Titlebook: Scenario Thinking; Practical Approaches George Wright,George Cairns Book 2011 Palgrave Macmillan, a division of Macmillan Publishers Limite

開脫

書目名稱Scenario Thinking影響因子(影響力)




書目名稱Scenario Thinking影響因子(影響力)學(xué)科排名




書目名稱Scenario Thinking網(wǎng)絡(luò)公開度




書目名稱Scenario Thinking網(wǎng)絡(luò)公開度學(xué)科排名




書目名稱Scenario Thinking被引頻次




書目名稱Scenario Thinking被引頻次學(xué)科排名




書目名稱Scenario Thinking年度引用




書目名稱Scenario Thinking年度引用學(xué)科排名




書目名稱Scenario Thinking讀者反饋




書目名稱Scenario Thinking讀者反饋學(xué)科排名

取之不竭

Why Should the Individual and the Organization Practice Scenario Thinking?,upon the organization or community. As a decision-maker in this sort of situation, you may not fully understand the complexities and ambiguities that the future may hold. In fact, you may not even think about the future, and simply continue with your present course of action.

Infelicity

有害

INTER

Understanding Stakeholder Viewpoints, and are influenced and molded by the different ways in which the same information can be presented. We illustrated how even “expert” views on a subject can subsequently be proven dramatically wrong. We also outlined the benefits of expanding thinking in scenario projects, moving beyond the “bounded

Tartar

irritation

Scenarios and Decision Analysis,tures. Our process of evaluation has been relatively informal — a simple allocation of ticks and crosses to give a rough sense of the performance of a particular strategy against a particular scenario. Can we do better than this?

FLAGR

Creating Robust Strategies and Robust Organizations,. Consider the 9/11 attacks on the US homeland. With hindsight, these attacks and the methods used to achieve them seem predictable. Airliner cockpits were, then, relatively insecure and easily accessed by motivated individuals posing as passengers who, once inside the cockpit, had the flying experi

Cursory

FELON

Diagnosing Organizational Receptiveness,ethodology is chosen and then applied in a straightforward way to engage an organization’s key decision-makers in thinking deeply about the future. But, in reality, organizational life is more complex; a scenario-based intervention that seems, on the face of it, to be uncontroversial and straightfor