作者: Louis Albrechts
DOI: 10.1007/978-90-481-3106-8_1
关键词: Creativity 、 Strategic human resource planning 、 Strategic planning 、 Population 、 Sustainability 、 Transformative learning 、 Corporate governance 、 Process management 、 Spatial planning 、 Knowledge management 、 Business
摘要: Most societies face major developments and challenges: the growing complexity, increasing concern about rapid and, apparently, random course of uneven development, problems fragmentation, ageing population, a awareness environmental issues, long-standing quest for better coordination (both horizontal vertical), re-emphasis on need long-term thinking aim to return more realistic effective method. We may consider four different types reaction these reactive (the rear-view mirror), inactive (going with flow), preactive (preparing future) proactive (designing future making it happen). The chapter thesis is that only appropriate, as calls transformative practices are needed cope continuing unabated pace change driven by (structural) challenges. This deals main questions. First, what kind planning do we challenges ahead? Second, how can enhance creativity diversity sustainability? Third, type governance has capacity strengthen creativity, Fourth, does this mean planners in terms attitudes skills?