MER Reform vs Strategy, Riel Miller

Sciences Po
Masters in Public Affairs 2005-2006

Syllabus, 1st semester
Reform versus Strategy: Making Choices at the End of the Administrative Era

Instructor: Riel Miller

Course Description:
Today, with some urgency and perplexity, decision makers in all sectors and all levels are searching for policies that can:
• reconcile greater individual freedom with collective choices;
• embrace greater diversity without inviting fragmentation & chaos;
• foster greater creativity without increasing burn-out & stress;
• inspire responsibility;
• motivate change without resorting to fear;
• manage risk without hierarchy;
• combine respect for complexity while still gaining depth of understanding

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MER Schools That Learn: Creating Futures That Matter, Ivana Milosevic

EDUC7036 Course Profile
The University of Queensland


There is widespread perception in Australia, and indeed, all over the world, that our education systems are failing to prepare young people for the very different world they will inhabit in the not so distant future. Yet accurately predicting the future is not possible. What can be done? One response is to build a whole range of resources from the field of Futures Studies into educational structures, processes and curricula. These resources include futures concepts, futures tools and teaching techniques. Such starting points provide the means to create new units, modules and indeed whole futures oriented curricula. These tools are also useful for those who wish to introduce a futures focus within other subjects, and for those whose interest lies in educational leadership or administration rather than curriculum.

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MER Strategic Planning, Peter Bishop

University of Houston, Department of Futures Studies
Course Title: Strategic Planning


The study of the future consists of two main activities–forecasting (describing) likely and other plausible future conditions and influencing (changing) those conditions to be as close to our ideal as possible. This course focuses on the latter, influencing or changing the future. First, we understand the role of values in creating preferred futures. Then, we look at various approaches to envisioning preferred futures. Next, we explore how to create a plan to achieve that vision, and how change management can help facilitate the change.

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MER The Art of Forecasting, Barry Hughes

Universtiy of Denver, Graduate School of International Studies

INTS 4345 (CRN#2364): The Art of Forecasting

There is a strong need in both the private and public sectors for individuals who (1) understand how forecasting is done in order to interpret and evaluate it and (2) can themselves develop and present forecasts of various kinds in support of policy analysis and decision-making. The objective of this course is to help students acquire such skills and an understanding of their strengths, weaknesses, and applicability.

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PB10 Baseline Analysis The Epistemology of Scenario Development, Peter Bishop

The core principle of strategic foresight is that the future is multiple not singular. Futurists describe the future as a set of plausible alternatives (scenarios) rather than as the single-valued prediction that other forecasters prefer. Policy makers and the public at large prefer predictions because they are simple and easy to grasp. Predictions are singular just like the present or at least the way people experience it. If there is to be one present in the future, then it seems logical that there is one future that will become that present and that the task of forecasting is to figure out which one of it is. And finally, people prefer predictions because they are supported by evidence, just like inferences in history and science. Predicting the future is seen as the application of modern science to human affairs.

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PB11 Leadership, Peter Bishop

Transformational change requires leaders. Would that the situation was so bad or that the opportunity so great that change would erupt all by itself. Alas, such hope is unfounded. Any significant change always begins with one person (or a few) raising their hand and saying, “This can be better. This needs to be better.” In doing so, they are often taking enormous risk. They are stepping out of line. They are going up against the establishment and the status quo. They are disturbing people’s comfort zone and their ability to go on with business as usual.

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PB12 Visioning, Peter Bishop

University of Houston, Certificate in Strategic Foresight
P Bishop, 12/1/10

A vision is the guiding principle in a long-term transformational change process undertaken by choice. A vision is a simple yet precious commodity. It can mean the difference between successful and unsuccessful transformation change.

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PB13 Planning, Peter Bishop

University of Houston, Certificate in Strategic Foresight
Strategic Planning
P Bishop, 12/27/00

Strategic planning is the process by which most people deal with the future. Introduced in the early 1980s, it was considered to be the sine qua non of effective long-term success. The gleam of its once high promise has faded as people realize that it does contain the magic bullet they were looking for. Since then, enterprises have moved off to Total Quality Management (TQM), Business Process Re-engineering (BPR), Enterprise Resource Planning (ERP), Customer Relationship Management (CRM) or whatever is the latest in the alphabet soup of three-letter fads.

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PB2 Change, Peter Bishop

University of Houston, Certificate in Strategic Foresight
P Bishop, Jan 2011

The world is changing at an apparently dizzying pace. The 20th century produced upheavals that changed all our lives–changes in population, technology, the economy, the environment, governance, social values–all on a global scale. These changes tore down traditions, shifted world-views, promoted a truly global economy, created the Internet, established world-wide media influence, and changed fashion, lifestyles, parenting, politics, crime, climate, and an untold number of other things. And that was just the 20th century. The 21st century has already brought us more astounding changes–the attacks on the World Trade Center, ubiquitous hand-held wireless communication and computing, the greatest recession in 80 years and novel biological forms and treatments.

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