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The warm water geothermal reservoir below the village of Waiwera in New Zealand has been known by the native Maori for centuries. Development by the European immigrants began in 1863. Until the year 1969, the warm water flowing from all drilled wells was artesian. Due to overproduction, water up to 50 A degrees C now needs to be pumped to surface. Further, between 1975 and 1976, all warm water seeps on the beach of Waiwera ran dry. Within the context of sustainable water management, hydrogeological models must be developed as part of a management plan. Approaches of varying complexity have been set-up and applied since the 1980s. However, none of the models directly provide all results required for optimal water management. Answers are given simply to parts of the questions, nonetheless improving resource management of the geothermal reservoir.
This paper challenges the solely rational view of the scenario technique as a strategy and foresight tool designed to cope with uncertainty by considering multiple possible future states. The paper employs an affordance-based view that allows for the identification and structuring of hidden, emergent attributes of the scenario technique beyond the intended ones. The suggested framework distinguishes between affordances (1) that are intended by the organization and relate to its goals, (2) that emergently generate organizational benefits, and (3) that do not relate to organizational but individual interests. Also, constraints in the use of scenarios are discussed. Affordance theory’s specific lens shows that the emergence of such attributes depends on the users’ specific intentions.
This paper challenges the solely rational view of the scenario technique as a strategy and foresight tool designed to cope with uncertainty by considering multiple possible future states. The paper employs an affordance-based view that allows for the identification and structuring of hidden, emergent attributes of the scenario technique beyond the intended ones. The suggested framework distinguishes between affordances (1) that are intended by the organization and relate to its goals, (2) that emergently generate organizational benefits, and (3) that do not relate to organizational but individual interests. Also, constraints in the use of scenarios are discussed. Affordance theory’s specific lens shows that the emergence of such attributes depends on the users’ specific intentions.