Abstract
Strategic foresight deals with the long term future and is a transdisciplinary exercise which,
among other aims, addresses the prioritization of science and other decision making in science
and innovation advisory and funding bodies. This article discusses challenges in strategic
foresight in relation to transdisciplinarity based on empirical as well as theoretical work in
technological domains. By strategic foresight is meant future oriented, participatory consultation
of actors and stakeholders, both within and outside a scientific community. It therefore
allows multiple stakeholders to negotiate over how to attain a desirable future. This requires
creative thinking from the participants, who need to extend their knowledge into the uncertainty
of the future. Equally important is skilled facilitating in order to create a space for
dialogue and exploration in a contested territory. Although strategic foresight has now been
widely accepted for strategy-making and priority-setting in science and innovation policy, the
methodologies underpinning it still need further development. Key findings are the identification
of challenges, aspects and issues related to management and facilitation of strategic
foresight exercises in complex systemic contexts that transcend science in relation to both the
persons and problems involved.
Original language | English |
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Journal | Creativity and Innovation Management |
Volume | 19 |
Issue number | 1 |
Pages (from-to) | 37-46 |
ISSN | 0963-1690 |
DOIs | |
Publication status | Published - 2010 |
Keywords
- foresight
- transdisciplinarity