Difference between revisions of "LIACS ICT in Business 2005"

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==Block 2 Introduction to Systems Thinking==
==Block 2 Introduction to Systems Thinking==
Systemic thinking, developed to explain ecosystems in 1950s, is an essential part of the scenario thinkers knapsack. This block introduces systems thinking, the underlying concepts of business simulation and the practice of creating systems models of the scenario space.  Several stories are used to demonstrate the awareness of systems thinking and how they can be used in the construction of scenarios.  The policy failure of Ronald Reagan’s “War on Drugs” during the 1980s is modelled using systems thinking.  During the workshop session the participants will develop systems models for their scenario focal issue.
Systemic thinking, developed to explain ecosystems in 1950s, is an essential part of the scenario thinkers knapsack. This block introduces systems thinking, the underlying concepts of business simulation and the practice of creating systems models of the scenario space.  Several stories are used to demonstrate the awareness of systems thinking and how they can be used in the construction of scenarios.  The policy failure of Ronald Reagan’s “War on Drugs” during the 1980s is modelled using systems thinking.  During the workshop session the participants will develop systems models for their scenario focal issue.




Session 3 (Content)
Session 3 (Content)
 
Introduction to business simulation
 
Introduction systems thinking
·       Introduction to business simulation
Causal Modelling of complex situations
 
Systems case:
 
Ronald Reagan’s War on Drugs
·       Introduction systems thinking
 
 
·       Causal Modelling of complex situations
 
 
·       Systems case:
 
 
·       Ronald Reagan’s War on Drugs




Session 4 (Workshop)
Session 4 (Workshop)
Systems and Assumptions
Building systemic diagrams


==Block 3 Building the final scenarios and tie in to organizational strategy==


·       Systems and Assumptions
This block explores the tie from scenarios to strategy.  Scenarios are a communication processes and work within an organisation the scenario stories must capture the imagination of the people in the organisation.  This block develops the scenarios from systems diagrams to stories, exploring what narrative structures and modes of representation work and fail. The different modes of developing strategy from scenarios and their successes and failures are critically evaluated.
 
 
·       Building systemic diagrams
 
 
 
 
 
 
 
 
Block 3
 
 
Building the final scenarios and tie in to organizational strategy
 
 
This block explores the tie from scenarios to strategy.  Scenarios are a communication processes and work within an organisation the scenario stories must capture the imagination of the people in the organisation.  This block develops the scenarios from systems diagrams to stories, exploring what narrative structures and modes of representation work and fail.
 
 
 
 
 
Secondly, with invited participation from industry, strategic processes that result from scenario thinking are explored.  The different modes of developing strategy from scenarios and their successes and failures are critically evaluated.




Session 5 (Content & Workshop)
Session 5 (Content & Workshop)
Content:
Content:
 
Narrative Structures
 
Storytelling as a method of changing the organisational language
·       Narrative Structures
 
 
·       Storytelling as a method of changing the organisational language




Workshop
Workshop
 
Deepening the scenario stories
 
Finalising the scenarios
·       Deepening the scenario stories
 
 
·       Finalising the scenarios
 
 
 
 


Session 6 (Content  & Presentation)
Session 6 (Content  & Presentation)


Scenarios to strategy
Scenarios to strategy
 
Scenario and strategy mapping the organisational context
 
Scenario Process Comparisons
·       Scenario and strategy mapping the organisational context
Real options theory and the scenario approach
 
Learning from Scenarios
 
·       Scenario Process Comparisons
 
 
·       Real options theory and the scenario approach
 
 
·       Learning from Scenarios
 
 
Case Vodafone Scenarios
Case Vodafone Scenarios
 
European ICT  scenario thinking case
 
·      European ICT  scenario thinking case




 
 

Revision as of 14:09, 11 March 2005

Class Process

Block 1 Introduction to Scenario Thinking

In this block the course participants are introduced to the historical background and theory of scenario thinking.  Different scenario methodologies are introduced.  In the workshop part of the process a practical strategic dilemma (from a participant’s organisation) is chosen and preliminary scenarios are developed.  Representatives from industry are invited to show how scenarios have been used to transform (or not) strategic thinking in their organisations.


Session 1 (Content) ·       Introduction ·       Strategies for Dealing with Complexity ·       Scenario Thinking A creative process A multidisciplinary process An exploratory process A process with results An ongoing process ·       Scenario thinking in practice


Session 2 (Workshop) ·       Defining the Focal Issue ·       Finding Driving Forces ·       Deciding on Uncertainty/ Pre-determinants ·       Building First generation Scenarios


Block 2 Introduction to Systems Thinking

Systemic thinking, developed to explain ecosystems in 1950s, is an essential part of the scenario thinkers knapsack. This block introduces systems thinking, the underlying concepts of business simulation and the practice of creating systems models of the scenario space.  Several stories are used to demonstrate the awareness of systems thinking and how they can be used in the construction of scenarios.  The policy failure of Ronald Reagan’s “War on Drugs” during the 1980s is modelled using systems thinking.  During the workshop session the participants will develop systems models for their scenario focal issue.


Session 3 (Content) Introduction to business simulation Introduction systems thinking Causal Modelling of complex situations Systems case: Ronald Reagan’s War on Drugs


Session 4 (Workshop) Systems and Assumptions Building systemic diagrams

Block 3 Building the final scenarios and tie in to organizational strategy

This block explores the tie from scenarios to strategy.  Scenarios are a communication processes and work within an organisation the scenario stories must capture the imagination of the people in the organisation.  This block develops the scenarios from systems diagrams to stories, exploring what narrative structures and modes of representation work and fail. The different modes of developing strategy from scenarios and their successes and failures are critically evaluated.


Session 5 (Content & Workshop) Content: Narrative Structures Storytelling as a method of changing the organisational language


Workshop Deepening the scenario stories Finalising the scenarios

Session 6 (Content  & Presentation)

Scenarios to strategy Scenario and strategy mapping the organisational context Scenario Process Comparisons Real options theory and the scenario approach Learning from Scenarios Case Vodafone Scenarios European ICT  scenario thinking case