Field manual

Scenario building

Sascha Meinert
2
Field manual
Scenario building

Sascha Meinert
About the author

Sascha Meinert is a political scientist and, since 2004, head of the Berlin-based Institute for
Prospective Analyses (IPA) which promotes the implementation of Scenario Building as a
learning tool and instrument for constructive stakeholder participation. Sascha Meinert studied
political science, economics and European law. From 1999 to 2005, he worked as a senior
research fellow at the Center for Applied Policy Research (CAP) at the University of Munich.
During that period, having discovered his passion for systemic and future-oriented learning and
analysis tools, he adapted Scenario Building for use in several consulting, strategic planning,
and participatory processes. From 2003 to 2009, he was a lecturer at the European School
of Governance (EUSG). He has been involved in a wide variety of project contexts with the
German Federal Agency for Civic Education (bpb), public foundations, research institutes, and
EU-financed projects. Sascha Meinert has authored numerous participatory simulations on
different fields of EU policy and Global Governance, learning materials in the field of Education
for Sustainable Development (ESD), as well as articles on Scenario Building, anticipation skills,
and the role of shared narratives for community building and policy implementation.

Contact:
[email protected]
www.ipa-netzwerk.de

European Trade Union Institute, 2014

ISBN 978-2-87452-314-4
Contents

Foreword..................................................................................................................................................................5

1. Changing contexts......................................................................................................................................7

2. Setting the stage......................................................................................................................................10

The various steps of scenario creation.....................................................................................................11

3. Scenario building......................................................................................................................................13
Step 1 Approaching the topic and time horizon...............................................................................13
Step 2 Identifying major uncertainties (and givens).......................................................................14
Step 3 Naming the alternatives............................................................................................................. 16
Step 4 Calibrating a future compass.................................................................................................... 16
Step 5 Creating scenario narratives.......................................................................................................17
Step 6 Reflecting on the outcomes...................................................................................................... 18

4. From scenarios to strategy.................................................................................................................20

Explore............................................................................................................................................................... 20
Think further.................................................................................................................................................... 20
Build strategies................................................................................................................................................21

Resume...................................................................................................................................................................23

Literature..............................................................................................................................................................24

Appendices...........................................................................................................................................................25
Time schedule for a scenario project (example).................................................................................. 25
First scenario-workshop (programme example)................................................................................... 26
Second scenario-workshop (programme example)............................................................................. 27
Foreword

In 2008, the ETUI embarked upon a scenario process on the future of labour re-
lations in Europe. The project Worker Participation 2030, which we conducted in
co-operation with the Berlin-based Institute for Prospective Analyses and with a
group of around 20 experts and practitioners from seven European countries, rep-
resented an ambitious task.
Our intention was to set-up an open and creative space for exchanges on the
long-term prospects and changing contexts for worker participation, in its various
forms, in Europe.
We are currently witnessing tremendous change and discontinuity in the
world of work. Scenarios have proven to be particularly helpful in such situations
of great uncertainty insofar as they offer guidance in relation to fundamental alter-
natives. The four scenarios elaborated in the ETUI project1 show alternative futures
in which worker participation structures and actors might have to operate in the
future, and illustrate possible impacts, consequences and choices. Trade unions
and works councils need to prepare themselves for several futures and to be ready
for change, including within the organizations to which they belong.
As the concrete answers and paths will look very different in individual
countries and sectors, we started using the scenarios to initiate an exchange with
practitioners, such as works councillors, trade union officers, European Works
Council members or trainers of worker representatives. For this purpose, we used
Anticipation workshops in which the participants explore the four scenarios, joint-
ly reflect on their implications, and exchange views on strategies and priorities for
today. We were deeply impressed by the openness of the participants and their
readiness to look for new solutions.
We have been frequently asked in the course of the project where to find a
concise, short set of instructions on how to generate scenarios. The Scenario-
Building Field Manual you are about to read has been compiled in response to
this demand and is another element contributing to our general aim of strength-
ening a culture of long-term thinking in the world of work. The manual has
been written by Sascha Meinert who co-facilitated the Worker Participation
2030 project and has wide-ranging experience in the design of participatory sce-
nario processes. The manual is targeted at people who want to know more about
scenario-building and are considering setting up their own scenario project. It
has been designed as a compact and easily accessible overview of the method
of scenario building and the different steps entailed in the process. It helps the
reader to identify crucial points to consider when preparing and conducting a
scenario project.

1. Available in English, German and French at http://2030.worker-participation.eu

5
 At the end of the day, organizing a scenario process is probably not some-
thing to be learned primarily through reading books about the scenario method
(although the manual also provides some literature recommendations for further
reading). To a very considerable extent, it requires the readiness to learn in flight
by simply daring to do it. Our hope in providing this manual is that it will trigger
numerous fruitful learning processes conducted by curious and open-minded peo-
ple who actively want to shape the future. We hope that you will become as enthu-
siastic about the scenario approach as we are and look forward to hearing from you
about your own experiences.

Michael Stollt
Research officer ETUI, February 2014

6
1. Changing contexts

Scenarios are stories about the future,

but their purpose is to make better decisions in the present.
Ged Davis

Contexts are changing faster today than in previous times context itself has be-
come a variable. Scenarios deal with the uncertainty arising from the fact that we
dont know in what kind of future todays plans and decisions will unfold. Just as
maps help us to find our bearings and move around in space, a set of scenarios can
illustrate different possible pathways into the future.

There are different ways to arrive at an image of the future. In 1865, the English sci-
entist William Jevons was worried about the finite availability of domestic coal de-
posits which he saw as a great threat to his countrys status as world power. Today,
150 years later, Great Britain still has significant deposits of coal which, in all likeli-
hood, will never see the light of day. Domestic coal extraction currently contributes
less than 7 per cent of British energy consumption, while the Commonwealth lost
its role as colonial superpower for altogether different reasons.
Any glance into the future is necessarily tied to imponderables; there is always
more than one possible development path because there is so much that simply
cannot be foreseen and because the future will also be shaped by decisions that we
still have to be taken. Today, context is changing much faster than in previous times.
Who could have forecast, even one year before they happened, the fundamental
changes in the Arab World, Fukushima, or the serious problems that have befallen
the euro? The future is not an extension of present trends it is full of surprises. We
do not know what the future will look like; we know only that it will be different from
today. Moreover, whether we are speaking of the financial and economic crisis, of the
depletion of fossil fuels and other non-renewable resources, of global warming, the
loss of biodiversity or the increasing lack of drinking water in many regions, the chal-
lenges facing humankind are considerable and the prospects often represent cause
for concern. Scenario-building has proven to be particularly helpful in situations of
great uncertainty and discontinuity. Instead of neglecting these areas of uncertainty,
scenarios make them explicit and offer a framework for exploring them with others.
To reflect in terms of scenarios is a tendency inherent in human thought. The
neurologist David Ingvar coined the term memories of the future to illustrate the
way in which our decisions and actions are closely interwoven with the pictures we
conjure up of the future. We anticipate possible futures and prepare for them in the
present. But our anticipation of alternatives is normally based on very personal as-
sumptions and interests; and all too often our picture of the future is somewhat nar-
row and short-sighted, lacking both an adequate time horizon and a broad image of
existing long-term potentials and risks. For this reason it is important to engage in
deeper conversations with others on what the future might hold and what individual
or collective actions we can or might take to deal with it. While you cant write the
future on your own, you can certainly be involved in shaping it. Moreover, whichever
scenario becomes reality, there is always room for manoeuvre in dealing with it.

7
 A scenario is a presentation of a possible future situation in narrative form. As
a rule, it also portrays causal relationships, which explain how, from the vantage
point of the present, we arrived at that particular future in this particular story
(How might things come to this?). One important characteristic of the scenario
method lies in its explicit inclusion of uncertainties and its comparison of develop-
ment alternatives that could shape the course of events. Scenarios are distinct from
prognoses because they do not set out to predict the future. They are also distinct
from utopias (or dystopias), which draw up a desired (or feared) future in the ab-
sence of any concretely established connections with the present. While prognoses
are suitable for questions dealing with the nearer future, in relation to which de-
velopments can be calculated with high probability and without major difficulty,
utopias deal with the distant future, in relation to which many of todays certainties
no longer hold good. Scenarios, however, play themselves out amidst the realities
of today and the mid- to long-term uncertainties (see graph below).

Scenarios Uncertainties

Prognoses Utopia
"what we "the space of hope
almost know" and fatalism"

Certainties
Potential

NOW Time

Graph inspired by Ulrich Golcke

The scenario method, which originated in the military sphere, was adapted and fur-
ther developed by various companies and consulting firms in the 1950s and 1960s.
The futurist Herman Kahn is seen as the founding father of the scenario method.
In the 1950s, he developed this approach for the US Ministry of Defence initially
to outline future conflict potentials and later also to look at economic and social
questions. Further pioneering work was conducted in the 1970s by the company
SHELL and in particular by Pierre Wack who led the companys scenario unit from
1971 to 1981. It was through the report The Limits of Growth to the Club of Rome
in 1972 that the scenario approach first entered the public consciousness. Based
on the System Dynamics Approach of Jay Forrester at MIT, this was the first time
that a set of scenarios was discussed with significant public participation. These
scenarios were developed through a number of computer-based simulations on the
development of global economic and population growth, poverty projections, as
well as resource consumption and environmental pollution (and they were often
misinterpreted by critics as a prognosis). Over the years, more and more compa-
nies and organisations, confronted with the necessity of long-term investment de-
cisions in a rapidly changing market environment, started to utilise scenarios for
their strategy developments.
Scenario Building is also a tool for political deliberations, in spheres such as
foreign policy, regional planning or decisions on pending long-term infrastructure
projects. It can be used for dealing with complex social challenges and conflicts.
One example of the latter are the Mont Fleur Scenarios, which were developed in
South Africa in 1991 and dealt with perspectives on the post-Apartheid co-exist-
ence of the different ethnic groups. Many actors participated in their development,
which was also accompanied by wide public interest and response. Similar projects

8
have been carried out in Israel, Colombia, Burundi and other conflict regions. The
future-directed and understanding-oriented approach of the scenario method fur-
ther makes it an effective tool for regional, interdisciplinary or intercultural dia-
logue projects. Since the 1980s, the scenario method has increasingly been under-
stood as a structured (group-) learning process.
This learning process is directed towards finding ones bearings and moving
forward in situations of great uncertainty. It is directed towards developing sev-
eral each taken separately consistent scenarios and, lastly, towards reflecting
upon the consequences and options for action deriving from the scenarios. The ap-
proach can be modified depending on the goals, resources and participating group
of stakeholders involved in the project. Scenario-building usually constitutes a
process consisting of an interview phase and several workshops and work phases,
where a larger group of participants with the assistance of a smaller facilitating
core team develops a set of scenarios, which will then be edited by the core team
into a final version of the narratives.
In line with these general remarks, Scenario Building processes have a three-
fold aim: to broaden the view; to have a frame of reference for orientation and
exchange with others; and to be prepared for different future alternatives.

Reasons for engaging in scenario building processes

Scenario building:
Raises awareness of different future-alternatives, as well as of the possibility that these
future-alternatives can be shaped. It also broadens our perceptions of the present and of
future opportunities as conscious or unconscious constructions, which have both limiting and
empowering potential.
Enhances the analysis of issues, situations and trends holistically and in all their complexities,
as it encourages systemic thinking at different levels and across different spheres, highlighting
linkages, as well as interdependencies in the form of self-reinforcing or limiting feedback loops.
Provides a means of thinking prospectively (i.e. with a view to the future) in medium- to long-
term timeframes, whereas habitually our learning and thinking are retrospective and our day-to-
day decision-making often deals with rather short time horizons. In a fast-changing, fast-paced
globalising world, we need increasingly to learn how to anticipate and deal with uncertainties
that lie just around the next corner and far beyond.
Allows different stakeholders who might be currently confused and dismayed by problems and
conflicts to take a step back by taking two steps forward; by looking towards the greater or
common good in the future, it allows participants to break out of the straitjacket of todays
perceptions and attitudes, opening up the view to long-term interests which might be much
closer together than todays protagonists and antagonists believe. Thinking about the future
together can develop relationships of trust and mutual understanding between diverse groups of
stakeholders.

9
2. Setting the stage

A scenario project is composed of different phases and ingredients. You need a

compelling topic and an adequate time horizon for the scenarios. You begin by
talking to people and gathering their differing perceptions. You need a group of
motivated and curious participants who together create in one to three (but in
most cases two) workshops a frame of reference and draft scenarios about ba-
sic future alternatives. You need a small core team to facilitate the process and to
edit the final narratives of the scenarios. And, depending on the aims, the design,
the (geographical) composition of the participants, and the duration of the project,
some financial resources will also be necessary.

In choosing the underlying question of the scenario project some specific aspects
should be considered: it must deal with a matter that is really important and at the
same time associated with great uncertainty (in relation to which, in other words,
it is impossible to give an answer about the direction in which things will develop
in the coming years). The envisaged participants should be involved in this future
which is open to question; they should have a certain potential impact on it. For
trade unions, an important question might be: In what context will our organiza-
tion, our sector, etc. have to operate in the future?
All scenarios developed in a scenario project relate to the same time hori-
zon. Scenario projects lend themselves particularly for timeframes that are far
enough removed from the present to leave room for change, but that do not reach
so far into the future that they drift into utopia and thereby lose all relevant con-
nection with the present. The time horizon has to be chosen in relation to the
topic. If the question relates to the future of a football club, a company or sector,
three seasons or three production cycles might represent a suitable timeframe.
For political processes, such as the development of a certain region or the devel-
opment of multilateral institutions, a timeframe of 20 to 25 years might be more
suitable, as here changes happen much more slowly. However, not too much en-
ergy and time should be spent on deciding on an appropriate time horizon, for
it is the anticipation of the qualitative characteristics of development processes
that lies at the centre of scenario creation and not the exact moment of their
realization. A good time horizon for the questions that really matter may often
be found in practice by shaping the scenario around the world of the participants
children.
To run a scenario process you need a core team, which facilitates the process,
and a certain budget. Normally, the core team members have to be paid, while the
participants in the process do not receive a fee or honorarium, but their expenses
(for example, travelling costs) should if possible be reimbursed. Financial re-
sources are also needed for the workshops in which the scenarios will be elaborat-
ed (accommodation, meeting rooms, technical equipment). And if the interviews

10
carried out at the beginning of the project are to be transcribed or the scenarios
published in a printed version, further resources are necessary.
The core team of a scenario project normally consists of four small-group
facilitators, a scenario editor/writer and a plenary facilitator, who also acts as the
project coordinator. The central task of the core team is to facilitate the scenario
workshops. Every workshop requires at least one day of preparation by the core
team. The tasks of the core team also include organisation and scheduling, identi-
fying and recruiting the participants for the scenario workshops, conducting and
analysing interviews, as well as editing the final version of the scenarios. Sometimes
a few committed and curious project participants join the core team in this editing
process to lend their support to the final elaboration of the scenarios.
The participants in a scenario project should be a group of at least 20 to 30
individuals who are really affected by the issue in question. They should be inter-
ested, curious and open-minded. And they should bring together different points
of view representing a broad range of perspectives on the issues at hand. Initially,
they will be interviewed individually by members of the core team. Together, they
will develop the scenarios in one to three workshops. Empirically, they are also the
most important multipliers of the results (the scenarios) and predestined as active
agents for (ex-)change.
While all of the abovementioned resources, manpower and number of involved
people empirically contribute to the success of a scenario project, numerous variations
are possible, depending on the resources available. At the end of the day, just a handful
of truly committed people might suffice to come up with a provocative set of scenarios.

The various steps of scenario creation

After defining the question and the time horizon of the scenario project and plan-
ning the schedule, the first step is to conduct qualitative interviews with the partici-
pants (and if possible even with a larger and more diverse group of people) to gain a
good sense of their diverging mind-sets and expectations. Therefore, the core team
prepares a set of open trigger questions. The interviews are confidential; in other
words, the information received will be used and made available but neither the
identity nor the affiliation of the originator(s) may be revealed (Chatham House
rule). The interviews should be recorded to make the subsequent analysis easier.
They will then be analysed by the core team, and the answers and statements will
be clustered into core issues and questions that emerge. A synopsis distilled out of
the interviews serves as input for the first scenario workshop.
It is in the workshops that the space in which the participants believe their
future will unfold is created. And the scenarios elaborated here are narrative illus-
trations of the basic alternatives in this time space.

The scenario building process (in the variation presented here) can be divided
into six phases:
1.  Approaching the question and the time horizon of the scenario project;
2.  Identifying and ranking of uncertainties and givens;
3.  Describing the fundamental future alternatives (for the two most impor-
tant and uncertain influencing factors);
4. Calibrating a future compass out of the elaborated results;
5.  Plotting scenario narratives for each quadrant of the compass (basic dy-
namics, actors, conflicts, story lines and titles);
6.  Reflecting on the outcomes: implications and room for manoeuvre.

In the project workshops the participants create, in a group effort, a common lan-
guage, a common frame of reference for the future. They identify basic uncertain-
ties, dynamics and chains of causality that will shape this future. They develop
rough story lines of the scenarios, which illustrate the fundamental alternatives
revealed in this learning process.

11
 The various steps of the process described below take place alternately in
small groups (expansive phase of the scenario workshops) and in the plenary group
(reflection and bundling the results of the small groups work). A clear timeframe
for the whole working process and a visualisation of each working phase in the
room (for example, with flip charts) should give participants orientation from the
very beginning.
More often than not, the participants in a scenario-building process are not
accustomed to the open learning process of a scenario project.

The tasks of the facilitating core team include therefore:

creating an atmosphere of trust and openness, in which different opinions are re-
spected (seeking to avoid a dynamic of defending and defensive viewpoints); be-
cause scenario projects are always a creative and, for all participants, open dia-
logue about an uncertain future, the workshops are also held under the Chatham
House rule;
being aware of group dynamics and helping to strengthen trust and dialogue;
motivating all participants to contribute actively and to ensure that everyone is
heard;
recognising misunderstandings and supporting the group in finding a common
language;
keeping the process going by asking good questions; and
ensuring that the timeframe for each of the different work phases is observed.

After the workshop phase, the core team composed of the facilitators of the sce-
nario process, an editor with good story-writing skills, and perhaps supported by a
few interested workshop participants edits the final narratives of the scenarios.
This stage normally requires two to four meetings and a lot of deskwork in between.

12
3. Scenario building

By creating these stories you re-perceive reality in a new way,

you create opportunities and you widen your horizon.
We no longer simply endure the future but begin to shape and form it.
Ulrich Golke

Building scenarios is a creative process and normally it should be a group effort: in

the real world too it is true that you cannot write the future on your own. And be-
cause the future will be shaped by different mind-sets, actors and interests, scenar-
io projects bring together different people with different perspectives. Scenarios
deal with uncertainties and the most compelling task in the process of scenario cre-
ation is to identify the really important underlying uncertainties the drivers of
future development and the different pathways they might take. Once a common
frame of reference a future compass has been built, the task is to create the
scenario narratives that illustrate the alternative future spaces with a story. Finally,
the participants explore each of the scenarios, reflecting on their implications for
their actions and strategies today.

Step 1 Approaching the topic and time horizon

A scenario project first needs a clearly defined question and time horizon. And the
first task for the participants is to become acquainted with the underlying question
and time frame of the project. The goal is to have everyone on board and to estab-
lish a common starting point for further exploration.

In many cases, a general frame of reference is already given by the title of the pro-
ject: for example, Managing energy supply in our region in the next two decades
or Worker participation in 2030. In the first workshop, the participants have to fill
this general frame of reference with concrete questions and issues for considera-
tion. What is this project about? In what way will we be affected? Themes that are
very likely to have a significant influence on the participants own lives and which
at the same time are associated with developments
whose outcomes are difficult to assess, are particu-
larly suitable for scenario projects. The more strong-
ly and convincingly the connection or relationship
to ones own living conditions can be demonstrated,
the higher, as a rule, is the motivation to make an
?
active contribution to elaboration of the scenario.
To approach the time horizon of the project
and given the fact that people are often inclined
merely to repeat the official future, with a linear ex-
trapolation of current trends or some other version of
the denial of possible changes in their minds a good
TODAY
exercise to get things going is to reflect on changes in
TODAY + n YEARS the past: for example, if the project concerns a future

13
horizon of 20 years, you can start a conversation about what changes have taken
place over the previous 20 years. To make things more personal, you might also ask
the participants (if it is not a youth project) to bring a photo that shows them 20 years
ago and to discuss in small groups how their personal viewpoints, goals and cir-
cumstances have changed in the meantime.
A useful initial input to the topic of the scenario project is a synopsis of the
interviews conducted before the first workshop and prepared by the core team.
The presentation of core questions and issues should not take more than 2030
minutes. If it was not possible to conduct interviews in advance due to time lim-
itations or for organisational reasons participants associations in relation to the
topic should be ascertained at the beginning of the scenario workshop, for exam-
ple, through card collections (in other words, some sort of brainstorming exercises
between two people or in small groups) that are then clustered accordingly. The
more different the future views you obtain in this way, the better.

Step 2 Identifying major uncertainties (and givens)

A central and the most difficult task in thinking about the future with regard to
the scenario projects topic is the identification of central influencing factors. What
are the most important, and at the same time the most uncertain, factors that will
shape the future of the scenario topic? What will be the main driving forces of de-
velopment? And what influencing factors might we consider as more or less given
for the time horizon envisaged?

For example, market access, economic growth and productivity, as well as ecologi-
cal capacity and income distribution, could be seen as very important factors in the
economic development of a country. If the topic is demographic change, the main
factors to be examined could include life expectancy, the birth rate, migration and
societys appreciation of maturity and life experience. In small groups, participants
collect influencing factors for the future which they judge very, very important as
well as very, very uncertain in their future development.

This is followed (at first in small groups and then in a discussion in the plenary) by
a division of the thus identified factors into two categories:
1. How important is the factor?
2.  Is the direction of development of the factor for the chosen scenario time-
frame already more or less clear or still totally open?

In order to visualise this working step, the following simple schema is suggested. Those
factors that, within the chosen timeframe of the underlying time horizon, are seen as
important and whose direction of development can also be assumed with a reasonable
degree of certainty are defined as GIVENS. Factors that can be put into the top right-
hand corner of the diagram below, on the other hand, are driving forces whose future
direction of development is as yet uncertain. They are called DRIVERS.

IMPORTANT

GIVENS DRIVERS

UNIMPORTANT
CERTAIN UNCERTAIN

14
 In theory, an unlimited number of futures are possible. In practice, the range
is much narrower. This is because the future cannot develop out of anything but
the past. In order to move from the endless range of possibilities to plausible devel-
opment alternatives, a look at the history of the chosen topic or issue is necessary.
How did we get to this point? What were the driving forces and what were the mo-
tivations? And therefore what is more or less already given when looking into the
future space of the scenario question?
Givens are of major significance for the development of stories about the
future because they are important and because the probability that they will ac-
tually occur is great. The most important Givens should appear in all scenarios
developed during a scenario project. Increasing global environmental pollution
and a continuing rise in world population can be seen as Givens for the next
two decades. Meanwhile, changes in a countrys energy mix are realised rather
slowly in the face of the path dependency created by investments made in the
past. Examples of this are the on average ten-year lifespan of a car, the thirty-
to forty-year lifespan of power plants or long-lasting pipelines and distribution
networks. Betty Sue Flowers, who has edited the results of numerous scenario
processes, gave this category of influencing factors the name TINA, being short
for There Is No Alternative. TINAs or Givens, in other words, are what, already
today, we more or less know for certain about the future. Naturally, however, one
aim of scenario projects is to investigate and to question whether factors pre-
sumed to be TINAs really do allow of no plausible alternatives.
More important in this working phase is to identify the most important in-
fluencing factors whose future development is still very uncertain and therefore
extremely hard to judge from todays standpoint. For the topic The Future Energy
Supply in the European Union, for example, we have to deal with major uncertain-
ties with regard to environmental costs resulting from our (present) energy model.
Equally open are the questions of whether energy in 2030 will be cheap or very
expensive and whether, by that time, conflicts over resources in the world will have
come to a head or not. Closely related to this is the uncertainty with regard to what
we can expect from new technologies that are in the pipeline. For the further elab-
oration of the scenarios such Drivers play an essential role. The scenarios created
in the following working phase will become differentiated from one another mainly
because of the different development paths of their underlying Drivers.

Influencing factors High influence (important) Low influence (unimportant)

DRIVERS Differ in each scenario Are not included
Variable (uncertain, open for in further deliberations
the period in question)
GIVENS Defined and fixed for Can be included
Fixed (certain for the period all scenarios in further deliberations
in question)

The goal of this working phase is the formulation of two central Drivers (very im-
portant and very uncertain) on which the scenario development will focus from
this point onwards. The objective, however, is not to find the best notion, but
rather to identify some overarching, encompassing concepts under which all the
important uncertainties raised by participants can be bundled. Limiting the task
to identification of just two Drivers identified as central by the participants is
necessary in order to achieve a limited, manageable number of scenarios (see be-
low). Theoretically, of course, it would be possible to develop a whole multitude
of scenarios, but cognitive psychology has taught us that the human mind cannot
handle more than five or six alternatives at any one time.
Moreover, a short list is prepared at this point of the most important Givens
which we have to take as our vantage point (individual standpoints can also be
documented as interventions and be visualised in the room). As a rule, participants
have very different mental models and therefore this working phase is usually the
most difficult part of a scenario project.

15
Step 3 Naming the alternatives
The aim of the third working phase is to formulate, for the two previously identified
Drivers (or bundles of Drivers), different paths, in other words, possible develop-
ment outcomes for the chosen timeframe. For this, we also use the development
alternatives that we considered in phase two.

Here the task is to consider the different endpoints that the two (important and
uncertain drivers) might achieve in the envisaged future by identifying two op-
posing development results for each factor and writing them down on post-it or
index cards. The price of oil can be high or low. Or formulated more generally, the
availability of energy in the year 2030 can have a very high price or a very low price.
The costs in terms of environmental pollution or degradation can be enormous or
fairly modest. The two endpoints of an axis must describe alternative development
trends which are clearly discernible (for example, more expensive and much
more expensive are trends that are not diverging but that merely represent differ-
ent intensities of the same trend). The aim is also to uncover interrelationships and
to establish a concrete reference to real life.

Naming the alternatives for the two most important

and at the same time most uncertain Drivers

DRIVER 1
? ?

DRIVER 2

? ?

What are the practical consequences if a development goes in this or that direc-
tion? This feedback is necessary again and again, so that the scenario development
does not lose itself in the realm of abstract considerations. Also important in this
context is the question of how this or that development can be dealt with or how
people would react to it. In a scenario project that looked at the actors involved in
media communications the participants formulated the endpoints in the following
way: Will the future of the media belong to a few major players or many small
players? Both options triggered very concrete associations in the participants
lives. Another example: if participants in a scenario project see the social cohe-
sion of a society as a central Driver for its future, two extreme projections (that is,
opposing endpoints for the Driver) could be Someone is looking after me and I
have to do things on my own. In defining the endpoints of the two Drivers a critical
question is: Keeping the time horizon of the scenario project in mind, how far do
we go? That means that the participants have to find a consensus on how far the
future development might go in one or the other direction with regard to the Driver
in question.

Step 4 Calibrating a future compass

(for the time horizon)
Similar to a compass whose North-South and East-West axes enable orientation
in geographical space, the Drivers formulated hitherto and their respective projec-
tions (end points) can be used as a reference system to navigate the future space of
the scenario topic.

16
In order to create such a future compass, the two Drivers are visualised as the axes
of a coordinate system with the respective opposing end points serving as direction
pointers:

e.g. Together

DRIVER 2
e.g. Fear e.g. Trust
DRIVER 1

GIVENS
1. _ _ _ _ TODAY
2. _ _ _ _
n. _ _ _ _ e.g. On my own TODAY + n YEARS

Where the two axes meet is, by definition, the present. If the time horizon for sce-
nario development has been chosen as twenty years, all directions in this diagram
point twenty years into the future. From the diagram we can derive four different
future spaces. It is important that all participants develop a feeling for the dif-
ferences between these four quadrants, an idea about what their main qualitative
characteristics and implications are. To calibrate the quadrants, questions such
as What sort of car, nutritional habits, which familiar song, which working envi-
ronment, what kind of wealth distribution, political party, etc. would best fit? are a
good exercise to establish whether or not there exists a common understanding of
the four quadrants in the group.

Step 5 Creating scenario narratives

(for each quadrant)
The medium of the scenario method is the story: scenarios are stories about pos-
sible futures. The aim of the following working process is to develop a scenario
for each of the quadrants. This involves developing four stories that juxtapose dif-
ferent alternatives (and their different consequences) and therefore make them
comparable.

The functions of a narrative approach are multi-layered: stories serve as individual

and social identity shapers. Stories are a form of communication. Complex and am-
biguous interconnections, interlinked events and circumstances, can be portrayed
through stories in a way that makes it possible to experience them because they
represent concrete imaginings that resonate not only intellectually but also emo-
tionally. Stories can be used to support processes of change, as they can uncover
and call into question existing patterns of perception, enhance awareness of a topic
and increase the motivation for personal participation.
In this work phase the participants are once again divided into small groups.
Each small group develops one scenario for one quadrant. The scenarios developed
are then presented and discussed in the whole group. Are the scenarios plausible
in themselves? Are they new? What is their relevance? Do they incorporate in an
appropriate manner the results obtained so far?

17
 Scenarios should have a logical and consistent structure. Good scenarios
should be distinguished by the fact that they contain both light and shadow, there-
by painting a picture of the future that is differentiated and rich in contrasts. This
is, after all, what the present looks like. A participant once expressed this thought
in a nutshell: I understood that no matter which scenario would actually become
reality, one could do something with the situation.

Sketch a first story :

What is the basic dynamic /

DRIVER 2
logic of the scenario?
Tensions, givens, conflicts,
solutions, relationships (picking
up the results from the previous
DRIVER 1
Storylines
working steps)
Storyline (causality, not chronolo-
gy, keep the eyes on the future)
TODAY Illustrate the development, the
actions and their different impacts
TODAY + n YEARS
with concrete examples
Suitable title

Scenarios have a plot a causal (not chronological!) chain of events that shows
how it is that this future that now characterises the quadrant has come into being.
At the same time, it should be possible to summarise the basic logic or story line
of a scenario in about three sentences. When developing the details, several levels
should be highlighted. The cultural, political, economic and social framework of
this future should be apparent. How does such a future affect various groups within
society? Scenarios also have protagonists, in other words, recognisable, purposeful
actors who influence events and react to developments on various levels (shaping
actors). These may be, for example, individual persons in their day-to-day lives,
NGOs, charismatic political leaders, governments or multilateral organisations.
There is the danger that participants will try to develop the right scenario.
One key value of the scenario method lies exactly in its anticipation of diverging
but equally plausible future courses. All scenarios should be developed with the
same creativity, intensity and energy. If the timeframe allows for it, all participants
should work on at least two to three quadrants/ scenarios. This means that partic-
ipants go through several rounds and small-group compositions, in turn refining
the raw scenarios prepared by their predecessors.
A memorable title should express the basic mood of the scenario in a nutshell.
In one scenario project about the future of genetic engineering, one of the scenar-
ios was characterised by consumers broad acceptance of genetic engineering and
a situation in which genetic modifications were becoming a basic technology for
future economic growth. This scenario was given the title BIOTRUST. Just as in
the case of books and films, a good title aids memorability and communication. If a
scenario is called BURN OUT, ICARUS or LAME DUCK, everyone immediately
has an inkling of its content.

Step 6 Reflecting on the outcomes

In the last phase, the participants reflect on the plausibility, relevance and implica-
tions of the scenarios developed. They play with various forms of communicating the
scenarios to others. And they draw their conclusions on how to prepare for, or even
influence, the different alternatives identified in the scenario-building process.

18
Are the scenarios in other words, their causal event chains and shaping actors
really plausible? In other words, can one imagine something like that really hap-
pening? Or, in the case of participants working with narrative elements, do their
analogies and pictures succeed in showing the connections elaborated during the
scenario-building process? Are the scenarios novel and demanding? Can one easily
narrate them to other people and are they likely to inspire continuing thought on
the chosen topic? Apart from all those points, however, the main objective of the
reflection phase is on an individual basis and for the group as a whole to make
a normative judgement and to draw from these fictional scenarios conclusions that
are of practical relevance to present demands and real life action.

Example: Worker Participation 2030 Four scenarios

The grid
Life goes on...

Al(l)one

Lost cake

More information about the scenarios Worker Participation 2030 Four scenarios can be found on the website:
http://2030.worker-participation.eu

Basic characteristics of good scenarios

The really important part in getting to a good story

is the switch from chronology to causality.
Ulrich Golke

A good scenario is:

Novel: The future is not just an extension of the present; it will contain elements of surprise.
Multifaceted: The present is neither one-dimensional nor black and white, so why should one
impose such limitations on the future? Every scenario developed in one process should be equally
complex, likely and ambiguous.
Believable: A scenario should be surprising and unexpected, but it has to be consistent in itself
and logical, showing relationships of interdependency, cause and effect or self-reinforcing back-
ward loops (for example, vicious or virtuous circles).
Comprehensive: It should combine trends and developments on several levels and on various
issues, as individuals, communities, business and government can all affect and are all affected
by social, political, economic and cultural trends and developments.
Never right or wrong: A scenario, by definition, analyses that which has not yet happened:
we are projecting, speculating, guessing. So there is no single correct scenario, only potential
alternatives, which should be expressed in a logical and consistent manner.

Of course, these characteristics are deeply subjective and always in the eye of the beholder!

19
4. From scenarios to strategy

Each of us has a choice to make about how we look at the future.

Will we be most effective by trying to adapt to what is happening in the world around us?
Or by choosing to participate in shaping the future?
Adam Kahane

Scenarios offer different ways of approaching the future. One central aim of sce-
narios is to encourage people to join in discussions about what may happen in the
future, the implications of the way things may come to be, and strategies for today
to contribute to positive developments.

Explore
The first step is to explore the four futures for your concrete context. What are
your personal feelings when you listen to the different stories? Which of the scenar-
ios would you consider positive developments, which ones negative?
Try to find evidence for the scenarios, for example, events, trends, stories
or personal anecdotes, which point to developments in the direction of scenario
1, 2, 3 or 4. Look for examples of all four scenarios. Which, in your opinion, is the
scenario most likely to happen and why? Do others share your view?
You may also work with a matrix to explore the scenarios with regard to dif-
ferent layers and aspects. Of course, the topics compared can be adapted to the
specific interests of the group.

Scenario 1 Scenario 2 Scenario 3 Scenario 4

Society
Economic
development
Environment
Technology
Politics
Values
Conflicts
Chances
Risks

Think further
Of course, the scenarios can also be developed further, for example, to explore the
consequences of a decision which has to be taken in the rather near future. What
would be the implications of a certain decision or action for a company or organ-
isation, your occupational sector or your business model in each of the different
scenarios? Where do you see important leverages in each of the scenarios?

20
Build strategies
Scenarios are not intended to provide immediate advice for action. However, they
are extremely useful as a starting point for thinking about and discussing possible
strategies in order to be prepared for different futures, both as an individual and
as an organisation:
1.  Develop a strategic plan for your organisation: How can you prepare
proactively for the implications of the different scenarios? How would you
(re)act in the scenarios? How could you contribute to positive developments?
How does your organisation have to change today to be well prepared? Try to
prioritise the measures.
2.  Develop a success scenario: Starting from today, develop an ambitious
but achievable positive future for your organisation (or your country) for the
time horizon in question.
Step 1: What would you consider a positive development for the timeframe
of the scenarios? Identify several criteria for measuring success.
Step 2: Identify the leverage points for achieving these goals. What are the
key measures needed and which actors need to be involved in what way?
Step 3: What obstacles have to be overcome on your way (for example,
resources, time, power, conflicting interests)? Are your aspirations and
measures robust given the fact that they might evolve in different possi-
ble futures (the different scenarios elaborated before)?
Step 4: Write a short story, a road map, depicting your success scenar-
io (beginning from today), explaining what and why this development
happened.
Step 5: Identify and prioritise measures for today.

Guiding questions for working with scenarios

What if?
For each scenario:
What does this story mean for you / your organization / your sector?
What would be the impacts if your environment were to behave / change in this way?
Risks and dangers? Opportunities and chances?
How might you / your organization contribute to the outcomes of this scenario?
What could you do?
For each scenario:
What could you do? - Possible actions and strategies
How would these options fit into the different scenarios?
What would be the best strategy for you / your organization to succeed in this scenario?
Being prepared for an uncertain future
Are your current strategies prepared for the different futures envisioned in the scenarios?
What is your preferred scenario? Why?
What could you / your organization do to support your preferred scenario?

21
Resume

The best scenarios arent necessarily the ones that come true;
theyre the ones that subvert expectations, providing deep insights
into the changes happening all around us. The better the scenarios are,
the more they penetrate to the deepest possible understanding of the present.
Nancy Ramsey

The scenario method allows for an open, yet structured, learning process, which
strengthens sensitivities in relation to possible future developments and changes.
The scenario approach supplies the tools to systematically identify alternatives for
the future and to analyse the preconditions for, and consequences of, these alterna-
tives, as well as the possibilities of shaping and influencing them.
The participants, depending on their needs and abilities, take a look into
the future and have the opportunity to express their interpretations of reality,
their expectations and their uncertainties. This form of learning takes place in a
light-hearted format it is not a forum for discussing rocket science! Building
scenarios improves social and communicative exchange and creativity. Generally
speaking, participants in this learning process develop a high degree of motiva-
tion. They are the actors, the authors of the final outcomes. Scenario projects allow
participants to offer their viewpoints in a constructive way, geared to a common
understanding of the issues at stake.
Scenarios sensitise people to the broader context and encourage thinking in
terms of alternatives. Even though they refer to the future, their significance lies in
how they influence the perceptions and actions of the people who developed them
or are anticipating them. What is more, as Stuart Brand once put it, Thinking in
long time horizons inevitably leads to taking responsibility. Scenario projects en-
courage the realisation that the future is, in principle, shapable.
Thus, a set of elaborated scenarios serves as an orientation framework and
common ground for strategic conversations. Experience shows that dealing with
diverging futures frees up energy and interest. Can this really happen? What has
to be done to ensure that scenario C or D does not become reality? Alongside the
influencing factors that have to be seen as givens, the open factors also make visible
those aspects that can be shaped through individual decisions or through decisions
on the level of society as a whole.
Scenarios are not prognoses of what will happen in the future. However, by
strengthening our ability to anticipate different futures and to exchange our opin-
ions on them we become better prepared to perceive changes and to deal with
them proactively. After all, Louis Pasteur already knew that luck favours the pre-
pared mind.

23
Literature

Brand S. (1999) The clock of the long now: time and responsibility, New York, Basic Books.
Davis G. (2003) Scenarios: an explorers guide, The Hague, Shell Global.
http://www.shell.com/global/future-energy/scenarios/explorers-guide.html
de Geus Arie P. (1988) Planning as learning, Harvard Business Review, March-April, 70-74.
GBN (Global Business Network) (1992) The Mont Fleur scenarios: what will South Africa be like in
the year 2002?, Deeper News, 7 (1), 1-22.
Golke U. (2001) On the edge of abundance: making sense of whats to come, Mnchen, Blue-Way.
Golke U. (2001) Making use of the future: scenario creation as a new framework for mediation
of regional autonomy conflicts, CAP Working Paper, Mnchen, Centrum fr angewandte
Politikforschung.
Ingvar D. H. (1985) Memory of the future: an essay on the temporal organization of conscious
awareness, Human Neurobiology, 4 (3), 127-136.
Meinert S. (2004) Denken in Alternativen: Scenario-Workshops als didaktischer Ansatz in der
Politischen Bildung, in Gust M. and Seebacher U. G. (eds.) Innovative Workshop-Konzepte:
Erfolgsrezepte fr Unternehmer, Manager und Trainer, Grnwald, USP Publishing, 239-255.
Meinert S. (2009) Globalisierung lernen: Scenario Building als Instrument der politischen Bildung,
in Overwien B. and Rathenow H.-F. (eds.) Globalisierung fordert politische Bildung:
Politisches Lernen im globalen Kontext, Leverkusen, Verlag Barbara Budrich, 202-219.
Schwartz P. (1996) The art of the long view: planning for the future in an uncertain world, 2nd ed.,
New York, Doubleday.
Stollt M. and Meinert S. (eds.) (2010) Worker participation 2030: four scenarios, Brussels, ETUI.
van der Heijden K. et al. (2002) Sixth sense: accelerating organizational learning with scenarios,
New York, Wiley.
Wack P. (1985a) Scenarios: uncharted waters ahead, Harvard Business Review, September-October,
73-89.
Wack P. (1985b) Scenarios: shooting the rapids, Harvard Business Review, November-December,
139-150.
WBCSD (1997) Exploring sustainable development: WBCSD global scenarios 2000-2050, Geneva,
World Business Council for Sustainable Development.
All web pages links were checked on 25/02/2014.

24
Appendices

Time schedule for a scenario project

(example)
The duration of the different phases of the scenario project can be shaped flexibly,
depending on the time and resources available. The whole project should have a
time span of at least three months and should not last longer than 15 months.

First meeting(s) of the core team

(Clarifying the aims of the project, planning and scheduling the process, prepara-
tion of trigger questions for the interviews, organisation of the first workshop)

Collecting voices
(Conducting interviews, identification of, and acceptance by, workshop partic-
ipants, interview analyses and identification of core questions and diverging
perceptions)

First scenario workshop

(Programme example see below)

Meeting of the core team

(Reflection and bundling of the results of the first workshop and preparation of the
second workshop)

Second scenario workshop

(Programme example, see below)

Editing of the scenarios

(Elaboration of the final narratives of the scenarios)

Publishing and working with the scenarios

(Organisation of meetings/presentations for various groups of stakeholders, various
ways of distributing stories, for example, through articles in journals and newspa-
pers, disseminating them on the internet, etc., conducting anticipation workshops
for different target groups)

25
First scenario-workshop
(programme example)
Programme
1st day
18.30 20.00 Welcome & Introduction (aims of the project)
Getting to know the group
Short self-introductions and description of expectations by participants
Some remarks on Scenario Building WHY and HOW?
Synopsis of the interviews (alternative: gathering different perceptions in
the room)
20.00 Dinner
Informal exchange
2nd day
8.00 9.00 Breakfast
9.00 13.00 Short discussion about GIVENS for the two decades ahead in plenary
Identification of two KEY UNCERTAINTIES (DRIVERS) in small groups
Presentation and discussion of the results in plenary
Goal: Consensus about the two most important Uncertainties (DRIVERS)
[Coffee breaks as needed]
13.00 14.00 Lunch
14.30 16.00 Naming the ALTERNATIVES of the two Drivers (possible divergent
outcomes for the time horizon) in small groups
Presentation and discussion of the results in plenary and arranging the
two Drivers as two axes of a cross with described end points
Goal: Creating a common FRAME OF REFERENCE with four different
future spaces (Calibrating the Future Compass)
16.00 16.30 Coffee break
16.30 18.00 Development of first basic STORYLINES for each quadrant in small
groups (Basic plot, conflicts and tensions, working title for the scenario, etc.)
19.00 Dinner
Informal exchange
3rd day
8.00 9.00 Breakfast
9.00 13.00 Presentation and discussion of the story lines in plenary
Refining the raw scenarios in reassembled small groups (Implementation
of plenary feedback; Causality!)
[Coffee breaks individually as needed]
13.00 14.00 Lunch
14.00 15.00 Searching for title, images, metaphors, sounds & features for each
scenario in small groups
15.00 15.45 Presentation of the results in plenary
15.45 16.00 Short coffee break
16.00 16.45 Final plenary gathering
Where do we stand with the results of this workshop?
Homework and next steps
16.45 End of the workshop

26
Second scenario-workshop
(programme example)
Programme
1st day
17.30 20.00 Welcome & Introduction (aims & tasks of the workshop)
Impulse: the four future spaces elaborated at the 1st workshop
Reflection and Discussion
20.00 Dinner
Informal exchange
2nd day
8.00 9.00 Breakfast
9.00 11.00 Refining the STORYLINES of the 1st workshop in reassembled small
working groups (i.e. scenario writing: elaborating of causal loops
and behaviour over time graphs, title, message and mission of the
scenarios)
11.00 11.15 Coffee break
11.15 13.00 Presentation and discussion of the results in plenary
13.00 14.30 Lunch
14.30 16.30 Identifying IMPLICATIONS on various levels and contexts in small
groups (consequences, restrictions and options of each scenario)
16.30 17.00 Coffee break
17.00 19.00 Gathering in the plenary (state of progress and feedback)
Cont. story development in small groups
20.00 Dinner
Informal exchange
3rd day
8.00 9.00 Breakfast
9.00 12.30 Presentation of and feedback on the scenarios in plenary
Discussion: Do the scenarios cover the basic alternatives of the
issue? Whats left?
12.30 13.30 Lunch
13.30 15.00 Weak signals and evidence for the various scenarios in small groups
15.00 15.45 Presentation of the results in plenary
15.45 16.00 Short coffee break
16.00 16.45 Final plenary gathering
Where do we stand with the results of this workshop? Next steps
16.45 End of the workshop

27
Graphic design: Coast
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D/2014/10.574/10

The ETUI is financially supported by the European Union.

The European Union is not responsible for any use made of
the information contained in this publication.
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