Foresight in Organisations
Unit code: HBF542
| Credit points | 12.5 Credit Points |
| Duration | 1 Semester |
| Contact hours | 36 hours of contact in weekly or block mode |
| Campus | Hawthorn |
| Prerequisites | Nil |
| Corequisites | Nil |
Related course(s)
A unit of study in the Master of Management (Strategic Foresight) suite.Aims and objectives
The unit will introduce several concepts and models which have proven to have utility in foresight-related work and its implementation. The unit will also focus on case studies and hearing from actual practitioners about their attempts to undertake foresight activities.
Teaching methods
This unit is delivered through a range of teaching methods which may include lectures, presentations and small group activitiesAssessment
Written response to text: 10%
Learning journal: 10-20%
Group presentation: 20-30%
Written case study: 30-50%
Class Contribution: 10%
Generic skills outcomes
Learners bring to Swinburne University of Technology a range of experiences and graduate with individual understandings, abilities and attitudes. Within this context it is the intent of Swinburne that all its graduates:- are capable in their chosen professional, vocational or study areas
- operate effectively in work and community situations
- are adaptable and manage change
- are entrepreneurial in contributing to innovation and development within their business, workplace or community
- are aware of the dynamic nature of environments.
Content
The purpose of this unit of study is to integrate the theory and practice of Futures Studies/foresight with that of strategy and change. While the latter two have become a 'generic' activity for a wide range of organisations, foresight has not yet been widely applied to it.
The view taken here is that 'foresight refreshes strategy and illuminates change opportunities'. That is, the addition of a coherent forward view in any organisation brings to the fore new factors, options, possible strategies and, in so doing, provides new inputs to any strategic or planning process. Some case studies and models of implementation are presented and organisational implications are examined.
After taking this unit of study students will:
- understand the strengths and weaknesses of conventional strategic planning and strategy work;
- appreciate the ways that foresight interacts with, goes beyond, and rejuvenates the latter;
- be aware of several models of how the theory and practice of foresight can be embedded in organisations; and
- be ready to seek an integration of foresight and strategy to produce effective organisational outcomes.
References
Hamel, G & Prahalad, CK (1994) Competing for the future. Boston, MA, USA, Harvard Business School Press.
Hayward, P (2003) 'Resolving the moral impediment to foresight action'. Foresight 5, 4-10.
Jaques, E (1990) In praise of hierarchy. Harvard Business Review 68, 27-33.
Mintzberg, H, Ahlstrand, B & Lampel, J. (1998) Strategy safari: a guided tour through the wilds of strategic management. New York, The Free Press.
Senge, PM. (1992) The fifth discipline: the art and practice of the learning organisation. Sydney, Random House Australia.
Voros, J. (2003) 'A generic foresight process framework'. Foresight 5, 10-21.
Hayward, P (2003) 'Resolving the moral impediment to foresight action'. Foresight 5, 4-10.
Jaques, E (1990) In praise of hierarchy. Harvard Business Review 68, 27-33.
Mintzberg, H, Ahlstrand, B & Lampel, J. (1998) Strategy safari: a guided tour through the wilds of strategic management. New York, The Free Press.
Senge, PM. (1992) The fifth discipline: the art and practice of the learning organisation. Sydney, Random House Australia.
Voros, J. (2003) 'A generic foresight process framework'. Foresight 5, 10-21.
