เปรียบเทียบวิธี

	Cross-Impact Balance Analysis	Intuitive Logics Scenario Planning
สาขาวิชา	Futures Foresight Studies	Futures Foresight Studies
ตระกูล	Process / pipeline	Process / pipeline
ปีกำเนิด	2006	1995
ผู้ริเริ่ม	Wolfgang Weimer-Jehle	SRI International / Royal Dutch Shell tradition; Paul J. H. Schoemaker (codification)
ประเภท	Semi-quantitative scenario-construction pipeline	Deductive scenario-construction pipeline using two critical uncertainties
แหล่งต้นตำรับ	Weimer-Jehle, W. (2006). Cross-impact balances: A system-theoretical approach to cross-impact analysis. Technological Forecasting and Social Change, 73(4), 334-361.	Schoemaker, P. J. H. (1995). Scenario planning: A tool for strategic thinking. Sloan Management Review, 36(2), 25-40.
ชื่อเรียกอื่น	CIB Analysis, Cross-Impact Balances, Balance Algorithm Scenario Analysis, Qualitative Systems Analysis (Weimer-Jehle)	Intuitive Logics, 2x2 Scenario Matrix, Deductive Scenario Method, SRI Scenario Planning
ที่เกี่ยวข้อง	4	3
สรุป	Cross-Impact Balance (CIB) analysis is a semi-quantitative foresight method that turns a panel of qualitative expert judgments into a small set of internally consistent scenarios. Introduced by Wolfgang Weimer-Jehle in 2006, CIB describes a system as a set of descriptors, each of which can take one of several discrete future states, and asks experts to judge, pairwise, how strongly each state promotes or restricts every other state. These judgments form a cross-impact matrix; a balance algorithm then searches the combinatorial space of state combinations for configurations in which every descriptor's chosen state is the one most strongly supported by all the others. These self-consistent combinations are the scenarios. CIB has become a standard tool for building qualitative socio-technical scenarios, including the shared socio-economic pathways used in climate research.	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.