In addition, they recommend "construct[ing] various scenarios to explore alternative futures in the external environment" (Bryson & Roering 11).
The implication of this answer on health care managers and leaders is potentially profound. It means that the bulk of the responsibility for readying the organization for coming changes falls to them. The organization will be relying upon structural flexibility and functional effectiveness, as well as employee adaptability and ability to carry out different and more complex/difficult tasks than before. Managing/leading people is an art rather than a reproducible science, so there is no guarantee that any particular management or leadership approach will work. People are individuals, as well, not automatons that can be expected to react a certain way every time. Thus, there is risk involved with this approach, although there is risk inherent in the rapidly-changing 21st-century health care environment as a whole also. Leaders will need to cast a strong vision for their organizations to ensure that people have an i