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David Harries

Harries, David

Harries, David

Chair, Canadian Pugwash Group, Canada; Fellow, WAAS

Job Title

Chair, Canadian Pugwash Group, Canada; Fellow, WAAS

David Harries is the Chair, Canadian Pugwash Group, Canada and an Associate Executive Director Foresight Canada. He has worked in the public and private sectors as a senior military officer, as a consultant in personal and corporate security, and as a senior advisor and professor in heavy engineering, humanitarian aid, post-conflict/post-disaster response and recovery, executive development and university education. He is a member of the Board of Directors of the Global Initiatives Project and ProteusCanada and a Fellow of World Academy of Art & Science

ARTICLES BY THIS AUTHOR

Global Leadership in the 21st Century*   ( International Organizations ), ( New Paradigm ), ( Global Governance & Law )
 Get Full Text in PDF Abstract On 17 March 2019, immediately following the four-day VII Global Baku Forum, members and friends of five international organizations gathered to explore the present state and future effectiveness of governance and leadership, in the context of a world focused on the 17 SDGs and the role of education in their achievement. The short report of the day’s proceedings in the June 2019 WAAS newsletter deserved a more thorough follow-up on their several distinct...
Ten Essential Ideas for Sustainability Leaders in the 2020s
 Get Full Text in PDF Abstract This Discussion Outline was prepared for the WAAS-organized March 17, 2019, Special Meeting on Global Leadership for the 21st Century—Ideas That Can Lead to Action, which followed the VII Global Baku Forum, March 14-16. Its statements are derived from or supported by the contents of The Security & Sustainability Guide (www.securesustain.org; in development) and include current and emerging ideas deserving more attention from leaders: 1) we cannot have...
Foresight’s FOUR Frames   ( Social Science ), ( Knowledge, Science & Values )
 Get Full Text in PDF Abstract Strategic Foresight is usually understood to be a process for exploring possible and plausible futures, or an ability to better anticipate and prepare for what those futures may hold. This perspective may reflect the majority of foresight practice, but, intellectually and in terms of potential value, it is incomplete and unnecessarily constrains the scope and clarity of insights Foresight could provide. The article argues for Foresight to be deployed on the...