What You See When Every Strategy Option Costs Something Real
Add up the scores and you hide what each option costs. Three Mallorca strategy families, six criteria, seven futures, and a decision that belongs to someone else.
-
-
The Groups That Aren’t Groups
One word, five labels, 243 possible lists: why a team that agrees on “the stakeholders” may still be talking about different groups.
-
What You See When You Actually Test Whether Your Strategy Options Are Really Different
Three strategy families from a morphological box of 243 combinations, tested for whether they really differ. Each family’s weak spot is stated openly.
-
What You See When You Actually Let Scenarios Disagree
Seven external scenarios for Mallorca’s tourism system, built to disagree with each other. Scenario stress testing treats them as test conditions for strategy options, not as wishes or forecasts.
-
What You See When You Actually Draw the Map
Drawing the system instead of listing stakeholders: drivers, feedback loops and the groups with no voice at the table. Dynamic systems mapping shows where leverage points sit, and where the most central driver does not.
-
The Solution That Might Make the Problem Worse
A plausible fix for Mallorca’s tourism pressure can make the problem worse. Structured decision making starts by asking which goals are being mixed up before anyone agrees on a solution.
