手法を比較

	Intuitive Logics Scenario Planning	Three Horizons Framework
分野	Futures Foresight Studies	Futures Foresight Studies
系統	Process / pipeline	Process / pipeline
提唱年	1995	2016
提唱者	SRI International / Royal Dutch Shell tradition; Paul J. H. Schoemaker (codification)	Bill Sharpe, Anthony Hodgson, Graham Leicester (International Futures Forum)
種類	Deductive scenario-construction pipeline using two critical uncertainties	Pattern-mapping pipeline for transformative change over time
原典	Schoemaker, P. J. H. (1995). Scenario planning: A tool for strategic thinking. Sloan Management Review, 36(2), 25-40.	Sharpe, B., Hodgson, A., Leicester, G., Lyon, A., & Fazey, I. (2016). Three horizons: a pathways practice for transformation. Ecology and Society, 21(2), 47.
別名	Intuitive Logics, 2x2 Scenario Matrix, Deductive Scenario Method, SRI Scenario Planning	Three Horizons Model, 3H Framework, Three Horizons Mapping, H1-H2-H3 Pathways
関連	3	3
概要	Intuitive logics is the most widely used family of scenario-planning methods, in which a small set of internally consistent, plausible stories about the future is constructed deductively from a few critical uncertainties. Rooted in the practice pioneered at SRI International and at Royal Dutch Shell in the 1970s, and codified for strategic thinking by Paul Schoemaker in his 1995 Sloan Management Review article, the approach asks a planning team to identify the driving forces shaping a focal decision, rank them by how much they matter and how uncertain they are, and select two critical uncertainties that become the orthogonal axes of a two-by-two matrix. The four quadrants define four contrasting but coherent futures, each developed into a narrative. The aim is not to predict but to stretch managers' mental models and to stress-test strategy against a manageable spread of qualitatively different worlds.	The Three Horizons framework is a structured way of thinking about transformative change by mapping three overlapping curves of activity across time. Developed within the International Futures Forum and given its definitive articulation by Bill Sharpe, Anthony Hodgson, Graham Leicester and colleagues in their 2016 Ecology and Society paper, it distinguishes the first horizon (H1), the dominant present system that is declining in its fit with a changing world; the third horizon (H3), an emerging and viable future pattern that is currently marginal but growing; and the second horizon (H2), the turbulent zone of transition in which entrepreneurial innovations and experiments compete, some carrying the system toward H3 and others merely propping up H1. Rather than predicting a single future, the framework is a pathways practice that helps groups see the present as a contested landscape of patterns and locate their own intentions and actions within it.