Abstract:

In an era of uncertainty, complexity, and increased interconnectivity at a global level, today's organizations move in highly diverse cultural milieus. In light of such conditions, strategic foresight, in its process of anticipation and co-construction of the future, can no longer be grounded in homogeneous forms of thinking. Here we examine the hypothesis that multiculturalism, in terms of multiplicity of representations of culture, is an essential lever for enhancing strategic foresight processes.

This research draws upon an interdiscipline review of literature linking cultural diversity and foresight methodology, seeking to underscore tangible merit of multiculturalism in scenario-building, weak signal detection, making decisions under uncertainty, and collaborative construction of collective visions for the future. It's also based upon an examination of case studies in international organizations in which team diversity assisted in creating more open, adaptable, and shared future narratives.

This work aims to bridge an existing gap in research by advancing an interdisciplinary approach at the nexus of organization studies, sociology, and intercultural research. This work contends that future thinking 'in the plural' is not merely a requirement for strategy, but rather an overarching ethical and organisational challenge for institutions in the 21st century.