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Recibido: 06-07-2019 / Revisado: 09-08-2019 / Aceptado: 11-09-2019 = / Publicado: 05-10-2019

Planeación estratégica prospectiva en las organizaciones turísticas

DOI: https://doi.org/= 10.33262/ap.v1i3.4

 

 

Strategic prospective planning in the touristic organizations

 <= /o:p>

Yoan Hernández Flores, = = [1] Ma= ité Rodriguez González [2] & Miguel Ángel Espinosa Cuartas. [3]

 

Abstract.                   =               

At an international level, since the ending of the 20th century, the study and construction of the future began in companies fr= om different sectors that make up the countries’ economies. Specifically, in = Latin America, during the 1980s, studies of this type began to be carried out, whi= ch will constitute the basis for planning the strategic actions to be developed= . Without a doubt, one of the most important sectors and precursors of the economy in the countries since these years has been tourism. Due to the importance of carrying out these future studies and the limited bibliographi= c reference about them in companies on this sector, the objective of this investigation is to analyze – from a theoretical methodological point of v= iew- the main contributions of strategic prospective and the construction of scenarios for organizations in the tourism sector. For this, through the consultation of documents and studies carried out by specialists in the fiel= d of prospective, and linking to studies developed in the tourism sector, the authors elaborate a theoretical-methodological framework that supports the development of new research to be carried out within the different areas tha= t integrates tourism.

= Keywords: Future studies, strategic prospective, tourism, research.

Resumen.=

A nivel internacional, desde finales del siglo XX s= e comenzó el estudio y construcción del futuro en las entidades de los difer= entes sectores que conforman la economía de los países. Específicamente en el = área de América Latina, durante los años ochenta es que se comienzan a realizar estudios de este tipo, los cuales constituirían la base de la planificació= n de las acciones estratégicas a desarrollar. Sin dudas, uno de los sectores má= s importantes y precursores de la economía en los países desde estos años h= a sido el turismo. Debido a la importancia de realizar estos estudios del futuro, y= a la poca referencia bibliográfica sobre estos en entidades del sector del turismo, la presente investigación tiene como objetivo analizar - desde el punto de vista teórico y metodológico- los principales aportes de la prospectiva estratégica y la construcción de escenarios para las organizac= iones del sector del turismo. Para ello, a través de la consulta de documentos y estudios realizados por especialistas en el tema de prospectiva y vinculando= a estudios del sector del turismo, los autores elaboran un marco teórico – metodológico que sustenta el desarrollo de nuevas investigaciones a realiza= r dentro de las diferentes áreas que integra el turismo.

Palabras claves: Estudios del futuro, prospectiva estratégica, turismo, investigaciones.Introducción.

Predecir el futuro o construirlo de acuerdo a unas perspectivas no es una tarea sencilla. Los diferentes métodos como: los pronósticos cualitativos y cuantitativos, estudios prospectivos, la simulación, modelos causales, la futurología, entre otros, proporcionan los indicios de lo que podría depar= ar el día de mañana con el objetivo de reducir la incertidumbre. Por ello, preve= r el futuro se convierte en un aspecto clave para establecer planes estratégicos= , anticipándose a posibles obstáculos o para aprovechar las oportunidades venideras (Vergara, Fontalvo y Maza, 2010).

Desde mediados de los años ochenta del siglo pasado, numerosos países de Améric= a Latina como Argentina, México, Perú, Colombia y Brasil, han realizado estu= dios nacionales que han servido como base de la planificación de acciones estratégicas en la administración pública o en sectores estratégicos específicos. Como parte de los ejercicios realizados, se unen los regionale= s o subregionales auspiciados por organizaciones como la Comisión Económica pa= ra América Latina y el Caribe (CEPAL) y en particular su Instituto para la Planificación Económica y Social (ILPES) (Armijos, Galarza y García, 2017= ).

Ante los desafíos de un mundo globalizado, las diferentes organizaciones tienen = la obligación de ser flexibles para transformar su estructura de negocios, y responder a cambios estratégicos y retos del mercado. Según González et a= l (2019), para alcanzar una posición de ventaja competitiva, se necesita exam= inar de manera crítica el entorno, con el objetivo de identificar oportunidades externas, crear capacidades internas y con ello anticiparse ante las tendenc= ias futuras.

En medio de esta visión futurista juega un papel esencial la prospectiva, que constituye una herramienta realmente útil para las exigencias del mundo act= ual, pues facilita los medios para la construcción de escenarios en las diferent= es esferas de las ciencias sociales y económicas (Guerra, 2010).

Actualmente, la prospectiva bien ejercida se reconoce como un proceso sistemático, participativo, de construcción de una visión a largo plazo para la toma de decisiones en la actualidad y para la movilización de acciones conjuntas. E= n tal sentido, la construcción de escenarios permite exponer un conjunto de alternativas respecto al futuro y pone a discusión las consecuencias de tom= ar o no determinadas decisiones (Medina, 2013).

Los planificadores turísticos no han estado ajenos a la necesidad de prever el futuro y de limitar la incertidumbre. Desde sus orígenes, la planificación turística ha realizado proyecciones y ha anticipado tendencias de cambio co= n el propósito de mejorar el diseño de los destinos turísticos y así benefici= ar a los visitantes, inversores y residentes locales, sin embargo, se ha favoreci= do el uso de los instrumentos cuantitativos (pronóstico) en detrimento de las herramientas cualitativas (prospectiva) (Song & Li, 2008).

Una revisión reciente de fuentes diversas ha revelado la escasez de ejercicios = de prospectiva en el ámbito turístico. En primer lugar, instituciones internacionales que estudian el fenómeno turístico, como la Organización = para la Cooperación y Desarrollo Económico (OCDE) y la Organización Mundial de= l Turismo (OMT), han estado más centradas en la realización de proyecciones = y pronósticos cuantitativos que en la exploración de escenarios o visiones cualitativas. No obstante, ambas instituciones han realizado incursiones parciales en el campo de la prospectiva mediante el análisis de mega tendencias, con el fin de evaluar acciones de marketing y orientar las políticas de desarrollo (OECD, 2010; WTO, 2001).

Los trabajos académicos y de consultoría relacionados con la prospectiva turí= stica han sido muy escasos en los últimos años. Una búsqueda reciente en la Eur= opean Foresight Platform, programa financiado por la Comisión Europea que ha documentado cerca de 500 ejercicios de prospectiva en todo el mundo, develó= que sus archivos solo contaban con un caso de estudio en el cual se habían dise= ñado escenarios de futuro para la actividad turística (Mittringer, 2005). Asimis= mo, son escasos los artículos aparecidos en las revistas especializadas en prospectiva relativos a temáticas turísticas.

Es por ello que la presente investigación tiene como objetivo analizar - desde= el punto de vista teórico y metodológico- los principales aportes de la prospectiva estratégica y la construcción de escenarios para las organizac= iones del sector del turismo.

Metodología.

La presente investigación presenta una postura enmarcada en una metodología cualitativ= a, pues se realiza a través de la revisión de textos, revistas científicas, = tesis y otros documentos que son resultado de otras investigaciones realizadas por diferentes autores, lo cual representa la base que sustenta la exploración.= Los resultados finales se construyen a partir de la lectura, análisis, reflexi= ón e interpretaciones por parte de los autores, los cuales se realizan a través = de tres etapas fundamentales (Tabla 1).

Tabla 1. Procedimiento metodológico

Etapa

Objetivos

Métodos y técnicas

Etapa 1

Identificar las bases teóricas – conceptuales de la planeación estratégica prospe= ctiva.

 

 

Método teórico *: histórico o tendencial.

Revisión bibliográfica

 

Etapa 2

Argumentar la importancia del uso de herramientas y métodos de estudios estratégico= s prospectivos en el sector del turismo

Etapa 3

Describir las ventajas y desventajas de los principales métodos para la construcci= ón de escenarios.

* Los métodos teóricos se desarrollaron a través de los procedimientos de: análisis – síntesis, abstracción – integración e inducción – deducción.=

Fuente: Elaboración propia.

Resultados y discusió= n:

Planificación empresarial.

El término planificación ha sido abordado por autores como Ansoff (1965), Chiavenato (1999) y González (2004), los cuales concuerdan que planificar e= s el establecimiento de objetivos o metas, y la elección de los medios más convenientes para alcanzarlos (planes y programas).

La planificación, en el ámbito empresarial, es previa a las otras funciones d= e dirección; pues es imposible organizar, gestionar y controlar con eficacia = sin unos planes adecuados (Gorostegui, 1994, citado en Clemade 2010).=

La Resolución 276/03 del Ministerio de Economía y Planificación (MEP), de la República de Cuba, sobre la Planificación Empresarial, plantea que la planificación es el instrumento de dirección básico, que coordina e integ= ra los aspectos productivos, económicos, sociales y financieros, potenciando la iniciativa y los esfuerzos de la empresa en el cumplimiento de sus funciones= y objetivos económicos, con el máximo de eficiencia y la activa participaci= ón de los trabajadores.

Las definiciones anteriores presentan elementos comunes e importantes en materia= de planificación: el establecimiento de objetivos o metas y la elección de lo= s medios más convenientes para alcanzarlos (planes, estrategias, políticas, programas y procedimientos). Implica, por lo tanto, un proceso de toma de decisiones, un proceso de previsión (anticipación), visualización (representación del futuro deseado) y de predeterminación (tomar acciones = para lograr el concepto de predecir el futuro).

Por lo tanto, elementos fundamentales en este proceso de planificación, son la selección de la información, el desarrollo de acciones con el fin de logra= r el objetivo que se persigue, lo que implica conocerlo, evaluar la situación, considerar diferentes acciones que puedan realizarse y escoger la mejor alte= rnativa.

En determinadas ocasiones, las previsiones sobre las cuales se basan los planes son incorrectas o suceden imprevistos, que por la vía de la planificación = se pueden cubrir de manera práctica. Es por ello que, la planificación se convierte en un instrumento para afrontar la inseguridad.<= /p>

Por su parte, la planeación estratégica se entiende como lo que algunos denomi= nan “el arte y ciencia” de formular, implantar y evaluar decisiones interfuncionales que permitan a la organización llevar a cabo sus objetivos (Astigarraga, 2016). Por lo tanto, resulta evidente que la planeación estratégica lleva implícita la visión de futuro, aunque sea referida a un= plazo relativamente corto.

Varios autores, han realizado estudios sobre la evolución de la planificación en = las empresas. Baena (2015) plantea que, con la evolución de los estudios en administración se pueden definir seis tipos de planeación: clásica, react= iva, inercial o proyectiva, de contingencia, estratégica y prospectiva estratég= ica.

Prospectiva estratégi= ca: conceptualización y evolución.

Según Baena (2= 015) la prospectiva estratégica surge, debido a que es imposible realizar una planificación a largo plazo sin estudiar los escenarios futuros, de ahí qu= e esté muy vinculada a la prospectiva.

Gastón Berger definió la prospectiva como “la ciencia que estudia el futuro para comprenderlo y poder influir en él” (Dorati, 2019). Esta ciencia parte de= l principio lógico e indispensable que el futuro aún no existe y se puede concebir como un realizar múltiple que, depende solamente de la acción del hombre (Godet, Monti y Roubelat, 2000).

La prospectiva, según Godet se enfoca en el presente dando significado a la acción, pero acción sin meta no tiene sentido (Tapia, 2016). Es la interse= cción de tres campos: estudios de futuro, planificación estratégica y análisis = de políticas, es decir va desde: lo predictivo, pasivo extrapolatorio hacia: l= o exploratorio, activo y constructivo (Gavigan y Scapolo, 2000).

La utilización de la prospectiva en el análisis externo o análisis del entor= no de los procesos de planificación, planeamiento o planeación estratégica es c= lave a la hora de la identificación de tendencias y su impacto en el sistema analizado, en la elaboración escenarios, en la identificación de factores = de éxito futuros, o en la reflexión estratégica y en la formulación de estr= ategias (Astigarraga, 2016).

Actualmente, los autores se refieren a la planeación prospectiva estratégica, pues esta= se dirige a la acción concreta, es saber hacia dónde se va. Miklos y Tello, plantean que sostiene una visión holística en lugar de parcial y desintegr= ada: además de aspectos cuantitativos, considera aquellos de naturaleza cualitat= iva, permitiendo así una apreciación más completa; sus relaciones son más din= ámicas y están basadas en estructuras evolutivas y no fijas o estáticas; su futur= o es múltiple e incierto; lo más importante: su actitud hacia el futuro es acti= va y creativa y no pasiva o sencillamente adaptativa (Montoya y Bedoya, 2018).

Al analizar los conceptos enunciados anteriormente, se puede concluir que la prospectiva estratégica es concebida como una herramienta utilizada como pa= rte del proceso de planificación; guía las acciones del presente en pos de construir un futuro probable para la organización, aportando elementos muy = importantes para la toma de decisiones.

Sin dudas, mantiene un amplio horizonte temporal, prestando atención a eventos = y situaciones a mediano y largo plazo. Otro elemento fundamental a tener en cuenta, es el adecuado manejo de la información, pues un estudio de tal envergadura, genera gran cantidad y diversidad de datos que, procesados de forma correcta, se convierten en información valiosa y decisiva.=

Es la actitud activa y creativa hacia el futuro de las empresas, como parte de = la planeación estratégica prospectiva, la que incluye la elaboración de esce= narios como un elemento clave de este proceso.

Godet y Durance afirman que un escenario es un conjunto de elementos que describen una situación futura, y una ruta de eventos que permiten a la entidad mover= se desde la situación actual a una futura (Gándara, 2015).

Bas (2002) plantea que un escenario es un futurible (un futuro posible), de entr= e varias alternativas, que describe una situación hipotética futura. En form= a análoga, Francés (2001) expresa que los escenarios son descripciones de lo= s posibles entornos en los cuales podría ubicarse la empresa en el futuro, ya= que la función principal de los escenarios es alertar acerca de posibles evento= s que puedan afectar la empresa.

Coincidiendo con Fernández (2007), el método de construcción de escenarios dentro del proceso de planificación estratégica del territorio, descansa en un proces= o continuo de participación y evaluación por parte de agentes públicos y pr= ivados del territorio analizado, este proceso debe coincidir con las actividades de participación que generalmente se llevan a cabo en los planes estratégicos= , con el objetivo de que se retroalimenten.

Según Adalid, Galarza y García (2017), las hipótesis de un escenario deben cumpl= ir algunas condiciones: coherencia (debe estar articulado de manera razonable y lógica), pertinencia (los estadios previos deben estar articulados al tema principal y no a otro concepto) y verosimilitud (las ideas que contenga el relato deben pertenecer al mundo de lo creíble).

Bas (2002), señala que la primera aplicación del método de escenarios en el = ámbito de la empresa privada fue desarrollada para General Electric, entre finales = de los años sesenta y principios de los setenta, con el fin de caracterizar a = la sociedad y la economía norteamericana de los años ochenta.

Sin embargo, la consolidación del método de escenarios como herramienta prospe= ctiva y estratégica aplicada a la toma de decisiones empresarial, viene con la adopción de la multinacional Shell Internacional a finales de los años set= enta, a través de la adopción de este método en las rutinas de trabajo de gesti= ón, en lugar de la predicción tradicional para diseñar la estrategia corporativa (Yori, Hernández de Velazco y Chumaceiro, 2011).

Bajo esta perspectiva, el método de escenarios se ha revelado sumamente producti= vo, al permitir a la empresa adaptarse a los cambios y situaciones contingentes = al aprovechar las posibilidades latentes en éstos, confiriéndole, en muchos c= asos, una ventaja competitiva, erigiéndose en una técnica que se ha comprobado consistentemente efectiva para enfrentar la incertidumbre estratégica en numerosas compañías, en diversas industrias.

Estudios prospectivos estratégicos en el sector del turismo.

Como afirman Vergara, Fontalvo, y Maza (2010), son numerosas y trascendentes las razones que aconsejan incorporar la prospectiva en los procesos de planificación turística. Este nivel de complejidad viene dado por la propi= a organización del sector, agrupando cada uno de los elementos en dos grandes subsistemas: endógenos y exógenos (Martín, 2010).

En dicho sistema aparecen, por un lado, la demanda turística y, por otro lado, cada uno de los elementos de la oferta que tratan de satisfacer las expectativas y necesidades de los visitantes. A su vez, las relaciones entre demanda y oferta turística tienen lugar en un entorno sujeto a cambios constantes de naturaleza geopolítica, social, económica y tecnológica, to= do lo cual complica sustancialmente las labores de previsión turística.

En segundo lugar, el fuerte dinamismo inherente al sector turístico obliga a l= os planificadores a realizar constantes reflexiones sobre la evolución futura = del comportamiento de los visitantes, la aparición de innovaciones en los servi= cios turísticos y el reposicionamiento de los competidores. Un destino u operado= r turístico que no sea capaz de anticipar el futuro del sector estará en cla= ra inferioridad de condiciones frente a sus competidores.

En tercer lugar, según Fernández (2012), la creciente turbulencia del entorno= en el que se desenvuelve la actividad turística justifica sobradamente la utilización de herramientas de prospectiva. La turbulencia puede considerar= se como un estado del entorno cuyo índice de cambio sobrepasa nuestra capacida= d de comprensión analítica.

La turbulencia da lugar a niveles de inestabilidad, incertidumbre y conflicto, = que generan rupturas no previstas en los paradigmas existentes. En una situació= n de turbulencia no existe la posibilidad de administrar ni modificar las transformaciones; lo más que puede hacerse es aprender a vivir con ella y a comprenderla. En suma, la turbulencia incrementa de forma sustancial la incertidumbre de las previsiones turísticas y dificulta la labor del planificador.

En cuarto lugar, en el momento presente están ganando peso una serie de paradi= gmas relativamente novedosos que inciden directamente en la operativa cotidiana d= el planificador turístico. Los nuevos paradigmas se refieren a la competitivid= ad, sostenibilidad y gobernanza de los destinos turísticos. Estos conceptos est= án siendo abordados por planes estratégicos, Agendas Local y procesos participativos.= A estos instrumentos habría que añadir la prospectiva, que está particularm= ente bien adaptada para abordar estos temas (Fernández, 2012).=

En último lugar, existe una simbiosis esencial entre planificación y estudios= del futuro (Cole, 2001). El plan, es el vehículo a través del cual los estudio= s del futuro se manifiestan en la realidad social y espacial, y también constituy= e el medio gracias al cual estos estudios quedan anclados a problemas reales y no derivan en fantasías.

Los estudios del futuro se centran en el largo plazo e intentan proporcionar una amplia diversidad de visiones y alternativas, que pueden contribuir a lograr= un plan turístico más holístico e imaginativo.

Métodos del análisis prospectivo estratégico

Dentro de la prospectiva estratégica, existe un amplio abanico de métodos que posibilitan realizar estudios de futuro en casi todos los campos del conocimiento, Fernández (20= 12) clasifica los métodos de previsión del futuro teniendo en cuenta dos enfoq= ues: los métodos cuantitativos y los cualitativos.

Para Fernández (2012), la elección de un método de previsión de futuro depend= e de varios factores como: el objetivo de la previsión, el contexto en que se va= a desarrollar las variables objeto de previsión, la complejidad de la técnic= a, los recursos accesibles para su realización, entre otros.=

Tabla 3: Métodos utilizados para la previsión del futuro.

Métodos cuantitativos

Métodos cualitativos

Extrapolación de tendencias<= o:p>

Encuesta de opinión

Análisis temporal de proceso= s estocásticos

Entrevistas a expertos

Análisis de regresión – M= odelos

Paneles de expertos o Focus Groups

Modelos de simulación

Método Delphi

Dinámica de sistemas

Diseño de escenarios

Análisis de impactos cruzado= s

Árboles de decisión y de relevancia

Análisis coste – beneficio=

Análisis morfológico

Análisis input – output

Teoría de catástrofes<= /o:p>

Analogía histórica

Incasting y Backasting=

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Fuente:= Elaboración propia, a partir d= e lo enunciado por Fernández (2012)= .

Según Fernández (2007), el uso de métodos cuantitativos favorece el desarrollo d= e estudios que necesiten de pronósticos matemáticos, mientras que, para los estudios prospectivos, los métodos de previsión cualitativos son los más aceptados.

Los métodos cualitativos, se basan en intuiciones, conjeturas y opiniones de actores que poseen información previa sobre una situación determinada, aportando una cierta dosis de subjetividad a la previsión, considerados apropiados para analizar cambios estructurales de mediano y largo plazo. De esta manera, se expone a partir de algunas experiencias desarrolladas en diferentes campos (planificación territorial, educación, gestión del medi= o ambiente, etc.) que los métodos prospectivos cualitativos evidencian ventaj= as (Fernández, 2007).

Por ejemplo, abordan adecuadamente los temas complejos e inciertos, no necesariamente requieren de indicadores cuantitativos, estimulan el pensamie= nto y la reflexión creativa entre actores y resultan apropiados cuando no hay d= atos pasados o presentes, o cuando a pesar de contar con datos históricos se est= án produciendo cambios relevantes en las condiciones del entorno que invalidan = la utilización de series temporales.

Es necesario resaltar que paralelamente a sus ventajas, estos métodos cualitat= ivos poseen ciertas limitaciones como: generan imágenes de futuro excesivamente idealistas, la claridad de los análisis depende en gran medida de los exper= tos consultados y requieren técnicas que complementen la información y cuantif= iquen las previsiones, las cuales no son útiles para programar acciones a corto plazo.

Como muestra representativa de los métodos cualitativos y como objeto de estudio= de esta investigación, el uso de métodos para el diseño de escenarios prospectivos, según Medina (2013), actualmente se utiliza con mayor frecuen= cia en el ámbito empresarial, sin embargo, dentro de la última década se ha comenzado a utilizar para llevar a cabo ejercicios de prospectiva territoria= l principalmente en países de Europa y América Latina.

Metodologías existentes para la construcción de escenarios.

Desde sus inicios, para la construcción de escenarios se han desarrollado diferen= tes metodologías catalogadas en tres grandes escuelas: la lógica e intuitiva, = la prospectiva y de tendencia probabilística (Bradfield et al, 2005).

Según Chermack, Lynham y Ruona (2001), la primera de ellas fue propuesta por Herma= n Kahn en 1967 y se caracterizaba por ser un esquema totalmente cualitativo basado más en la intuición y juicios de valor, que en un soporte científi= co.

Las metodologías para la planeación por escenarios fueron evolucionando, integ= rando la toma de decisiones y estrategias para aprovechar mejor los escenarios creados (Conway, 2004).

Vergara, Fontalvo y Maza (2010), realizan un listado cronológico resumen de las metodologías desarrolladas para la construcción de escenarios.<= /span>

Tabla 4. Metodologías existentes para = la construcción de escenarios.

Modelo / Metodología

Autor (es)

Características / Aportes

Año

F= uture-Now

H= erman Kahn

E= mplea juicios razonados y la intuición. Método cualitativo.<= /p>

1= 967

Operational Research - Management Science (OR/MS)=

Amara y Lipinski

Involucr= a algoritmos estructurales y modelos

matemát= icos. Método cuantitativo.

1983

P= rocedimiento para la construcción de escenarios

P= eter Wack

S= oporta los escenarios bajo una estructura robusta, complementados con un análisi= s numérico.

1= 985

I= ndustry Scenarios

Michael Porter

Parte de que el análisis de la industria permite prever cómo será el mundo en el futuro.

1985

P= rocedimiento para la construcción de escenarios

M= illet y Randles

E= mplea técnicas intuitivas y cuantitativas. Relaciona métodos cualitativos y cuantitativos.

1= 986

A= nálisis de escenarios para la planeación estratégica. Procedimiento para la construcción de escenarios en tres fases.

Jutta Brauers y Martin Weber

Incluye métodos creativos cualitativos en la fase de análisis.=

1988

M= etodología general de ocho pasos propuesto por Schwartz

P= eter Schwartz

M= étodo procedimental para desarrollar escenarios.

1= 991

M= etodología para la construcción de escenarios

Michel Godet

Uso de l= a prospectiva para el diseño de escenarios. Emplea la mayor cantidad de mé= todos y herramientas cualitativas existentes para predecir y actuar sobre el futuro.

1992

M= etodología para la construcción de escenarios en tres fases

T= he Future Group

E= nfatiza en centrar en los puntos críticos de la organización.<= /p>

1= 994

M= etodología para la construcción de escenarios en cuatro fases<= /p>

Sholom Feldblum

Relacion= a la simulación estocástica con la prueba de escenarios.=

1995

M= etodología para la construcción de escenarios en nueve pasos

P= aul Schoemaker

I= ncluye en el paso 9 la posibilidad de reexaminar los escenarios después de reali= zar investigaciones posteriores.

1= 995

M= etodología para el desarrollo de escenarios

Kees Van Der Heijden

Método estructurado para el desarrollo de escenarios.

1996

M= étodo de la doble variable

J= ohn Galtung

I= dentifica las dos mayores incertidumbres y crea escenarios para estas.

1= 998

M= etodología general de siete pasos

John Ratcliffe

Modelo adaptable para el uso en cualquier tipo de organización.

2000

T= eoría general para la planeación de escenarios basado en el método de ocho pasos  de Dubin=

T= homas J. Chermack

A= plicación teórica para la construcción y prueba de escenarios.

2= 003

M= etodología general de cinco pasos

Diana Scearce, Katherine Fulton y the Global Business Network Community

Incluye = el seguimiento posterior de los escenarios elaborados.

2004

D= esarrollo de escenarios perspectivos

I= ver B. Neumann y Erik F. Verland

L= os escenarios pueden provenir directamente de datos del pasado, del presente = o de ambos.

2= 004

T= ransition Management Model

Saartje Sondeijker, Jac Geurts, Jan Rotmans y Arnold Tukker

Modelo p= ara la transición de escenarios hacia los procesos gerenciales.

2006

Fuente: Vergara, Fontalvo y Maza (2010).

De todas las metodologías expuestas anteriormente, la más conocida y utilizad= a a nivel internacional es la presentada por Michael Godet, en el año 1992 (la = cual ha sido modificada por el propio autor, adaptándola a los contextos actuale= s), como representante de la escuela prospectiva, pues propone que “los escena= rios pueden servir no solo para predecir un futuro, sino como orientación para construir un futuro idealizado, integrándola como herramienta en los estudi= os prospectivos estratégicos” (Godet, 2001).

Esta metodología integra, además, diferentes métodos y técnicas para la obten= ción y procesamiento de la información necesaria. Godet (1977) como representante = de la escuela francesa (la más aceptada en la actualidad), propone un conjunto= de métodos encadenados para los estudios prospectivos y construcción de escenarios. Cada uno, tiene un fin especial y es el resultado del análisis previo; para lograr un adecuado diseño de la investigación. Estos métodos= son incluidos en la metodología propuesta por el propio autor en el año 2002 y reafirmada por Godet y Durance (2011).

Para el desarrollo de esta metodología, se cuenta con el apoyo que ofrecen los métodos informáticos y estadísticos desarrollados por el Laboratorio de Investigación de Prospectiva Estratégica y Organización (LIPSOR).

Figura 1: Metodología para la construcción de escenarios.

Fuente: Godet y Durance (2011)= .

El primero de estos métodos es el análisis estructural (MICMAC), un método sistemático, en forma matricial, de análisis de las relaciones entre las variables constitutivas del sistema estudiado y las de su entorno explicativ= o. Tiene como objetivo destacar las principales variables influyentes y dependientes y, por consiguiente, las variables esenciales para la evolució= n del sistema (Godet y Durance, 2011).

Este método se emplea por la propia necesidad de contar con una herramienta de consultoría e investigación aplicada, que ponga en comunicación a la empr= esa y a la universidad, que permita relevar estructuras y aproximar herramientas p= ara fundamentar una nueva cultura de gestión empresarial (Pérez y Alfonso, 201= 6).

Todo parte de un proceso de debate, el cual conlleva varios talleres participativ= os donde los interesados, discuten y acuerdan cuales serán aquellas variables fundamentales que guiarán la evolución de un sistema y sus interdependenci= as (Nassreddine y Anis, 2014).

Los límites de este método, se refieren principalmente al carácter subjetivo = de la lista de variables elaborada durante la primera fase, y de las relaciones en= tre las variables, de ahí la importancia de las entrevistas complementarias a l= os actores del sistema (Godet y Durance, 2011).

A pesar de esto con cuidado, esmero, y trabajo realizado por los especialistas= , el aspecto apropiable del análisis estructural constituye una excelente herramienta para la reflexión sistemática sobre un problema. La mayoría d= e los resultados obtenidos son esperados y confirman la intuición inicial, por lo= que permiten verificar el buen sentido y la lógica del enfoque y, más que todo= , dar peso a los resultados contra intuitivos.

El análisis de los Juegos de los Actores o Método MACTOR, propone un procedim= iento que permite considerar la riqueza y complejidad de la información que se procesa, brindando al analista resultados intermedios que lo iluminan en algunas dimensiones del problema.

El método posee otro mérito: en gran parte cubre el déficit metodológico en= tre la construcción del cuadro de estrategia de los actores, su explotación y la elaboración de los escenarios pertinentes (Bardales, 2015).

El método MACTOR tiene algunas limitaciones, sobre todo en lo concerniente a l= a recopilación de la información necesaria. Se puede observar una reticencia natural de los actores a revelar sus proyectos estratégicos y los medios de acción externos: siempre habrá una parte irreductible de confidencialidad.= Sin embargo, se pueden efectuar verificaciones útiles.

Por otro lado, la representación de un juego de actores sobre la base de este método supone un comportamiento coherente y racional de cada actor con resp= ecto a sus fines, algo que muchas veces dista de la realidad, pues disponen de múltiples grados de libertad que podrán ejercitar a través de acciones estratégicas para alcanzar los fines propuestos a fin de realizar su proyec= to o tratar de impedir el de un potencial competidor (Godet y Durance, 2011).

El tercer método propuesto es el análisis morfológico o método Morphol. Seg= ún Godet y Durance (2011), a través de este método se desagrega el sistema o = la función estudiada en subsistemas. Cada subsistema se desdobla en varias hipótesis de evolución para el horizonte de trabajo determinado.

Según Godet, Monti y Roubelat (2000) el análisis morfológico muestra varias vent= ajas, dentro de las más significativas se pueden señalar que, estimula el pensam= iento creativo, permite estudiar el sistema “como un mapa”, y es aplicable a u= n inmenso número de sistemas.

Una de las limitantes de este método es que, cuando se omite un subsistema o simplemente una hipótesis esencial para el futuro, se eleva el riesgo de ignorar una cara del campo de los posibles (Godet y Durance, 2011). De igual forma, por sí solo este método no permite elegir la mejor alternativa entr= e todas las diseñadas (Godet, Monti y Roubelat, 2000).

Godet y Durance (2011) afirman que la encuesta Delphi tiene como objetivo, partien= do de la consulta a expertos y mediante cuestionarios sucesivos, poner de relie= ve convergencias de opinión y despejar ciertos consensos sobre temas precisos.= La aplicación de esta técnica ha tenido diferentes variantes, de acuerdo a lo= s estudios que se realizan.

Una de las ventajas de la encuesta Delphi es la certeza casi total de identifica= r un consenso, gracias a los cuestionarios sucesivos. Por otra parte, la información recogida en la encuesta acerca de los acontecimientos, tendenci= as y cambios bruscos determinantes para la evolución futura del problema estudia= do, es generalmente rica y abundante. Finalmente, puede utilizarse tanto en los campos de la gestión, la economía y la tecnología como en el de las cienc= ias sociales (Godet y Durance, 2011).

Los mismos autores afirman que son varias las dificultades que limitan el alcanc= e de esta técnica, el cual resulta largo, costoso, e intuitivo más que racio= nal. En el caso de la construcción de escenarios, no se tienen en cuenta las posibles interacciones entre las hipótesis consideradas, lo que ha llevado = a los promotores de esta técnica a desarrollar métodos de impactos cruzados probabilísticos, como el Smic-Prob-Expert.

El objetivo del método Smic-Prob-Expert es evaluar los cambios en las probabilidades de un conjunto de acontecimientos, como consecuencia de la materialización de uno de ellos; busca analizar las diferentes combinacione= s de hipótesis que más adelante podrán ser excluidas. Por lo que, la ventaja principal que ofrece el método de impacto cruzado es que estima la probabil= idad de ocurrencia de los diferentes eventos, y de las interrelaciones existentes entre ellos (Rincón y Mujica, 2004). Las probabilidades son asignadas a cad= a evento, por un grupo de expertos.

El método Smic-Prob-Expert toma en cuenta la interdependencia entre las pregun= tas y garantiza la coherencia de las respuestas. Permite cuestionar ciertas idea= s recibidas y, sobre todo, verificar que los escenarios estudiados cubran una parte razonable del campo de los probables (Godet y Durance, 2011).

Según Jay (2014), esta integración también ofrece un medio de evaluar la sensibi= lidad respecto de las probabilidades de los eventos futuros y las políticas contempladas, una consideración importante en los estudios de planificació= n.

La principal limitante, la constituye el problema de unificación de las respue= stas de varios especialistas, donde una de las soluciones más idóneas es realiz= ar una exhaustiva selección de los expertos (Godet y Durance, 2011).

Conclusiones.

·       = La prospectiva estratégica es una herramienta utilizada dentro del proceso de planificación en las entidades, pues guía las acciones del presente en aras de construir un futuro probable= .

·       = Elementos como la complejidad del sect= or del turismo, conformado por dos grandes subsistemas endógenos y exógenos, = la diversidad en los criterios de la demanda, de la oferta, el dinamismo y las tendencias cambiantes en un entorno convulso, así como los paradigmas establecidos por las entidades en aras de elevar la competitividad, sostenibilidad y gobernanza de los destinos turísticos, demuestran la importancia de incorporar los estudios estratégicos prospectivos en el sect= or del turismo.

·       = La metodología presentada por Godet y Durance (2011), como representantes de la escuela francesa prospectiva, es l= a más utilizada a nivel internacional, sobre todo por la cantidad de métodos= que se integran para obtener resultados más cercanos a los deseados por la enti= dad y el uso de herramientas informáticas para facilitar el trabajo a realizar.=

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<= span lang=3DES style=3D'font-size:12.0pt;line-height:115%;font-family:"Times New = Roman",serif'>Para citar el artículo indexado

 

 

Hernández Flores, Y., Rodriguez González, M., & Espinosa Cuartas, M. Ángel. (202= 0). Planeación estratégica prospectiva en las organizaciones turísticas. A= lfaPublicaciones, 1(3), 20–38. https://doi.or= g/10.33262/ap.v1i3.4

 

 


 

 

 

El artículo que se publica es de exclusiva responsabilidad de los autores y no necesariamente reflejan el pensamiento de la Revis= ta Alpha Publicaciones.

 

El artículo queda en propiedad de la revista y, por tanto, su publicación par= cial y/o total en otro medio tiene que ser autorizado por el director de la Revista Alpha Publicaciones.<= /o:p>

 

 

 

 

 


                         =                                       =                        



= [1]= Universidad de La H= abana. Facultad de Turismo. La Habana, Cuba. yoan961122@gmail.com=

= [2]= Universidad de La H= abana. Facultad de Turismo. La Habana, Cuba.  mrodriguez@ftur.uh.cu<= /p>

[3] Universidad de La H= abana. Facultad de Turismo. La Habana, Cuba.  miguel.espinosa@estudiantes.ftur.uh.cu

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www.alfapublicaciones.com

ISSN: 2773-73= 30                        =                                       =                      Vol. 1, N° 3, p. 20-38

                        =                                       =                                       =        octubre-diciembre, 2019

 

Investigaci= ón                        =                                       =                                    =                                       =      Página 10

 

 

 

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