Scenario planning is often used by organizations to think about future uncertainties. However, what it does in terms of changing perceptions is difficult to assess and quantify. To address this need, this article builds on previous studies documenting the effectiveness of scenario planning. Specifically, this article contributes to the data on perceptions of learning organization characteristics. This study compiles quantitative data gathered from 133 individuals working in 10 United States companies who participated in scenario planning. The Dimensions of the Learning Organization Questionnaire (DLOQ) instrument was used in a pre‐ and post‐test research design and differences were analyzed using a t‐test. Results show a positive relationship between scenario planning and improved perceptions of learning organization characteristics for six of the seven dimensions of the DLOQ. Interpretation of the results suggests that scenario planning can change participants' views of their organizations' adaptive learning characteristics.

This research reports on the effects of scenario planning on participant perceptions of organizational creative climate. Participants from scenario planning projects in four different organizations were asked to contribute to the study as well as participants from four similar organizations that did not receive scenario planning. The scenario work took place over the course of 3 months and data were collected as pre-and posttests. Comparisons were made that suggest some significant changes over the course of the intervention period for the intervention group, but not for the comparison group. Results and limitations are discussed in detail and recommendations for future research are provided.

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Purpose The purpose of this research is to examine the effects of scenario planning on participant ratings of resilience. Design/methodology/approach The research design is a quasi experimental pretest/posttest with treatment and control groups. Random selection or assignment was not achieved. Findings Results show a significant difference in reports of resilience for the scenario planning treatment group and no significant difference for the control group. Research limitations/implications Limitations include the use of self-report perception measures, possible social desirability of responses and a lack of random selection and assignment. Practical implications Practical implications imply that scenario planning can be viewed as a legitimate tool for increasing resilience in organizations. Social implications Organizations with an ability to adjust quickly and recover from difficult conditions means reduced layoffs and healthy economic growth. Originality/value While there is increasing research on scenario planning, to date, none has examined the effects of scenarios on resilience.