After review of the extract from the book I start the argument by trying to understand strategic foresight in respect to suitable methodologies of reflection and action to organization learning. In my view strategic foresight is a concept of understanding emerging changes externally in respect to the drivers and capabilities within the organization (Siren & Kohtamaki, 2016). While Cummings & Worley (2014) define organization learning as a process in which an organization conceives, act and reflect on the new knowledge Although there are in agreement of between foresight planning and organization my opinion is that there are still some cases of ambiguity. I do understand in any normal practice of strategic fore sighting is reserved for those in higher positions in organizations those with authority and power to perform functions. But can it be possible that those in lower positions can participate in strategic fore-sighting and contribute to organization learning. In my opinion I think that can be possible. Bootz (2010) supports my opinion by stating that it is apparent that organization learning can be achieved by a foresight and cognitive activities that utilizes individual’s representations through questioning sessions regardless of the management levels and positions.
According to Dibrell, Craig & Neubaum (2014) strategic foresight is well known to be a management aspect that requires organization individuals to use new methods and skills in practice to improve their performance. My stand on use of individualistic or collective approaches is that use of collective strategic foresight approach better. The process should involve decision makers collectively both questioning strategic paradigms and organization visions (Weigang, Flanagan, Dye & Jones, 2014). In my opinion I support the idea that the organization learning need to take place in a community approach that is inclusive. In my own explanation community approach involves firm’s representatives and teams make or create knowledge as part of their practice. To support my argument Wolf & Floyd (2017) stated that strategic foresight planning should look like a project where participation vision is encouraged among the members involved to contribute to decision making and forecasting needs. Collectiveness in strategic foresight planning is seen when leaders are given responsibility and authority to consider the company as organic factor. That means they need to bring participation and togetherness when making decisions in the organization. Vecchiato (2015) explains reasons why collective cognitive thinking is a more powerful methodology in strategic foresight planning compared to individualistic approach.
Individuals in organizations have different cognitive levels and this can be a barrier to collective strategic foresight planning. But my opinion is that socio-cognitive approach can be used to explain the differentials in cognitive levels of individuals. According to Siren & Kohtamaki, (2016) the theory states that individual learning and decisions can be derived by directly observing others and employing a unified approach to a problem. My concluding remark is that organization learning can be achieved using collective foresight thinking. Therefore organizations need to employ collective group foresight for organization learning.
Cummings, T & Worley, C. (2014). Organizational development and change. Chicago: Cengage Learning.
Dibrell craig., Craig.J & Neubaum, D. (2014). Linking the formal strategic planning process, planning flexibility and innovativeness to firm performance. Journal of business research, 67(9), 2000-2007.
Manuel, S. (2014). The fith discipline fieldbook: strategies and tools for building learning organization. New York: Crown Business.
Siren, C & Kohtamaki, M. (2016). Stretching strategic learning to the limit: interaction between strategic planning and learning. Journal of business research, 69(2), 653-663.
Vecchiato, R. (2015). Creating value through foresight: first mover advantages and strategic agility. Technological forecasting and social change, 101, 25-36.
Weigang, K. Flanagan, T. Dye, K & Jones, P. (2014). Collaborative foresight: complementing long horizon strategic planning. Technological forecasting and social change, 85(1), 134-152.
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