Dr. Peter Scoblic is a co-founder and principal of the strategic foresight consultancy Event Horizon Strategies. A former executive editor at The New Republic and Foreign Policy who has written on foresight for publications including the New York Times, The Washington Post, Science, and Harvard Business Review, Peter is also a senior fellow with the International Security Program at New America, and an instructor for the Professional Development Program at Harvard University. Previously, he was deputy staff director of the Senate Committee on Foreign Relations, where he worked on approval of the New START agreement and was the chief foreign policy speechwriter for Chairman John Kerry.

On the eve of a particularly fraught election and a turbulent moment in US political history, Peter joined me for a discussion about his career, ranging from post-Cold War nuclear arms policy to the relationship between policymaking and pop culture, plus the practical question of how and to what extent we can usefully predict the future. The interview will appear on this blog in three parts, and you can read the first part here – but you can also read the interview in its entirety as a PDF download.
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Your doctoral research has led to a number of outputs, including a great research paper on strategic foresight as a dynamic capability in uncertain situations, and case study work on the US Coast Guard’s scenarios programme which can be explored in both an article and podcast for the Harvard Business Review.
Is there anything you uncovered in your doctoral research which hasn’t come up in coverage of your work?
Scenario planning can be used to challenge assumptions and the mental models people have of the world, but it also has its own models and assumptions baked into it: how time works, how the future relates to the present and past.
One of the things I found interesting was that, among the Coast Guard for example, scenario participants found that the process didn’t just change their mental model of how the organization went about its mission and operations; it also changed the way they thought about time.
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