How could technological developments affect the functioning of democracy in the coming decades? This was the central question addressed by the pilot foresight workshop “Technology and Democracy", organized by the Technology Centre Prague on March 13, 2026, as part of the international Eye of Europe project.

The workshop brought together citizens of different age groups who share an interest in technology and its impacts on society. The discussion thus offered a diverse range of perspectives – from younger generations growing up in a digital environment to older generations with life experience in a system with undemocratic institutions.

Following an introductory presentation in which participants were briefed on the Eye of Europe project and the importance of foresight, a short icebreaker followed - using visualization, the participants were asked to express their perception of how the society moves into the future. Most of them perceived the movement as a roller coaster ride, where we are sometimes down and sometimes up, or as uncertain as when playing dice. "Highway" suggests that the goal is clear, but we never know what we will encounter on the way (broken roads, traffic jams, etc.). "Ocean liner" reminded us of the Titanic - today's civilized and wealthy society often tends to ignore possible risks.

The workshop drew on specific foresight methodological tools developed by the European Commission’s Joint Research Centre, in particular the so-called “cards of potential future crises” and the “matrix of uncertainties and impacts”. The participants, divided into three groups, analysed key drivers of change, identified uncertainties and their potential impacts. The foresight tools enabled them to systematically examine their interconnections and identify potential chains of events. The result was three distinct scenarios for development up to 2050, which were based on the same initial assumptions but differed in their implications for democracy. In addition, each group supplemented its scenarios with a specific “one-person story” illustrating life in that future.

The process proceeded in the following steps:

Enhancing the risk awareness by exploring the broad spectrum of risks: Each group worked with 12 selected risk cards. They were asked to consider and discuss how aware they are of the potential impact of this risk (from each person´s own perspective). “Is there uncertainty or certainty with regards to how the risk might develop? And how significantly could this risk affect the future?” The group expressed its collective opinion by placing the cards on the “Evaluation of selected risks” matrix.

Selection of 3 key risks: Participants were instructed to select 3 risks that, in their view, we will face most in the future for further work. That risks that emerge slowly over a longer period or have a low likelihood of occurring are often overlooked other priorities – but they could be the most important ones to be focused on. Independently of the other groups, each group selected "Loss of Human Control" as one of their key risk cards.

Mapping and exploring future potential impacts: Participants “travelled to the future” with a selected number of risks to explore the possible consequences of their occurrence. Using the “Future Impact” matrix, they examined their impacts in the context of technology’s influence on democracy, looking for connections between individual impacts and how they are interlinked and influence one another. Cascading effects were brainstormed too. Finally, the participants identified the main impacts, which served as the basis for developing scenarios.

Democracy, its principles, as well as societal challenges and public debates are increasingly influenced by new and emerging technologies. To strengthen democratic principles, participation, public engagement, and citizens’ understanding of technology-related policies and strategies, it is necessary to deepen research into the interactions between technology and society. This also requires examining potential health, environmental, ethical, and other risks associated with new technological applications, as well as their impacts on different societal groups (for example, age groups, women and men, and social groups).

This face-to-face workshop with citizens will focus on assessing the impacts of new technologies on society and democracy as a whole. With a group of 30–50 participants, various long-term scenarios and their key drivers will be discussed and developed through group discussions. The workshop will use the Manoa foresight method, which explores long-term impacts and their interconnections by considering current weak signals, trends, and ongoing changes. The method incorporates cultural, environmental, and other assumptions, not only technological or economic factors. The outcomes may include surprising or even radical scenarios, encouraging participants to expand their imagination and test strategies under extreme conditions.

The workshop is open to the general public. Participation requires being at least 18 years old, having completed primary education, and ensuring gender balance among participants. Everyone who wishes to contribute to the topic is welcome, drawing on their own experience as citizens who use modern technologies daily and live in democratic societies that are increasingly challenged by geopolitical changes.

The workshop is part of a series of “Eye of Europe” pilot activities taking place during 2026, aimed at exploring possible futures and their implications for research and innovation (R&I) policy.

Date: 13/03/2026
Location: Ve Struhách 27, Prague 6, Czech Republic
Format: In-person
Language: Czech

For more information and registration, please contact: vacatkova@tc.cz

The report provides a brief overview of the insights captured during the second Mutual Learning Event (MLE2) which was held online on September 26, 2024.
The MLE2 addressed topic of policy oriented communication of foresight results.
The topic brought information on:
• The strategies for effective communication of foresight results to policymakers and gaining stakeholders buy-in,
• The role of clear communication in translating foresight into actionable policies,
• Fostering foresight in R&I policy making process,
• Translating of complex foresight results into clear, concise and policy relevant messages,
• The identification of key stakeholders in policy making process,
• Tailoring engagement strategies.
The format of the Mutual Learning Events is designed with an emphasis on the interactive sessions where all participants can share their experience, ideas and questions. As part of the last event, group and plenary discussions in three interactive sessions were framed by five keynotes.

The following MLE2 highlights emerged from the discussion:
• Forward-looking activities face a range of challenges in communication,
• Presenting data only seems to be insufficient for the modern communication of foresight results,
• The rapid evolution of digital technology including generative AI and social media offer for foresight practitioners new approaches to communicate,
• Different media can be used for targeting different groups of audience,
• Tailoring forward-looking messages for different audiences is an approach to avoiding misunderstanding or misinterpretation,
• Uncertainty may also depend whether the forward-looking activities can predict future risk and benefits., therefore is always necessary to rely on evidence-based materials.
Five MLEs are planned in the Eye of Europe project, a Horizon Europe project which aims to enhance the integration of foresight practices into Research & Innovation policy-making across Europe and to foster a vibrant, cohesive R&I foresight community that contribute significantly, as a collective intelligence to shaping and guiding policy decisions. The third Mutual Learning Event “Integration of Foresight into the Research & Innovation Policy Cycle will be held on January 21st, 2025 also in an online format. The event will open a discussion on the need for adaptive and flexible policy frameworks to respond to rapidly changing technological, economic and societal landscapes.

All Eye of Europe MLEs are organized by the Technology Centre Prague (TC), Eye of Europe partner and key Czech national think tank and academia based NGO with a rich experience with knowledge-based policy making support and participatory as well as expert based foresight activities.

The aim of the project was to identify global megatrends whose impacts have the potential to significantly influence current socio-economic processes in the city's strategic activities in the near future, and which will enable innovation in current ways of providing public services in Jihlava. The aim was also to initiate an expert discussion in Jihlava and to begin a real process of anticipating the impacts of potential development changes and their consequences for socio-economic development in the city. The assessment of the impact of megatrends was carried out in cooperation with regional experts within a series of consecutive foresight workshops. The project results serve as a basis for improving the coordination of activities and expanding cooperation between key regional actors, which will lead to the development of the business environment, the creation of innovations, the improvement of public administration and other activities falling within the competence of the city.

How to build foresight capacities within the public sector - join our knowledge sharing session, where Alexandre presents results and insights from past foresight projects, as well as perspectives for the future(s) of foresight in Czechia.

In the last 2 years, České priority delivered foresight studies for various clients within the Czech public sector (Office of the Government, Municipality of Prague) and is currently setting up its own project aiming at building foresight capacities within the public sector. This session will thus cover the results and insights from past foresight projects, as well as perspectives for the future(s) of foresight in Czechia.

About Alexandre Reznikow

Alexandre Reznikow is a researcher and policy analyst in the independent think-tank "Czech priorities" (České priority ), which aims at promoting and supporting evidence-informed decision making in the Czech public sector.

The project aims to establish an interdisciplinary research center, providing long-term expert capacity for socioeconomic environmental research. The center will develop methods for policy impact evaluation, foresight, and behavioral research and provide support to the MoE and public authorities in policy-making elaborating on the European Green Deal (GD) based on the research of current and expected impacts on the environment, the economy and society. The Center consists of 12 research institutions and universities with broad expertise.
Technology Centre Prague is respnsible for developing of foresight methods to identify new trends in the form of development scenarios to map transformation processes in society, research and technologies, constituting assumptions for the identification of current and future socioeconomic and environmental challenges and their impacts.

The main mission of the project was to create the basis for creating a vision for the development of Prague in the field of innovation and to connect education, research, public space and business in Prague. The purpose of the project was to identify opportunities for research and innovation in relation to the possible future impacts of global megatrends on Prague and the Prague innovation ecosystem. At the same time, it was an effort to strengthen the cooperation of individual actors in the Prague innovation system to formulate a common vision of the innovation strategy of Prague and the directions of future development of research and innovation activities in this region.

The project responded to a highly topical and significant need of public administration regarding the availability of timely and relevant information on dynamically developing technological and socio-economic changes for the strategic management of research and innovation policy. Very fast and dynamic changes and their possible impacts need to be predicted and responded to in a timely and flexible manner. Therefore, it is necessary to systematically monitor technological and social trends and identify in advance the resulting opportunities and potential threats to socio-economic development. The aim of the project was to develop a system for continuous monitoring and evaluation of technological trends and collection of signals associated with technological changes with a potential impact on the Czech economy and society. The project output is a unique horizon scanning tool in the Czech environment combining the latest methods in the field of data science with elements of expert assessment based on participatory methods used in prospective studies. The result of the project (and the newly created horizon scanning tool) is the ability to continuously identify and analyze emerging technological trends and emerging technologies and assess their impacts on the Czech economy and society. The expected impact of the project is to strengthen strategic management in public administration by a prospective component of monitoring the medium- and long-term horizon of technological and social development, thereby making the implementation of research and innovation policy in the Czech Republic more efficient.

The national research project 4Tech (Development of selected technologies during and after COVID-19 crisis) under the financial support of the Technology Agency of the Czech Republic, contract No. TL 040000390. The project 4Tech focusing on four technologies: digitalization and cloud, additive production, telemedicine and digital (distant) forms of education.
The main objective is to capture the impulses induced by the COVID-19 crisis with existing and potential impacts mainly on the rural development drivers.
The research has the following specific objectives:
1) To map extent and forms of the 4 technologies application in the COVID-19 pandemic worldwide with a particular emphasis on the Czech Republic
2) To analyse fulfilment of needs in the respective technical areas and to identify impacts on multi- actors´ collaboration, socio-technical system and society.
3) To explore societal changes of values, attitudes, expectations and concerns referring to the use of the selected technologies during the COVID-19 crisis.
4) To conduct foresight study on technology development in the respective areas with the horizon 2040.

The report provides a brief overview of the insights captured during the second Mutual Learning Event (MLE2) which was held online on September 26, 2024.

We implemented the ForSI (Foresight for Social Innovation) project with the Ministry of Labour and Social Affairs, with the Unit of Social Innovation. The aim of this collaboration was to identify so-called social time bombs - in our definition, problems that will be significant in the future or are already known today, but not yet sufficiently addressed by the state administration. 

The learning process itself was also a framing goal of this collaboration, where the unit team wanted to learn some foresight methods and implement them into certain processes of the department's work. The project involved desk research, two expert workshops, expert interviews, and also working closely with leading experts on social issues to develop a set of social issue cards. The final list of social time bombs was used by the unit to define calls for grant programs for nonprofits seeking to address diverse problems through social innovation. Foresight was thus used in this case to direct public funds more effectively, thereby addressing the problems that need to be focused on with an eye to the future.

https://www.ceskepriority.cz/foresight#co_je_foresight

The aim of this study was to serve as one of the inputs to the update and to initiate a discussion on the possibilities of updating the Czech republic 2030 strategy. In order to ensure that this strategic document reflects the dynamic developments on the global and domestic scene, mechanisms for regular reviews and updates of the objectives and measures have been proposed. Given the events of the last 3 years (especially the Covid-19 pandemic and the Russian invasion of Ukraine), it is relevant to review the relevance of the assumptions regarding the long-term development of the Czech Republic, which served as the basis for the original wording of the strategic objectives and targeting of the document.
The role of České priority was to provide foresight exercises in order to reach two goals:

• Assess the relevance of existing goals: the problems and challenges facing society are changing and so are the definition of objectives for further development. The task of this section is therefore also to determine whether the original ČR 2030 goals are still relevant in the context of change and respond to the major challenges that society is facing and will continue to face in the coming decades.
• Identify blind spots: there may be issues or opportunities that the document does not cover - i.e. blind spots. The next task of this part of the update is to identify such gaps to increase the comprehensiveness of the document.

The project was implemented in the form of workshops, which were attended by experts and representatives of public institutions and ministries. On the basis of pre-prepared scenarios of development, the participants had to identify the resulting challenges, opportunities and areas that have not yet been covered in the CR 2030. The list of these areas was subsequently consulted with representatives of public institutions. These expert consultations were complemented by input from the general public through a creative competition held in September 2022.

https://www.ceskepriority.cz/foresight#co_je_foresight 

From October 2022 to March 2023, we ran a forecasting tournament with a total of 54 questions. Almost all of our forecasting questions were developed in cooperation with 16 different public institutions and ministerial departments. Each institution or department defined its most useful forecasting topics, participated in a workshop to define specific questions with us, and was later provided with the results. This was intended as a proof of concept of one possible approach to incorporating forecasting in public decision-making.

Once defined, our forecasting questions were then posted on a private Metaculus sub-domain (in Czech), where an average of 72 forecasters had the opportunity to address them as they would any other question on Metaculus (median of 18 predictions per user). Throughout the tournament, we produced 16 reports detailing the rationales and forecasts, to be used by the cooperating institutions.
A handful of our partners have already reported acting on the information/judgment presented in our reports. This has concerned, for example, the national foreclosure issue (some 6% of the total population have debts in arrears) where the debt relief process is being redesigned midst strong lobbying and insufficient personal capacities; or the probabilities of outlier scenarios for European macroeconomic development, which was requested by the Slovak Ministry of Finance to help calibrate their existing judgements.

It also seems useful to explore various approaches to grow the number of policymakers with personal experience and skills in forecasting. In our case, we found curiosity and willingness to try forecasting even in unexpected institutional locations (i.e. the Czech R&I funding body). This makes us more confident that the “external forecasts” approach (as compared to building internal prediction tournaments or focusing on advancing forecasting skills of public servants) is worth investigating further precisely because it allows us to detect and draw on this interest irrespective of institutional and seniority distinctions and resource constraints.
While we hope that any readers with an interest in forecasting may find our experience useful, we expect that both this and any future projects of ours make it easier for other teams to work towards similar goals. To that effect, the write-up also contains an Annex of “Methodological Guidelines,” where we outline in more explicit terms the questions and decisions that we found were important to tackle when running the project, and what they may entail.