The document discusses different approaches to managing complex regional planning processes. It describes three main approaches: 1) Reducing uncertainty by bringing together all relevant actors and resources and carefully designing the process. 2) Emphasizing networks and governance through horizontal collaboration between governments, professionals, and social/economic interests. 3) Embracing collaborative and communicative perspectives through constructing shared spaces for dialogue to develop shared narratives and strategies based on open communication between stakeholders.
The document discusses different approaches to managing complex regional planning processes. It describes three main approaches: 1) Reducing uncertainty by bringing together all relevant actors and resources and carefully designing the process. 2) Emphasizing networks and governance through horizontal collaboration between governments, professionals, and social/economic interests. 3) Embracing collaborative and communicative perspectives through constructing shared spaces for dialogue to develop shared narratives and strategies based on open communication between stakeholders.
The document discusses different approaches to managing complex regional planning processes. It describes three main approaches: 1) Reducing uncertainty by bringing together all relevant actors and resources and carefully designing the process. 2) Emphasizing networks and governance through horizontal collaboration between governments, professionals, and social/economic interests. 3) Embracing collaborative and communicative perspectives through constructing shared spaces for dialogue to develop shared narratives and strategies based on open communication between stakeholders.
A major issue, perhaps the central one, in a process as complex as most regional planning exercises, is coordination, or integration. John Friend and his colleagues argued that planners should aim to reduce uncertainty by adopting the role of reticulating practitioners, or reticulists. These were network formers or catalysts. Such planners were to bring in all actors with influence and resources, whether in the planning or the implementation of an areas development. This required a conscious design of the process, working out whom to include when, and who would have influence over strategic choices or decisions. The strategic choice approach has some similarities to a second approach, that emphasises networks and governance, as expounded by political scientists in particular in the 1990s (Rhodes 1997). Here the idea is that governments, and professionals employed by them, no longer have any monopoly on planning processes, and must work with a wide range of interests, thus forming a more horizontal network structure, where governing is shared, often with no clear leading decision maker. The result may be more governance than government, it is argued, involving in a real way far more social and economic actors. A third approach, again overlapping with that of networking, and developed at the same time, embraces collaborative and communicative perspectives. This includes various understandings, that developed by Patsy Healey (Healey 1997, 2003; Vigaret al. 2000) being quite comprehensive, others such as the work on communicative approaches (Forester 1999; Innes 1996) not necessarily seeking to present a whole model for planners to operate with. These perspectives advo-cate the careful construction of shared arenas for dialogue, leading to the making of concerted storylines for areas, which can then form the basis for durable shared strategies. The importance of as open and honest communication between interests as possible is stressed, drawing on the political philosophy of Juergen Habermas, especially his theory of communicative action (Habermas 1987).