Think about the methods we have for developing leaders: education, training, OJT, mentoring, coaching, assessment centers, focus on leader competencies, developing a leadership pipeline, etc. One that hasn’t received much attention is the use of scenarios. Training programs use simulations and experiential learning activities, usually focused on an organizational or behavioral issue of some sort: communicating across organizational boundaries, listening skills, meeting management, etc. But scenarios?

At Shell Oil in the ‘70s Peter Schwartz asked what …