Summary

George Wright and George Cairns
Additional contact information
George Wright: Durham Business School
George Cairns: RMIT University

A chapter in Scenario Thinking, 2011, pp 163-164 from Palgrave Macmillan

Abstract: Abstract As we saw in Chapter 1, many organizations do not see the value of scenario analysis: they view the future as an extrapolation of the past, and so continue with business-as-usual. Other organizations do sense that the future holds threats and opportunities, but can become caught in the psychological defense of a failing strategy — by procrastination, bolstering and buck-passing, as we saw in Chapter 9. Scenario thinking can help individuals think more broadly about the nature of the future and, in this book, we have presented a step-by-step approach to scenario thinking that will enable you to implement the intuitive logics scenario method without the aid of an external facilitator. Our approach has been decision-focused, in that the scenarios built by our method are immediately relevant to a focal issue facing an organization.

Date: 2011
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-30689-9_10

Ordering information: This item can be ordered from
http://www.palgrave.com/9780230306899

DOI: 10.1057/9780230306899_10

Access Statistics for this chapter

More chapters in Palgrave Macmillan Books from Palgrave Macmillan
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().