Projects per year
Abstract
Design/methodology/approach
A next generation ‘Foresight 3.0’ aims to promote ‘collective forward intelligence’, both within the foresight team, and with external stakeholders. The question is then how to realize this in a complex fast-changing world: this is the aim of the Mind-Lab (a.k.a. ‘Laboratory for Collective Intelligence’), with a range of projects in five thematic programs 2015-24.
Purpose
This paper sets out the Foresight 3.0 framework, reviews the Mind-Lab programs and projects, and draws some general insights.
Findings
The case study review shows that (a) the Foresight 3.0 approach can make real contributions in parallel with other modes: (b) there are huge gaps between aspiration and reality, (c) a key priority is to plan and resource time for capacity building for the ‘collective forward intelligence’
Research limitations/implications
This is a ‘living laboratory’ action research program, responding to the needs of projects and sponsors, and so the case studies are not easily replicable.
Practical implications
Each of the case study projects aims for a level of transformation, (e.g. on climate change policy, circular economies, or bio-regional planning), and a key contribution of Foresight 3.0 is for structured mapping and design of the pathways towards such transformation.
Social implications
The Foresight 3.0 approach works with a wider community of interest and deeper layers of value: and so it aims to use participatory engagement methods, creative media channels, and open deliberation processes wherever possible.
Originality/value
Overall this paper appears to be unique and original, and has great potential value in the realm of strategic planning, futures studies, risk analysis, transformative research and policy.
Plain Language Summary
‘Foresight 3.0’ helps in managing complex challenges and systems transformation. It promotes the ‘collective forward intelligence’, both within the foresight team, and with external stakeholders. The question is then how this can work in a complex fast-changing world? The Mind-Lab (a.k.a. ‘Laboratory for Collective Intelligence’) set out to explore this, with a range of projects in five thematic programs. This paper reviews the Mind-Lab experience and draws some general lessons for future developments.
A next generation ‘Foresight 3.0’ aims to promote ‘collective forward intelligence’, both within the foresight team, and with external stakeholders. The question is then how to realize this in a complex fast-changing world: this is the aim of the Mind-Lab (a.k.a. ‘Laboratory for Collective Intelligence’), with a range of projects in five thematic programs 2015-24.
Purpose
This paper sets out the Foresight 3.0 framework, reviews the Mind-Lab programs and projects, and draws some general insights.
Findings
The case study review shows that (a) the Foresight 3.0 approach can make real contributions in parallel with other modes: (b) there are huge gaps between aspiration and reality, (c) a key priority is to plan and resource time for capacity building for the ‘collective forward intelligence’
Research limitations/implications
This is a ‘living laboratory’ action research program, responding to the needs of projects and sponsors, and so the case studies are not easily replicable.
Practical implications
Each of the case study projects aims for a level of transformation, (e.g. on climate change policy, circular economies, or bio-regional planning), and a key contribution of Foresight 3.0 is for structured mapping and design of the pathways towards such transformation.
Social implications
The Foresight 3.0 approach works with a wider community of interest and deeper layers of value: and so it aims to use participatory engagement methods, creative media channels, and open deliberation processes wherever possible.
Originality/value
Overall this paper appears to be unique and original, and has great potential value in the realm of strategic planning, futures studies, risk analysis, transformative research and policy.
Plain Language Summary
‘Foresight 3.0’ helps in managing complex challenges and systems transformation. It promotes the ‘collective forward intelligence’, both within the foresight team, and with external stakeholders. The question is then how this can work in a complex fast-changing world? The Mind-Lab (a.k.a. ‘Laboratory for Collective Intelligence’) set out to explore this, with a range of projects in five thematic programs. This paper reviews the Mind-Lab experience and draws some general lessons for future developments.
| Original language | English |
|---|---|
| Pages (from-to) | 449-473 |
| Number of pages | 25 |
| Journal | Foresight: the journal of futures studies, strategic thinking and policy |
| Volume | 27 |
| Issue number | 2 |
| Early online date | 24 Mar 2025 |
| DOIs | |
| Publication status | Published - 28 Mar 2025 |
Keywords
- foresight and futures
- collective intelligence
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EPP-RG: Environment, Policy, and Place
Barker, A. (Researcher), Roberts, A. (Researcher), Snow, A. (Researcher), Gilchrist, A. (Researcher), Munoz Romero, G. (Researcher), Haughton, G. (Researcher), Mell, I. (Researcher), Thornhill, I. (Researcher), Carter, J. (Researcher), Tippett, J. (Researcher), Ravetz, J. (Researcher), Li, L. (Researcher), Black, P. (Researcher), Kerr, R. (Researcher), Zandieh, R. (Researcher), Zhu, W. (Researcher), Sanderson, M. (Researcher), Phillips, A. (Researcher), Lauwerijssen, R. (Researcher) & Shaji, M. (Researcher)
1/01/10 → 31/12/30
Project: Research