Summary of lesson
An important feature of foresight is accepting the fact of uncertainty, trying to understand it and making it a part of thinking about the future. The uncertainty lies in the fact that the observer testing the system in a given place and time, can not define the further functioning of that system with complete certainty. Uncertainty is inherent in any decision. Predictability means the possibility of prediction and refers to the relationship between the observer and the observed object whose behavior is predicted. When looking into the future, the degree of predictability gradually goes down the further we look while uncertainty goes up.
We can anticipate the future by trying to sense low probability and high impact events. They are referred to as weak signals and wild cards. Wild card describes an event with a low probability of occurrence and a high impact of influence. Weak signals are past or current developments/issues with ambiguous interpretations of the origin meaning and implications. They are warning us about the probability of future events.
Unprecedented changes may be related to technological developments. Technological change may be one of the following nature: evolutionary, revolutionary and disruptive. Evolutionary change is typical development path of technology. Revolutionary change takes place when a given technology is replaced by a new one, superior in performance. Disruptive change, like revolutionary change causes discontinuity, but on top of that it also redefines the market.
References and further information
- Unido Technology Foresight Manual. 2005. Organizations and Methods. Unido, Vienna
- Duin, P.; Heger, T.; Schlesinger, M. D. 2014. Toward networked foresight? Exploring the use of futures research in innovation networks, Futures 59: 62-78
- Magruk, A. (2011). Innovative classification of technology foresight methods. Technological and Economic Development of Economy, 17(4), 700-715.
- Magruk, A. (2015). The process of selection of the main research methods in foresight from different perspectives. Business, Management and Education, 13(2), 234-248
- Hiltunen E., Was it a wild card or just our blindness to gradual change?, „Journal of Futures Studies”, 11, 2, 2006, pp. 61-74.
- Hiltunen E., Good sources of weak signals: a global study of where futurists look for weak signals, „Journal of Futures Studies”, 11, 4, 2008, pp. 21-44.
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- Barber M., Wildcards: Signals from a future near you, „Journal of Futures Studies”, 11(1), 2006, pp. 75–94.
- Bower, J. and Christensen, C., Disruptive Technologies: Catching the Wave, Harvard Business Review, January–February 1995.
- Christensen C. M., The innovator’s dilemma: when new technologies cause great firms to fail, Boston, Massachusetts, USA: Harvard Business School Press, 1997.
- Christensen C. M. , Overdorf M., Meeting the Challenge of Disruptive Change, Harvard Business Review, March–April 2000.
- Christensen C. M., Baumann H., Ruggles R., Sadtler T. M. , Disruptive Innovation for Social Change, Harvard Business Review, December 2006.
- Danneels E., Disruptive Technology Reconsidered: A Critique and Research Agenda, Journal of Product Innovation Management, 21 (4), 2004, pp. 246–258.
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