Finally, from within Cohen and Gooch’s work, I will draw different and more generalisable lessons. I agree with Cohen and Gooch [p.233] that there is no single solution to such complex problems and therefore I see the lessons as being more subtle. I break these lessons into two groups. The first are lessons about what needs to be understood and the second are concerned with the way

(the “how”) those involved need to approach the subject of foresight. Under the heading “what”, I examine three causes of which managers should be aware and under the heading “how”, I examine the mental attitude appropriate to tackling foresight tasks.