ABSTRACT
This chapter illustrates the daunting challenge of working through uncertainty in project-level decision-making. It examines the use of multiple scenarios as products to inform decision-making. The chapter explores how the scenarios that come out of planning processes might inform decisions being made down the line. It considers how groups might actually use the resulting scenarios in practice when they must make project-level decisions and were not part of the initial scenario-building process. The chapter explores whether the provision of multiple possible futures makes a difference in how decision-makers and other stakeholders evaluate project-level choices. Virtually all stakeholders engaged liked the idea of considering multiple possible futures in their planning and decision-making. Many participants stated that they ultimately need a single design condition or standard to plan and design towards when it comes to making concrete investment decisions.
