Business Planning for Turbulent Times : New Methods for Applying Scenarios.

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The world is increasingly turbulent and complex, awash with disruptions, tipping points and knock-on effects exemplified by the implosion of financial markets and economies around the globe.

Bibliographic Details
Main Author: Ramirez, Rafael
Other Authors: Selsky, John W., van der Heijden, Kees
Format: e-Book
Language:English
Published: Oxford : Taylor & Francis Group, 2010.
Edition:2nd ed.
Series:The Earthscan Science in Society Series
Subjects:
Business planning.
Strategic planning.
Electronic books.
Online Access:Full-text access
Table of Contents:
  • Cover
  • Half Title
  • Series Page
  • Title Page
  • Copyright Page
  • Table of Contents
  • List of Figures and Tables
  • List of Contributors
  • Foreword by Vince Cable
  • Preface
  • Acknowledgements
  • List of Acronyms and Abbreviations
  • Part I
  • 1. Introduction: Why Write This Book and for Whom?
  • 2. Conceptual and Historical Overview
  • 3. How Do Scenario Practices and Search Conferences Complement Each Other?
  • 4. Reflecting on Scenario Practice: The Contribution of a Soft Systems Perspective
  • 5. New Forms of Coherence for the Social Engagement of the Social Scientist: The Theory and Facilitation of Organizational Change from the Perspective of the Emery-Trist Systems Paradigm and the Ilya Prigogine School of Thought
  • Part II
  • 6. Turbulence in the Indian Agricultural Sector: A Scenario Analysis
  • 7. Swarm Planning: A New Design Paradigm Dealing with Long-Term Problems Associated with Turbulence
  • 8. Designing More Effective Political Governance of Turbulent Fields: The Case of Healthcare
  • 9. To What Extent Do Venezuela's Causal Textures Allow Scenarios to Work towards Social Dialogue?
  • Part III
  • 10. Managing Disruptive Change and Turbulence through Continuous Change Thinking and Scenarios
  • 11. Scenarios that Provide Clarity in Addressing Turbulence
  • 12. From Causal Textures to Predetermined Elements to New Realities in Scenario Thinking and Practice
  • 13. Conceptions of Fairness and Forming the Common Ground
  • 14. Turbulence and Corporate Social Responsibility: Is There a Role for Scenarios?
  • Part IV
  • 15. Turbulence, Business Planning and the Unfolding Financial Crisis
  • 16. Conclusion: The Conjuncture of Scenarios and Causal Textures - Contributions and Progress
  • Postscript
  • Index.

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