"...sustained scenario practice can make leaders comfortable with the ambiguity of an open future. It can counter hubris, expose assumptions that would otherwise remain implicit, contribute to shared and systemic sense-making, and foster quick adaptation in times of crisis. Scenarios can build social capital within and beyond the organization. They can aid in navigating complexity and conflict—managing disagreement while avoiding the extremes of groupthink and fragmentation. At Shell and elsewhere, scenarios have helped leaders prepare for futures that might happen, rather than the future they would like to create."