![]() ![]() ![]() Participants will learn about the essentials of horizon scanning. This session provides an introduction to foresight and strategic foresight: the origins, uses, and limitations of foresights as well as the difference between foresight and strategic foresight are explained. Introduction to Foresight & Strategic Foresight Johannes Gabriel, Managing Director of Foresight Intelligence, Adjunct Professor at Johns Hopkins University’s SAIS, Bologna (IT) In that case, registration fees received will be fully reimbursed.ĭr. There is no charge for qualified substitute participants.ĮIPA reserves the right to cancel the activity up to 1 week before the starting date. Prior payment is a condition for participation.įor administrative reasons you will be charged € 50 for cancellations received within 7 days before the activity begins. The early bird discount is not cumulative with other discounts or promo codes, except for the EIPA member fee.įor all other participants, the regular fee applies.Ĭonfirmation of registration will be forwarded to participants on receipt of the completed online registration form. The course offers short lectures followed by either plenary discussions or breakout groups working on case studies.įor this online course we make use of ZoomĮIPA offers a discount to all civil servants working for one of EIPA’s supporting countries, and civil servants working for an EU institution, body or agencyĬivil servants coming from the following EIPA supporting countries are entitled to get the reduced fee: Austria, Belgium, Bulgaria, Cyprus, Czech Republic, Denmark, Finland, France, Germany, Greece, Hungary, Ireland, Italy, Lithuania, Luxembourg, Malta, the Netherlands, Norway, Poland, Portugal, Spain, Sweden.įor all other participants, the regular fee applies The course introduces many different foresight tools along the foresight process in the policy cycle and thus allows participants to easily identify and discuss opportunities for practical application. Get a better understanding of how to use strategic foresight in policy planning and decision-making.Gain a deeper understanding of the scenario methodology.Understand the nature, benefits, and limitations of strategic foresight – Get an overview about the entire foresight toolbox.More importantly, participants will learn how to make foresight products that are useful for policy planning, by transforming foresights into strategic foresight. Participants will learn about explorative scenarios, horizon scanning, megatrends, Delphi analysis, and wild cards. This course will equip participants with the relevant knowledge about the most essential foresight tools, how these tools can be combined and what it takes to implement them. In particular, if policy planners want to enlist external help in conducting a foresight project, they need to have enough expertise to formulate a tailored request for a proposal (RFP). Although most policymakers have heard of scenarios, horizon scanning, and megatrends, their understanding is often insufficient to select the right tools for their specific planning problem. ![]() Strategic Foresight is a toolbox that can be used by policy makers – to envision alternative developments to avoid surprises and to prepare for, or even successfully shape, the future. If such unplanned futures were anticipated in time, we would have been better prepared and able to react. ![]() Notably, politics could only react these events under great stress, with enormous expenditure of resources, and with critical delays. Looking back at the past few years, we see many events and their subsequent consequences that took us by surprise. Plausible imaginations of structural changes such as geopolitical shifts, technological breakthroughs, political upheavals, wars and conflicts, economic crises, and pandemics are essential for planning and shaping the future successfully. Strategic policy planning often relies on prognoses, expert judgement, or at best ideas of how the future will develop over the mid- to long-term which lacks complexity. Policy makers have massive problems imagining that things could be different, and this can easily lead – and in the past it often has – to policy failure.
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |