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The purpose of this research is to examine the effects of scenario planning on participant ratings of resilience.

The research design is a quasi experimental pretest/posttest with treatment and control groups. Random selection or assignment was not achieved.

Results show a significant difference in reports of resilience for the scenario planning treatment group and no significant difference for the control group.

Limitations include the use of self-report perception measures, possible social desirability of responses and a lack of random selection and assignment.

Practical implications imply that scenario planning can be viewed as a legitimate tool for increasing resilience in organizations.

Organizations with an ability to adjust quickly and recover from difficult conditions means reduced layoffs and healthy economic growth.

While there is increasing research on scenario planning, to date, none has examined the effects of scenarios on resilience.