เปรียบเทียบวิธี
ดูวิธีที่เลือกเทียบกันแบบเคียงข้าง แถวที่ต่างกันจะถูกเน้นไว้
| Participatory Technology Assessment× | Foresight Scenario Method× | |
|---|---|---|
| สาขาวิชา | Science Technology Studies | Science Technology Studies |
| ตระกูล | Process / pipeline | Process / pipeline |
| ปีกำเนิด | 1995 | 1995 |
| ผู้ริเริ่ม≠ | Danish Board of Technology tradition; Simon Joss, John Durant, Leonhard Hennen | Paul Schoemaker, drawing on Herman Kahn and the Shell/intuitive-logics tradition |
| ประเภท≠ | Deliberative public-participation process | Structured future-construction process |
| แหล่งต้นตำรับ≠ | Joss, S., & Durant, J. (Eds.). (1995). Public Participation in Science: The Role of Consensus Conferences in Europe. Science Museum. ISBN: 9780901805874 | Schoemaker, P. J. H. (1995). Scenario planning: a tool for strategic thinking. Sloan Management Review, 36(2), 25-40. link ↗ |
| ชื่อเรียกอื่น | pTA, Public technology assessment, Citizen technology assessment | Scenario planning, Intuitive-logics scenarios, Scenario building |
| ที่เกี่ยวข้อง | 4 | 4 |
| สรุป≠ | Participatory technology assessment (pTA) involves lay citizens and stakeholders—not only experts—in assessing the social, ethical, and political dimensions of technologies. Through structured deliberative formats such as consensus conferences, citizens' juries, and scenario workshops, ordinary people are informed, allowed to question experts, and helped to form and articulate a considered collective view, which is then fed into public and policy debate. pTA democratises technology assessment, treating the public not as a problem to be managed but as a legitimate voice in technological choices. | The scenario method constructs a small set of internally consistent, plausible stories about how the future might unfold, built from the key driving forces and critical uncertainties facing a decision. Rather than forecasting one expected future, it deliberately develops several contrasting futures so that strategies can be tested against a range of possibilities and decision-makers can rehearse responses to what might otherwise be surprises. |
| ScholarGateชุดข้อมูล ↗ |
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