High Ambitions and Scarce Resources in Public Interest Organizations
Diane Scearce and Katherine Fulton
Abstract
Diane Scearce and Katherine Fulton ask how can scenario thinking - a process and suite of tools originally designed for large resource-rich organizations - best be adapted for small resource-constrained organizations working for the public interest? In early 2001, a small team at Global Business Network (GBN) began a journey to answer this question. Scearce and Fulton share the highlights of what they learned. They layout the key barriers they encountered in applying the scenario methodology as it is used in the private sector to the civil society context. They share what they have learnt in adapting their tools in the process.
Development (2004) 47, 73-77. doi:10.1057/palgrave.development.1100085
Keywords
global business network; scenario toolkit; strategic thinking; civil society
