Advances in the science and observation of climate change are providing a clearer understanding of the inherent variability of Earth's climate system and its likely response to human and natural influences. The implications of climate change for the environment and society will depend not only on the response of the Earth system to changes in radiative forcings, but also on how humankind responds through changes in technology, economies, lifestyle and policy. Extensive uncertainties exist in future forcings of and responses to climate change, necessitating the use of scenarios of the future to explore the potential consequences of different response options. To date, such scenarios have not adequately examined crucial possibilities, such as climate change mitigation and adaptation, and have relied on research processes that slowed the exchange of information among physical, biological and social scientists. Here we describe a new process for creating plausible scenarios to investigate some of the most challenging and important questions about climate change confronting the global community.

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The next generation of scenarios for climate change research and assessment

Following the 2016 U.S. presidential election, many have expressed concern about the effects of false stories (“fake news”), circulated largely through social media. We discuss the economics of fake news and present new data on its consumption prior to the election. Drawing on web browsing data, archives of fact-checking websites, and results from a new online survey, we find: (i) social media was an important but not dominant source of election news, with 14 percent of Americans calling social media their “most important” source; (ii) of the known false news stories that appeared in the three months before the election, those favoring Trump were shared a total of 30 million times on Facebook, while those favoring Clinton were shared 8 million times; (iii) the average American adult saw on the order of one or perhaps several fake news stories in the months around the election, with just over half of those who recalled seeing them believing them; and (iv) people are much more likely to believe stories that favor their preferred candidate, especially if they have ideologically segregated social media networks.

/pdf/social-media-and-fake-news-in-the-2016-election-1m4ttkb5mo.pdf

Social Media and Fake News in the 2016 Election

A review is presented of the book “Heuristics and Biases: The Psychology of Intuitive Judgment,” edited by Thomas Gilovich, Dale Griffin, and Daniel Kahneman.

Heuristics and Biases: The Psychology of Intuitive Judgment

https://spectrum.library.concordia.ca/976864/1/OkoliPawlowski2004DelphiPostprint.pdf

The Delphi method as a research tool: an example, design considerations and applications

Perhaps the simplest and the most basic qualitative law of probability is the conjunction rule: The probability of a conjunction, P (A&B) cannot exceed the probabilities of its constituents, P (A) and P (B), because the extension (or the possibility set) of the conjunction is included in the extension of its constituents. Judgments under uncertainty, however, are often mediated by intuitive heuristics that are not bound by the conjunction rule. A conjunction can be more representative than one of its constituents, and instances of a specific category can be easier to imagine or to retrieve than instances of a more inclusive category. The representativeness and availability heuristics therefore can make a conjunction appear more probable than one of its constituents. This phenomenon is demonstrated in a variety of contexts including estimation of word frequency, personality judgment, medical prognosis, decision under risk, suspicion of criminal acts, and political forecasting. Systematic violations of the conjunction rule are observed in judgments of lay people and of experts in both between-subjects and within-subjects comparisons. Alternative interpretations of the conjunction fallacy are discussed and attempts to combat it are explored.

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Extensional versus intuitive reasoning: The conjunction fallacy in probability judgment.

This book helps managers move beyond the idea that the future of business will resemble the past and allows them to use scenarios to imagine multiple perspectives. The concepts of organizational realities, experience, and beliefs are explored to encourage and embrace change in business organizations for a successful future.

The Sixth Sense: Accelerating Organizational Learning with Scenarios

https://isiarticles.com/bundles/Article/pre/pdf/1040.pdf

The Delphi technique: Past, present, and future prospects — Introduction to the special issue☆

This article evaluates the nine empirical studies that have been conducted on expert versus lay judgments of risk. Contrary to received wisdom, this study finds that there is little empirical evidence for the propositions (1) that experts judge risk differently from members of the public or (2) that experts are more veridical in their risk assessments. Methodological weaknesses in the early research are documented, and it is shown that the results of more recent studies are confounded by social and demographic factors that have been found to correlate with judgments of risk. Using a task-analysis taxonomy, a template is provided for the documentation of future studies of expert-lay differences/similarities that will facilitate analytic comparison.

Differences in expert and lay judgments of risk: myth or reality?

Recently there has been a growing interest in the use of scenario-planning techniques and related procedures such as cognitive mapping as a basis for facilitating organizational learning and strategic renewal. The overwhelming impression conveyed within the popular management literature is that the application of these techniques invariably leads to successful outcomes. To the extent that this is not the case, the absence of documented accounts of instances where these techniques have failed may mislead would-be users into embarking on inappropriate courses of action, unaware of their fundamental limitations. In keeping with a number of recent calls to make organizational research and management theory more relevant to the world of practice, we present a reflective account of our own (largely unsuccessful) attempt to apply these potentially powerful methods of intervention in the context of a private sector organization. Drawing on the rich seam of qualitative data gathered over the course of our work wit...

George Wright

Papers

The Sixth Sense: Accelerating Organizational Learning with Scenarios

The Delphi technique: Past, present, and future prospects — Introduction to the special issue☆

Differences in expert and lay judgments of risk: myth or reality?

Confronting Strategic Inertia in a Top Management Team: Learning from Failure:

Decision making and planning under low levels of predictability: enhancing the scenario method