The coaching conversations related to the use and design of scenarios can offer a useful way to open discussions of values, beliefs, assumptions, mental models, aspirations, etc., that the executive client holds, supports and defends. One of the most useful contributions the coaching process can make is testing and determining what is truly important to the executive, clarity about the existence of confirming evidence, identification of any conflicting evidence, and clarifying what action is required to address executive concerns. The process for this often involves identifying and looking at the implications of alternative courses of action – or scenarios.