chaotic and tragic futures. The argument is made that firms need to doubt much more than they do.Two processes of doubting are described: the first (single loop doubting) shows how differences between expectations and perception cause doubt that (whenever the underlying mental model is sufficiently plastic) is accommodated by social processes without change. The second process, called double loop doubting, is based on genuine attempts to refute, rather than confirm, mental models about the future. The contention is that such processes would lower expectations and certainty, thereby opening the organisation and enabling mental models to be more accurate.

“I fear there can be no possible doubt about the matter”.

Jack in The Importance of Being Ernest, Oscar Wilde     

Foresight—Are we looking in the right direction?

The practice of both competitive intelligence (CI) and foresight attempt to prevent strategic surprise by noticing and attending to signals earlier rather than later. Using analogies with human vision, we examine how organizations can see, notice and attend better to their business and competitive environments. Though discarding information is a necessary part of any intelligent and/or intelligence process, the increasing use of 2020 vision statements, seemingly expressing prescient foresightful activity, can lead to tunnel vision and encourage over-focusing, looking too hard in one direction, by neglecting both context and periphery while ignoring the discarding of information that is taking place. We consider problems of blind spots, differences between passive and active vision, the privileging of foveal (focused and central) over peripheral (contextual) vision, and why we need the periphery, both visually and organizationally. Postmodern thinking can usefully inform CI or other foresightful activities so as to better see the unseen, and spot excluded voices. We conclude by suggesting serendipity as a possible approach, so as to ultimately help see with new eyes, as Proust would have it, adopting a deliberately sideways look at one's business context to enhance foresightful looking straightforward towards a or the future.     

From vision into action

Utopian thinking, problematic as it can be, is used for imagining alternative visions of the future as a design process. Visioning adds foresight to an active-learning process in which participants share critical reflection, decision and change, as Anticipatory Action Learning. Guidelines, including ethics, are suggested. Once its limitations are recognised, it can be a used for integrating learning in a social system.     

Semi-rational expectations and exchange-rate dynamics

The Rational Expectations Hypothesis (REH) asserts that, on average, the economic agents are accurate in predicting future economic developments. The paper demonstrates, however, that in a world of costly information, individual rationality may result in consistent and persistent forecasting biases. A distinction is drawn between perfect foresight or efficient forecasting—which is consistent with the REH—and myopic perfect foresight—which is the profit maximizing, and thus the rational one from an individualistic point of view, even though the latter may result in persistently biased forecasting. These concepts are illustrated in a model of exchange rate dynamics which introduces myopic or ‘semi’ rationality into Dornbusch's familiar model.