Environmental Scanning & Forecasting in Community Colleges: Identifying Trends & Events, Summaries of Business Accounting

The benefits of an environmental scanning and forecasting system for community colleges, providing examples from a session where participants identified critical trends and events that could impact Virginia community colleges in the coming decade. The document also outlines the steps for implementing such a system, including trend identification, event forecasting, and cross-impact analysis.

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DOCUMENT RESUME
ED 305 121 JC 890 153
AUTHOR Morrison, James L.; Held, William G.
TITLE Developing Environmental Scanning/Forecasting Systems
To Augment Community College Planning.
PUB DATE 18 Nov 88
NOTE 15p.; Paper summarizing a session conducted at the
Annual Meeting of the Virginia Community Colleges
Association (Williamsburg, VA, November 18, 1988).
PUB TYPE Reports - Descriptive (141) -- Speeches/Conference
Papers (150)
EDRS PRICE MF01/PC01 Plus Postage.
DESCRIPTORS College Administration; *College Environment;
*College Planning; Community Colleges; *Futures (of
Society); *Long Range Planning; Policy Formation;
*Prediction; *Trend Analysis; Two Year Colleges;
Workshops
IDENTIFIERS *Environmental Scanning
ABSTRACT
A description is provided of a conference session
that was conducted to explore the structure and function of an
environmental scanning/forecasting system that could be used in a
community college to fa-:ilitate planning. Introductory comments argue
that a college that establishes an environmental scanning and
forecasting system is able to identify trends and events that, when
forecasted, present both threats and opportunities to the college.
Basic concepts and terms are defined next, including "environmental
scanning," "trend," "event," and "emerging issues." Next, results are
provided from the portion of the session in which participants acted
as a planning team conducting an external analysis of Virginia
community colleges. These results include lists of the social,
technological, economic, and political trends that define the context
in which the colleges will function in the coming decade, and lists
of particular events, which if they occurred, would affect these
trends or the colleges directly. The remainder of the paper provides
a brf discussion of the establishment of an environmental
scanning/forecasting system at a community college, focusing on the
collection and dissemination of environmental information, the
determination of key administrators' perceptions of important trends
and events, the development of alternative scenarios of possible
futures, the analysis of policies, and the development of action
plans. Concluding comments emphasize the purpose of environmental
scanning. (AJL)
***********************************************************************
Reproductions supplied by EDRS are the best that can be made
*from the original document.
*
******:****************************************************************
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DOCUMENT RESUME

ED 305 121 JC^890

AUTHOR Morrison, James L.; Held, William G. TITLE Developing Environmental Scanning/Forecasting Systems To Augment Community College Planning. PUB DATE 18 Nov^88 NOTE 15p.;^ Paper^ summarizing^ a^ session^ conducted^ at^ the Annual Meeting of the Virginia Community Colleges Association (Williamsburg, VA, November 18, 1988). PUB TYPE Reports - Descriptive (141) -- Speeches/Conference Papers (150)

EDRS PRICE MF01/PC01^ Plus^ Postage. DESCRIPTORS College^ Administration;^ *College^ Environment; *College Planning; Community Colleges; *Futures (of Society); *Long Range Planning; Policy Formation; *Prediction; *Trend Analysis; Two Year Colleges; Workshops IDENTIFIERS *Environmental Scanning

ABSTRACT A description is provided of a conference session that was conducted to explore the structure and function of an environmental scanning/forecasting system that could be used in a community college to fa-:ilitate planning. Introductory comments argue that a college that establishes an environmental scanning and forecasting system is able to identify trends and events that, when forecasted, present both threats and opportunities to the college. Basic concepts and terms are defined next, including "environmental scanning," "trend," "event," and "emerging issues." Next, results are provided from the portion of the session in which participants acted as a planning team conducting an external analysis of Virginia community colleges. These results include lists of the social, technological, economic, and political trends that define the context in which the colleges will function in the coming decade, and lists of particular events, which if they occurred, would affect these trends or the colleges directly. The remainder of the paper provides a brf discussion of the establishment of an environmental scanning/forecasting system at a community college, focusing on the collection and dissemination of environmental information, the determination of key administrators' perceptions of important trends and events, the development of alternative scenarios of possible futures, the analysis of policies, and the development of action plans. Concluding comments emphasize the purpose of environmental scanning. (AJL)

Reproductions supplied by EDRS are the best that can be made

  • (^) from the original document.

DevelopingEnvironmentalScanning/ForecastingSystems toAugmentCommunityCollegePlanning

JamesL.Morrison WilliamG.Held

SchoolofEducation TheUniversityofNorthCarolinaatChapelHill

ProceedingsofaSessioninthe1988AnnualMeetingofthe VirginiaCommunityCollegesAssociation Williamsburg,Va,18November

"PERMISSIONTOREPRODUCETHIS MATERIALHASBEENGRANTEDBY

J. Morrison

TOTHEEDUCATIONALRESOURCES INFORMATIONCENTER(ERIC)."

U.S.DEPARTMENTOFEDUCATION OfficeofEducattoosiResearchandimprovement EDUCATIONALRESOURCESINFORMATION CENTER(ERIC) '*),Thisdocumenthasbeenreproducedas receivedfromthepersonororganization originatingel. CMinorchangeshavebeenmadetoimprove reproduction(lushly Pointsofvieworopinionsstatedinthisdoctr mentdonotnecessarilyrepresentofficial OERIpositionorpolicy

system(Morrison,1987).Onereasonforthisstateofaffairsisthelackofexperience

indevelopingandoperatingsuchsystemsinhighereducation.Environmentalscanning

andforecastingtechniquesareusedmuchmoreextensivelyinthecorporateworld,but

theproprietarynatureofthisworldhasinhibitedsharingofthistechnology. Boucher

(1988)estimatesthatthedevelopmentanduseofthesetechniquesinthecorporate

worldissome15yearsaheadofthatinthepublicsector.

Thepurposeofthissessionwastodescribethestructureandfunctionofan

environmentalscanning/forecastingsystemasthissystemcouldbeusedinacommunity

collegetofacilitateplanning.Afterdescribingtheelementsofthissystem,session

participantsactedasaplanningteamconductinganexternalanalysisofVirginia

communitycolleges.Thispaperdocumentsthe"proceedings"ofthesessionincludingthe

keytrendsandeventsthatparticipantsfeltcouldaffectthefutureofVirginiacommunity

colleges. Thepaperconcludeswithabriefdescriptionofthe"nextsteps"Virginia

communitycollegescouldtaketoimplementanenvironmentalscanning/forecasting

system.

BasicConcepts

Afewconceptsmustfirstbedefined.Whatisenvironmentalscanning?Whatare

trendsandevents?Whatisanemergingissue?

BrownandWeiner(1985)defineenvironmentalscanningas"akindofradartoscan

theworldsystematicallyandsignalthenew,theunexpected,themajorandtheminor(p.

ix)." Aguilar(1967)hasdefinedscanningasthesystematiccollectionofexternal

informationinorderto(a)lessentherandomnessofinformationflowingintothe

organizationand(b)provideearlywarningsformanagersofchangingexternal

conditions. Morespecifically,Coates(1985)hasidentifiedtheobjectivesofan

environmentalscanningsystemasincludingthefollowing:

detectingscientific,technical,economic,social,and

politicalinteractionsandotherelementsimportantto

theorganization

definingthepotentialthreats,opportunities,or

potentialchangesfortheorganizationbythoseevents

promotingafutureorientationinmanagementandstaff

alertingmanagementandstafftotrendswhichare

converging,diverging,speedingup,slowingdown,or

interacting(pp.2-13,14).

Anexampleoftheuserofanenvironmentalscanningsystemisannuclearsubmarine

captain. Hisperiscopeisnotonlyequippedwithopticstoaidinviewingtheimmediate

areaouttothehorizon,butitisalsolinkeduptoasatelliterelaythatallowshimtosee

beyondthehorizon.Eachtimeheusestheperiscopeheislookingforpossibletargets

(opportunities)andtheenemy(threats). Hescansthehorizonforexternal

environmentalthreatsandopportunities.

Byextensionanenvironmentalscanningsystemisstructuredtoidentifyandevaluate

trends,events,andemergingissuesimportanttotheinstitution. Thesetermsare

definedasfollows:

Atrend is aseries of social, technological,economic,orpolitical

characteristicsthatcanusuallybeestimatedand/ormeasuredovertime. It isa

statementofageneraldirectionofchange,usuallygraduallong-termchange,reflecting

theforcesshapingtheregion,nation,orsocietyingeneral.Trendinformationmaybe

usedtodescribethefuture,identifyemergingissues,orprojectfutureevents. For

example,atmostinstitutionsstudentprofilesarechanging. Indicatorsofthistrendare

thenumberofmir;oritystudentsorthenumberoffull-timeadultstudentsenrolling.

Aneventisadiscrete,confirmableoccurrencethatmakesthefuturedifferent

fromthepast.Aneventwouldbe,"Federalfundingforstudents'financialaidisreduced

by50%."

%ofstudentsatVirginiaseniorcollegeswhotransferredfromVirginiacommunity

colleges

%ofhighschoolnon-graduatesinworkforce

%ofVirginiacommunitycollegecurriculumdevotedtointernationaltopics

%ofinternationalstudentsinVirginiacommunitycolleges

%ofpoorseekingeducationafterhighschool

averageageofVirginiapopulation

perceivedreputationofVirginiacommunitycollegeeducation

Technolostical

%ofcurriculumusinginteractiveTVinVirginiacommunitycolleges

%ofVirginiacommunitycollegestudentsowningacomputer

%ofstudentsenrolledinhi-techcurriculums

Economic

%offinancialaidtonon-collegeattendees

%ofprivatefundingtoVirginiacommunitycolleges

%unemploymentinVirginia

numberofforeigncompaniesmigratingtoVirginia

%offinancialaiddevotedtohighschooldrop-outs

Political

%ofVirginiavotersclassifiedasconservative

Westressedthattrendsneedtobestatedinmeasurabletermsforanalytical

purposes.Forexample,ifthechangingdemographiccompositionofstudentsenrolledin

Virginiacommunitycollegesisacriticaltrend,inordertocollectdataandtoforecast

thistrend, itisnecessarytorestateitas,"thepercentageofminorityenrolled,""the

percentageofstudentsover30,""thepercentageofwomenstudents,"etc.

Afterthetrendidentificationexercise,weaskedparticipantstoidentifyevents,

whichiftheyoccurred,wouldaffectthesetrendsorcommunitycollegesdirectly. Ina

fewminutestheyidentifiedthe13criticaleventslistedbelow:

Critical Events

Social

WorldWarIIIbreaksout

Bushassassinated/QuaylebecomesPresident

Virginiacommunitycollegefacultysizeincreases20%overnexttwoyears

Virginiapopulationincreases20%overnextfiveyears

EpidemicinUSincrease

Competitionforstudentsfromfour-yearinstitutionsincreases20%overnext

threeyears

Significantincreaseinthenumberoffull-timestudents

Technological

CureforAIDSisfound

SpacestationisestablishedonMars

Economic

Dollarisdevalued20%bymid

ThreemajorVirginiabusinessesclose

Political

BlackruleinSouthAfricabecomesafact

Statemandatescompetencytesting

Unfortunately,timedidnotpermitforecastingeithertheprobabilityoftheseevents'

occurringwithintheparticulartimeframeortheimpactofanyoftheseeventson

communitycolleges.Wedevotedtheremainderofthesessiontoabriefdiscussionofhow

acommunitycollegecouldestablishanenvironmentalscanning/forecastingsystem.

EstablishinatheSystem

Coates(1986)hasdescribedhowsomecorporationsandassociationshaveinitiated

anenvironmentalscanningsystem. Thatis,theyassignoneorseveralindividualsto

factorsthatmayaffecttrendlevels,eventprobabilities,aswellastheimpactoftrends

andeventsontheinstitution.Finally,throughsuchdiscussionsinrepeatedrounds,the

wayinstitutionaldecision-makers"seetheworld"becomesexplicit,openingthe

possibilityofdevelopingaconsistent,wellinformed,andreasonedinstitutionalviewof

the"mostlikelyfuture"oftheschool.

DevelopingAlternativeScenarios

Althoughthe"mostlikely"future,the"bettable"future,istheoneforwhichwe

mustplan,weknowthatthisfuturecouldbequicklyalteredifsomecritical,butlow

probabilityeventsoccurred.Throughsystematicallyinterrelatingthetrendsandevents

inacross-impactmatrix,itispossibletoplayoutanumberof"whatif"possibilities.

Ingeneral,thisprocessinvolvesaskinghowtheprioroccurrenceofaparticularevent

mightaffectothereventsortrendsintheset. Whenwehavespecifiedthese

relationships, itbecomespossibleto letevents"happen"--eitherrandomly, in

accordancewiththeirestimatedprobability,orinsomeprearrangedway--andthen

traceoutanew,distinct,plausibleandinternallyconsistentsetofforecasts. Thisnew

setrepresentsanalternativetothecomparableforecastsinthe"mostlikely"future.

Wecancreatemanysuchalternatives. Indeed,ifthemodeliscomputerbased,the

numberwillbevirtuallyunlimited,givenevenasmallbaseoftrendsandeventsanda

shorttimehorizon(e.g.,thenexttenyears).

Scenariosarenarrativedescriptionsofpossiblefutures. Asinglescenario

representsahistoryofthefuture.The"mostlikely"future,forexample,containsallof

theforecastsfromtheforecastingactivityinanarrative,weavingthemtogetherfrom

somepointinthefuture,describingthehistoryofhowtheyunfold. Alternativestothis

futurearebasedupontheoccurrenceornon-occurrenceofparticulareventsinthe

eventset. Suchalternativesdefineuniquemixesoffutureenvironmentalforcesthat

mayimpactonacollegeoruniversity. Therangeofuncertaintyinherentinthe

differentscenarios(whichare,themselves,forecasts)changestheassumptionthatthe

futurewillbeanextrapolationfromthepast(Zentner,1975;Mandel,1985). Within

thecontextofanalternativefuturedepictedbyascenario,thedecision-makercan

identifycausalrelationshipsbetweenenvironmentalforces,theprobableimpactsof

theseforcesontheorganization,thekeydecisionpointsforpossibleintervention,and

thefoundationsofappropriatestrategies(KahnandWiener,1967;SageandChobot,

1974;Martino,1983;andWilson,1978). Byprcvidingarealisticrangeof

possibilities,thesetofalternativescenariosfacilitatestheidentificationofcommon

featureslikelytohaveanimpactontheorganization,nomatterwhichalternative

occurs. itisconventionaltocreatefromthreetofivesuchhistoriestocovertherange

ofuncertainty.

PolicyAnalysis

Weinitiatepolicyanalysiswhenwehavecompletedthescenarios. Sinceascenario

representsaforecast,weevaluateitbythesamecriteriadescribedearlier(i.e.,

clarity, intrinsic credibility, plausibility, policyrelevance,urgency,comparative

advantage,andtechnicalquality).Oncewehavesatisfiedthesecriteria,werevieweach

scenarioforexplicitorimpliedthreatsandopportunities--theobjectivebeingto

derivepolicyoptionsthatmightbetakentoavoidtheoneandcapturetheother. Itis

herethatthevalueofthisapproachmaybejudged,fortheexerciseslouldresultin

policiesthatcouldnothavebeendevelopedwithouthavinggonethroughtheprocess.

ActionPlans

Actionplansaredirectlyderivedfromthepolicyoptionsdevelopedthrough

reformulatingeachoptionasaspecificinstitutionalobjective. Itispossibletoassign

potentialeventsandtheirinterrelationships. However,byusingthebestavailable

information,wecananticipateplausiblealternativefuturesand,thereby,limitthe

numberofunanticipatedpossibilitiestothesmallestpossibleset.

REFERENCESandADDITIONALSOURCES

Aguilar,F.J.(1967).Scanningthebusinessenvironment.NewYork:MacMillan.

Boucher,W.I.(1985).Scenarioandscenariowriting. InJ.S.Mendell(Ed.),

Nonextrapolativemethodsinbusinessforecasting(pp.47-60).Westport,CT:Quorum

Books.

Boucher,W.I. (1988,July).Researchdevelopmentsintheproprietaryworld.

PaperpresentedattheWorldFutureSocietyProfessionalMembersForum,Salzburg,

Austria.

Boulton,W.R.,Lindsay,W.M.,Franklin,S.C.&Rue,L.W. (1982) Strategic

planning:Determiningtheimpactofenvironmentalcharacteristicsanduncertainty.

AcademyofManagementJournal,25,500-509.

Bourgeois,L.J. (1980).Strategyandenvironment:Aconceptualintegration.

AcademyofManagementJournal,5,25-39.

Brown,A.&Weiner,E.(1985).Supermanaging:Howtpharnesschangefor

personalandorganizationalsuccess.NewYork:Mentor.

Coates,J.F.(1985).Scenariosparttwo:Alternativefutures.InJ.S.Mendell(Ed.),

Nonextrapolativemethodsinbusinessforecasting(pp.21-46).Westport,CT:Qurom

Books

Coates,J.F..(1986).Issuesmanagement:Howtooplan,organize,andmanageissues

forthefuture.Mt.Airy,MD:Lomand.

Duncan,R.B.. ( 1975). Thecomplexityoforganizationalenvironmentand

perceiveduncertainty. AdministrativeQuarterlyReview,17,527-533.

Enzer.(1970).Acasestudyusingforecastingasadecision-makingaid.Futures,4,

Hall,R.H.(1977).Organizations:Structureandprocess.EnglewoodCliffs,NJ:

PrenticeHall.

Hirschorn,L.(1980).Scenariowriting:Adevelopmentalapproach.Journalof

americanplanningassociation,46,172-183.

Kast.F.J.&Rosenzweig,J.(1979).Organizationsandmanagement:Asystems

approach.NewYork:McGraw-Hill.

Kahn,H.&Wiener,A.(1967).Theyear2000.NewYork:Macmillan

Lindsay,W.M.&Rue,L.W(1980).Impactoftheonianization'senvironmenton

thelong-rangeplanningprocess:Acontingencyview.AcademyofManagementJournal,

23,385-404.