Foresight

How are foresight methods selected?

Rafael Popper
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Rafael Popper, (2008),"How are foresight methods selected?", Foresight, Vol. 10 Iss 6 pp. 62 - 89
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 How are foresight methods selected?
Rafael Popper

Rafael Popper is based at Abstract

the PREST Manchester Purpose – This paper addresses a challenging topic, which in both academic and professional
Institute of Innovation
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literatures has been widely discussed but mainly from one single angle – that is, how to select foresight
Research, Manchester methods. From that point of view researchers and consultants promote (even if unintentionally) the use of
Business School, University particular methods. Here the question of selection is raised from a different perspective: how are
of Manchester, Manchester, foresight methods selected?
UK. Design/methodology/approach – The guiding ‘‘theory’’ is that a better understanding of the
fundamental attributes of foresight methods and their linkages to the core phases of a foresight process,
together with the identification of possible patterns in the selection of methods, will provide useful
insights as to how the selection of methods is carried out.
Findings – So far the selection of foresight methods has been dominated by the intuition, insight,
impulsiveness and – sometimes – inexperience or irresponsibility of practitioners and organisers. This
paper reveals that the selection of foresight methods (even if not always coherent or systematic) is a
multi-factor process, and needs to be considered as such.
Practical implications – The results can be utilised by lecturers and students to describe and
understand better the use of foresight methods, and by organisers of foresight (including practitioners)
to better inform decisions during the design of (hopefully) more coherent methodological frameworks.
Originality/value – The paper combines practical concepts and frameworks (such as the Foresight
Process and the Foresight Diamond) with innovative analyses to represent and visualise better the
combination of methods in 886 case studies, for example introducing the Methods Combination Matrix
(MCM) to examine the dynamics of a mix of methods.
Keywords Research methods, Design, Forward planning, Strategic planning, Creative thinking,
Decision making
Paper type Research paper

Introduction, hypotheses, case studies and approach

This paper is based on the various outputs of the EFMN[1] monitoring activities (see Popper
et al. 2005, 2007a, b; Keenan et al., 2006) and a sister initiative carried out in Spanish by the
SELF-RULE network[2]. After four years of systematically researching nearly 2,000 foresight
exercises from around the world, these monitoring activities have built up databases[3] of
case studies that offer tremendous potential to better understand global foresight practices.
This research process, hereinafter referred to as mapping, has consisted of four major
activities:
1. In the first instance, foresight studies were identified by dedicated network partners, who
continuously searched the internet, public reports, etc. In addition, national
correspondents were mobilised and invited to suggest studies on an annual basis.
2. The second activity was the actual mapping or data entry, using a set of indicators to
capture the different elements of a foresight process (e.g. methods, country or world
region, territorial scale, time horizon and type of sponsorship, among others). From the

PAGE 62 j foresight j VOL. 10 NO. 6 2008, pp. 62-89, Q Emerald Group Publishing Limited, ISSN 1463-6689 DOI 10.1108/14636680810918586
 almost 2,000 cases identified, about half have been fully mapped against the majority of
indicators.
3. The third activity was the quality control of the data. This task involved sending automated
e-mails with a direct link to the database so that national correspondents could update
and improve the quality of mapped cases. This approach had mixed results, so that some
exercises are much better mapped than others.
4. Finally, the fourth activity involved processing, experimentation and analysis of the data
set. These analyses have been used to prepare annual mapping reports which have been
openly shared with the foresight community and have set the basis for the questions and
hypotheses addressed in this article.
To begin with, this paper is based on a sample of 886 foresight studies: 36 cases looking at
Europe, Africa or Asia as a whole, thus considered supra-national studies, and 850 cases
linked to specific countries and including a mix of sub-national, national and supra-national
experiences. But given that much foresight is increasingly embedded (see Salo and
Salmenkaita, 2002) in wider research and development (R&D) policies, in this paper the
country-related studies are clustered into seven geo-R&D contexts – taking into account the
country’s geographic location and its gross expenditure on R&D (GERD) as a percentage of
GDP (European Commission, 2007)[4]. As a result, the country-related sample includes:
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B 313 cases from three high-R&D groups with R&D intensities above 2.4 per cent of GDP –
consisting of 174 cases from Europe (Austria, Denmark, Finland, France, Germany,
Iceland, Israel, Sweden and Switzerland), 109 cases from North America (Canada and
the USA), and 30 cases from Asia (Japan and South Korea).
B 313 cases from two medium-R&D groups with R&D intensities between 1.5 per cent and
2.2 per cent of GDP – consisting of 299 cases from Europe (Belgium, Luxembourg, The
Netherlands, Norway and the UK), and 14 cases from Australia.
B 224 cases from two lower-R&D groups with R&D intensities below 1.5 per cent of GDP –
consisting of 110 cases from Europe (Bulgaria, Cyprus, Czech Republic, Estonia,
Greece, Hungary, Ireland, Italy, Latvia, Lithuania, Malta, Poland, Portugal, Romania,
Slovakia, Slovenia, Spain and Turkey) and 114 cases from South America (Argentina,
Brazil, Chile, Colombia, Peru and Venezuela).
However, the reader should be aware of limitations with the databases. To begin with, the
mapping of foresight has to contend with inevitable biases, such as language and the high
visibility of national-level activities. These have implications for the mapping data collected,
with some types of activities, for example sub-national foresight, under-represented in the
database. Moreover, data has been collected by a network of correspondents, which, given
that some of the indicators used are open to interpretation, has sometimes resulted in a lack
of consistency in mapping. Some of these challenges are difficult to fully resolve, but the
data could be much improved if a more targeted monitoring strategy was undertaken to
better cover the sub-national level, for example. At the same time, some countries where
foresight is also practised have been insufficiently monitored so that their foresight activity is
under-represented in our data, for example China, India, Taiwan and Mexico. There are other
limitations of the mapping that have motivated the above-mentioned quality control. Some
have to do with problems of inclusion (where very small visioning or strategic planning
studies have been mapped as foresight); others with problems of exclusion (where the body
of work in a particular sector is underrepresented, such as private sector foresight, work on
skills, jobs and occupations, or studies on the military and defence sectors, for example).
Having both these possibilities and limitations in mind, the mapping still offers a unique
opportunity to unlock information on a wide range of issues about foresight practices in the
world. This information is here used to address a challenging topic, which has been widely
discussed in both academic and professional literatures, but mainly from one single angle –
that is, how to select foresight methods. From that perspective researchers and consultants
promote (even if unintentionally) the use of particular methods. Instead, in this paper, the
question of selection is raised from a different viewpoint: how are foresight methods

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VOL. 10 NO. 6 2008 foresight PAGE 63
 selected? The guiding ‘‘theory’’ is that a better understanding of the fundamental attributes
of foresight methods and their linkages to the core phases of a foresight process, together
with the identification of possible patterns and relationships, will provide useful insights as to
how the selection of methods is carried out.
Two interconnected hypotheses are tested in this article:
B The first hypothesis is that methods are chosen based on their ‘‘intrinsic attributes’’, such
as their nature (i.e. qualitative, quantitative or semi-quantitative) and their capabilities (i.e.
the ability to gather or process information based on evidence, expertise, interaction or
creativity), for example.
B The second hypothesis is that methods are chosen based on fundamental elements and
conditions influencing the foresight process; in other words, foresight process needs
matter. This idea is not radically new, but has remained no more than a reasonable
conjecture up until now, mainly ‘‘validated’’ through practice or tacit knowledge and yet to
be proven.
Of course, in both futures and foresight literatures there have been plenty of discussions
about processes, generations, challenges, classifications and various ‘‘styles’’ of
forward-looking practices and methods (De Jouvenel, 1967; Boucher, 1977; Coates,
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1985; Jungk and Müllert, 1987; Cameron et al., 1996; Bell, 1997; Glenn and Gordon, 1999;
Godet, 2000, 2001; Georghiou, 2001; Masini, 2001; Miles, 2002, 2008; Cuhls, 2003; Voros,
2003, 2005; Kaivo-oja et al., 2004; Bishop et al., 2007; Barré, 2008; Popper, 2008; Popper
and Medina, 2008; Johnston and Sripaipan, 2008; Keenan and Miles, 2008; Keenan and
Popper, 2008). Even though these and many other contributions provide a huge ‘‘knowledge
base’’ of definitions, frameworks and experiences using a wide range of real – and
occasionally hypothetical – examples, up until now there has not been a systematic and
organised effort to explain ‘‘how foresight methods are selected’’ using such a large number
of case studies.
With this in mind, a deductive approach will be taken to analyse the mapping data and to
present it in various ways so that the hypotheses above are confirmed or rejected. The paper
is structured around four sections. After this introduction, there is a section describing the
above-mentioned attributes of foresight methods and their expected contribution to the five
core phases of a foresight process (pre-foresight, recruitment, generation, action and
renewal). Here is where the 11 elements considered and analysed throughout the paper will
be introduced (section 2). This is followed by a section on key findings, which uses a sample
of 886 case studies to show how the previously described elements influence the selection
of foresight methods (section 3). Finally, section 4 concludes with a snapshot summary of
major findings.

2. Definitions and frameworks

This section provides definitions and frameworks related to the hypotheses tested in this
article. It basically sets the context for the various assumptions made in the paper by
describing and exploring the various influencing factors on the selection of foresight
methods.

2.1 Fundamental attributes of foresight methods

Let us begin by describing two fundamental ‘‘attributes’’ of foresight methods (see the
Appendix):
1. nature; and
2. capabilities.
With regards to their nature, methods can be characterised as qualitative, quantitative or
semi-quantitative:
B Qualitative methods generally provide meaning to events and perceptions. Such
interpretations tend to be based on subjectivity or creativity that is often difficult to

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PAGE 64 foresight VOL. 10 NO. 6 2008
 corroborate, for example opinions, judgements, beliefs, attitudes, etc. In the mapping, 15
qualitative methods have been included: backcasting, brainstorming, citizens’ panels,
environmental scanning, essays, expert panels, futures workshops, gaming, interviews,
literature review (LR), morphological analysis, questionnaires/surveys, relevance trees,
scenarios, and SWOT analysis.
B Quantitative methods generally measure variables and apply statistical analyses, using
or generating – at least in theory – reliable and valid data, such as socio-economic
indicators. The mapping considered three quantitative methods: bibliometrics,
modelling/simulation, and trend extrapolation/megatrends (or simply extrapolation).
B Semi-quantitative methods are basically those that apply mathematical principles to
quantify subjectivity, rational judgements and viewpoints of experts and commentators,
i.e. weighting opinions and probabilities. The mapping included six methods from this
category: cross-impact/structural analysis, Delphi, key technologies, multi-criteria
analysis, stakeholder mapping and (technology) roadmapping.
A category labelled ‘‘other methods’’ was also included in mapping. This was often used to
indicate if an exercise applied methods like benchmarking and patent analysis, among
others.
The second attribute refers to the capabilities of methods – in other words, the ability to
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gather or process information based on evidence, expertise, interaction or creativity. These

attributes are not exclusive or restrictive; in fact, they could be better understood if
presented as ‘‘genetic’’ components of a method. Using the same analogy, the ‘‘genetic
structure’’ of an activity carried out using expert panels could be estimated as consisting of:

70 per cent expertise þ 10 per cent evidence þ 10 per cent creativity

þ 10 per cent interaction;

while the same activity carried out using citizens’ panels could consist of:

10 per cent expertise þ 10 per cent evidence þ 10 per cent creativity

þ 70 per cent interaction:

So, let us briefly describe each of these attributes[5].

B Creativity refers to the mixture of original and imaginative thinking and is often provided
by artists or technology ‘‘gurus’’, for example. These methods rely heavily on the
inventiveness and ingenuity of very skilled individuals, such as science fiction writers or
the inspiration that emerges from groups of people involved in brainstorming sessions
(see also Ansoff, 1975; Cassingena Harper and Pace, 2004).
B Expertise refers to the skills and knowledge of individuals in a particular area or subject
and is frequently used to support top-down decisions, provide advice and make
recommendations. These methods rely on the tacit knowledge of people with privileged
access to relevant information or with accumulated knowledge from several years of
working experience on a particular domain area. Expertise often allows for a more holistic
and comprehensive understanding of the theories, hypotheses and observations of a
study (see also Kuusi, 1999; Scapolo and Miles, 2006).
B Interaction recognises that expertise often gains considerably from being brought
together and challenged to articulate with other expertise (and indeed with the views of
non-expert stakeholders). So, given that foresight studies often take place in societies
where democratic ideals are widespread, and legitimacy is normally gained through
‘‘bottom-up’’ and participatory processes, it is important that they are not just reliant on
evidence and expertise (see also Andersen and Jæger, 1999; Cuhls, 2003; Brummer
et al., 2007).
B Evidence recognises that it is important to attempt to explain and/or forecast a particular
phenomenon with the support of reliable documentation and means of analysis of, for
example, statistics and various types of measurement indicators. These activities are

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VOL. 10 NO. 6 2008 foresight PAGE 65
 particularly helpful for understanding the actual state of development of the research
issue (see also Porter et al., 1980; Armstrong, 2006).
The above attributes are the building blocks of the Foresight Diamond (see Figure 1), which,
in this paper, has been adapted to highlight the 25 methods considered in the mapping[6].

2.2 Fundamental elements of foresight processes

Foresight has been increasingly understood as a systematic process with five
interconnected and complementary phases:
1. pre-foresight;
2. recruitment;
3. generation;
4. action; and
5. renewal (see Miles, 2002; Popper, 2008).
And given that the second hypothesis of this paper relates the selection of methods to the
elements and conditions influencing the foresight process, in this section, nine fundamental
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elements (used in the mapping) will be shortly described and presented within the foresight
process context (see Figure 2):
B five pre-foresight elements (i.e. the geo-R&D context, domain coverage, territorial scale,
time horizon, and sponsorship);

Figure 1 The Foresight Diamond

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 Figure 2 The foresight process
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B two recruitment elements (target groups and participation scale);

B one cross-cutting element which relates to all phases of the process but is commonly
assigned to the generation phase (i.e. methods mix); and
B one element which results from the generation phase but influences both action and
renewal phases (i.e. codified outputs).
The pre-foresight or scoping phase is where strategic and early process decisions are
made. The strategic decisions have to do with elements related to the overall aspirations of
an exercise (rationales, general and specific objectives, workplan, expected outcomes,
etc.), while the early process decisions relate to six of the ten elements used in this paper as
potential factors influencing the selection of methods. These are:
1. Geo-R&D context – A factor used to cluster countries into world regions taking into
account the gross expenditure on research and development (GERD) as percentage of
GDP. As mentioned in the introduction, seven geo-R&D contexts will be considered.
2. Domain coverage – Refers to the sector, industry or research area covered by the study.
This paper uses the NACE classification of industries/sectors to analyse how foresight
methods have been used in the eight most commonly studied domains.
3. Territorial scale – Refers to the geographical scope of a study, which can be sub-national
(regional), national and supra-national (international).
4. Time horizon – Refers to the selected time scale of a study. Five ranges are used in this
paper: until 2010, 2011-2020, 2021-2030, 2031-2050 and 2051-2100.
5. Sponsorship – Refers to the type of actor(s) funding and supporting a study. Common
sponsors of foresight include the government, non-state actors (including IGOs and
NGOs), research actors (particularly research funding agencies) and the business
sector.
The recruitment phase is about enrolling key individuals and stakeholders who can
contribute with their knowledge and expertise on particular issues and promote the research
process within their own networks. For practical reasons it is presented as the second phase
of the process but the engagement of and interaction between stakeholders is needed

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VOL. 10 NO. 6 2008 foresight PAGE 67
 through the life of a study. Two fundamental elements of this phase are analysed in this
paper:
1. Target groups – Refer to the type of stakeholders (users/audiences/contributors) that
have been involved in the study. Eight categories are considered: government agencies
and departments, research community, firms, trade bodies and industrial federations,
NGOs, intermediary organisations, trades unions and ‘‘other audiences’’.
2. Participation scale – Refers to the level of openness of a study, but openness is not
necessarily well captured by simply looking at the scale of participation given that its
scope is more important; however, the latter has not been captured in the mapping.
The generation phase is the ‘‘heart’’ of a foresight process, given that here is where
prospective knowledge and shared visions are generated. It is therefore the phase in which
‘‘codified knowledge’’ is fused, analysed and synthesised; ‘‘tacit knowledge’’ is gathered
and contrasted with codified knowledge; and (hopefully) ‘‘new knowledge’’ is generated,
such as shared visions and images of the future. This phase involves three interdependent
activities:
1. exploration – using methods like LR, scanning or brainstorming to identify and
understand important issues, trends and drivers;
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2. analysis – using methods like expert panels, extrapolation or SWOT to understand how
the context and main issues, trends and drivers influence one another; and
3. anticipation – using methods like scenarios or Delphi to anticipate possible futures or
suggest desirable ones.
Two vital elements of this phase are analysed in the paper:
1. codified outputs; and
2. the ‘‘methods mix’’.
The former behaves like a ‘‘transverse wave’’ which begins in the generation phase and
propagates through the action and renewal phases (see below), and possibly goes on to
create a new pre-foresight phase. The latter is a cross-cutting element with its ‘‘epicentre’’ in
the generation phase and waves of influence propagating into the other phases, thus
shaping the ultimate outcomes of a foresight exercise. The two elements analysed in this
paper are:
1. codified outputs – refers (in this paper) to the production of policy recommendations,
analysis of trends and drivers, scenarios, research and other priorities, lists of key
technologies, forecasts and technology roadmaps; and
2. methods mix – refers to the combination of foresight methods.
The factor itself is based on a schema introduced to examine the dynamics of methods mix,
i.e. the Methods Combination Matrix (MCM). This result is used in the paper to describe the
interconnections between foresight methods and to explore whether correlations between
methods could explain their selections (see below).
The action and renewal phases are heavily influenced by the type, quantity, quality,
relevance, usability and timely production of codified (and process-related) outputs, among
others. Action is about reaching commitment from key players who are ready to embark on
the ‘‘business of transforming and shaping the future’’ through the implementation of the
policies and decisions produced in the generation phase. At this phase, the foresight
process should link with traditional strategic planning processes in order to define realistic
medium-to-long-term action plans. This bridge between foresight and planning is
sometimes achieved with methods like roadmapping and morphological analysis, for
example. Renewal is a mixture of intelligence and wisdom. It is about gaining knowledge
and understanding of the opportunities and threats identified in the codified outputs and the
process itself. This phase requires the use of evaluative approaches and, in particular, of
traditional social research methods like interviews, LR and opinion surveys[7].

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PAGE 68 foresight VOL. 10 NO. 6 2008
 3. So, how are foresight methods selected?
Having described the attributes of foresight methods and the elements of a foresight
process, it is now time to recall the main question of the paper: how are foresight methods
selected? The answer requires tackling 11 equally complex questions, two of which are
related to the attributes of methods:

1. How is selection influenced by the nature of methods?

2. How is selection influenced by the capabilities of methods?

The other nine are more closely related to the elements of foresight processes:
1. How is selection influenced by the geo-R&D context?
2. How is selection influenced by the domain coverage?
3. How is selection influenced by the territorial scale?
4. How is selection influenced by the time horizon?
5. How is selection influenced by the sponsorship?
6. How is selection influenced by the target groups?
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7. How is selection influenced by the participation scale?

8. How is selection influenced by the codified outputs?
9. How is selection influenced by the methods mix?
But before embarking upon this journey, let us first present the results of the basic frequency
count data on the extent to which 25 foresight methods are used in 886 cases. In Figure 3,
the number of times each method was used is indicated in parentheses next to the method.

Figure 3 Level of use of foresight methods

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VOL. 10 NO. 6 2008 foresight PAGE 69
 For example, expert panels was applied 440 times. The frequency of use of methods clearly
shows three blocks or groups:
1. the widely used methods are LR, expert panels and scenarios, all of which are qualitative;
2. the category of commonly used methods includes extrapolation/megatrends, futures
workshops, brainstorming, other methods, interviews, Delphi, questionnaire/survey, key
technologies, scanning, essays and SWOT; and
3. the group of less frequently used methods include roadmapping, modelling/simulation,
backcasting, stakeholders mapping, structural analysis, bibliometrics, morphological
analysis, citizen panels, relevance trees, multi-criteria and gaming.
While the data suggests that this group of methods is rarely used, some of the numbers here
are lower than might be anticipated and can probably be assigned to biases arising from the
mapping. For example, methods such as structural analysis and relevance trees have been
occasionally applied in Spain and France at the sub-national level. But because mapping at
this level has been weaker than at the national level, the data does not do justice to the likely
higher frequency of their applications.
This information could raise one additional question: how many methods are used in an
‘‘average’’ foresight study? Figure 4 shows that on average, five or six methods are used per
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initiative. However, the variation is high, so it can be concluded that the diversity of methods
used is also high. But, these numbers should not be taken for granted. As we have already
mentioned, foresight exercises tend to use multiple methods in their methodological
designs. There are other factors considered in the remainder of this paper that need to be
added to the equation. In any case, knowing the level of use of methods and the ‘‘average’’
number of methods used in a project is a very good starting point for the eleven-question
journey!

3.1 How is selection influenced by the ‘‘nature of methods’’?

Figure 5 shows the nature of commonly and widely used foresight methods. The results
reveal that the top three and a total of ten out of 14 methods are qualitative, thus suggesting
that qualitative attributes are more ‘‘popular’’ or well liked than quantitative and
semi-quantitative ones. Such popularity may be due to the fact that the study of the future
is inevitably informed by opinions and judgements based on subjective and creative
interpretations of the changes (or lack of changes) creating or shaping the future. And these
attributes are mostly found in qualitative techniques. Literature review (LR) is a fundamental
research method extensively used in every discipline, and therefore it does not surprise that
it comes in at the top position. Indeed, despite these relatively high numbers, a foresight
practitioner would believe that LR and other generic methods, such as open-ended surveys,
are being under-reported in the database. Delphi and key technologies are both used in 15
per cent of studies. They are the only semi-quantitative techniques among the most
commonly used methods list. At the same time, extrapolation is the only quantitative method,
perhaps because it is a very useful technique to explain how ‘‘lack of changes’’ in the

Figure 4 Number of methods used in foresight exercises

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 Figure 5 Nature of most commonly used foresight methods
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present may be reflected in the future. So, the influence of the nature of methods is very high,
and is biased towards qualitative methods.

3.2 How is selection influenced by the ‘‘capabilities of methods’’?

Figure 6 shows an impressionistic representation of the most commonly used methods
inside the Foresight Diamond framework. The shading reflects the overall ability to gather or
process information based on evidence, expertise, interaction or creativity. Here it is worth
noting that the interaction dimension is first ‘‘touched’’ by methods like futures workshops
and brainstorming (although some types of expert panels are designed to promote
participation and interaction between groups of stakeholders). Considering that these
methods are in fifth and sixth positions in terms of frequency of use, the previous assumption
that an ‘‘average’’ study may combine five or six methods suggests that – even with the
already mentioned problems of inclusion – the mapped foresight work is aligned with
concepts accepted by the community of practitioners, where foresight is seen as a way to
encourage more structured debate with wider participation leading to the shared
understanding of long-term issues (Georghiou et al., 2008). The picture shows that most
projects using five or more methods tend to select them – even if by chance – in a way that
the four fundamental capabilities of methods are met. The reader should also note that there
are no commonly used methods near the top vertex of creativity. This may be a consequence
of the lack of guidance on how to apply techniques such as gaming and other creative
methods like wild cards or weak signals[8].

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VOL. 10 NO. 6 2008 foresight PAGE 71
 Figure 6 Capabilities of most commonly used foresight methods
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So, the influence of the capabilities of methods is high, but not balanced. At the same time,
however, it would be unrealistic to expect all foresight studies to give an equal weighting to
all four vertices of the Foresight Diamond.

3.3 How is selection influenced by the ‘‘geo-R&D context’’?

The consideration of the geo-R&D context (see above) as one of the factors influencing the
selection of foresight methods has proven an interesting proposition. While the previous
question was about the capabilities of methods, the geo-R&D context could (but not always)
reflect the capabilities to use the methods.
For example, Figure 7 shows that methods that rely on the availability of knowledge about
emerging/cutting-edge technologies are more often used in high-R&D intensity countries.
Such is the case for roadmapping (commonly used in North America) and modelling (well
liked in high-R&D Asia). Here the reader may wonder why Delphi usage does not behave
according to the implicit hypothesis. A possible explanation is that nowadays Delphi is much
more widely used as a tool to explore how technologies may interact or shape possible
application environments in the future (e.g. R&D infrastructures or socio-economic sectors),
as opposed to the traditional technological orientation that the method had during the
second half of the twentieth century (see Popper and Miles, 2005).
Countries with lower R&D intensities tend to use exploratory and comparative techniques,
for example scanning, SWOT, bibliometrics and other methods, such as benchmarking and
patent analysis which were included in the South American SELF-RULE mapping
instrument[9].

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 Figure 7 Methods versus geo-R&D context
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The results also show that the R&D context has little influence in the selection of the top three
methods in Europe, but it does have a stronger influence in further selections. For instance,
in lower-R&D Europe, brainstorming, Delphi and key technologies are in much higher
positions (fourth, fifth and sixth, respectively).
Other remarkable findings include:
B lower use of LR in high-R&D Asia and Australia;
B lower use of scenarios in North America (but note the higher use of futures workshops);
B rather high use of brainstorming, interviews and modelling in Asia;
B very high use of other methods in South America (evidence of the use of mixed
approaches, e.g. productive chains, competitive intelligence, and the tools of la
prospective, such as MICMAC/MACTOR/SMIC);
B Delphi being used mainly in Asia, low-R&D Europe and South America, and not present in
over 100 cases mapped from North America;
B predominantly high use of scanning and essays in South America;
B high use of SWOT in low-R&D Europe;
B backcasting being practised mainly in Asia and Australia; and
B methods like structural analysis, stakeholders mapping and relevance trees more likely to
be used in South America – this reflects a latent methodological lock-in caused by early
practitioners in the region.

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VOL. 10 NO. 6 2008 foresight PAGE 73
 In addition, the size of the bars in Figure 7 show that low R&D intensity countries include
more methods in the methods mix.
In summary, the influence of the geo-R&D context would seem to be rather high. However,
the reader should be careful in making assumptions or generalisations based on Figure 7,
given that, for example, the apparent high use of key technologies in lower-R&D Europe is
pretty much a result of applications of the method in one particular country, i.e. Spain.

3.4 How is selection influenced by the ‘‘domain coverage’’?

Figure 8 shows the use of methods in the seven ‘‘best-mapped’’ sectors/industries from a list
of 17 categories used in the EC’s NACE classification. These are:
1. manufacturing;
2. electricity, gas and water supply;
3. health and social work;
4. agriculture, hunting and forestry;
5. transport, storage and communication;
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6. public administration and defence; and

7. education.
The results show an even and fairly proportional use of all methods across the seven
domains. The reason for the agriculture bars looking slightly bigger than other sectors’ bars
has to do with the high number of South American cases in this domain, where more

Figure 8 Methods versus domain coverage

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PAGE 74 foresight VOL. 10 NO. 6 2008
 methods tend to be included in the methods mix. Even so, two comments can be made
about the charts: the first is that roadmapping seems to be more commonly used in:
B manufacturing;
B electricity, gas and water supply (and the energy sectors in general); and
B transport, storage and communication.
The second is that less frequently used methods tend to be applied to domains such as
agriculture, public administration and education.
Therefore, the influence of the domain coverage is relatively low.

3.5 How is selection influenced by the ‘‘territorial scale’’?

Even among foresight practitioners it has been often believed that methods used in
sub-national or regional exercises are different from those applied at the national and
supra-national levels. Nonetheless, Figure 9 reveals that such a difference is not very big.
One can argue that there are role-related and technical constraints, which could make the
use of a particular method unattractive. For instance, sub-national studies rarely have the
power to enact big S&T programmes, which is more of a ‘‘territory’’ or role of national
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governments – and of the European Commission at the European Union level. For this
reason, roadmapping, key technologies and modelling are less likely to be carried out at this
level. As for the technical limitations, lower figures in the use of brainstorming and SWOT at
the supra-national level reflect the current practical difficulties of organising large-scale
meetings with experts from different countries, although advancements in ICTs could
change this in the future. However, methods like citizen panels, SWOT, and cross-impact are
practised more at this level.

Figure 9 Methods versus territorial scale

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VOL. 10 NO. 6 2008 foresight PAGE 75
 The above suggests that the influence of the territorial scale on selection is at best moderate.

3.6 How is selection influenced by the ‘‘time horizon’’?

With the exception of expert panels and scenarios, where the use increases as the time
horizon gets longer, Figure 10 shows no clear patterns explaining the relationship of
methods vis-à-vis the time horizon. This may be a consequence of the lack of relevant
literature and discussion fora on the pros and cons of foresight methods with regards to their
effectiveness and capabilities to navigate into near, far or even far-off futures. In fact, the
most interesting results, even if poorly represented, emerge from exercises with very large
time horizons (2051-2100) where scenarios were always used, and were combined with
extrapolation, modelling/simulation, backcasting, brainstorming, roadmapping or gaming.
Other findings include:
B decreasing use of Delphi as the time horizon gets longer;
B increasing use of scanning as the time horizon gets longer; and
B absence of SWOT and bibliometrics in studies looking into the far future.
But even given the already mentioned information deficit on the challenges that different time
horizons pose to a study, the results still show a moderate influence of the chosen time
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horizon on the selection of methods.

3.7 How is selection influenced by ‘‘sponsorship’’?

Figure 11 presents the use of methods in studies sponsored by the government, non-state
actors, research actors and businesses. The main finding here is that studies sponsored by
non-state actors (i.e. NGOs as well as IGOs, like the EC and UNIDO) are more demanding in

Figure 10 Methods versus time horizon

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 Figure 11 Methods versus sponsorship
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scope. This is confirmed with the average number of methods used in projects sponsored by
the different actors:
B government (four methods);
B non-state actors (six methods);
B research (five methods); and
B businesses (four methods)
Of course, these numbers provide only a rough indication given that the mapping of
sponsorship allows for multiple selections. Other interesting patterns include high the use of
LR, mainly in studies sponsored by research, government and non-state actors. One
possible explanation for the lower use of LR in businesses is that information for decision
making is often needed in pre-packaged and digestible formats, thus making LR
unattractive. Finally, the absence of bibliometrics in projects sponsored by research actors is
somewhat unexpected. Therefore, the sponsorship influence is somewhat moderate.

3.8 How is selection influenced by the ‘‘target groups’’?

Figure 12 shows how methods relate to the target groups of studies. The similarity in patterns
for all stakeholders is not a very surprising result, mainly because one of the most common
methodological pieces of advice often given to sponsors and organisers is that, regardless
of the methods chosen, if the study aims to have an impact on a given science, technology
and innovation system, the overall project should target key stakeholders more or less
equally. Therefore, one could conclude that potential exclusions of stakeholders in a study
are not a matter of methodology but a matter of strategy – or lack of it.

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VOL. 10 NO. 6 2008 foresight PAGE 77
 Figure 12 Methods versus target groups
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Another result is that networking organisations (e.g. trade bodies and NGOs) have been
mainly targeted in projects that have been methodologically demanding, which explains the
slightly but consistently bigger size of the bars.
Overall, the influence of the target groups is rather low.

3.9 How is selection influenced by the ‘‘participation scale’’?

In foresight, the level of participation is expected to go beyond what is normally achievable
in more regular agenda-setting fora; however, Figure 13 shows that 210 cases have involved
less than 50 people. This could be a measurement effect, given the already mentioned
problems of inclusion; or it could be evidence of the different understandings of what
foresight really is – a process combining participatory, prospective and policy-making
approaches (see also Gavigan et al., 2001)[10]. Other findings include:
B relatively higher use of expert panels, scanning and stakeholder analysis in cases
involving between 50 and 500 people;
B much higher use of scenarios, brainstorming and SWOT in projects with participation
levels above 200 people;
B relatively lower use of interviews in projects in very large scale projects; and
B a considerable larger use of Delphi in highly participatory studies.
On the whole, the influence of the participation scale is somewhat moderate.

3.10 How is selection influenced by expected ‘‘codified outputs’’?

For cases with common outputs like policy recommendations and analysis of trends and
drivers, Figure 14 shows no significant differences in the selection of methods, other than

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 Figure 13 Methods versus participation scale
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extrapolation being more used for the latter. A similar pattern is found in cases producing
scenarios, but with much higher – and obvious! – use of scenarios. In the 265 cases
identifying research and other priorities, there is a higher use of LR and expert panels.
Interestingly, cases that produce lists of key technologies and roadmaps do not necessarily
apply techniques known by these names. This, of course, could be interpreted as a flaw in
the mapping; however, experienced practitioners would know – and the results also show –
that lists of key technologies can also be produced with expert panels, LR, Delphi,
extrapolation, brainstorming and interviews. For instance, the EUFORIA project[11] (see
Loveridge et al., 2004) used Delphi in an exploratory way to produce a ‘‘success scenario’’
(Miles, 2005) for the European Knowledge Society by 2015. Similarly, technology roadmaps
can result from the amalgamation of work using expert panels, LR, futures workshops and
key technologies. Finally, extrapolation and modelling are more commonly used to produce
forecasts and scenarios (see also Fontela, 2000); and bibliometrics seems to be mainly used
to inform recommendations, analysis of trends and drivers, research priorities and lists of
key technologies. Thus, overall, the influence of expected codified outputs on methods
choice is moderately high.

3.11 How is selection influenced by the ‘‘methods mix’’?

To understand the relationships and influence of methods among themselves – the so-called
‘‘methods mix’’ – it was necessary to create a methods combination matrix (MCM). This
involved crossing the variable methods against itself (originally producing a symmetric
matrix) and dividing each row by the respective value in the diagonal which indicates the
total number of times a method was used in a sample of 886 cases. The outcome of this
operation shows in each cell the proportion in which two methods are combined with respect

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VOL. 10 NO. 6 2008 foresight PAGE 79
 Figure 14 Methods versus codified outputs
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to the number of times the method on the row was used. Nevertheless, to present results in a
more ‘‘digestible’’ way, the following categories have replaced the percentages:
B ‘‘L’’ for low combinations (i.e. figures below 19 per cent);
B ‘‘M’’ for moderate combinations (i.e. 20-39 per cent);
B ‘‘H’’ for high combinations (i.e. 40-59 per cent); and
B ‘‘VH’’ for very high combinations (i.e. figures above 60 per cent).

Likewise, instead of having ‘‘VH’’ or 100 per cent in all cells of the diagonal, the total
frequency of use has been included to remind the reader that the levels of combinations are
relative to these number of cases (see Figure 15).
Let us now move into the various analyses and interpretations of the MCM. To begin with, the
reader should notice that the arrangement of methods is based on their frequency of use (i.e.
in the same order as Figure 3). This ranking is displayed on the top row and left-hand side
column of the matrix.

As Figure 15 has a significant amount of information, only a few findings will be highlighted
here:
B As expected, most methods are highly combined with LR, expert panels and scenarios.
So, in order to avoid repetitions, these methods are not mentioned in subsequent
highlights – but the reader is advised to keep this in mind!
B Scenarios are also highly used with trends/megatrends extrapolation and moderately
used with three other methods.

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 Figure 15 Methods mix – or methods combination matrix (MCM)
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B Brainstorming is highly used with futures workshops and moderately used with seven
other methods.
B Delphi is highly used with brainstorming and moderately used with seven other methods.
B Key technologies is highly used with extrapolation and moderately used with nine other
methods.
B Environmental scanning is highly used with extrapolation and brainstorming and used
moderately with eight other methods.
B SWOT is highly used with futures workshops and brainstorming, whereas it is moderately
used with eight other methods, for example.
The MCM also shows that some less frequently used methods that require a deeper
understanding of the context of a study – such as stakeholder mapping, relevance trees and
cross-impact analysis – often use many other methods (probably) to gather relevant and
up-to-date information.
More in-depth analysis of the MCM could, without doubt, lead to many other conclusions.
Unfortunately, given the space limitation, this paper will not speculate or provide
explanations about the patterns shown in each of the 600 cells representing the
combination space of the 25 methods used in the mapping.

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VOL. 10 NO. 6 2008 foresight PAGE 81
 Instead, the results of a more thought-provoking analysis carried out using
three-dimensional mapping tools to visualise the methods mix is presented in Figure 16.
The 3D map is a powerful representation of the number and type of linkages between
methods. Using different line widths and grey scales to weight relationships, it clearly shows
the strength of methods combinations. For instance, the line between expert panels and
literature review is not only the widest but also the darkest, meaning that the two methods are
very highly (VH) combined. Another fascinating result of this analysis is the elucidation of a
sort of family of ‘‘methodological pyramids’’ (frameworks), of which the basic and most
noticeable structure has LR, expert panels, scenarios, and extrapolation of trends and
megatrends at its vertices. Of course, the use of additional or different methods would lead
to different methodological ‘‘shapes’’ – a potential topic for future research. Other
visualisation tools and conceptual frameworks such as the Foresight Diamond could also
contribute to a better understanding of the rich but complex information included in the
MCM. A targeted example of this is presented in Figure 17, which translates the MCM results
for one method – technology roadmapping – into a more comprehensible and logical map
of relationships. Based on the above, we can, without doubt, conclude that the influence of
the methods mix is very high.

4. Concluding remarks
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The findings in section 3 collectively confirm the two hypotheses of this paper: foresight
methods are selected in a (not always coherent or systematic) multi-factor process. So far
this process has been dominated by the intuition, insight, impulsiveness and – sometimes –
inexperience or irresponsibility of practitioners and organisers. When Slaughter (2004)
suggests that ‘‘it is the depth within the practitioner that evokes depth and capacity in
whatever method is being used’’, practitioners should also bear in mind that part of this
‘‘depth’’ requires the acknowledgement of foresight as a process (Popper, 2008), together
with the recognition of the fundamental attributes of methods. In this paper the influence of
11 factors on the selection of foresight methods has been described and analysed
objectively in order to avoid – or at least reduce – the typical prescriptive tone of most
available literature on the subject. But given the amount of information presented in previous
sections, these concluding remarks will only provide a ‘‘snapshot’’ of the main findings (see
Figure 18):
B The factors most influential in the selection of methods are their nature and the methods
mix. The former shows that qualitative approaches are definitely favoured while the latter
shows that some methods go practically hand-in-hand, such as the apparent use of
brainstorming as an input for Delphi.

Figure 16 Using 3D mapping tools to visualise the ‘‘methods mix’’

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 Figure 17 Using the Foresight Diamond to visualise the ‘‘roadmapping mix’’
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Figure 18 Factors influencing the selection of foresight methods

B Three factors show a relatively high influence: the capabilities of methods – showing a
bias towards methods gathering and processing information based on expertise and
evidence; the geo-R&D context, showing, for example, that foresight methodologies in
lower-R&D contexts tend to be more demanding in terms of number of methods; and the
codified outputs, given that some common outputs are largely derived from the use of
particular methods (e.g. scenarios, roadmaps and lists of key technologies).
B Four factors show a more moderate influence: territorial scale, where role-related and
technical constraints tend to better explain some selections; time horizon, showing, for
example, that the use of methods could increase or decrease when the time horizon gets
longer; participation scale, revealing that some resource-intensive and participatory
approaches (e.g. Delphi) are not very much of a choice in projects with participation
levels below 50 people (however, low participation in a study could also be because these
methods were not used); and the type of sponsorship, showing, for instance, that studies
sponsored by non-state actors are more demanding in scope.

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VOL. 10 NO. 6 2008 foresight PAGE 83
 B Finally, factors like the domain coverage and the target groups tend to have low influence
on the selection of methods.
Overall the findings have revealed that foresight practices are under-exploiting existing
methods based on creativity and interaction. For this reason, the paper would like to
conclude with an open invitation to futurists and foresight practitioners to contribute to the
development of a more innovative research agenda on the future of foresight methods
themselves (Miles et al., 2008) and the balanced promotion of more prospective and
participative techniques.

Notes
1. EFMN: European Foresight Monitoring Network; see www.efmn.eu
2. SELF-RULE (Strategic Euro-Latin Foresight Research and University Learning Exchange) is an
academic Network (see www.self-rule.org) financed by the European Commission’s ALFA
Programme under the Cooperation for the Scientific and Technical Training Programme (see
Popper and Villarroel, 2006; Villarroel et al., 2007). The network, together with 4-SIGHT-GROUP,
launched a mapping initiative in Spanish which initially focused on Latin American foresight and is
now being expanded to a more global perspective. The mapping instrument is open to the public
and can be accessed at www.4-sight-group.org/mapping
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3. The databases have been shaped by previous work carried out by the EUROFORE Pilot Project – a
collaborative pilot project between leading foresight institutes in Europe in the European Science
and Technology Observatory (ESTO) network (see Keenan et al., 2003). For further info visit the (no
longer maintained) project website at: http://prest.mbs.ac.uk/eurofore/
4. The 2005 Gross Expenditure in Research and Development (GERD) for Europe: (in alphabetical
order) Austria (2.43 per cent), Belgium (1.82 per cent), Bulgaria (0.5 per cent), Cyprus (0.4 per
cent), Czech Republic (1.42 per cent), Denmark (2.44 per cent), Estonia (0.94 per cent), Finland
(3.43 per cent), France (2.13 per cent), Germany (2.51 per cent), Greece (0.61 per cent), Hungary
(0.94 per cent), Iceland (2.83 per cent), Ireland (1.25 per cent), Israel (4.71 per cent), Italy (1.1 per
cent), Latvia (0.57 per cent), Lithuania (0.76 per cent), Luxembourg (1.56 per cent), Malta (0.6 per
cent), The Netherlands (1.78 per cent), Norway (1.51 per cent), Poland (0.57 per cent), Portugal (0.8
per cent), Romania (0.39 per cent), Slovakia (0.51 per cent), Slovenia (1.22 per cent), Spain (1.12
per cent), Sweden (3.86 per cent), Switzerland (2.93 per cent), Turkey (0.67 per cent), and the UK
(1.73 per cent).
5. Keenan and Popper (2007) have recently produced a practical guide which further discusses these
features around four hypothetical processes integrating foresight in research infrastructures policy
formulation. See http://prest.mbs.ac.uk/foresight/rif_guide.pdf
6. The data for Latin America is based upon a mapping instrument that includes 33 methods. Some
additional methods include benchmarking, genius forecasting, time series analysis, patent analysis,
polling/voting, role playing, science fictioning, wild cards and weak signals mapping.
7. For further information on foresight evaluation see Georghiou and Keenan (2005) and Popper et al.
(2007a, b) or visit www.evaluatingforesight.com
8. Weak signals are ‘‘not necessarily important things’’ which do not seem to have a strong impact in
the present but which could be the trigger for major events in the future. They often lead to the
identification of wild cards, which are surprising and unexpected events with low ‘‘perceived
probability’’ of occurrence but with very high impact (e.g. a pandemic, tsunami, etc.). Although
some researchers have found it vital to examine such events (e.g. Hiltunen, 2006), our methods for
identifying and detecting wild cards and weak signals (WI-WE) are still underdeveloped. The reason
that most futurists use examples of wild cards to wake up their audiences, but do not then follow
through on this, is that there is relatively little that is formalised and reproducible in WI-WE analysis.
More conceptual and methodological discussion on these issues are the main research focus of a
new 2008-2010 European Commission FP7 project aimed at interconnecting knowledge for the
early identification of issues, events and developments (e.g. wild cards and associated weak
signals) shaping and shaking the future of science, technology and innovation (STI) in the European
Research Area (ERA). More information on the iKnow project at www.iknowfutures.com
9. This reflects the recent penetration of technology watch tools in the region (see Popper and Medina,
2008).

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PAGE 84 foresight VOL. 10 NO. 6 2008
 10. For a discussion about the role of participation and bottom-up approaches in foresight within
European coordination tools for ‘‘Open Method of Coordination’’ (such as ERA-NETs) see Brummer
et al. (2007).

11. See (no longer maintained) EUFORIA project web site at http://prest.mbs.ac.uk/euforia

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Popper, R. and Medina, J. (2008), ‘‘Foresight in Latin America’’, in Georghiou, L., Cassingena, J.,
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socially beneficial information society technologies’’, report prepared for the FISTERA Project, available
at http://prest.mbs.ac.uk/prest/FISTERA/delphi_results.htm

Popper, R. and Villarroel, Y. (2006), ‘‘Euro-Latin Foresight Network: SELF-RULE’’, European Foresight
Monitoring Network Brief No. 66.

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PAGE 86 foresight VOL. 10 NO. 6 2008
 Popper, R., Keenan, M. and Butter, M. (2005), Mapping Foresight in Europe and Other Regions of the
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Manchester/TNO, Manchester/Delft.

Popper, R., Keenan, M. and Medina, J. (2007a), ‘‘Evaluating foresight – the Colombian case’’, European
Foresight Monitoring Network Brief No. 199, available at: www.efmn.eu
Popper, R., Keenan, M., Miles, I., Butter, M. and Sainz, G. (2007b), Global Foresight Outlook 2007:
Mapping Foresight in Europe and the Rest of the World, The EFMN Annual Mapping Report 2007, report
to the European Commission, The University of Manchester/TNO, Manchester/Delft.
Porter, A., Rossini, F.A. and Carpenter, S.R. (1980), A Guidebook for Technology Assessment and
Impact Analysis, North-Holland, New York, NY.
Salo, A. and Salmenkaita, J. (2002), ‘‘Embedded foresight in RTD programs’’, International Journal of
Technology, Policy and Management, Vol. 2 No. 2, pp. 167-93.
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Technological Forecasting and Social Change, Vol. 73 No. 6, pp. 679-704.
Slaughter, R. (2004), ‘‘Road testing a new model at the Australian Foresight Institute’’, Futures, Vol. 36
No. 8, pp. 837-52.
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Further reading
Coffman, B. (1997), ‘‘Sampling, uncertainty and phase shifts in weak signal evolution’’, available at:
www.mgtaylor.com/mgtaylor/jotm/winter97/wsrsampl.htm

(The Appendix follows overleaf.)

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VOL. 10 NO. 6 2008 foresight PAGE 87
 Appendix

Table AI Short description of selected foresight methods

Backcasting Involves working back from an imagined future, to establish what path
might take us there from the present
Brainstorming A creative and interactive method used in face-to-face and online
group working sessions to generate new ideas around a specific area
of interest
Citizens panels A method that brings together groups of citizens (members of a polity
and/or residents of a particular geographic area) dedicated to
providing views on relevant issues, often for a regional or national
government)
Environmental scanning A method that involves observation, examination, monitoring and
systematic description of the social, technological, economic,
environmental, political and ethical contexts of a country, industry,
organisation, etc.
Essays A method focused on one or a small set of images of the future, with a
detailed description of some major trends promoting the evolution of a
particular scenario, and/or of stakeholders’ roles in helping to bring
these about)
Expert panels A method that brings together groups of people dedicated to
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analysing and combining their knowledge concerning a given area of

interest. They can be local, regional, national or international
Futures workshops A method that involves the organisation of events or meetings lasting
from a few hours to a few days, in which there is typically a mix of talks,
presentations, and discussions and debates on a particular subject
Gaming One of the oldest forecasting and planning techniques, in that war
gaming has long been used by military strategists. It is a form of
role-playing in which an extensive ‘‘script’’ outlines the context of
action and the actors involved
Interviews Often described as ‘‘structured conversations’’ and are a fundamental
tool of social research. In foresight they are often used as formal
consultation instruments, intended to gather knowledge that is
distributed across the range of interviewees
Literature review Often part of environmental scanning processes. Reviews generally
use a discursive writing style and are structured around themes and
related theories. Occasionally the review may seek to explicate the
views and future visions of different authors
Morphological analysis A method used to map promising solutions to a given problem and to
determine possible futures accordingly. It is generally used to suggest
new products or developments and to build multi-dimensional
scenarios
Questionnaires/surveys A fundamental tool of social research and a commonly used method in
foresight
Relevance trees A method in which the topic of research is approached in a
hierarchical way. It normally begins with a general description of the
subject, and continues with a disaggregated exploration of its different
components and elements, examining particularly the
interdependencies between them
Scenarios A method that involves the construction and use of more or less
systematic and internally consistent visions of plausible future states of
affairs
SWOT analysis A method which first identifies factors internal to the organisation or
geopolitical unit in question and classifies them in terms of strengths
and weaknesses. It similarly examines and classifies external factors
(broader socio-economic and environmental changes, for example, or
the behaviour of competitors, neighbouring regions, etc.) and
presents them in terms of opportunities and threats
Cross-impact/structural A method that works systematically through the relations between a
analysis set of variables, rather than examining each one as if it is relatively
independent of the others. Usually, expert judgement is used to
examine the influence of each variable within a given system, in terms
of the reciprocal influences of each variable on each other – thus a
matrix is produced whose cells represent the effect of each variable on
the others

(Continued)

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PAGE 88 foresight VOL. 10 NO. 6 2008
 Table AI
Delphi A method that involves repeated polling of the same individuals,
feeding back (occasionally) anonymised responses from earlier
rounds of polling, with the idea that this will allow for better judgements
to be made without undue influence from forceful or high-status
advocates
Key technologies A method that involves the elaboration of a list of key technologies for a
specific industry, country or region. A technology is said to be ‘‘key’’ if
it contributes to wealth creation or if it helps to increase quality of life of
citizens, is critical to corporate competitiveness, or is an underpinning
technology that influences many other technologies
Multi-criteria analysis A method used as prioritisation and decision-support technique,
especially in complex situations and problems, where there are
multiple criteria in which to weigh up the effect of a particular
intervention
Stakeholder mapping A traditional strategic planning technique which takes into account the
interests and strengths of different stakeholders, in order to identify
key objectives in a system and recognise potential alliances, conflicts
and strategies. This method is more commonly used in business and
political affairs
Technology roadmapping A method which outlines the future of a field of technology, generating
a timeline for development of various interrelated technologies and
(often) including factors like regulatory and market structures
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Bibliometrics A method based on quantitative and statistical analysis of

publications. This may involve simply charting the number of
publications emerging in an area, perhaps focusing on the outputs
from different countries in different fields and how they are evolving
over time
Modelling and simulation A method that refers to the use of computer-based models that relate
together the values achieved by particular variables. Simple models
may be based on statistical relations between two or three variables
only. More complex models may use hundreds, thousands, or even
more variables (e.g. econometric models used in economic
policy-making)
Trend Among the longest-established tools of forecasting. They provide a
extrapolation/megatrend rough idea of how past and present developments may look like in the
analysis future – assuming, to some extent, that the future is a continuation of
the past

About the author

Rafael Popper holds a degree in Economics from the Central University of Venezuela. He is a
researcher and lecturer on Technological and Social Foresight at PREST, Manchester
Institute of Innovation Research of the University of Manchester. He has worked in the field of
foresight since the late 1990s, providing methodological advise and training courses,
assembling guidance for foresight practitioners, carrying out studies for various
organizations in Europe and Latin America, and conducting reviews and evaluations of
foresight exercises and programmes. He co-directs teaching programmes on foresight at
the University of Manchester, including postgraduate modules and PREST’s long-standing
executive short course on foresight. He is regularly invited by national governments and
international organizations to advise on their foresight activities. Rafael Popper can be
contacted at: [email protected] and [email protected]

To purchase reprints of this article please e-mail: [email protected]

Or visit our web site for further details: www.emeraldinsight.com/reprints

j j
VOL. 10 NO. 6 2008 foresight PAGE 89
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