Geopolitics, Uncertainties and Business (6) : The Psychological Impact of the Islamic State Terrorist Attacks

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

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Revisiting Timeliness for Strategic Foresight and Warning and Risk Management

[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 […]

Delivery of Strategic Foresight and Warning products: learning from the social and mobile web?

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. Yet, from the point of view of SF&W, they must receive them, know they have received them and, as much as possible, consider them.

by Philip Devere, FAL, via Wikimedia Commons

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. Yet, it is crucial. As a first step, it has much to learn from the warning part of the activity. Then, both strategic foresight and warning may also have much to learn from the mobile and social networking approach, as it is being …

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Beyond the End of Globalisation – From the Brexit to U.S. President Trump

The world has entered a period where uncertainty rules and where surprises abound.

Focusing on 2016, the two major surprises usually singled out are the Brexit or the vote leading to the exit of the U.K. from the European Union, then the election of U.S. President Trump against favourite Democratic candidate Hillary Clinton. Even though a short-term focus could let us believe that the turmoil only or mainly hits “the West”, political and geopolitical surprises and uncertainties have multiplied worldwide, starting at least with the shock of the financial crisis in 2007 and 2008 and responses to it (see end note for some major instances*).

What is thus happening? How are we to tackle the uncertainty? Are these surprises related or discrete independent events that it would be wrong to link or try to understand together?

We shall start here with the 2016 surprises and related ongoing uncertainty, i.e. the Brexit and the U.S. Trump Presidency, and focus more particularly on the contradictions and questions that arise when we compare the two phenomena. We shall seek a framework for and elements of understanding, which can then be used in the development of scenarios for the future.

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Modeling for Dynamic Risks and Uncertainties (2) : Mapping a Dynamic Network

Go back to Part 1

Actually, any SF&W model as it primarily deals with time should be a dynamic network. How can we expect obtaining any potential outline for the future if our model for understanding is static?

Our map thus aims at representing the potential dynamics of polities. We shall notably use Ertman’s work on past state-building, but making it adaptable to present and future conditions.

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Modeling for Dynamic Risks and Uncertainties (1) : Mapping Risk and Uncertainty

(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 […]

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Water Security Maps

You will find below a selection of maps related to global water security, which are useful for both analysis and delivery of products. Maps are both necessary tools for analysis and crucial delivery visuals for our foresight and warning products. They constitute a category of delivery form, which can, furthermore, be combined with other categories to suit at best our needs. The maps under copyrights that do not allow fair free use (C.C.) are filed at the bottom of the post. National Intelligence Council (US), ODNI – 2012: Global Water Security Map Map attached to the 2012 Global Water Security, an Intelligence Community Assessment Aquastat (FAO) maps AQUASTAT is FAO’s global information system on water and agriculture, developed by the Land […]

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Revisiting influence analysis

Once variables (also called factors and drivers according to authors) have been identified – and in our case mapped, most foresight methodologies aim at reducing their number, i.e. keeping only a few of those variables.

Indeed, considering cognitive limitations, as well as finite resources, one tries obtaining a number of variables that can be easily and relatively quickly combined by the human brain.

The problem we here face methodologically is how to reduce this number of variables at best, making sure we do not reintroduce biases or/and simplify our model so much it becomes useless or suboptimal.

Furthermore, considering also the potential adverse reactions of practitioners to complex models, being able to present a properly simplified or reduced model (however remaining faithful to the initial one) is most often necessary.

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The Battle of Raqqa, the Kurds and Turkey

This article focuses on the evolution of the balance of forces on the battlefield, notably for the Kurds, mainly in Syria but also in Iraq, one of the multiple layers of interactions that must be considered around the battle of Raqqa against the Islamic State. It is part of a series aiming at deciphering the […]

The Power of Maps

Maps are both necessary tools for analysis and crucial delivery visuals for foresight and warning products. They constitute a very powerful type of delivery form, as they change both the world and the mind. The pivotal importance of maps and of the process of mapping has notably been shown, in the case of the birth of nations and of nationalism, by two remarkable books: Imagined Communities by Benedict Anderson and Siam Mapped: A History of the Geo-Body of a Nation by Winichakul Thongchai. Building upon the findings of those master-works, as well as on my own (PhD) research, this post explains the power of maps and then outlines contemporary evolutions, examples and possibilities. Why are maps special instruments of power? […]

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