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Collaborative foresight: Complementing long-horizon strategic planning

机译：协同远见：补充长期战略规划

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摘要

An action case study demonstrates an effective integration of collaborative planning using long-range foresight in a hierarchical government research organization. The purpose of the study was to evaluate the effectiveness of collaborative, bottom-up strategic planning as a complement to top-down strategizing. Large research institutions plan investment over long time horizons and must cope with significant uncertainty, complexity, and mandate changes. Collaborative foresight enhances organizational resilience by improving ideation, problem definition, and consensus in long-horizon strategies. It increases the variety of perspectives in scenario creation, resulting in improved strategic options. Structured Dialogic Design (SDD) was employed as a complementary strategic planning method to the mandated Capabilities-Based Planning (CBP) process. The two methods were conducted in parallel sessions with different organizational participants, strictly limiting information sharing between teams. Participants using SDD to plan efficiently produced a detailed structure representing long-horizon strategic challenges and solution ideas. This collaborative foresight approach demonstrated strong consensus for organizational priorities defined in scenarios and investment pathways. The SDD method demonstrated that transactive and generative planning integrated with traditional rational planning and surpassed it by incorporating deep tacit knowledge from diverse participants. It also fostered organizational cohesion through facilitated collaboration in the planning sessions.
机译：一项行动案例研究表明，在分级的政府研究组织中，使用远程预见可以有效地整合协作计划。该研究的目的是评估自下而上的协作战略规划作为自上而下的战略制定的补充的有效性。大型研究机构计划长期投资，并且必须应对重大的不确定性，复杂性和任务变更。协作的远见通过改善长期战略中的想法，问题定义和共识来增强组织的弹性。它增加了方案创建中各种观点，从而改善了战略选择。结构化对话设计（SDD）被用作授权的基于能力的计划（CBP）流程的补充战略计划方法。这两种方法是在与不同组织参与者并行的会议中进行的，严格限制了团队之间的信息共享。使用SDD进行有效规划的参与者产生了详细的结构，代表了长期的战略挑战和解决方案构想。这种协作性的前瞻性方法证明了对方案和投资途径中定义的组织优先事项的强烈共识。 SDD方法表明，交往和生成式计划与传统的理性计划相结合，并通过吸收来自不同参与者的深刻默契知识而超越了计划。它还通过在计划会议中促进协作来增强组织凝聚力。

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