The effects of scenario planning on participant decision‐making style

Abstract

Abstract This research examines changes in decision‐making styles as a result of participation in scenario planning. A quasi‐experimental pretest‐posttest design and several nonparametric tests were used to analyze data gathered from research participants in a technology firm in the Northeastern United States. Results show that participants tend to transition toward more intuitive‐based decision‐making styles after participation in scenario planning. Limitations are examined and conclusions are drawn concerning the effects of scenario planning on participation decision‐making styles as measured by the General Decision‐Making Style Survey.

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