| Article ID | Journal | Published Year | Pages | File Type |
|---|---|---|---|---|
| 1015999 | Futures | 2010 | 8 Pages |
Do current scenario planning techniques ignore an organizations ability to create its future? Social constructionists and organizational theorists have indicated that the future of an organization can be enacted by its constituents. Yet it is apparent that scenario planning techniques, used by organizations to plan for their future, tend to emphasize a future that the organization must react to instead of create. By emphasizing a future that the organizations must react to, it may ignore and completely miss the opportunity it has to create or enact the future it wants to have.Scenario planning, however, can evolve to support a creative foresight and approach to the future by recognizing the power behind enactment theory and applying a goal-oriented approach to the scenario planning process. Using goal-oriented scenario planning an organization can match the world it wants with the world it expects to see.
