TWICE THE SIZE - DIT Update - Dublin Institute of Technology
TWICE THE SIZE - DIT Update - Dublin Institute of Technology
TWICE THE SIZE - DIT Update - Dublin Institute of Technology
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motivated large numbers <strong>of</strong> people in a rich, collective process, the prospective takes this a<br />
stage further by proposing a path towards real, implemented action.<br />
10. Move to Strategic Planning<br />
Traditionally, strategic thinking through scenarios has been separated from strategic planning,<br />
and quite deliberately so. This has <strong>of</strong>ten been a strength, in that is has allowed creative<br />
exploration untrammelled by the need to take action. But is has also been a weakness, because<br />
it has isolated imaginative thinking and curtailed continuing ‘future pro<strong>of</strong>ing’. In one way, the<br />
prospective provides a bridge between strategic thinking and strategic planning across which<br />
ideas and actions can continue to pass. In another, it builds a kind <strong>of</strong> ‘scaffolding’ within which<br />
a strategic plan can be constructed and refurbished.<br />
In terms <strong>of</strong> ‘making-it-happen’, the prospective process through scenarios contributes to<br />
strategic planning and management by (van der Heijden, 2002):<br />
• creating wide awareness <strong>of</strong> the environmental imperative requiring change;<br />
• guiding the formation <strong>of</strong> operational plans;<br />
• enlisting the people in the organisation who have the power to act; and<br />
• establishing coherence in management action through development <strong>of</strong> a shared view.<br />
2.2.2 Methods and Techniques<br />
The Prospective Through Scenarios Process, outlined above, formed the overall project<br />
framework, following which a set <strong>of</strong> specific tasks was established and methods for their<br />
completion chosen appropriately. The various tasks set to complete the project include the<br />
following.<br />
1. A desk-top ‘horizon scanning’ study focusing on the changes, challenges and priority areas<br />
facing spatial planning and development in Ireland.<br />
2. A ‘trend analysis’ study to identify the ‘key drivers <strong>of</strong> change’ influencing the future <strong>of</strong><br />
spatial planning and development in Ireland.<br />
3. Preparation and distribution <strong>of</strong> ‘futures questionnaires’ to the various stakeholders to<br />
collect primary research data on the future priorities <strong>of</strong> the gateways.<br />
4. Conducting <strong>of</strong> ‘strategic conversations’ with the most important players in the sector to<br />
generate qualitative opinion-based data on the perceived areas <strong>of</strong> strategic significance<br />
across a range <strong>of</strong> pr<strong>of</strong>essions concerned with the future development <strong>of</strong> the gateways.<br />
5. Organisation and facilitation <strong>of</strong> a series <strong>of</strong> ‘futures workshops’ to create a set <strong>of</strong><br />
alternative future scenarios, a preferred future vision and a range <strong>of</strong> policy options for<br />
each <strong>of</strong> the gateway towns and cities in Ireland.<br />
The structure <strong>of</strong> Futures Workshops was based on the Spatial Prospective process. Such<br />
workshops are the most efficient method for collecting an abundance <strong>of</strong> rich data in a short<br />
period <strong>of</strong> time. The process used during workshops, attended by a mixture <strong>of</strong> people<br />
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