Scenario Research

We deliver scenario planning based on research. The research we’ve done has changed the field and we deliver results.

Our focus is the practice of scenarios and making them as effective as possible. Our approach is based on evidence, experience and research. If you would like to know more about the evidence we have built for what we do, we provide the research we have completed (conducted with many of our client organizations) in these articles:

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Response to Spaniol and Rowland – “Defining Scenario”

Thomas J. Chermack

The effects of scenario planning on perceptions of organizational agility

Thomas J. Chermack, Kevin Lindsey, Christina Grant, & VA Barber

The effects of scenario planning on perceptions of emotional intelligence

Thomas J. Chermack, Isatha Fofonah, Shon Balthaser, Laura M. Coons, Jane Harmon, Brooke Wichmann, & Josh Nathan

An analysis and categorization of scenario planning scholarship from 1995-2016

Thomas J. Chermack

The effects of scenario planning on participant reports of resilience

Thomas J. Chermack, Laura M. Coons, Gregory O’barr, & Shiva Khatami

The effects of scenario planning on participant decision-making style – a quasi-experimental study of four companies

Ralph Bodin, Thomas J. Chermack, & Laura M. Coons

The effects of scenario planning on participant perceptions of grief in organisational change

Michele Marquitz, Sarah Badding, & Thomas J. Chermack

Integrating scenario planning and design thinking – learnings from the 2014 Oxford Futures Forum

Thomas J. Chermack & Laura M. Coons

Introduction to the special issue in futures on design and scenarios

Futures Editorial

Scenario planning – Pierre Wack’s hidden messages

Thomas J.Chermack & Laura M. Coons

The effects of scenario planning on participant perceptions of creative organizational climate

Thomas J. Chermack, Laura M. Coons, Kim Nimon, Peggy Bradley, & Margaret B. Glick

Drivers and outcomes of scenario planning – a canonical correlation analysis

Thomas J. Chermack & Kim Nimon

Success and failure using scenario planning to enhance organisational longevity

Felix Weitzman & Thomas J. Chermack

Effects of scenario planning on participant mental models

Margaret B. Glick, Thomas J. Chermack, Henry Luckel, & Brian Q. Gauck

Exploring the arts of crafting and delivering scenarios

Thomas J. Chermack & Laura Coons

The effects of scenario planning on participant perceptions of learning organization characteristics

Melissa Haeffner, Deanna Leone, Laura Coons, & Thomas Chermack

The effects of scenario planning on perceptions of conversation quality and engagement

Abigail J. Veliquette, Laura M. Coons, Stephanie L. Mace, Tabitha Coates, Thomas J. Chermack, & Ji Hoon Song

Organizational ambidexterity – integrating deliberate and emergent strategy with scenario planning

Wendy Bodwell & Thomas J. Chermack

Two strategies for leveraging teams toward organizational effectiveness – scenario planning and organizational ambidexterity

Thomas J. Chermack, Wendy Bodwell, & Maggie Glick

Human extinction scenario frameworks

Tobin Lopes, Thomas J. Chermack, Deb Demers, Madhavi Kari, Bernadette Kasshanna, & Tiffani Payne

Perceptions of the relationship between scenario planning and firm performance – a qualitative study

Maarten P. Visser & Thomas J. Chermack

Learning with scenarios – summary and critical issues

George Burt & Thomas J. Chermack

Scenario planning – human resource development’s strategic learning tool

Thomas J. Chermack & Richard A. Swanson

Using scenarios to develop crisis managers – applications of scenario planning and scenario-based training

Jason B. Moats, Thomas J. Chermack, & Larry M. Dooley

The effects of scenario planning on participant decision-making style

Thomas J. Chermack & Kim Nimon

Changing organizational culture with scenario planning

Russell F. Kortea & Thomas J. Chermack

Strategic conversation quality and engagement – assessment of a new measure

Louis van der Merwe, Thomas J. Chermack, Jonna Kulikowich, & Baiyin Yang

The use and misuse of SWOT analysis and implications for HRD professionals

Thomas J. Chermack & Bernadette K. Kasshanna

Assessing the quality of scenarios in scenario planning

Thomas J. Chermack

Exploring the relationship between scenario planning and perceptions of strategic conversation quality

Thomas J. Chermack, Louis van der Merwe, Susan A. Lynham

Process level scenario planning

Thomas J. Chermack & Tiffani D. Payne

Exploring the relationship between scenario planning and perception of learning organization characteristics

Thomas J. Chermack, Susan A. Lynham, & Louis van der Merwe

Disciplined imagination – building scenarios and building theories

Thomas J. Chermack

Scenario planning as a development and change intervention

Thomas J. Chermack & John S. Watson

Conceptualising an integrated planning system

Thomas J. Chermack

Studying scenario planning – Theory, research suggestions, and hypotheses

Thomas J. Chermack

A theoretical model of scenario planning

Thomas J. Chermack

The role of system theory in scenario planning

Thomas J. Chermack

Improve decision-making with scenario planning

Thomas J. Chermack

Scenario planning in critical science

Thomas J. Chermack & Susan A. Lynham

A methodology for assessing performance-based scenario planning

Thomas J. Chermack

The role of constructivist learning in scenario planning

T.J. Chermack & L. van der Merwe

The role of scenarios in altering mental models

Thomas J. Chermack

The mandate for theory in scenario planning

Thomas J. Chermack

Definitions and outcome variables of scenario planning

Thomas J. Chermack & Susan A. Lynham

A review of scenario planning

Thomas J. Chermack, Susan A. Lynham, & Wendy E. A. Ruona