השוואת שיטות

	Scenario Planning for Policy	Policy Delphi
תחום	Public Policy	Public Policy
משפחה	Process / pipeline	Process / pipeline
שנת המקור	1991	1970
הוגה השיטה	Pierre Wack & the Royal Dutch/Shell school; popularised by Peter Schwartz	Murray Turoff
סוג	Qualitative strategic-foresight method	Structured, iterative expert-deliberation technique for policy
מקור מכונן	Schwartz, P. (1991). The Art of the Long View: Planning for the Future in an Uncertain World. New York: Doubleday/Currency. ISBN: 9780385267311	Turoff, M. (1970). The design of a policy Delphi. Technological Forecasting and Social Change, 2(2), 149–171.
כינויים	Scenario Planning, Intuitive Logics Scenarios, Policy Scenario Planning, Strategic Foresight Scenarios	Policy Delphi Technique, Turoff Policy Delphi, Decision Delphi
קשורות	4	3
תקציר	Scenario planning is a strategic-foresight method that develops a small set of plausible, internally consistent and divergent stories about how the future might unfold, in order to test policies and strategies against deep uncertainty. Rooted in the work of Pierre Wack at Royal Dutch/Shell and popularised by Peter Schwartz's The Art of the Long View, it does not try to predict the future but to expand decision-makers' thinking about it. By exploring several qualitatively different futures, policymakers can craft strategies that are robust across a range of possibilities rather than optimised for a single forecast that may not arrive.	The policy Delphi is a structured, iterative technique for eliciting and organising informed opinion on contested policy issues. Unlike the classical Delphi, which seeks consensus on a forecast, the policy Delphi is explicitly designed to generate the strongest possible opposing positions on a policy question and to expose the full range of options, supporting arguments and disagreements among a panel of knowledgeable stakeholders. Introduced by Murray Turoff in 1970, it conducts several anonymous rounds in which participants rate policy statements on dimensions such as desirability and feasibility, see aggregated feedback and the reasoning behind divergent views, and revise their positions — surfacing structured intelligence for decision-makers rather than a forced agreement.