Scenario planning emanates from ‘strategy’ rooted in a ‘substantive’ mode of thinking that unproblematically presumes an organization-environment dichotomy. By viewing stability and change as antitheses where one works at the expense of the other, such a conceptualization does not account for the counter-intuitive and unintended consequences of planned action. We therefore propose an alternative mode of theorizing which draws inspiration from a processual worldview. We develop and apply this understanding to scenario planning at a leading Scottish whisky producer. In doing so, we expose the limitations of traditional scenario planning. Then by applying ‘relational thinking’, we address these limitations and demonstrate how a processual re-conceptualizing not only revitalizes scenario planning but also furthers its functional utility while designing goals, actions and aspirations for organizations.
|Number of pages||7|
|Publication status||Published - 20 Jun 2013|
|Event||Strategic Management Society: Strategy in Complex Settings Conference - Glasgow, United Kingdom|
Duration: 20 Jun 2013 → 22 Jun 2013
|Conference||Strategic Management Society: Strategy in Complex Settings Conference|
|Period||20/06/13 → 22/06/13|
- scenario planning
- relational thinking
- processual re - conceptualizing
Burt, G., & Nair, A. K. (2013). Process of becoming: a relational turn in scenario planning. Paper presented at Strategic Management Society: Strategy in Complex Settings Conference, Glasgow, United Kingdom.