Full text not available from this repository.

Abstract

In crisis management, scenario planning is a necessity in our volatile, uncertain, complex, and ambiguous world. Strategic planners need to be able to imagine future environments even in the most uncertain conditions. The scale of potential scenarios and associated management suggests that those involved will require innovative planning techniques. To support innovation in strategic planning, we have combined the research on creativity, divergent thinking, and creative constraints to design a method called “Stretch‐Thinking Loops.” This technique uses iterative thinking approaches that identify broad scenarios, the likely consequences, and the potential constraints, and then uses this information to identify new opportunities and innovations to support scenario planning. We report on the development of this technique in the context of crisis management and its application in a collaborative project with an Australian State Government that explored a series of post‐COVID‐19 recovery scenarios for a 12‐month time horizon. The proposed Stretch‐Thinking Loops are not just limited to crisis management but offer all organizations a structured method to enhance their capability to engage in divergent‐thinking for future scenario planning.

Item Type:	Article
Authors/Creators:	Brooks, B and Curnin, S
Keywords:	stretch-thinking, creativity, scenario planning, COVID-19, disaster, crisis management
Journal or Publication Title:	Risks, Hazards & Crisis in Public Policy
Publisher:	Wiley-Blackwell Publishing Ltd.
ISSN:	1944-4079
DOI / ID Number:	10.1002/rhc3.12205
Copyright Information:	Copyright 2020 Policy Studies Organization
Related URLs:	UTAS Profile: Brooks, B Google Scholar: Curnin, S UTAS Profile: Curnin, S
Item Statistics:	View statistics for this item

Actions (login required)

Item Control Page