Comments on: Foresight and Public Policy in a Complex World http://jbordeaux.com/foresight-and-public-policy-in-a-complex-world/ with John Bordeaux Fri, 04 May 2012 22:52:56 +0000 http://wordpress.org/?v=5395 hourly 1 By: tony joyce http://jbordeaux.com/foresight-and-public-policy-in-a-complex-world/comment-page-1/#comment-58 tony joyce Fri, 30 Jan 2009 17:04:39 +0000 http://jbordeaux.com/?p=210#comment-58 Very nicely explained, John. I suspect that the Smithsonian has embarked upon this type of journey, please see http://www.washingtonpost.com/wp-dyn/content/article/2009/01/25/AR2009012502179.html (Washington Post article titled "Smithsonian Confronts the Digital Age") This process, per se, is not hard if on organization is willing to put their resources into it. Far too often I am afraid, we try to do this on the cheap. The planning fails because in our resourcing we neglect to accomodate the time it takes to hire or acquire some expertise from our allies, our partners or our own organizations. The vision isn't built before the signals fade away. At other times rigor mortis sets in before the vision is clear. In most cases I suspect the root cause here is people: not enough good ones, too many bad ones, and a variety of teaming issues. This area is especially challenging in the government. So much so that I wonder if a further step would be useful -- challenge, problem solve, repeat? Very nicely explained, John. I suspect that the Smithsonian has embarked upon this type of journey, please see

http://www.washingtonpost.com/wp-dyn/content/article/2009/01/25/AR2009012502179.html
(Washington Post article titled “Smithsonian Confronts the Digital Age”)

This process, per se, is not hard if on organization is willing to put their resources into it. Far too often I am afraid, we try to do this on the cheap. The planning fails because in our resourcing we neglect to accomodate the time it takes to hire or acquire some expertise from our allies, our partners or our own organizations. The vision isn’t built before the signals fade away.

At other times rigor mortis sets in before the vision is clear. In most cases I suspect the root cause here is people: not enough good ones, too many bad ones, and a variety of teaming issues. This area is especially challenging in the government. So much so that I wonder if a further step would be useful — challenge, problem solve, repeat?

]]>