Scenarios¶
Heijden, K. v. d. (1996). Scenarios: The Art of Strategic Conversation. John Wiley & Sons.
Cited by¶
1 citation across 1 artifact.
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Primes¶
- Scenario Planning
- (4) The deeper abstraction, articulated by van der Heijden (1996), is that strategic decisions are made under deep uncertainty where probability distributions are unknowable, and the appropriate response is not to guess the most likely future but to build plans and capabilities that remain viable across a range of qualitatively different futures — treating uncertainty as a structural property of the decision environment rather than a statistical property to be estimated.
This sourceDevelops scenarios as a strategic-conversation device for organizations operating under deep uncertainty; argues that the appropriate response is building plans and capabilities viable across qualitatively different futures rather than estimating probabilities.
- (4) The deeper abstraction, articulated by van der Heijden (1996), is that strategic decisions are made under deep uncertainty where probability distributions are unknowable, and the appropriate response is not to guess the most likely future but to build plans and capabilities that remain viable across a range of qualitatively different futures — treating uncertainty as a structural property of the decision environment rather than a statistical property to be estimated.
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