A Critical Reflection and Analysis: Strategic Foresight & Learning

This essay provides a critical reflection and analysis of strategic foresight and organizational learning, drawing on an extract from a book. It begins by defining strategic foresight and organizational learning, highlighting the potential ambiguities between them. The essay explores whether individuals in lower organizational positions can contribute to strategic foresight and organizational learning, supporting the idea through various research findings. It then argues for the superiority of a collective strategic foresight approach, emphasizing the importance of community-based learning and inclusive decision-making processes. The author supports this argument by referencing several studies and emphasizes the role of collective cognitive thinking. The essay concludes that organizations should employ collective group foresight to enhance organizational learning, using collective group foresight for organizational learning. References of supporting arguments are also included in the essay.

Running head: Reflective essay 1
A CRITICAL REFLECTION AND ANALYSIS ON STRATEGIC FORESIGHT AND
ORGANIZATIONAL LEARNING CASE STUDY
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Date of submission

Running head: Reflective essay 2
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.

Running head: Reflective essay 3
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.

Running head: Reflective essay 4
References
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.