The Collingridge dilemma is a methodological quandary in which efforts to influence or control the further development of technology face a double-bind problem:
An information problem: impacts cannot be easily predicted until the technology is extensively developed and widely used.
A power problem: control or change is difficult when the technology has become entrenched.
The idea was coined by David Collingridge [de], The University of Aston, Technology Policy Unit, in his 1980 book The Social Control of Technology.[1] The dilemma is a basic point of reference in technology assessment debates.[2]
^The Social Control of Technology (New York: St. Martin's Press; London: Pinter) ISBN 0-312-73168-X
^Böhle, Knud (2009-08-01). "DESIDERA-TA: Nachbemerkungen zur TA'09, der 9. Österreichischen TA-Konferenz. Wien, 8. Juni 2009". TATuP: Zeitschrift für Technikfolgenabschätzung in Theorie und Praxis (in German). 18 (2): 121–125. doi:10.14512/tatup.18.2.121. ISSN 2567-8833.
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