Abstract
Scenario planning has presented itself as a useful tool for organizations to cope with high levels of contextual uncertainty, either to support decision-making, reframe strategy, or to improve stakeholder relationships. Limited attention has been given to how scenario planning may be used in practice to assess an organization's ethical system. Four industrial cases serve as practical examples of the scenario planning development across three different phases—orientation and exploration; building; and validation and implementation. This article provides lessons derived from the industrial cases for companies and practitioners to visualize scenario planning as a useful complementary tool for ethical culture assessment. We rely on complexity science and systems thinking for scenario planning to support the analysis of an organization's ethical system .
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