This is the 9 April 2020 issue of our weekly scan for political and geopolitical risks (open access). Again, a very large part is devoted to the COVID-19. Read the scan below, after the editorial, quite long this week. Editorial First, this week’s scan features the excellent article “Stretching the International Order to Its Breaking […]
Riots and protests have been progressively, and in an accelerating way, occurring in many countries, starting with France in 2005, spreading throughout most of the world, from the Arab Spring to Thailand through Hong Kong, the U.S. or, more recently Venezuela, Algeria and France with the Yellow Vest movement at the end of 2018 and […]
Foreseeing the future, whatever the name given to the endeavour, includes two major tasks.
The first one is, of course, the analysis, the process according to which the foresight, forecast, warning, or, more broadly, anticipation is obtained.
The second one is less obvious, or rather so evident that it may be overlooked. It is, however, no less vital than analysis. We need to deliver the output of the analytical process to those who need the foresight, the decision-makers or policy-makers. Ideally, the recipients must understand that output, because they will act on it. They need to integrate the new knowledge received in the decisions they will take.*
A huge challenge runs across these tasks: biases.
We must overcome the various natural and constructed biases – systematic mental errors – that limit human understanding. This article will present first the classical way we deal with biases: we consider them – quite rightly – as “enemies” and we devote much effort to mitigate them. Then, considering the specificity of the delivery stage, this article suggests that another strategy is necessary. We need to turn our usual strategy on its head and befriend biases. In that case, scenarios become a tool of choice for an enhanced delivery of our foresight to decision-makers […]
(This article is a fully updated version of the original article published in November 2011 under the title “Creating a Foresight and Warning Model: Mapping a Dynamic Network (I)”). Mapping risk and uncertainty is the second step of a proper process to correctly anticipate and manage risks and uncertainties. This stage starts with building a model, which, once completed, will describe and explain the issue or question at hand, while allowing for anticipation or foresight. In other words, with the end of the first step, you have selected a risk, an uncertainty, or a series of risks and uncertainties, or an issue of concern, with its proper time frame and scope, for example, what are the risks and uncertainties to […]
[Fully rewritten version v3] To exist, risk and foresight products as well as warnings must be delivered to those who must act upon them, the customers, clients or users. These anticipation analyses must also be actionable, which means that they need to include the right information necessary to see action taken. Yet, if you deliver […]
This article is the second of a two-parts of a series seeking to identify the impacts of the current and most probably forthcoming terrorist attacks by the Islamic State and other jihadist groups, and focuses on major socio-psychological consequences. It follows a first article, which started outlining a framework for impact assessment out of our current understanding of the economic consequences of terrorism, which notably pointed out the need to use mapping as methodology if the complex and cascading characters of these impacts are to be properly assessed. The larger aim of the series is notably to understand if businesses should or not neglect these aggressions and related geopolitical uncertainties, while finding out ways to foresee these risks so as to best design answers (see Helene Lavoix, “Businesses and Geopolitics: Caught up in the Whirlwinds? (1)”, The Red (Team) Analysis Society, 17 Oct 2016)
To find out which could be the psychological impacts of the ongoing string of terrorist attacks, we
This article identifies lessons we can learn from the impact of the conflict in Ukraine on businesses, as presented in the first part, to continue enhancing our understanding of the way businesses and the corporate world could usefully anticipate or foresee geopolitical and political risks and uncertainties.
From the way to identify which crises and geopolitical uncertainties can be – sometimes unexpectedly – of concern to a company (Lesson 1) to the best timing for starting the anticipation process (Lesson 2), the need to think outside the ideological box (Lesson 3) and multi-dimensionally (Lesson 4) and to understand “national interest” and its evolution (Lesson 5), the impacts of the war in Ukraine bring us a wealth of understanding and points out many necessary if not crucial improvements that may be endeavoured. These will thus be added to the points previously identified in “Lessons from and for the Brexit – Geopolitics, Uncertainties, and Business (2)”, after a general framework was defined in “Businesses and Geopolitics: Caught up in the Whirlwinds?” (1).
Over the last two decades, strategic surprises have accumulated and accelerated rather than receded, and they continue to do so. Various actors, from governments and international organisations to the corporate world through citizens seem to be constantly and increasingly surprised by events they fail to anticipate, and thus for which they are unprepared. The Arab Spring (e.g. […]
Each week our scan collects weak – and less weak – signals… Read the 12 March scan → Editor’s note: Although the piece below focuses on climate change, and worrying development accumulating over the past weeks, it is applicable to all sciences and more broadly to all analyses. It notably links perfectly well with the developing controversy and possibly wedge taking place between Germany on the one hand (and most probably a host of European countries), and, on the other, anti-Russian hawks notably in NATO and the U.S., regarding information on the civil war in Ukraine, and Russian military involvement there. This piece is also crucial in terms of SF&W monitoring and scanning. Meanwhile, it underlines how crucial it is to stretch thinking and not becoming so focused […]
Each week our scan collects weak – and less weak – signals… We present below some of the most interesting or relevant features for each section. World (all matters related to war, international and national security) – This week was overwhelmingly dominated by three main issues, the horrendous burning alive of the Jordanian pilot by the Islamic State, its use as psyops products, and more largely the war against the Islamic State, the never abating tension between North America and Europe on the one hand, Russia on the other, along the Ukrainian conflict (with an unusual number of videos on the situation within Ukraine) and the showdown between the new Greek government and the EU (see more details in the economy section, although the potential […]