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2016 | OriginalPaper | Buchkapitel

9. From Integration to Interpretation: Translating ForSTI into Strategies

verfasst von : Ian Miles, Ozcan Saritas, Alexander Sokolov

Erschienen in: Foresight for Science, Technology and Innovation

Verlag: Springer International Publishing

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Abstract

One of the key features of ForSTI is that it is a policy and action-oriented activity. Therefore, the process does not simply end with the description of preferable futures, but goes to the next levels on the ways of formulating and implementing strategies and policies, and planning and allocating resources for successful implementation.

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Fußnoten
1
Recall that we do not see exploratory and divergent, or normative and convergent, approaches as inextricably bound together. However, the loose association within each of these “couplets” holds up fairly well as a description of different steps of the ForSTI process.
 
2
For a set of resources on using cost-benefit analysis, with worked examples, see the “Green Book” website at https://​www.​gov.​uk/​government/​publications/​the-green-book-appraisal-and-evaluation-in-central-governent (accessed 10/12/2014).
 
3
The literature on these topics is vast. For an introduction to behavioural economics, see Kahneman (2003); one of many efforts to assess and explain public perceptions of emerging technologies is Kahan et al. (2007); efforts to explicate key risk issues for policymakers is Annual Report of the Government Chief Scientific Adviser (2014) and Williamson and Weyman (2005). Foresight Programme commissioned an excellent “Science Review Summary: Public Perception of Risk” (by J.R. Eiser, dated 2004); this is still accessible online from other repositories, such as http://​web-archive-net.​com/​page/​789210/​2012-11-29/​http://​www.​bis.​gov.​uk/​files/​file15017.​pdf
 
4
Some similar approaches in ForSTI work are reviewed in Lee et al. (2008); see also Martin and Daim (2012) for application in a roadmapping context.
 
6
France has had earlier rounds of “Key Technology” exercises in the 1990s and at the turn of the century—see Barré (2008). For the recent exercise, see Ministere de l’Economie, de Finance et de l’Industrie (2015).
 
7
This scheme was also used in the Czech ForSTI exercise, which will be mentioned briefly below.
 
9
Figures 1, 2 and 4 are based on (Phaal et al. 2001).
 
10
See Miles and Keenan (2002) for uses of SWOT in the ForSTI process.
 
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Metadaten
Titel
From Integration to Interpretation: Translating ForSTI into Strategies
verfasst von
Ian Miles
Ozcan Saritas
Alexander Sokolov
Copyright-Jahr
2016
DOI
https://doi.org/10.1007/978-3-319-32574-3_9

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