Fostering a "Foresight culture"
Fostering a "Foresight culture" means that a wide range of organisations recognise the relevance of the longer-term perspective, and can initiate appropriate Foresight processes as and when they are needed to guide action.
Panel members can play significant roles in embedding Foresight in their own organisations. They can also contribute to the development of Foresight capabilities by liaising with other organisations to see how far they are adopting the messages of the exercise. For example, panel members could share out responsibilities for monitoring the implementation of action plans, etc., by relevant agencies and organisations. They can also provide briefings and inputs of other kinds. However, too much should not be expected of Panel members in this regard, since it can be very demanding of Panel members, especially unpaid ones, to maintain such a high level of activity. They may benefit from the support of more "centralised" activities of one sort or another – Foresight Units, mini-Foresight exercises, etc.
Panels and other parties involved in Foresight will normally seek to hold public meetings, participate in regional and other workshops and conferences, and the like: they may also "roll out" Foresight more widely, to schools and colleges, and to all sorts of interested organisations. They may recruit intermediaries – trade and industry associations, NGOs, trades unions, educationalists, consultants, etc. – to play roles in disseminating their messages, in training people to undertake their own Foresight, etc.
Training can be an extremely important medium through which to embed a Foresight culture. Training courses for Foresight facilitators (future practitioners) can be organised, as well as awareness sessions that inform potential users of the benefits of Foresight.