Weaving plots for alternative futures

Abstract

Advocates a good scenario as one that captures the dynamics of the situation and communicates the point effectively. Suggests the best way to develop a manageable number of such scenarios is at two‐day off‐site seminars, and those attending should include: senior managers; people operating at the organization's periphery; people with a thorough knowledge of functions and operations; and outsiders useful in provoking discussions. Concludes scenario making is intensely participatory — or it fails.