2007
DOI: 10.1007/s11138-006-0010-0
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Uncertainty, human action and scenarios

Abstract: Austrian economics, Scenario building, Analytic narratives,

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Cited by 11 publications
(5 citation statements)
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“…For example, Chermack and Lynham’s (, p. 376) definition—scenarios are “several informed, plausible, and imagined alternative future environments in which decisions about the future may be played out”—is included. Likewise, Aligica’s (, p. 295) definition, which includes quotations from Kahn’s work, is also included.…”
Section: Methodsmentioning
confidence: 99%
See 3 more Smart Citations
“…For example, Chermack and Lynham’s (, p. 376) definition—scenarios are “several informed, plausible, and imagined alternative future environments in which decisions about the future may be played out”—is included. Likewise, Aligica’s (, p. 295) definition, which includes quotations from Kahn’s work, is also included.…”
Section: Methodsmentioning
confidence: 99%
“…Perhaps no scholar is clearer about this distinction as van der Heijden (, p. 114) when stating that “[e]xternal scenarios are derived from shared and agreed upon mental models of how the external world works,” which “is the part of the environment where we have little or no influence, but which impacts on us in a major way.” Reference to events in the external environment typically render them as sequences of events, as in Kahn and Weiner’s (, p. 6) view of scenarios as “hypothetical sequences of events,” or as a course of events, as in Dyner and Larsen’s (, p. 1,152) references to dictionary definitions of scenarios as “stories about how the future could be or, as one dictionary describes it: “an outline of a natural or expected course of events.”” Reference to conditions is varied, but is always contextual, and includes “current conditions” (Swart et al, , p. 139), “test conditions” (van der Heijden, , p. 114), or, more generally, “the conditions under which the systems ... are assumed to be performing” (Brown, , p. 299‐300). Similarly, situation is varied but contextually‐oriented (Aligica, , p. 309; Durance & Godet, , p. 1,488); situations can be “anticipated” (Gordon, , p. 3), “current” (van der Heijden, , p. 153), in the “present” (Heinecke, & Schwager, , n.p. ), or “possible” (Gracht & Darkow, , p. 47).…”
Section: Methodsmentioning
confidence: 99%
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“…The scenarios method was pioneered in the 1960s by Herman Kahn at the Hudson Institute (see Aligica, 2007) and in firms such as Royal Dutch Shell (see Jefferson, 1983). Here, we will briefly outline the nature of the scenarios approach to show its in-principle complementarity with Shackle's thinking; however, in the next chapter, Michael Jefferson provides a first-hand account of the relationship between Shackle and the scenario planners at Shell.…”
Section: Avoiding Unpleasant Surprises and Opportunity Lossesmentioning
confidence: 99%