Matthew J. Spaniol

TL;DR: A review of the evolution of corporate and organizational foresight within the Technology Forecasting & Social Change (TED) journal is presented in this paper, where the authors discuss how these authors have cumulatively defined and evolved this portion of the strategic foresight field, from integrating technology with market forecasting, to expanding forecast approaches to include multiple futures and integrating foresight to create agile and adaptive organizations.

TL;DR: For more than a decade, futures studies scholars have prefaced scholarly contributions by repeating the claim that there is insufficient theory to support chaotic scenario methodology as mentioned in this paper, which is referred to as the scenario planning paradox.

TL;DR: It is established that models of scenario planning typically involve a series of phases, stages, or steps that imply a sequenced (i.e., linear or chronological) process and Recursive models, in contrast, allow phases to repeat, thus, incorporating iteration.

TL;DR: In this article, the authors examine the possibility that rather than being alternatives to one another, plural futures and the singular future might co-exist in practice, and thus constitute a multiplicity.