Place-leadership and power in the futures domain: the case of Euskadi 2040

Place-leadership and power in the futures domain: the case of Euskadi 2040

In an era when uncertainty and complexity are more tangible than ever, decision-makers are under pressure to turn from short-term politics and departmentalization to safeguard not only current wellbeing but also the wellbeing of future generations via longer term planning and visioning. In regions,...

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Bibliographic Details
Published in:European planning studies Vol. 32; no. 10; pp. 2124 - 2141
Main Authors: Izulain, Ane, Aranguren, Mari Jose, Wilson, James R.
Format: Journal Article
Language:English
Published: Abingdon Routledge 02-10-2024
Taylor & Francis Ltd
Subjects:
Action orientation
Basque people
Case studies
Decision makers
Flexible learning
foresight
future
Governance
Information sharing
Institutes
Knowledge
Knowledge management
Leadership
Mobilization
Multiagent systems
place leadership
Political leadership
Power
Regional development
Regional government
Regional planning
Regional variations
Research facilities
Shared vision
Single case studies
Subnational government
Uncertainty
Well being
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Summary:In an era when uncertainty and complexity are more tangible than ever, decision-makers are under pressure to turn from short-term politics and departmentalization to safeguard not only current wellbeing but also the wellbeing of future generations via longer term planning and visioning. In regions, as multilevel governance systems, no actor has the power to determine the decisions of others. Place leadership demands the mobilization of different actors to define an effective strategy for future development, by combining institutional, interpretive and network power in a dynamic manner. This paper reflects on how leadership and power shape shared vision in regional foresight processes, and the role of academic knowledge. We conduct an in-depth single case study analysis of 'Euskadi 2040', the visioning initiative launched by the Basque regional government in collaboration with the research institute Orkestra. We articulate five main contributions of research institutes: facilitating the systemic character of the vision; incorporating academic action-oriented knowledge; supporting the divergence from traditional linear planning paradigms towards flexible learning-centred approaches to policy; promoting an interinstitutional and multi-agent shared discourse; and lastly, leveraging knowledge transfer within international networks.
ISSN:0965-4313
1469-5944
DOI:10.1080/09654313.2024.2339927