Technological Forecasting and Social Change, Mar 1, 2004
In this paper, we examine the impact of information and communications technologies (ICT) on gove... more In this paper, we examine the impact of information and communications technologies (ICT) on government departments/agencies and the contribution of external agents to change and development programs. We present empirical evidence of externally facilitated change to mindsets and patterns of behavior within local government through use of a scenario planning-based approach. Our aim was to facilitate the organizational actors' conduct of investigation of the ‘limits of the possible’ for a range of plausible futures and determination of strategic responses to these. Participants used their own current knowledge and understanding as a basis for development, with the introduction of external ‘expertise’ to challenge their thinking and to expand their understanding. Following this, we facilitated the participants' elucidation of key uncertainties on the future, exploration of the relationships between them and possible outcomes. The participants then constructed scenarios that outlined four possible and plausible futures. These held explicit meaning for the participants, enabled them to identify implications of each possible future in relation to structure and service requirements and informed analysis of current structure, service, etc. We compare and contrast the process and outcomes of our scenario-planning intervention (based on intuitive logics) with both those of other futures methodologies (decision analysis, Delphi and environmental scanning) and with other scenario methodologies (trend-impact analysis and cross-impact analysis). We argue that the external facilitation of internal generation of knowledge, understanding and meaning, and of exploration of the limits of the possible for the future, is a valuable tool for comprehending strategic choices. We conclude that our scenario approach, utilizing intuitive logics, enables organizational actors to make sense of the complexities and ambiguities that they face and so facilitates strategic change.
Technological Forecasting and Social Change, May 2013
In this paper, we synthesize the extant literature to establish the common objectives of scenario... more In this paper, we synthesize the extant literature to establish the common objectives of scenario interventions within organizations and contextualize the well-established, but basic, “intuitive logics” scenario development methodology. We next consider if the basic intuitive logics method achieves these objectives. Then, we consider recent augmentations of the intuitive logics method and evaluate whether these augmentations enhance the basic method's capabilities. We find that there is a strong case for arguing that these scenario methods are designed to address two of the three objectives that we identified from the literature, namely: (i) enhancing understanding: of the causal processes, connections and logical sequences underlying events — thus uncovering how a future state of the world may unfold, and (ii) challenging conventional thinking in order to reframe perceptions and change the mindsets of those within organizations. However, other than in the augmentation in which multi-attribute value analysis is applied, none of the recent developments that we detail address directly the third objective that we distil from the literature: (iii) improving decision making: to inform strategy development. On this basis, we conclude that the ubiquitous term “scenario planning” is a misnomer and propose that other “scenario” terminologies might usefully be adopted that more precisely indicate the process and objectives of scenario interventions.
We critically compare two illustrative cases where local government and partner organisations sou... more We critically compare two illustrative cases where local government and partner organisations sought substantive grounds for collaboration on e-government, by gaining foresight from the application of the scenario methodology. On the basis of our case analyses, we show that inter-organisational fragmentation may be attenuated by the application of scenario method—which acts to enhance inter-organisational foresight. We demonstrate that the scenario method achieves this by promoting a non-adversarial, strategic conversation that can enable new and creative insights to be gained across the participant agencies. However, on the basis of one of the cases, we propose the need for early critical consideration of the influencing role of the project sponsor/leader within such a collaborative network.
We critically compare two illustrative cases where local government and partner organisations sou... more We critically compare two illustrative cases where local government and partner organisations sought substantive grounds for collaboration on e-government, by gaining foresight from the application of the scenario methodology. On the basis of our case analyses, we show that inter-organisational fragmentation may be attenuated by the application of scenario method—which acts to enhance inter-organisational foresight. We demonstrate that the scenario
Most of what is known about scenarios comes from three sources: articles in the practitioner lite... more Most of what is known about scenarios comes from three sources: articles in the practitioner literature describing how scenario planning is undertaken; articles from the ‘future research’ literature that offer models for constructing scenarios, and a small body of research based on empirical studies of related topics. It is this third source that Ron Bradfield discusses as he draws out
Technological Forecasting and Social Change, Sep 29, 2012
In this paper, we synthesize the extant literature to establish the common objectives of scenario... more In this paper, we synthesize the extant literature to establish the common objectives of scenario interventions within organizations and contextualize the well-established, but basic,“intuitive logics” scenario development methodology. We next consider if the basic intuitive logics method achieves these objectives. Then, we consider recent augmentations of the intuitive logics method and evaluate whether these augmentations enhance the basic method's capabilities. We find that there is a strong case for arguing that these scenario ...
Consider the example of Xerox, who in the early 1970s held a 95 per cent market share of the glob... more Consider the example of Xerox, who in the early 1970s held a 95 per cent market share of the global copier industry. Their target customers were large corporations and their concept of customer value was that of centrally controlled photocopying. Xerox focused on manufacturing and ...
In this paper we provide an introduction to our teaching of scenario analysis. Scenario analysis ... more In this paper we provide an introduction to our teaching of scenario analysis. Scenario analysis offers an excellent instructional vehicle for investigating 'wicked problems'; issues that are complex and ambiguous and require trans-disciplinary inquiry. We outline the pedagogical underpinning based on action learning and provide a critical approach from the intuitive logics school of scenario analysis. We use this in our programme in which student groups engage in semi-structured, but divergent and inclusive analysis of a selected focal issue. They then develop a set of scenario storylines that outline the limits of possibility and plausibility for a selected time-horizon year. The scenarios are portrayed not as narratives, but as vehicles for exploration of the causes and outcomes of the interplay between forces in the contextual environment that drive the unfolding future in the context of the focal issue. In this way, we provide internally-generated challenges to both individual pre-conceptions and group-level thinking.
Technological Forecasting and Social Change, Mar 1, 2004
In this paper, we examine the impact of information and communications technologies (ICT) on gove... more In this paper, we examine the impact of information and communications technologies (ICT) on government departments/agencies and the contribution of external agents to change and development programs. We present empirical evidence of externally facilitated change to mindsets and patterns of behavior within local government through use of a scenario planning-based approach. Our aim was to facilitate the organizational actors' conduct of investigation of the ‘limits of the possible’ for a range of plausible futures and determination of strategic responses to these. Participants used their own current knowledge and understanding as a basis for development, with the introduction of external ‘expertise’ to challenge their thinking and to expand their understanding. Following this, we facilitated the participants' elucidation of key uncertainties on the future, exploration of the relationships between them and possible outcomes. The participants then constructed scenarios that outlined four possible and plausible futures. These held explicit meaning for the participants, enabled them to identify implications of each possible future in relation to structure and service requirements and informed analysis of current structure, service, etc. We compare and contrast the process and outcomes of our scenario-planning intervention (based on intuitive logics) with both those of other futures methodologies (decision analysis, Delphi and environmental scanning) and with other scenario methodologies (trend-impact analysis and cross-impact analysis). We argue that the external facilitation of internal generation of knowledge, understanding and meaning, and of exploration of the limits of the possible for the future, is a valuable tool for comprehending strategic choices. We conclude that our scenario approach, utilizing intuitive logics, enables organizational actors to make sense of the complexities and ambiguities that they face and so facilitates strategic change.
Technological Forecasting and Social Change, May 2013
In this paper, we synthesize the extant literature to establish the common objectives of scenario... more In this paper, we synthesize the extant literature to establish the common objectives of scenario interventions within organizations and contextualize the well-established, but basic, “intuitive logics” scenario development methodology. We next consider if the basic intuitive logics method achieves these objectives. Then, we consider recent augmentations of the intuitive logics method and evaluate whether these augmentations enhance the basic method's capabilities. We find that there is a strong case for arguing that these scenario methods are designed to address two of the three objectives that we identified from the literature, namely: (i) enhancing understanding: of the causal processes, connections and logical sequences underlying events — thus uncovering how a future state of the world may unfold, and (ii) challenging conventional thinking in order to reframe perceptions and change the mindsets of those within organizations. However, other than in the augmentation in which multi-attribute value analysis is applied, none of the recent developments that we detail address directly the third objective that we distil from the literature: (iii) improving decision making: to inform strategy development. On this basis, we conclude that the ubiquitous term “scenario planning” is a misnomer and propose that other “scenario” terminologies might usefully be adopted that more precisely indicate the process and objectives of scenario interventions.
We critically compare two illustrative cases where local government and partner organisations sou... more We critically compare two illustrative cases where local government and partner organisations sought substantive grounds for collaboration on e-government, by gaining foresight from the application of the scenario methodology. On the basis of our case analyses, we show that inter-organisational fragmentation may be attenuated by the application of scenario method—which acts to enhance inter-organisational foresight. We demonstrate that the scenario method achieves this by promoting a non-adversarial, strategic conversation that can enable new and creative insights to be gained across the participant agencies. However, on the basis of one of the cases, we propose the need for early critical consideration of the influencing role of the project sponsor/leader within such a collaborative network.
We critically compare two illustrative cases where local government and partner organisations sou... more We critically compare two illustrative cases where local government and partner organisations sought substantive grounds for collaboration on e-government, by gaining foresight from the application of the scenario methodology. On the basis of our case analyses, we show that inter-organisational fragmentation may be attenuated by the application of scenario method—which acts to enhance inter-organisational foresight. We demonstrate that the scenario
Most of what is known about scenarios comes from three sources: articles in the practitioner lite... more Most of what is known about scenarios comes from three sources: articles in the practitioner literature describing how scenario planning is undertaken; articles from the ‘future research’ literature that offer models for constructing scenarios, and a small body of research based on empirical studies of related topics. It is this third source that Ron Bradfield discusses as he draws out
Technological Forecasting and Social Change, Sep 29, 2012
In this paper, we synthesize the extant literature to establish the common objectives of scenario... more In this paper, we synthesize the extant literature to establish the common objectives of scenario interventions within organizations and contextualize the well-established, but basic,“intuitive logics” scenario development methodology. We next consider if the basic intuitive logics method achieves these objectives. Then, we consider recent augmentations of the intuitive logics method and evaluate whether these augmentations enhance the basic method's capabilities. We find that there is a strong case for arguing that these scenario ...
Consider the example of Xerox, who in the early 1970s held a 95 per cent market share of the glob... more Consider the example of Xerox, who in the early 1970s held a 95 per cent market share of the global copier industry. Their target customers were large corporations and their concept of customer value was that of centrally controlled photocopying. Xerox focused on manufacturing and ...
In this paper we provide an introduction to our teaching of scenario analysis. Scenario analysis ... more In this paper we provide an introduction to our teaching of scenario analysis. Scenario analysis offers an excellent instructional vehicle for investigating 'wicked problems'; issues that are complex and ambiguous and require trans-disciplinary inquiry. We outline the pedagogical underpinning based on action learning and provide a critical approach from the intuitive logics school of scenario analysis. We use this in our programme in which student groups engage in semi-structured, but divergent and inclusive analysis of a selected focal issue. They then develop a set of scenario storylines that outline the limits of possibility and plausibility for a selected time-horizon year. The scenarios are portrayed not as narratives, but as vehicles for exploration of the causes and outcomes of the interplay between forces in the contextual environment that drive the unfolding future in the context of the focal issue. In this way, we provide internally-generated challenges to both individual pre-conceptions and group-level thinking.
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