Steven A. Rosell briefly reviews some of the lessons learned in over a decade of work with leaders from government, business and civil society in Canada, the United States and elsewhere. He examines how scenario planning has become an important tool for leading and governing in today's new governance context, and the need to make room for real dialogue at the front end of our most important decision-making processes.
Development (2004) 47, 43-49. doi:10.1057/palgrave.development.1100094 |
