As underlined in Everstate’s characteristics, time in strategic foresight and warning is a crucial problem that still needs much effort and research before we obtain proper and actionable timelines – and this without even considering timeliness. For the Chronicles of Everstate, I have been struggling with the best way to present time in our very imperfect knowledge and understanding context. One of the solutions was to locate the Chronicles in a very distant time, which is what I suggested in Everstate’s characteristics. However, considering the unconscious or conscious mental associations that will be made by readers for years so far away as 5230, this was unsatisfactory. To use a less precise timeline such as the Near Future and the Far … Continue reading Creating Evertime
Strategic Foresight and Warning (SF&W) is at once process and analysis. By SF&W analysis we mean all methodologies and related issues allowing for the development of an understanding grounded in reality that will generate best anticipatory products, useful to decision-makers and policy-makers for carrying out their mission (to find your way within the myriad of labels given to anticipatory activities, see Intelligence, strategic foresight and warning, risk management, forecasting or futurism? (Open Access/Free) and When risk management meets SF&W). The larger SF&W analytical method can be seen as following the following steps, with use of various methodologies and related challenges for each step: An example of what is involved in step 1 is given here with the bibliography and links or with the bibliography on … Continue reading Strategic Foresight & Warning Analysis
To exist, foresight products as well as warnings must be delivered to those who must act upon them, the customers, clients or users. Furthermore, they must be provided in a timely fashion. This criterion of timeliness is extremely important. It means that customers or users will have enough time to decide and then implement any necessary course of action as warranted by foresight. Timeliness: enabling the coordination of response Most often, the challenge of timeliness is thus understood as stemming from the need to conciliate on the one hand the dynamics which are specific to the issue, object of anticipation, and on the other the related decision and coordination of the response. Let us take the example of Peak Oil, … Continue reading Revisiting Timeliness for Strategic Foresight and Warning
As Cynthia Grabo underlines, a warning does not exist if it is not delivered. Similarly, a foresight product – or risk assessment or horizon scan – has to be delivered. Furthermore, if foresight and warning are to be actionable, then clients or customers – those to whom the product has been delivered – must pay heed to the foresight, or warning. What they decide to do with those is another story, but from the point of view of SF&W, they must receive them, know they have received them and as much as possible consider them. Strategic foresight and futures’ efforts, as well as related literature, with a few exceptions, have rarely focused explicitly on this specific part of the overall process. … Continue reading “Delivery” of Strategic Foresight and Warning “products:” learning from the social and mobile web?