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001 301567
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008 240426t20232023gw fo d z eng d
010 _a2023942759
020 _a9783110792041
_qprint
020 _a9783110792119
_qEPUB
020 _a9783110792065
_qPDF
024 7 _a10.1515/9783110792065
_2doi
035 _a(DE-B1597)9783110792065
035 _a(DE-B1597)624378
035 _a(OCoLC)1407414622
040 _aDE-B1597
_beng
_cDE-B1597
_erda
072 7 _aBUS063000
_2bisacsh
084 _aonline - DeGruyter
100 1 _aBurt, George
_eautore
245 1 0 _aEvolution of Scenario Planning :
_bTheory and Practice from Disorder to Order /
_cGeorge Burt.
264 1 _aBerlin ;
_aBoston :
_bDe Gruyter,
_c[2023]
264 4 _c©2023
300 _a1 online resource (XIII, 189 p.)
336 _atext
_btxt
_2rdacontent
337 _acomputer
_bc
_2rdamedia
338 _aonline resource
_bcr
_2rdacarrier
347 _atext file
_bPDF
_2rda
505 0 0 _tFrontmatter --
_tPreface --
_tContents --
_tChapter 1 Change, Failure, Success, and Foresight --
_tChapter 2 Genealogy and Evolution of Scenario Planning --
_tChapter 3 Business Idea and the Basis of Organising --
_tChapter 4 Strategic conversations, scenario process, and reframing business idea --
_tChapter 5 Coping with Surprises and Potential Disruptions: Towards an Understanding of the Role of Negative Capability --
_tChapter 6 Reflections in the Twilight --
_tChapter 7 Conclusion – How to Employ the Scenario Process --
_tIndex
506 0 _arestricted access
_uhttp://purl.org/coar/access_right/c_16ec
_fonline access with authorization
_2star
520 _aScenario planning is a long and well-established approach to help leaders create novel insights and challenge what they know of the world to influence future action. But as the world becomes increasingly unpredictable, leaders must question the traditional mode of analysing the contextual environment and adopt new capabilities to embrace change while they redefine and reframe their organisation for the future. The Evolution of Scenario Planning explores the pervasive nature of change. It provides a contemporary approach to using scenarios as strategic conversation to embrace experiences – past and present – to create novel understanding and insights. The book uses case studies and practical examples to guide facilitators in applying the scenario process in their organisation. Leaders, senior managers, consultants and academics will learn how to engage with scenarios as a central element of strategy and better understand their role in strategic leadership. They will also gain insight into the skills and capabilities revealed during the process of strategic conversation, where ambiguity and equivocality is a natural feature of such conversation. The Evolution of Scenario Planning makes a compelling case for using scenarios to enable leaders to develop foresight and attunement to grasp the ongoing dynamic of their uncertain and ambiguous world.
530 _aIssued also in print.
538 _aMode of access: Internet via World Wide Web.
546 _aIn English.
588 0 _aDescription based on online resource; title from PDF title page (publisher's Web site, viewed 26. Apr 2024)
650 4 _aPlanung.
650 4 _aStrategische Vorausschau.
650 4 _aSzenarioplanung.
650 7 _aBUSINESS & ECONOMICS / Strategic Planning.
_2bisacsh
653 _aEntrepreneurial Imagination.
653 _aMaking Sense of Experiences.
653 _aManaging Strategic Change.
653 _aScenarios and Foresight.
653 _aSocially Negotiated Strategic Conversations.
850 _aIT-RoAPU
856 4 0 _uhttps://doi.org/10.1515/9783110792065
856 4 0 _uhttps://www.degruyter.com/isbn/9783110792065
856 4 2 _3Cover
_uhttps://www.degruyter.com/document/cover/isbn/9783110792065/original
942 _cEB
999 _c301567
_d301567