Establishing a Strategic Foresight Learning and Action Network (SF-LAN) at the Centers for Disease Control and Prevention (CDC)

Abstract

This article chronicles the experiences and lessons learned in establishing strategic foresight (SF) in a U.S. government organization. This has value to the field of foresight, which is seeking to establish foresight in organizations as an intentional capability to explore alternative futures and work towards preferred futures. This work also has particular value to other federal agencies establishing or considering establishing a SF practice.

Keywords

strategic foresight community of practice horizon scanning framework foresight futurists

Get full access to this article

View all access options for this article.

References

Hines . 2003. “An audit for Organizational Futurists: Ten Questions Every Organizational Futurist Should Be Able to Answer.” Foresight 5 (1): 20-33.

Hines . 2012. The Role of an Organizational Futurist in Integrating Foresight into Organizations (Unpublished doctoral dissertation). Leeds, UK: Leeds Metropolitan University.

Hines Gold

. 2015. “An Organizational Futurist Role for Integrating Foresight Into Corporations.” Technological Forecasting and Social Change, 101: 99–111.

Hines . 2021. “Organizational futures.” Professional Seminar in Foresight. Houston, TX: University of Houston, March 11, 2022.

Badeau

Carman

Newman

Steenblik

Carlson

Madsen

2019. “Emergency Department Visits for Electric Scooter-Related Injuries After Introduction of an Urban Rental Program.” The American Journal of Emergency Medicine 37 (8): 1531-1533.

Bhavin

Kesterke

Ritesh

Weber

Mynar

Reddy

2019. “Craniofacial Injuries Seen with the Introduction of Bicycle-Share Electric Scooters in an Urban Setting.” Journal of Oral and Maxillofacial Surgery 77 (11): 2292-2297.

Bishop

. 2018. “The Case for Foresight Education.” World Futures Review 10 (2-3): 190-192.

Danemiller

Jacobs

1992. “Changing the Way Organizations Change.” The Journal of Applied Behavioral Science 28 (4): 480-496

Dreyer

Stang

2013. “Foresight in Governments – Practices and Trends Around the World.” Yearbook of European Security YES, 17.

10.

Kuosa

, 2011. Practicing Strategic Foresight in Government: The Cases of Finland, Singapore, and the Soviet Union, RSIS Monograph 19. South Spine, Singapore: S Rajaratnam School of International Studies.

11.

Office of Management and Budget (OMB), Executive Office of the President . 2022. Circular No. A–11: Preparation, Submission, and Execution of the Budget. Washington DC: Government Printing Office.

12.

Office of Personnel Management (OPM) . 2021. Federal Workforce Priorities Report. Washington, DC: Government Printing Office.

13.

Office of Personnel Management (OPM) . 2022. Developing & Applying Strategic Foresight for Better Human Capital Management. Washington, DC: Government Printing Office.

14.

Prince

2020. “A Foresight Journey in Education Futures, Foundation Style.” In Slaughter

Hines . The Knowledge Base of Futures Studies 2020. Washington DC: Association of Professional Futurists.

15.

Pew Charitable Trusts . 2022. “Pandemic-related funding boosts federal grants to states,” Issue Brief, Pew Research Center, Accessed November 1, 2020. https://www.pewtrusts.org/en/research-and-analysis/issue-briefs/2021/12/pandemic-related-funding-boosts-federal-grants-to-states

16.

Schwartz

1996. The Art of the Long View. New York, NY, Doubleday.

17.

Scoblic

J. P.

2021. Strategic Foresight in U.S. Agencies: An Analysis of Long-term Anticipatory Thinking in the Federal Government. New America, Accessed 11/30/ 2022. https://www.newamerica.org/international-security/reports/strategic-foresight-in-us-agencies/

18.

Smith

2017. “Designing Dubai’s futures. Medium.com, February 27. 2017.

19.

Streit

Felknor

Edwards

Howard

2021. “Leveraging strategic foresight to advance worker safety, health, and well-Being.” International Journal of Environmental Research and Public Health 18 (16): 8477.

20.

Wilkinson

Kupers

2013. “Living in the Futures.” Harvard Business Review 1: 119-127.