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| Science Fiction Prototyping× | Futures Wheel× | |
|---|---|---|
| Fagområde | Futures Foresight Studies | Futures Foresight Studies |
| Familie | Process / pipeline | Process / pipeline |
| Oprindelsesår≠ | 2011 | 1972 |
| Ophavsperson≠ | Brian David Johnson (Intel) | Jerome C. Glenn |
| Type≠ | Narrative-prototyping pipeline for technology futures | Structured brainstorming pipeline for mapping consequences of change |
| Oprindelig kilde≠ | Johnson, B. D. (2011). Science Fiction Prototyping: Designing the Future with Science Fiction. Morgan & Claypool. ISBN: 9781608456550 | Glenn, J. C., & Gordon, T. J. (Eds.). (2009). Futures Research Methodology, Version 3.0. The Millennium Project. ISBN: 9780981894119 |
| Aliasser | SF Prototyping, SFP, Fiction-Based Prototyping, Design Fiction Prototyping | Futures Wheel Method, Implications Wheel, Consequence Wheel, Mind-Mapping the Future |
| Relaterede | 3 | 3 |
| Resumé≠ | Science Fiction Prototyping (SFP) is a method, formalized by Intel futurist Brian David Johnson, for using short works of science fiction as design tools. The core idea is that a fictional narrative grounded in a real, specified science or technology can act as a 'prototype' — a way to test the human, social, and ethical implications of an innovation before it is built, and to feed what is learned back into the actual engineering and design process. Rather than treating fiction as mere entertainment or untethered speculation, SFP imposes a discipline: every story must start from a concrete scientific grounding, develop a believable world, introduce the technology, follow its consequences honestly, and end with a reflection that loops back to the science. Johnson's 2011 monograph lays out the steps and uses examples drawn from his work shaping product visions at Intel. | The futures wheel is a structured brainstorming method for thinking through the consequences of a change. Created by Jerome Glenn in 1972 and now a staple of the foresight toolkit, it writes a trend, event, or decision in the center of a page and radiates outward: spokes lead to the direct, first-order consequences; from each of those, further spokes lead to second-order consequences; and the ripple continues to third and higher orders. The visual web that results makes the cascading implications of a change tangible, surfaces indirect effects that linear thinking misses, and reveals where consequences reinforce or contradict one another. Simple enough to run on a whiteboard yet powerful enough to anchor serious foresight work, it organizes intuition about how change propagates. |
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