Futuring Fragility: Embracing uncertainty, identifying opportunity, unlocking development

Motivation Close to a third of the world's population and more than 80% of people living in extreme poverty live in contexts of fragility. With agencies such as the OECD and UNDP conceiving of such places in terms of multiple and serious risks, the framing has come to be one of pathology: fragile contexts are defined by deficits with respect to idealized governance and sustainable development goals. In consequence, development options are locked into managing risks—confining opportunities to develop potential. Purpose Can strategic foresight unlock the development potential of fragile societies? Approach and methods Because there is still little documentation of foresight initiatives in contexts of fragility, the approach here is theoretical and conceptual. We draw on literature from the fields of fragility, foresight, and cognition, as well as insights from expert exchanges and roundtables. Findings It is uncertainty, not risk, that lies at the heart of fragility—an insight that challenges standard decision‐making. With the latter being based on analogical reasoning, it cannot be logically applied under conditions of uncertainty. If, instead, we adopt an heuristic for decision‐making that acknowledges uncertainty to not only entail risk but also opportunity, strategic foresight is well‐placed to help revive development. Policy Implications First, fragility has to be reframed to acknowledge the centrality of uncertainty, not risk, in approaching fragility. Whilst evidence from the past is important, scrutinizing past paradigms and envisioning different futures is crucial. Second, strategic foresight can help uncover fragile societies’ capacities and potential. It can help shift from analyses dominated by a concern with lacks and deficits, to analyses which seek relative strengths and opportunities. Just as strong states are not strong in every respect, fragile states may have more to offer than meets the eye. Third, debates need to be more open, less ideologically laden. Dominant thinking on fragility is rife with seemingly imperturbable underpinnings: for example, the mantra that “without peace there can be no development, and without development there can be no peace.” While such propositions contain some truth, treating them as absolute and universally applicable, limits both thinking and policy options. Strategic foresight is well placed to provide a fresh view on fragility.