Graham Galer reviews 'scenarios' of different futures for the governance and socio-economic development of South Africa, as seen pre-1994. As a former scenario planner in industry, Galer describes how scenario thinking, developed primarily for use in strategic management, might have helped to build consensus in circumstances of social and political conflict in South Africa. He considers whether this work made a useful contribution to the enormous changes that took place, and asks in what circumstances a similar methodology could profitably be employed in other situations of conflict.
Development (2004) 47, 26-34. doi:10.1057/palgrave.development.1100092 |
