Creating the future : the use and misuse of scenarios

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dc.contributor.author ROUBELAT, Fabrice
dc.contributor.author GODET, Michel
dc.date.accessioned 2010-06-03T08:44:06Z
dc.date.available 2010-06-03T08:44:06Z
dc.date.issued 1996
dc.identifier.issn 0024-6301
dc.identifier.other P915
dc.identifier.uri http://hdl.handle.net/2042/32402
dc.description Tiré à part pages 164 à 171 en_US
dc.description.abstract Facing dramatic changes, organizations do not only have to be reactive and pre-active, but also pro-active, thus linking anticipation and action. To transform anticipation into action through appropriation, scenarios should follow four conditions: relevance, consistence, likelihood and transparency. For that purpose, the use of simple formal tools like structural analysis, actors' strategy analysis, morphological methods or probability analysis, illustrated with a case study on the steel and iron industry, is useful to avoid entertainment and to explore all possible scenarios en_US
dc.language.iso en en_US
dc.relation.ispartofseries Long range planning journal vol.29 n.2 en_US
dc.title Creating the future : the use and misuse of scenarios en_US
dc.type Article en_US


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