J. Scott Armstrong is a marketing professor at Wharton and author of the recent book, Principles of Forecasting. In the article that follows, he talks about his research into role-playing as a tool for leaders in both business and government who face crucial decisions in situations ranging from military clashes to marketing challenges.
Related Content
- 7 Sins that Undermine Your Forecasts
- A Better Crystal Ball: Improving the Science of Forecasting
- A Futurist’s Toolbox – Methodologies in Futures Work
- As The Economy Turns
- Characteristics of Forecasting Methods and Their Relationships
- Cleaning the Crystal Ball
- Delphi Decision Aid
- Demand Forecasting: Evidence-based Methods
- Forecasting for Marketing
- Forecasting Principles
- How Our Company Learned to Make Better Predictions About Everything
- How to Choose a Forecasting Method
- How to Make Better Forecasts and Decisions: Avoid Face-to-face Meetings
- If These Shelves Could Talk
- In Uncertain Times, Businesses Need Dynamic Planning to Chart the Course to High Performance
- Is Forecasting a Waste of Time?
- John McCallum
- On Calculating the Value of Improved Forecast Accuracy
- Reaping Benefits from Management Research:. Lessons from the Forecasting Principles
- Selection Tree for Forecasting Methods
- Taking The Frenzy Out Of Forecasting
- The Forecasting Canon: Nine Generalizations to Improve Forecast Accuracy
- The Insider’s Guide to Economic Forecasting
- To Combine or Not to Combine
- Turning Managers Into Forecasters
- What’s Wrong With Forecasting — And How to Fix It
- You Can Bet on Idea Markets
Like this content? Why not share it?
There Are No Comments
Click to Add the First »
Click to Add the First »