The art of scenarios and strategic planning : tools and pitfalls

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dc.contributor.author GODET, Michel
dc.date.accessioned 2010-06-03T08:51:18Z
dc.date.available 2010-06-03T08:51:18Z
dc.date.issued 2000
dc.identifier.issn 0040-1625
dc.identifier.other P912
dc.identifier.uri http://hdl.handle.net/2042/32403
dc.description 322 pages, 24 références bibliographiques en_US
dc.description.abstract The term strategy has been misused and even abused. Worse, the word scenario is often confused with strategy to the point that clarification is needed if we are to understand one another. As a prolongation of the work done by the Rand Corporation in the 1960s, strategic planning, management and prospective approaches have been developed to help organizations master change. Over the past 25 years, we have contributed by creating or further developing various methodologies and procedures such as the Mactor and MICMAC methods for use in scenario building. These tools are doubly powerful in that they stimulate the imagination, reduce collective biases, and promote appropriation. One of the main functions of the strategic futures exercise is to eliminate two errors that we usually describe as the hammer’s risk and the nail’s dream. In other words, we forget what a hammer’s function is when staring at a nail (the nail’s dream) or we know how to use a hammer and imagine that every problem is like a nail (the hammer’s risk). In our case, we strive to give simple tools that may be appropriated. However, these simple tools are inspired by intellectual rigor that enables one to ask the right questions. Of course, these tools do not come with a guarantee. The natural talent, common sense, and intuition of the futurist also count! en_US
dc.language.iso en en_US
dc.relation.ispartofseries Technological forecasting and social science n.65 en_US
dc.title The art of scenarios and strategic planning : tools and pitfalls en_US
dc.type Article en_US


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