Troubling futures: Scenarios and scenario planning for organizational decision making

Research output: Chapter in Book/Report/Conference proceedingChapter

Abstract

Introduction – Scenarios as Cognitive Devices – Breaking the Shackles: Scenarios and Cognitive Inertia – Basic Effects of Scenarios on Judgments and Decisions – Effects of Scenarios on Uncertainty and Confidence – Scenarios Can Anchor and Restrict Thinking – The Role of Scenarios in Attenuating and Exacerbating Biases – The Problem with Incredible Futures: The Plausibility Paradox – Blowing Hot and Cold: Affective Dimensions of Scenario Planning – Summary and Conclusions

Bibliographical metadata

Original languageEnglish
Title of host publicationThe Oxford Handbook of Organizational Decision Making
EditorsGerard P. Hodgkinson, William H. Starbuck
Place of PublicationOxford, UK
PublisherOxford University Press
Pages565-585
ISBN (Print)9780199290468
DOIs
StatePublished - 2008

Publication series

NameOxford Handbooks
PublisherOxford University Press

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Research output: Book/ReportBook

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