After many years of scenario planning, this paper takes a moment to reflect on its use within, and vaLue to, organizations. The author states that ultimately the benefit of scenario planning must result from 'changed and more skilful action by the organization within its business environment.' Navigating through the business environment is discussed as taking on two forms, that of strategising and learning where the former is dominated by 'knowing by gaining control' and the latter by 'knowing by participation' and reflection. Taking this logic a step further, van der Heijden sees the purpose of scenario planning as being categoris-able along two dimensions content/process and thinking/action producing a matrix of four categories of purpose. Although he sees these four reasons for using scenario planning as harbouring different degrees of difficulty and likelihood of success, he advocates above all that organizations think carefully about which category is appropriate for them and ensure that the process of scenario planning is designed to support this goal.
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机译：经过多年的场景规划，本文花了一些时间来反思其在组织内部的使用以及对组织的影响。作者指出，方案规划的最终收益必须来自“组织在其业务环境中进行的更改和更熟练的操作”。讨论在商业环境中导航有两种形式，即策略化和学习形式，前者以“通过控制获得知识”为主导，后者以“通过参与来了解”和反思为主导。 Van der Heijden进一步采取了这种逻辑，认为情景规划的目的是可沿两个维度分类的：内容/过程和思维/行动产生了四个目的类别的矩阵。尽管他认为使用方案规划的这四个原因具有不同程度的难度和成功的可能性，但他首先主张组织应仔细考虑适合他们的类别，并确保方案规划的过程旨在支持该目标。
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