{"product_id":"the-sixth-sense-isbn-9780470844915","title":"The Sixth Sense","description":"This book helps managers move beyond the idea that the future of business will resemble the past and allows them to use scenarios to imagine multiple perspectives. The concepts of organizational realities, experience, and beliefs are explored to encourage and embrace change in business organizations for a successful future.Der etwas andere Leitfaden zum Thema Szenarios und organisatorisches Lernen.\u003cbr\u003e \u003cbr\u003e \"The Sixth Sense\" behandelt ausführlich die Veränderungen in den Unternehmenssystemen, den Strukturen und den Menschen. Szenarios werden hier explizit mit Strategie und Handeln verbunden.\u003cbr\u003e \u003cbr\u003e Innovativer Ansatz: Szenarios werden als Methode des organisatorischen Lernens behandelt.\u003cbr\u003e \u003cbr\u003e Hier lernen Manager, wie sie mit dem zunehmenden Wandel im Unternehmensumfeld zurechtkommen und wie sie mit Hilfe von Szenarios Denkfehler überwinden (durch Aufzeigen, dass die Zukunft keine Nachbildung der Vergangenheit ist).\u003cbr\u003e \u003cbr\u003e Praxisorientiert: Die Autoren zeigen anschaulich, wie man Szenariodenken in der Praxis anwendet.\u003cbr\u003e \u003cbr\u003e \"The Sixth Sense\" - der unverzichtbare Ratgeber für Manager und Consultants. \u003cp\u003eABOUT THE AUTHORS x\u003c\/p\u003e \u003cp\u003eINTRODUCTION 1\u003c\/p\u003e \u003cp\u003eThe Quest for a Clear Vision of the Future 1\u003c\/p\u003e \u003cp\u003eUnknown Variables, Uncertain Future 1\u003c\/p\u003e \u003cp\u003eThe Significance of Scenario Thinking 2\u003c\/p\u003e \u003cp\u003eDeveloping the Sixth Sense – the Approach to Scenario Thinking 5\u003c\/p\u003e \u003cp\u003eHow this Book is Organized 6\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1. PREPARING FOR THE FUTURE 11\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eUnderstanding Organizational Success 12\u003c\/p\u003e \u003cp\u003eSuccess and Failure are Inevitable 12\u003c\/p\u003e \u003cp\u003eUnderstanding success by understanding failure 13\u003c\/p\u003e \u003cp\u003eExplaining the Sharpbenders Research: Why Organizations Fail 14\u003c\/p\u003e \u003cp\u003eMaintaining Organizational Performance: Problems 19\u003c\/p\u003e \u003cp\u003eSustaining Competitive Advantage – the Battle of Canon and Xerox 19\u003c\/p\u003e \u003cp\u003eYahoo! – Competing in Fast-moving Markets 23\u003c\/p\u003e \u003cp\u003eBuilding a Colourful New Future Brick by Brick – the Story of Lego 26\u003c\/p\u003e \u003cp\u003eSuccess Stories 28\u003c\/p\u003e \u003cp\u003eProviding Customer Value – the Rise of Tetra Pak 28\u003c\/p\u003e \u003cp\u003eEntering New Markets and Maintaining Growth – Nokia Answers the Call 32\u003c\/p\u003e \u003cp\u003eBarriers to Strategic Success 34\u003c\/p\u003e \u003cp\u003eLessons Learned 34\u003c\/p\u003e \u003cp\u003eCreating Value – The Difference Between Success and Failure 36\u003c\/p\u003e \u003cp\u003eValue is Created in a Domain of Scarcity 37\u003c\/p\u003e \u003cp\u003eSummary: Understanding the Barriers to Scenario Planning 37\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2. HOW MANAGERS THINK ABOUT THE FUTURE 41\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eUnderstanding Management Thinking 42\u003c\/p\u003e \u003cp\u003eRoutines in Management Thinking 43\u003c\/p\u003e \u003cp\u003eOver-reliance on Routines: Success Formulas and Managerial Thinking 44\u003c\/p\u003e \u003cp\u003eBiases in thinking 46\u003c\/p\u003e \u003cp\u003eThe Relevance of Framing Flaws 46\u003c\/p\u003e \u003cp\u003eHow a Failed Product Launch Actually Boosted Sales: the Sparkle of New Coke 47\u003c\/p\u003e \u003cp\u003eConfirmation Bias 50\u003c\/p\u003e \u003cp\u003eHindsight Bias 51\u003c\/p\u003e \u003cp\u003eThe Problem of Overconfidence 52\u003c\/p\u003e \u003cp\u003eThe Limitations of Judgemental Forecasting 53\u003c\/p\u003e \u003cp\u003eDecision Avoidance 54\u003c\/p\u003e \u003cp\u003eEscalation of Commitment 54\u003c\/p\u003e \u003cp\u003eBolstering, Procrastination and Buck-Passing 57\u003c\/p\u003e \u003cp\u003eExample of a Management Team Facing a Decision Dilemma 58\u003c\/p\u003e \u003cp\u003eThinking Flaws: A Synthesis 61\u003c\/p\u003e \u003cp\u003eOvercoming Strategic Inertia: the Potential Benefits of Scenario Planning 63\u003c\/p\u003e \u003cp\u003eA Scenario is not a Forecast of the Future 63\u003c\/p\u003e \u003cp\u003eScenarios Focus on Key Uncertainties and Certainties About the Future 63\u003c\/p\u003e \u003cp\u003eScenarios Help Identify Information to Anticipate How the Future will Unfold 64\u003c\/p\u003e \u003cp\u003eTypical Outcomes of the Scenario Planning Process 65\u003c\/p\u003e \u003cp\u003eSummary: Overcoming Thinking Flaws with Scenario Planning 65\u003c\/p\u003e \u003cp\u003eSummary Checklist – the Limits to Managerial Thinking 65\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3. HOW ORGANIZATIONS THINK ABOUT THE FUTURE 69\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFlaws in Organizational Thinking 70\u003c\/p\u003e \u003cp\u003eCommunication Difficulties 71\u003c\/p\u003e \u003cp\u003eGroup-think in Organizations 72\u003c\/p\u003e \u003cp\u003eFragmentation in Organizations 73\u003c\/p\u003e \u003cp\u003eLimitations Imposed by Identity 75\u003c\/p\u003e \u003cp\u003eBalancing Change and Constancy 75\u003c\/p\u003e \u003cp\u003eOvercoming the Limits of Organizational Identity: the Example of IBM 77\u003c\/p\u003e \u003cp\u003eOrganizational Lock-in 78\u003c\/p\u003e \u003cp\u003eUnderstanding Organizational Lock-in 78\u003c\/p\u003e \u003cp\u003eThe Consequences of Organizational Feedback Loops and Lock-in 79\u003c\/p\u003e \u003cp\u003eBehavioural flaws 80\u003c\/p\u003e \u003cp\u003eLearning and Action 80\u003c\/p\u003e \u003cp\u003eAn Organizational Dilemma 81\u003c\/p\u003e \u003cp\u003eManagement and Action 82\u003c\/p\u003e \u003cp\u003eOvercoming the Pathologies of Organizational Life 84\u003c\/p\u003e \u003cp\u003eUsing Organizational Processes 84\u003c\/p\u003e \u003cp\u003eThe Benefits of Scenario Planning Interventions 85\u003c\/p\u003e \u003cp\u003eSummary: How Organizations Think About the Future 85\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4. THE IMPACT OF CULTURE AND CULTURAL ASSUMPTIONS ON STRATEGY 89\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eUnderstanding the Impact of Cultural Issues 90\u003c\/p\u003e \u003cp\u003eThe Significance to Strategy of Globalization and Cultural Issues 91\u003c\/p\u003e \u003cp\u003eFrom Mickey Mouse to The Lion King: the Tale of Disney in France 92\u003c\/p\u003e \u003cp\u003eDefining Culture for Pragmatic Purposes 96\u003c\/p\u003e \u003cp\u003eRecognizing Differences in Others 96\u003c\/p\u003e \u003cp\u003eThe Value of Scenarios in Assessing the Impact of Cultural Factors 97\u003c\/p\u003e \u003cp\u003eNational Cultural Differences and the Role of Scenario Thinking 98\u003c\/p\u003e \u003cp\u003eGlobal Organizations and Local Service Offerings: IKEA Shelve Their Universal Approach 98\u003c\/p\u003e \u003cp\u003eHow Can We Explore Differences in National Cultures? 100\u003cbr\u003e\u003cbr\u003eDifferences in Organizational Cultures 103\u003c\/p\u003e \u003cp\u003eA Clash of Personality: The Merger of Daimler-Benz and Chrysler 103\u003c\/p\u003e \u003cp\u003eOrganizational Culture and the External Environment 105\u003c\/p\u003e \u003cp\u003eDifferences in Professional Cultures Within Organizations 106\u003c\/p\u003e \u003cp\u003eThe Call of the Wild: How Varying Interpretations of Management Intent Divided Senior Executives in an ITC Business 106\u003c\/p\u003e \u003cp\u003eMoving Beyond Cultural Preconceptions and Stereotypes 108\u003c\/p\u003e \u003cp\u003eUnderstanding Cultures Across Boundaries 108\u003c\/p\u003e \u003cp\u003eLanguage, Meaning and Overcoming Ambiguity 109\u003c\/p\u003e \u003cp\u003eIncreasing Diversity in a World of Similarity 109\u003c\/p\u003e \u003cp\u003eThe Starting Point for Cultural Appraisal 110\u003c\/p\u003e \u003cp\u003eDeveloping Multiple Perspectives 110\u003c\/p\u003e \u003cp\u003eThe Application of Scenario Thinking to Cultural Understanding 111\u003c\/p\u003e \u003cp\u003eApplying the Defining Factors of Organizational Culture to Your Organization 111\u003c\/p\u003e \u003cp\u003eDeveloping a Scenario Culture 112\u003c\/p\u003e \u003cp\u003eKey Questions 114\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5. SHAPING THE FUTURE: THE EMERGENCE OF MODERN SCENARIO TECHNIQUES 117\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eScenario Planning: the Human Dimension 118\u003c\/p\u003e \u003cp\u003eBringing the Future into the Present: The Story of Margareta Lonnberg 118\u003c\/p\u003e \u003cp\u003eMemories of the Future: Scenarios Filter What We Perceive 119\u003c\/p\u003e \u003cp\u003eScenarios: A Cornerstone of Human Thought 120\u003c\/p\u003e \u003cp\u003eScenario Thinking and War Games 121\u003c\/p\u003e \u003cp\u003eUncertainty and Crisis 121\u003c\/p\u003e \u003cp\u003eWar Game Preparations 122\u003c\/p\u003e \u003cp\u003eA Natural Scenario Planner: Field Marshal Lord Alanbrooke 123\u003c\/p\u003e \u003cp\u003eCrisis Management Training 124\u003c\/p\u003e \u003cp\u003eThe Era of Possibility: the Makeable Post-war World 124\u003c\/p\u003e \u003cp\u003eThe Age of Forecasting and Systems Engineering 124\u003c\/p\u003e \u003cp\u003eThe US Perspective 125\u003c\/p\u003e \u003cp\u003eThe Rand Corporation: the Emergence of Scenario Techniques 126\u003c\/p\u003e \u003cp\u003eThe Impact of Herman Kahn and the Hudson Institute 127\u003c\/p\u003e \u003cp\u003eThe French Perspective 128\u003c\/p\u003e \u003cp\u003eChallenging Established Thinking: the Development of Scenarios in the 1970s 129\u003c\/p\u003e \u003cp\u003eThe Club of Rome 129\u003c\/p\u003e \u003cp\u003eRoyal Dutch\/Shell and the Problem of Predictability 131\u003c\/p\u003e \u003cp\u003eThe Development of Scenarios and Strategy During the 1980s 134\u003c\/p\u003e \u003cp\u003eFactors Affecting the Use of Scenario Techniques in Business 135\u003c\/p\u003e \u003cp\u003eScenarios Become Popular 135\u003c\/p\u003e \u003cp\u003eScenario Planning and Other Strategic Approaches 136\u003c\/p\u003e \u003cp\u003eThe 1990s: Scenario Planning and Organizational Learning 138\u003c\/p\u003e \u003cp\u003eThe Age of Complexity, the Limits of Certainty – and the Rise of Scenario Planning 138\u003c\/p\u003e \u003cp\u003eOrganizational Learning 139\u003c\/p\u003e \u003cp\u003eThe World of Identity, Experience and Change 140\u003c\/p\u003e \u003cp\u003eSummary: the Benefits of Scenario Planning 142\u003c\/p\u003e \u003cp\u003eEnhanced Perception 142\u003c\/p\u003e \u003cp\u003eIntegration of Corporate Planning 142\u003c\/p\u003e \u003cp\u003eMaking People Think 143\u003c\/p\u003e \u003cp\u003eA Structure for Dealing with Complexity 143\u003c\/p\u003e \u003cp\u003eA Communications Tool 143\u003c\/p\u003e \u003cp\u003eA Management Tool 144\u003c\/p\u003e \u003cp\u003eSummary Checklist – Building an Understanding of Scenario Thinking in Your Organization 144\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6. DEVELOPING THE SKILLS FOR LONG-TERM SURVIVAL AND SUCCESS: PRINCIPLES OF THE SCENARIO PROCESS 147\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Need for a Scenario Process 148\u003c\/p\u003e \u003cp\u003eScenarios and Scenario-based Organizational Learning 150\u003c\/p\u003e \u003cp\u003eRationalistic Decision-making 150\u003c\/p\u003e \u003cp\u003eCause and Effect Thinking 153\u003c\/p\u003e \u003cp\u003eSystems Thinking 154\u003c\/p\u003e \u003cp\u003eMental Models and their Limitations 158\u003c\/p\u003e \u003cp\u003eThe Strategic Conversation 161\u003c\/p\u003e \u003cp\u003eHow Scenarios Tackle the Problems of Organizational Thinking 162\u003c\/p\u003e \u003cp\u003eSurfacing Mental Models 163\u003c\/p\u003e \u003cp\u003eEliciting the Agenda 164\u003c\/p\u003e \u003cp\u003eActivating and Integrating Intuitive Knowledge 166\u003c\/p\u003e \u003cp\u003eAnalysing Driving Forces 169\u003c\/p\u003e \u003cp\u003eScenario Telling 170\u003c\/p\u003e \u003cp\u003eOrganizational Learning 171\u003c\/p\u003e \u003cp\u003eThe Process of Organizational Learning 172\u003c\/p\u003e \u003cp\u003eScenario Planning as a Way Towards Adaptive Organizational Learning 174\u003c\/p\u003e \u003cp\u003eMemories of the Future – Creating the Jolt 175\u003c\/p\u003e \u003cp\u003eFrom Scenarios to Adaptive Behaviour 178\u003c\/p\u003e \u003cp\u003eMaking it Happen 180\u003c\/p\u003e \u003cp\u003eSummary: Developing the Skills of Survival 184\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7. SCENARIO PLANNING IN THE ORGANIZATIONAL CONTEXT 187\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroducing the Scenario Method 188\u003c\/p\u003e \u003cp\u003eScenarios for the Future of e-Government and the Impact of Information and Communications Technologies (ICT) 190\u003c\/p\u003e \u003cp\u003eBackground 190\u003c\/p\u003e \u003cp\u003eThe Story of the ‘People’s Kailyard’ 191\u003c\/p\u003e \u003cp\u003eStage 1: Structuring the Scenario Process 192\u003c\/p\u003e \u003cp\u003eIdentifying Knowledge Gaps 192\u003c\/p\u003e \u003cp\u003eBuilding the Scenario Team 193\u003c\/p\u003e \u003cp\u003eTiming for the Scenario Project 194\u003c\/p\u003e \u003cp\u003eStage 2: Exploring the Scenario Context 195\u003c\/p\u003e \u003cp\u003eInterviewing Key Players and Widening the Conversation 195\u003c\/p\u003e \u003cp\u003eSetting the Scenario Agenda 199\u003c\/p\u003e \u003cp\u003eSetting the Scenario Agenda: the Northshire Example 200\u003c\/p\u003e \u003cp\u003eThe Role of the Remarkable Person 201\u003c\/p\u003e \u003cp\u003eStage 3: Developing the Scenarios 202\u003c\/p\u003e \u003cp\u003eDetermining the Driving Forces and Testing the Outcomes 202\u003c\/p\u003e \u003cp\u003eClustering the Driving Forces: the Northshire Example 204\u003c\/p\u003e \u003cp\u003eDealing with Impact and Uncertainty 206\u003c\/p\u003e \u003cp\u003eScoping the Scenarios 209\u003c\/p\u003e \u003cp\u003eSetting the ‘Limits of Possibility’ for Alternative Futures: the Northshire Example 210\u003c\/p\u003e \u003cp\u003eFleshing out the Storylines 213\u003c\/p\u003e \u003cp\u003eBeyond the Kailyard 215\u003c\/p\u003e \u003cp\u003eStage 4: Stakeholder Analysis 216\u003c\/p\u003e \u003cp\u003eStage 5: Systems Thinking 219\u003c\/p\u003e \u003cp\u003eStage 6: Impacting Organizational Thinking and Action 220\u003c\/p\u003e \u003cp\u003eLooking for the Organizational Jolt 220\u003c\/p\u003e \u003cp\u003eIdentifying the Early Indicators 220\u003c\/p\u003e \u003cp\u003eAction Planning from the Future to the Present: the Northshire Example 221\u003c\/p\u003e \u003cp\u003eSummary: Effective Scenario Planning 223\u003c\/p\u003e \u003cp\u003eSummary Checklist – Implementing a Scenario Planning Process 224\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8. SCENARIO PLANNING: TAKING CHARGE OF THE FUTURE 229\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Energetic Problem Solver 230\u003c\/p\u003e \u003cp\u003eObservation – the Cornerstone of Strategic Success 231\u003c\/p\u003e \u003cp\u003ePurposeful Scenario Work 232\u003c\/p\u003e \u003cp\u003eProject 1: Making Sense of a Puzzling Situation 234\u003c\/p\u003e \u003cp\u003eThe Analytical Approach 234\u003c\/p\u003e \u003cp\u003eThe Limitations of Analysis 235\u003c\/p\u003e \u003cp\u003ePurposeful Analysis and How Scenarios Steer Attention 236\u003c\/p\u003e \u003cp\u003eCombining Intuition with Rational Analysis: the Iterative Scenario Approach 236\u003c\/p\u003e \u003cp\u003eFacing the Important Questions 238\u003c\/p\u003e \u003cp\u003eProject 2: Developing Strategy 239\u003c\/p\u003e \u003cp\u003eDefining Strategy 239\u003c\/p\u003e \u003cp\u003eThe Stakeholder Game 239\u003c\/p\u003e \u003cp\u003eStrategic Aims 240\u003c\/p\u003e \u003cp\u003eThe Business Idea 242\u003c\/p\u003e \u003cp\u003eFriction Forces and Barriers to Entry 244\u003c\/p\u003e \u003cp\u003eDeveloping Distinctiveness 246\u003c\/p\u003e \u003cp\u003eThe Role of the Business Idea in Strategy 247\u003c\/p\u003e \u003cp\u003eBusiness Ideas and Scenarios 250\u003c\/p\u003e \u003cp\u003eThe Strategic Journey 252\u003c\/p\u003e \u003cp\u003eProject 3: Improving Organizational Anticipation 255\u003c\/p\u003e \u003cp\u003eMultiple World Views – The Limits of the Rationalistic Approach 255\u003c\/p\u003e \u003cp\u003eThe Mont Fleur Story 258\u003c\/p\u003e \u003cp\u003eThe Role of Scenarios in Strategic Conversation 260\u003c\/p\u003e \u003cp\u003eCreating the Scenario-based Strategic Conversation 264\u003c\/p\u003e \u003cp\u003eProject 4: Building an Adaptive Learning Organization 266\u003c\/p\u003e \u003cp\u003eAction and Experiential Learning 266\u003c\/p\u003e \u003cp\u003eThe Strategic Journey of Project 2 Revisited 266\u003c\/p\u003e \u003cp\u003eWhat is Adaptive Organizational Learning? 268\u003c\/p\u003e \u003cp\u003eBuilding a Scenario Culture 270\u003c\/p\u003e \u003cp\u003eTeam Empowerment 272\u003c\/p\u003e \u003cp\u003eThe Across-team Strategic Conversation 273\u003c\/p\u003e \u003cp\u003eSUMMARY 276\u003c\/p\u003e \u003cp\u003eRethinking the Future – the Value of Scenarios in Developing Competitive Advantage 276\u003c\/p\u003e \u003cp\u003eDeveloping The Sixth Sense 277\u003c\/p\u003e \u003cp\u003eGLOSSARY 279\u003c\/p\u003e \u003cp\u003eREFERENCES 293\u003c\/p\u003e \u003cp\u003eINDEX 299\u003c\/p\u003e  \"…the Sixth Sense helps managers to overcome \"the future will resemble the past\" thinking and to harness multiple perspectives through scenario thinking…\" (Dunstable Gazette, 30 October 2002)  \u003cp\u003e\"…the book will provide a valuable guide to what is happening…\" (The Business Economist, Vol.34, No.2, 2003)\u003c\/p\u003e  \"Im großen und ganzen ein hilfreiches Buch für den Einsatz der Szenariotechnik in der Strategieplanung, das die einzelnen Schritte der Umsetzung inklusive praktischer hinweise gut nachvollziehbar vorstellt und dabei von der Erfahrung der Autoren profitiert.\"\u003cbr\u003e www.business-wissen.de am 23.01.2003  \u003cp\u003e\u003cb\u003eSurvival\u003c\/b\u003e means creating value for stakeholders, and the survival problem starts with uncertainty, change and the need for organizations to adapt to shifting needs and market conditions. The key question is ‘\u003ci\u003eWhy\u003c\/i\u003e are organizations slow to change and adapt?’ \u003c\/p\u003e\u003cp\u003eUnsuccessful organizations are distinguished by their failure to overcome thinking and behavioural flaws at personal, organizational and community levels. In this book, we explain what these flaws are and how the scenario approach helps senior managers and organizations to overcome them. Our approach is based on reasoning, research, real world observations - and a long track record developing scenario-based thinking, combining the most effective elements of the many scenario approaches that have been tried over time.  \u003c\/p\u003e\u003cp\u003eThis book explains: \u003c\/p\u003e\u003cul\u003e\n\u003cli\u003eWhy scenario thinking is increasingly important: how it has developed as an approach that can help build successful strategies and organizations.\u003c\/li\u003e \u003cli\u003eHow scenarios are valuable in overcoming an obstacle or problem - current or potential - by enabling innovation and creative thinking ‘outside the box’.\u003c\/li\u003e \u003cli\u003eHow scenario thinking can be used to resolve organizational flaws by enhancing the strategic conversation.\u003c\/li\u003e \u003cli\u003eHow to understand the scenario approach in the context of effective organizational learning and development.\u003c\/li\u003e \u003cli\u003eHow to ensure that scenario thinking is included in a wider strategic and organizational learning framework, essential for organizational survival.\u003c\/li\u003e\n\u003c\/ul\u003e \u003cp\u003eOutlining the benefits and techniques of scenario thinking \u003ci\u003eThe Sixth Sense\u003c\/i\u003e shows that scenario thinking is purposeful and effective in driving strategy and organizational development towards managerial and organizational success. \u003c\/p\u003e\u003cp\u003e\u003cb\u003eThe Centre for Scenario Planning and Future Studies\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003eMembers of the Centre for Scenario Planning and Future Studies of the University of Strathclyde Graduate School of Business (USGSB) have been involved in scenario and futures work over a significant period of time, both in a consultant and an educational capacity. This combination has resulted in the development of expertise in scenario planning and future studies that is difficult to match. The Centre’s expertise is demonstrated in the range of scenario planning and future studies assignments that have been undertaken for major organizations, as well as in the production of leading edge research and publication about scenario planning and future studies, and decision-making. This combination differentiates the Centre from other organizations in the field.  \u003c\/p\u003e\u003cp\u003eThe Centre has developed an international reputation for the design and delivery of purposeful scenario planning assignments. These have involved private sector organizations from a wide range of industry groupings on an international basis, and public sector organizations from local to national governments. The internal scenario teams drawn from all these organizations has included key decision and policy makers, resulting in top-level commitment to participation and active adaptive learning from the outcomes.\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47990341140709,"sku":"NP9780470844915","price":46.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780470844915.jpg?v=1761787428","url":"https:\/\/k12savings.com\/es\/products\/the-sixth-sense-isbn-9780470844915","provider":"K12savings","version":"1.0","type":"link"}