Scenario projects in Japanese government: Strategic approaches for overcoming psychological and institutional barriers

Kharrazi A & Kakuwa M (2017). Scenario projects in Japanese government: Strategic approaches for overcoming psychological and institutional barriers. Futures 86: 18-26. DOI:10.1016/j.futures.2016.08.003.

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Abstract

Scenario planning in the public sector has significant differences from scenario planning in the corporate world. Scenario planning in the government not only tends to be focused on issue of higher complexity and significance to public policy, but also in comparison to people in the private business, public officials have fundamental psychological and institutional constraints in their scenario thinking. These constraints make it difficult for them to contemplate multiple ‘untidy’ futures and imagine the possibility of policy failure: skills which are essential for successful scenario projects. Based on specific characteristics of scenario planning in the Japanese government, this paper contributes on better understanding the challenges and strategic solutions in providing more successful scenario planning in the public sector. Specifically, this paper argues that possible solutions in overcoming these constraints may be to shake public bureaucrats out of their thinking by providing free and open venues of conversation and more importantly through ‘derailment’ exercises.

Item Type: Article
Uncontrolled Keywords: scenario planning; public sector; psychological barriers; institutional barriers; derailment
Research Programs: Advanced Systems Analysis (ASA)
Depositing User: Luke Kirwan
Date Deposited: 04 Aug 2016 06:42
Last Modified: 28 Jun 2017 09:56
URI: http://pure.iiasa.ac.at/13564

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