دانلود رایگان مقاله درخواست "چه چیز دیگری؟" برای شناسایی پیامدهای منفی ناخواسته

Abstract

With the advent of big data, the Internet of Things, cognitive computing, and social media, it is becoming more difficult to argue that one could not have known or at least have considered more alternatives, particularly negative unintended consequences that happen in addition to the intended positive ones. Organizations too often make a decision that will produce a positive consequence and then focus on how to implement it, rarely stepping back to ask ‘‘What else could happen?’’ Any decision changes the system in which it exists. The longer the time required to implement a decision, the more systemic changes can alter the effects of the decision on the system.Decisionsto implementCorporate Social Responsibility and sustainability initiatives usually involve many differentstakeholders and may involve systemsin which organizations have little expertise or experience. A major negative unintended consequence, even for a CSR initiative, can damage the stakeholders’ trust in the organization. This article proposes a 5-step process to answer the question ‘‘What else could happen?’’ in order to identify possible unintended negative consequences, thereby helping organizations support their commitment to people, planet, and profit.

4. Conclusion

As corporate social responsibility becomes the global norm and not something that sets an organization apart, and as the Internet of Things and big data allow organizations to understand possibilities and probabilities, there is a growing expectation that organizations will use scenario thinking and consider not just the intended positive consequences of their decisions but also the possible negative unintended consequences they might produce. Understanding the stakeholders who have an interest in an organization’s decisions is even more important as organizations work in global communities with different cultures, norms, and needs. Social media is now global, and it can be the platform for stakeholders to form alliances that either support an organization’s decisions or attack them.