Table of Contents

Chapter1.Why should the individual and organization practice scenario thinking?.- Chapter 2.Working with scenarios: introducing the basic method.- Chapter3.Working with stakeholders: understanding stakeholder viewpoints and critiquing scenario storylines.- Chapter4.Augmenting scenario approaches: delving deeper and stretching wider.- Chapter5.Scenarios and decision analysis.- Chapter6.Creating robust strategies and robust organizations.- Chapter7.The backwards logic method of constructing extreme scenarios.- Chapter8.Diagnosing organizational receptiveness.- Chapter9.Lessons learnt from using scenario planning on the real world.- Chapter10.Evaluation of the effectiveness of scenario interventions within organizations.

About the Author

George Cairns is an Adjunct Professor at QUT Business School, Brisbane. He has taught scenario methods in the UK, Europe, Singapore, Hong Kong and Shanghai and led scenario research on post-carbon futures, farm futures and regional regeneration in Australia. George has co-authored two books and numerous journal articles on scenario methods.

George Wright is a Professor at Strathclyde Business School, Glasgow. He is an Associate Editor of both the International Journal of Forecasting and the Journal of Forecasting. His research has accumulated over 9000 citations in Google Scholar and his scenario-based consultancy includes the UK National Health Service.