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In futures studies, especially in Europe, the term "foresight" has become widely used to describe activities such as: * critical thinking concerning long-term developments, * debate and effort to create wider participatory democracy, * shaping the future, especially by influencing public policy. In the last decade, scenario methods, for example, have become widely used in some European countries in policy-making.〔van Steenbergen, Bart: Scenarios As a Powerful Tool for Public Policy. As presented at the Prague Workshop on Futures Studies Methodology, October 2005, http://ceses.cuni.cz/english/051019.php. To be published in the proceedings.〕 The FORSOCIETY network brings together national Foresight teams from most European countries, and the European Foresight Monitoring Project is collating material on Foresight activities around the world. In addition, foresight methods are being used more and more in regional planning and decision –making (“regional foresight”). At the same time, the use of foresight for companies (“corporate foresight”) is becoming more professional and widespread 〔Ratcliffe, John: Challenges for Corporate Foresight: Towards Strategic Prospective Through Scenario Thinking (presented at the conference “Foresight Management in Corporations and Public Organizations”, http://www.tukkk.fi/tutu/conference2005, Helsinki 2005〕〔C. Daheim and G. Uerz, "Corporate foresight in Europe: from trend based logics to open foresight," Technology Analysis & Strategic Management, vol. 20, pp. 321-336, 2008)〕〔Schwarz, J.-O. (2008) (Assessing the future of futures studies in management ), Futures, Vol. 40, Iss. 3, 237-246.〕〔A. Hines & J. Gold, “An organizational futurist role for integrating foresight into corporations,” Technological Forecasting and Social Change, Available online 2 May 2014.〕 Corporate foresight is used to support strategic management, identify new business fields〔Rohrbeck, Rene (2010) ''Corporate Foresight: Towards a Maturity Model for the Future Orientation of a Firm'', Springer Series: Contributions to Management Science, Heidelberg and New York, ISBN 978-3-7908-2625-8〕〔Rohrbeck, R., S. Mahdjour, S. Knab, T. Frese (2009) (Benchmarking Report - Strategic Foresight in Multinational Companies ) Report of the European Corporate Foresight Group: Berlin, Germany〕 and increase the innovation capacity of a firm.〔Rohrbeck, R. H.G. Gemuenden (2011) (Corporate Foresight: Its Three Roles in Enhancing the Innovation Capacity of a Firm" ) ''Technological Forecasting and Social Change'', 78(2), 231–243.〕 Foresight is not the same as futures research or strategic planning. It encompasses a range of approaches that combine the three components mentioned above, which may be recast as: * futures (forecasting, forward thinking, prospectives), * planning (strategic analysis, priority setting), and * networking (participatory, dialogic) tools and orientations. Much futures research has been rather ivory tower work, but Foresight programmes were designed to influence policy - often R&D policy. Much technology policy had been very elitist; Foresight attempts to go beyond the "usual suspects" and gather widely distributed intelligence. These three lines of work were already common in Francophone futures studies going by the name ''la prospective''. But in the 1990s we began to see what became an explosion of systematic organisation of these methods in large scale TECHNOLOGY FORESIGHT programmes in Europe and more widely. Foresight thus draws on traditions of work in long-range planning and strategic planning, horizontal policymaking and democratic planning, and participatory futures studies - but was also highly influenced by systemic approaches to innovation studies, science and technology policy, and analysis of "critical technologies". Many of the methods that are commonly associated with Foresight - Delphi surveys, scenario workshops, etc. - derive from the futures field. So does the fact that Foresight is concerned with: * The longer-term - futures that are usually at least 10 years away(though there are some exceptions to this, especially in its use in private business). Since Foresight is action-oriented (the planning link) it will rarely be oriented to perspectives beyond a few decades out (though where decisions like aircraft design, power station construction or other major infrastructural decisions are concerned, then the planning horizon may well be half a century). * Alternative futures: it is helpful to examine alternative paths of development, not just what is currently believed to be most likely or business as usual. Often Foresight will construct multiple scenarios. These may be an interim step on the way to creating what may be known as positive visions, success scenarios, aspirational futures. Sometimes alternative scenarios will be a major part of the output of Foresight work, with the decision about what future to build being left to other mechanisms. ==See also== * Accelerating change * Foresight Institute * Corporate foresight * Forecasting * Futures studies * Optimism bias * Emerging technologies * Reference class forecasting * Scenario planning * Strategic foresight * Strategic Foresight Group * Technology forecasting * Technology Scouting 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「Foresight (futures studies)」の詳細全文を読む スポンサード リンク
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