Salīdzināt metodes

	General Morphological Analysis	Intuitive Logics Scenario Planning
Nozare	Futures Foresight Studies	Futures Foresight Studies
Saime	Process / pipeline	Process / pipeline
Izcelsmes gads	1969	1995
Autors	Fritz Zwicky; formalized by Tom Ritchey	SRI International / Royal Dutch Shell tradition; Paul J. H. Schoemaker (codification)
Tips	Combinatorial problem-structuring pipeline for multi-dimensional, non-quantifiable problems	Deductive scenario-construction pipeline using two critical uncertainties
Pirmavots	Ritchey, T. (2011). Wicked Problems - Social Messes: Decision Support Modelling with Morphological Analysis. Springer.	Schoemaker, P. J. H. (1995). Scenario planning: A tool for strategic thinking. Sloan Management Review, 36(2), 25-40.
Citi nosaukumi	GMA, Morphological Analysis, Zwicky Box, Morphological Field Analysis	Intuitive Logics, 2x2 Scenario Matrix, Deductive Scenario Method, SRI Scenario Planning
Saistītās	3	3
Kopsavilkums	General morphological analysis (GMA) is a method for structuring and exploring the total set of possible configurations of a complex, multi-dimensional problem that cannot be reduced to numbers. Devised by the astrophysicist Fritz Zwicky in the mid-twentieth century and formalized for policy and futures work by Tom Ritchey, it begins by laying out a problem as a 'morphological field' — a set of parameters, each with several discrete value-states — whose combinations define every conceivable solution. Because that combinatorial space is usually enormous, the method's decisive step is cross-consistency assessment: experts judge every pair of states for internal contradiction, and contradictory pairs prune the field down to a far smaller set of internally coherent configurations that can actually be examined.	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.