Foresight in Organisations
Unit code: HBF542
|Credit points||12.5 Credit Points|
|Contact hours||36 hours of contact in weekly or block mode|
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 methodsThis unit is delivered through a range of teaching methods which may include lectures, presentations and small group activities
Written response to text: 10%
Learning journal: 10-20%
Group presentation: 20-30%
Written case study: 30-50%
Class Contribution: 10%
Generic skills outcomesLearners 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.
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.
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.