Scenario building
Scenario building is the practice of "prediction in the absence of data." Although IR is a field that is rich in theory, a certain amount of applied work is also performed by its scholars. Scenario building is an exercise that is most often used in military applications (e.g. war games) but has proven to be valuable as a planning tool for multinational businesses and other international organizations as well. This practice also makes appearances in forms such as media projects like the BBC's "2015: Where Will We Be?" exploration of global development issues.
The fundamental purpose of scenario building is to aid in the allocation of scarce resources in the present in order to prepare for future possibilities; What issues can be ignored, what must be addressed, and what might arise that is currently not being planning for?
The art of scenario building begins with certain simple base assumptions, followed by the selection and justification of a limited number of independent variables. A continuum of values for each variable is then posited, and any interrelationships between variables must be considered. From the possible values and interactions between these independent variables, distinct scenarios or "worlds" are developed. In a simple model, two dichotomous variables are used to produce four separate worlds.
Several methodological approaches can be taken during a scenario building exercise, including exploratory forecasts based on current trends or instead the specification of a normatively preferred end in order to develop strategies to bring it about. Data and variables might included known general patterns of behavior or the extrapolation from current trends via statistics. An overriding problem or "prime mover" may be introduced whereby all strategies are colored by the organization’s biggest problem or by one central independent variable that affects all others. Conversely and more creatively, the "writing of fictions" produces alternate and distinct futures as typologies (Wilsonian, Hobbesian, etc. or often a Nirvana, Armageddon, and Status Quo world).
The worlds produced by a scenario building exercise must all be realistic possibilities and plausible based on stated conditions, assumptions, and variable interactions. Because of the abstracted nature of scenario building, a rigorous methodology is vitally important to ensure this result. An analyst must be able to show how a certain end is achieved, and even a result that might initially appear incredible and fantastic (such as the collapse of the USSR) ought to be explainable step-by-step to show its true possibility.
Not all are comfortable with this type of work; it requires tolerance of and even comfort with ambiguity. In spite of this obstacle, scenario building has valuable functional and practical uses to test alternative policies, assess risk, provide a common point of departure for planning, and spotlight issues or opportunities that may have been overlooked. The scenario building process in and of itself can be appreciated as a learning experience and heuristic tool.
For more information on scenario building, see Peter Schwartz's The Art of the Long View or Richard Falk's A Study of Future Worlds.
The fundamental purpose of scenario building is to aid in the allocation of scarce resources in the present in order to prepare for future possibilities; What issues can be ignored, what must be addressed, and what might arise that is currently not being planning for?
The art of scenario building begins with certain simple base assumptions, followed by the selection and justification of a limited number of independent variables. A continuum of values for each variable is then posited, and any interrelationships between variables must be considered. From the possible values and interactions between these independent variables, distinct scenarios or "worlds" are developed. In a simple model, two dichotomous variables are used to produce four separate worlds.
Several methodological approaches can be taken during a scenario building exercise, including exploratory forecasts based on current trends or instead the specification of a normatively preferred end in order to develop strategies to bring it about. Data and variables might included known general patterns of behavior or the extrapolation from current trends via statistics. An overriding problem or "prime mover" may be introduced whereby all strategies are colored by the organization’s biggest problem or by one central independent variable that affects all others. Conversely and more creatively, the "writing of fictions" produces alternate and distinct futures as typologies (Wilsonian, Hobbesian, etc. or often a Nirvana, Armageddon, and Status Quo world).
The worlds produced by a scenario building exercise must all be realistic possibilities and plausible based on stated conditions, assumptions, and variable interactions. Because of the abstracted nature of scenario building, a rigorous methodology is vitally important to ensure this result. An analyst must be able to show how a certain end is achieved, and even a result that might initially appear incredible and fantastic (such as the collapse of the USSR) ought to be explainable step-by-step to show its true possibility.
Not all are comfortable with this type of work; it requires tolerance of and even comfort with ambiguity. In spite of this obstacle, scenario building has valuable functional and practical uses to test alternative policies, assess risk, provide a common point of departure for planning, and spotlight issues or opportunities that may have been overlooked. The scenario building process in and of itself can be appreciated as a learning experience and heuristic tool.
For more information on scenario building, see Peter Schwartz's The Art of the Long View or Richard Falk's A Study of Future Worlds.