Scenario Planning as Developing Leadership Capability and Capacity

McWhorter, Rochell R.; Lynham, Susan A.; Porter, Dorothy

doi:10.1177/1523422307313332

Cited by 24 publications

(20 citation statements)

References 45 publications

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“…1). It is an important feature of SI and also of emotional intelligence, social awareness, and leadership development that are important areas for HRD (Ellinger & Kim, 2014; McWhorter, Lynham, & Porter, 2010; Shuck & Herd, 2012). SML outcomes of SI are valuable to HRD for supporting design and creative solutions in organizations, and discussing design from an SML lens helps HRD professionals evaluate a job candidate’s experience with SI for potentially transferrable skills.…”

Section: Implications For Sml and Hrdmentioning

confidence: 99%

Social Movement Learning and Social Innovation: Empathy, Agency, and the Design of Solutions to Unmet Social Needs

Bennett

McWhorter

2019

Advances in Developing Human Resources

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The Problem Social innovation (SI) is integral to productive outcomes that resolve unmet social needs in various social movements throughout history, and it has become a movement of its own. SI provides a powerful place for social movement learning (SML) where solutions are often discovered through partnership of cross-sector affiliates who engage in creative work that often challenges the status quo in society. This learning is little understood let alone leveraged in the field of Human Resource Development (HRD). The Solution The purpose of this article is to explore SI as a site of SML and illuminate design thinking as an underlying learning process for the SI movement with implications for HRD. SI is predicated on sincerely held social values and more specifically empathy for others, and these are embedded in design thinking, which is a technique that HRD professionals can add to the toolbox and use when partnering with affiliates in corporate social responsibility projects, designing innovation initiatives, and working for social organizations. This article argues that learning to empathize with people who are subjects of innovation is a fundamental learning outcome in the social movement, as is agency, or the belief that one can act to create change, such as developing feasible and workable solutions to unmet social needs. The Stakeholders Stakeholders include HRD professionals, leaders and employers, social organizations and centers, and social movements and students in higher education that engage in SI projects that prepare them for working with innovation and to meet the social needs in society, whether home or abroad.

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Section: Implications For Sml and Hrdmentioning

confidence: 99%

Social Movement Learning and Social Innovation: Empathy, Agency, and the Design of Solutions to Unmet Social Needs

Bennett

McWhorter

2019

Advances in Developing Human Resources

Self Cite

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“…They can control the way the tool is used, and which outcomes are and are not produced [11,99,133]. Apart from this exertion of power, also their power base can be strengthened by demonstrating their competence and fostering their reputation in the organization [77,103].…”

Section: Execution Of Scenario Developmentmentioning

confidence: 99%

“…Second, hidden effecter affordances lead to several positive side-effects that may be actively evoked in circumstances relevant for other-than-strategy purposes. For example, human resource managers can use the scenario technique as a leadership development tool [103] or team leaders can use it as a team building tool [89] even if the development of scenarios was not intended per se.…”

Section: Implications For Practicementioning

confidence: 99%

Scenarios in the strategy process: a framework of affordances and constraints

Tiberius

2019

Eur J Futures Res

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This paper challenges the solely rational view of the scenario technique as a strategy and foresight tool designed to cope with uncertainty by considering multiple possible future states. The paper employs an affordance-based view that allows for the identification and structuring of hidden, emergent attributes of the scenario technique beyond the intended ones. The suggested framework distinguishes between affordances (1) that are intended by the organization and relate to its goals, (2) that emergently generate organizational benefits, and (3) that do not relate to organizational but individual interests. Also, constraints in the use of scenarios are discussed. Affordance theory's specific lens shows that the emergence of such attributes depends on the users' specific intentions.

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“…Since the 1960s, scenario planning has increasingly been used as a decision support aid in a range of complex contexts where traditional techniques, such as economic and financial analyses, cannot deliver satisfactory results. Scenario planning is now common, for example, in urban and land-use planning (Shearer, 2005;Xiang and Clarke, 2003;Zegras et al, 2004), natural resource management and conservation (Dong and van de Giesen, 2011;Evans, 2011;Peterson et al, 2003), city development (Baard et al, 2012;Docherty and McKiernan, 2008), and organisation and management studies (Bodwell and Chermack, 2010;Johnston et al, 2008;McWhorter et al, 2008;Schoemaker, 1995).…”

Section: Scenario Planning Processesmentioning

confidence: 99%

Frame Divergence in Climate Change Adaptation Policy: Insights from Australian Local Government Planning

Fünfgeld

McEvoy

2014

Environ Plann C Gov Policy

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Complex policy issues such as climate change adaptation can be interpreted in many different ways, resulting in different assumptions about their purpose and goals. Using material from a qualitative study in the Australian local government sector, this research shows that stakeholders involved in local adaptation policy formulation often do not have a shared view about the meaning and purposes of adaptation, although such shared understanding is commonly assumed in adaptation processes. Drawing on the frame-research literature and current conceptualisations of climate change adaptation, we argue that subconscious frame divergence can present a major challenge for effective organisational-level adaptation. Conversely, making frames and framing processes explicit is a first step towards clarifying adaptation goals and generating shared ownership of adaptation processes. While frames have been shown to be intrinsically subjective, we discuss three dominant frames that emerged from the study: avoiding disasters, community resilience, and averting organisational risk. We evaluate these in light of their theoretical origin and recent application towards climate change adaptation. Our research suggest that the 'averting organisational risks' frame is by far the most commonly activated frame. Individuals working in the community services sector frequently referred to the 'community resilience' frame, while the 'avoiding disasters frame' was used in public and policy discourse to circumvent the arguments of those sceptical about the existence and causes of climate change. We suggest that, by incorporating frame reflexivity into existing adaptation planning processes, a more diverse range of policy options can be explored, delivering more effective adaptation policies.

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Scenario Planning as Developing Leadership Capability and Capacity

Cited by 24 publications

References 45 publications

Social Movement Learning and Social Innovation: Empathy, Agency, and the Design of Solutions to Unmet Social Needs

Social Movement Learning and Social Innovation: Empathy, Agency, and the Design of Solutions to Unmet Social Needs

Scenarios in the strategy process: a framework of affordances and constraints

Frame Divergence in Climate Change Adaptation Policy: Insights from Australian Local Government Planning

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