![]() Strategic foresight planning can be used to develop curriculum innovations, advance practice initiatives and create new products, services, and partnerships in health care contexts.Scenarios regarding preferred futures can be used to promote organizational learning and support strategic foresight planning and build transformational leadership capacity.Data gathered through scanning can be processed with several foresight methodologies to develop scenarios about preferred futures.Partnerships with organizations that do environmental scanning and foresight work can be useful to develop insights about nursing and health related trends locally, regionally, nationally, and globally.Foresight thinking and strategic foresight planning are supported by environmental scanning of weak signals and trends that are likely to become movements.Foresight thinking is a skill that can be taught and used for strategic foresight planning.A future time orientation is reinforced by foresight thinking and strategic planning skills.Visionary health innovation leadership presupposes a futures time orientation.Products of such an initiative include courses, a certificate program offering, building on the planting seeds of innovation partnership, consulting partnerships, and expanding the scholarship and communities of practice and learning related to foresight and innovation. The University of Minnesota School Of Nursing and the Katharine J Densford International Center for Nursing Leadership will be the first to establish a nursing foresight initiative to educate, train, and consult with organizations about the use of foresight methods in nursing and health to support the health of people and communities. The purpose of the Foresight Leadership initiative is to design and build a transformational leadership capacity ecosystem that is organized around five design elements: Purpose (why the work is important to the community), Principles (what rules must be obeyed in order to realize purpose), Participants (who must be included to achieve the purpose), Structure (how will organization distribute control), Practice (what is to be done-what and how will offers be to users and clients). Depending on the topic, the editorial team sometimes liaises with policy DGs in charge of the policy action, in order to ensure the usefulness of the message.Įnjoy reading them and keep promoting futures thinking.Foresight Leadership: The Future of Nursing and Health They cover content on the environmental, societal, technological, geopolitical and economic aspects of each topic. The newsletters are usually linked to an upcoming policy action, where they are presented at College meetings in parallel to the adoption of policies, aiming to broaden the discussions.The JRC composes and edits the newsletters, in collaboration with the Secretariat General and Vice President Šefčovič’s Cabinet. They channel and combine the interdisciplinary expertise of the JRC with a ‘futures mindset’, into accessible reading material. Based on JRC research, the newsletters tell diverse stories about the latest scientific knowledge and policy developments, notably looking to the future.The newsletters aim to support ‘future thinking’ among policymakers (with a horizon of 3-10 years) and to concretely inform and shape the debate of major policy initiatives and strategies. The objective of the Foresight ON Newsletters is to raise awareness of long-term trends, and stimulate strategic thinking in the College of Commissioners and among the Commission’s senior management about important emerging issues for the EU.Read the latest newsletter on EUROPEAN TERRITORIES Brief me ![]() ![]() The JRC 'Foresight On' Newsletters are an informative collection of ‘forward-looking’ short stories that address the need to strengthen the Commission’s evidence-informed policymaking and become better prepared for the future.
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