1 / 17

Beyond 150: Introduction to Scanning and Foresight in Canada

This briefing provides an overview of Horizons' Foresight Method and how it strengthens policy, programs, and vision-building in Canada. Learn about scanning for weak signals, the difference between forecasting and foresight, and the unique features of the Horizons Method.

damiand
Download Presentation

Beyond 150: Introduction to Scanning and Foresight in Canada

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. INTRODUCTION TO SCANNING AND FORESIGHT Canada Beyond 150 Manager’s Briefing 26 January 2018 Peter Padbury Blaise Hébert

  2. OVERVIEW Horizons’ Mandate What is foresight? What is scanning? Forecasting vs foresight Horizons’ Strategic Foresight Method Unique features of the Horizons Foresight Method How foresight strengthens policy, programs and vision-building Lessons learned from foresight units in other countries Key elements in a government wide foresight system Appendix: Horizons’ current projects Appendix: Key foresight terms

  3. HORIZONS’ MANDATE • Develop the government of Canada’s ability to be more future-oriented in the policy planning cycle so that policy and programming can be more resilient and adaptable in the face of the big changes we are seeing in major systems. • 10 to 15 year policy horizon to provide context for medium to long-term planning by doing the following: • Preparing scans and foresight activities to help public servants and citizens to understand the evolving policy landscape and the challenges that lie ahead. • Building foresight literacy and capacity in the Public Service. • Curating the ongoing foresight conversation.

  4. WHAT IS FORESIGHT? The objective of foresight is to develop an understanding of the emerging policy landscape. It uses inputs from scanning in a systematic process to understand how an issue or a system could evolve and the challenges and opportunities that may arise. The objective of foresight is not to predict the future, but to explore the range of futures that may plausibly emerge and then develop policies and strategies that are robust across that range of futures and that deliver desired outcomes. Humans have an amazing capacity to visualize the future. It allows us to consider a problem, explore options, weigh pros and cons and in so doing develop mental models even run “movies” of possible strategies and desired outcomes. More than any other approach, the Horizons Method deliberately utilizes this amazing capacity to visualize at every step in the foresight process.

  5. SCANNING FOR WEAK SIGNALS IS THE FOUNDATION FOR STRATEGIC FORESIGHT Trends describe the expected future, the high probability, high impact developments we need to address. Focusing exclusively on the trends risks being blindsided by surprises. Trends are based on data. All data is in the past. It may be unreliable if the underlying system is changing in fundamental ways. Surprises come from the places people are not looking. Scanning identifies weak signals with unknown probability but potentially significant impact that are often ignored. Foresight explores how they may interact with the system to create surprises.

  6. FORECASTING vs FORESIGHT

  7. Horizons Strategic Foresight Method • Identify the issue or focus of interest as a system • Consider the context - the larger system(s) shaping the it • Prepare a simple domain diagram of what is “in” or “out” as a guide. • Allow it to evolve over the study. • Identify “current assumptions” buried in public dialogue and policy documents • Identify key trends people assume are true • Summarize key assumptions as a description of the expected future. • Scan for trends to understand the expected future • Scan for weak signals of potentially disruptive changes • Conduct interviews dialogue to understand the system and develop insights • Develop a system map including key nodes and relationships • Use the map to identify where change could occur and direct further scanning for weak signals as needed • Use weak signals and insights from scanning to develop potential change drivers • A useful change drive disrupts at least one system node in a surprising way. • Do influence maps to see 2nd to 5th order consequences over time • Do cross impact analysis to explore surprises from driver interaction at same time • Develop system-based scenarios to explore a range of plausible futures • Identify potential challenges and discontinuities • Test robustness of current assumptions and strategies • Identify robust planning assumptions • Identify key challenges and opportunities current policy is not prepared to address • Policies and programs that are robust across the range of plausible futures • A solid foundation for strategy and vision-building

  8. SYSTEM-BASED SCENARIOSARE POWERFUL System-based scenarios allows users to “see” what the system looks like in the future given different conditions. They provide a rigorous analysis of how the landscape could evolve. The elements in the system map become “lens” in the scenarios Example: a system map of the food production system to explore the issue of food security

  9. UNIQUE FEATURES OF THE HORIZONS METHOD • Engages knowledgeable people to share their mental models of the system and explore how the system may evolve • Uses our capacity to visualize the future through our mental models and “movies” • Visual tools provide “scaffolding” at every step of the process to help participants to share their models and facilitate dialogue • Systems thinking is the analytical foundation • System-based scenarios ensures the findings are provocative yet plausible and strategically useful 9

  10. Clarify planning assumptions validate credible assumptions identify vulnerable assumptions in need of further research Identify and rewrite mistaken assumptions Identify emerging challenges and opportunities Enhance mental models; deeper understanding of the evolving policy landscape Develop more robust policy, strategy and programs Rehearse for change HOW FORESIGHT SUPPORTS THE POLICY PROCESS 5

  11. POTENTIAL CONTRIBUTIONS OF FORESIGHT TO THE POLICY PROCESS • Identify emerging issues and policy challenges • Scan for weak signals - signs that this problem may be evolving • Clarify and test credible and vulnerable assumptions • Explore how external change drivers are shaping the system • Develop scenarios to explore how the problem and its context could evolve • Test strategies to ensure they are robust across a range of futures • Scan for or develop new approaches or strategies Agenda setting Learn Problemdefinition Implement Analysis Decide Consider alternative solutions 11

  12. HOW FORESIGHT IMPROVES PLANNING, STRATEGY AND VISION-BUILDING Strategy and vision-building Short Term Planning Foresight Medium Term Planning • 1-3 years • Stronger analysis. Explores longer term consequences of current and proposed policies and programs • 3-5 years • Identifies emerging challenges and opportunities to proactively prepare for plausible futures • 5 to 15 years • Develops awareness of the emerging policy landscape by exploring the range of plausible futures • 5 to 15 years • Ensures robust strategies to move towards preferred futures Foresight provides context (a sense of the evolving policy landscape) to improve near and medium term planning and vision-building 12

  13. LESSONS LEARNED FROM FORESIGHT UNITS IN OTHER COUNTRIES • Horizons has looked at foresight practices in Singapore, UK, Finland, Germany, France and South Korea. The following generalizations are possible: • In countries that take foresight seriously, the senior public servants are active in an ongoing foresight conversation. • In Singapore, UK and Finland sophisticated scanning processes familiarize leaders with the early signs of potentially disruptive change on the horizon. • Several countries, including Canada, use strategic foresight to explore how large systems could evolve and identify the surprises and challenges that could emerge. • Singapore and Horizons also use applied foresight, which draws on design thinking to help groups develop solutions to specific problems. • Several countries are attempting to curate “building blocks” from the foresight conversation so the next conversation or project does not start at the beginning.

  14. ELEMENTS IN A GOVERNMENT-WIDE FORESIGHT SYSTEM

  15. APPENDIX: HORIZONS’ CURRENT FORESIGHT ACTIVITIES • Foresight activities in progress: • Canada Beyond 150 (facilitated applied foresight with 80 young public servants in collaboration with PCO and many others). • Canada 2030 (exploring the context for Government priorities): • The Emerging Energy Landscape – complete • The Future of Work - complete • The Future of Governance – due January 2018 • The Emerging Digital Economy – due February 2018 • GeoPolitical Futures – due April 2018 • Global Challenges – a collaboration project for SSHRC • Work in preparation • Partnership with Ontario around the Future of Work • Regulatory futures

  16. APPENDIX: KEY FORESIGHT TERMS • Scanning identifies weak signals that are early signs of changes in the domestic and international environments that could have a significant impact on the issue or system we are studying. • Foresight explores how disruptive changes may evolve and interact with the system to create a range of plausible futures as well as new policy challenges and opportunities. Insightful scanning is the foundation for great foresight. • Forecasting relies on trend data from the past to extrapolate, estimate or simulate the baseline or expected future. Its value is limited at a time when the underlying systems are changing. • Assumptions are the foundation on which we build our understanding of an issue or system. They are a very efficient and strategic way to test and communicate the findings of a foresight study. • Expected future is how most people typically see the future. The expected future looks a lot like today. This, often unconscious, image shapes the decisions we make. It is visible as assumptions, in our conversations, decisions and buried in public policy documents. • Alternative plausible futures are futures that could realistically come about but are substantially different from the expected future. The identification of alternative plausible futures helps develop policy and programs that are robust across the range of plausible futures including the expected future.

  17. Thank you!Policy Horizons Canadawww.horizons.gc.ca For further information: For an overview of the Horizons Foresight Method and the inner game of foresight: http://www.horizons.gc.ca/sites/default/files/uploaded_media/2016-271-overview-eng_1.pdf A detailed training manual can be found on our website: http://www.horizons.gc.ca/en/content/foresight-training-manual-module-1-introduction-foresight

More Related