1. Copyright 2004 Monash University IMS5042 Information Systems Strategic Planning Week 2: From philosophy to theory to practice

2. Copyright 2004 Monash University 2 Recap of week 1 Defining what constitutes “IS strategic planning” is a non-trivial issue planning is a multi-faceted activity “strategic” is problematic IS strategic planning has to fit alongside other forms of strategic planning Decisions about how to do planning are driven by the way these issues are decided Some major issues of planning philosophy have to be resolved before these issues can be decided

3. Copyright 2004 Monash University 3 Today’s agenda 1. The influence of philosophy on theory and action 2. Examples of the links between planning philosophy, theory and action 3. Implications for planning and planners

4. Copyright 2004 Monash University 4 1. Understanding the influence of planning philosophy Formalised Unified Comprehensive Utopian Rational Deterministic Directed Dictatorial Democratic Emergent Political Contingent Pluralist Pragmatic Ad hoc Incrementalist

5. Copyright 2004 Monash University 5 Philosophy, theory and practice Note that each of these aspects of philosophy creates/influences/is driven by your belief system about the world Note that these different aspects of philosophy relate to several different areas of planning – content, process, decision-making, etc Note that each aspect is very complex and attitudes range along a continuum between the extremes given here

6. Copyright 2004 Monash University 6 Rationality – non-rationality Rationality All planning issues can be resolved via analysis based on logic and reason Theories of planning are based around developing scientific explanations for the elements of planning Planning practice is about applying analytical techniques Non-rationality Planning is about non-rational issues – ideology, power, beliefs, values Theories of planning are based around competing ideologies, values, etc Planning practice is about the politics of power and resolving the clash of ideologies

7. Copyright 2004 Monash University 7 Comprehensiveness - incrementalism Comprehensiveness Planning is about identifying and dealing with all issues which are relevant to the current and future situation Theories of planning are based around understanding the total system Planning practice is about developing strategies which cover all issues and interactions Incrementalism Planning is about selecting what issues can/should be dealt with now Theories of planning are about how we choose what to focus on Planning practice is about developing strategies only for the selected key areas

8. Copyright 2004 Monash University 8 Determinism - Contingency Determinism Planning is about identifying and controlling the key variables which determine outcomes Theories of planning are based around finding the key variables and understanding their effects on the outcome Planning practice is about managing the key variables Contingency Planning is about being prepared for a range of possible outcomes Theories of planning are about the management of uncertainty and risk Planning practice is about developing strategies to cope with alternative futures

9. Copyright 2004 Monash University 9 Directedness - Emergence Directedness Planning comes before action; set the master plan, then act Theories of planning are based around the development of the master plan Planning practice is about creating and implementing the master plan Emergence Plans emerge from actions; you don’t make plans, they happen Theories of planning are about how we identify the strategies which emerge from actions Planning practice is about monitoring, identifying and formalising strategies as they appear

10. Copyright 2004 Monash University 10 Formalisation – “Ad hocery” Directedness Planning requires a formal structured process Theories of planning are based around developing the right formal processes Planning practice is about implementing the formal process “Ad hocery” Planning is a creative, adaptive process Theories of planning are about how we inspire creative ideas and adapt the planning process to the circumstances Planning practice is about choosing the most appropriate process(es) for this moment

11. Copyright 2004 Monash University 11 Utopianism – Pragmatism Planning is about vision; setting ideals to which we can aspire Theories of planning are based around developing the vision Planning practice is about identifying the vision and working towards it Utopianism – Pragmatism Planning is about making compromises to get something which can be made to work Theories of planning are about how we get agreement Planning practice is about negotiating compromises

12. Copyright 2004 Monash University 12 Unity - Pluralism Unity The organisation is unified and the plan is for everyone Theories of planning are based around consensus support for agreed common goals/objectives Planning practice is about identifying and articulating the common goals, objectives, etc Pluralism The organisation consists of a federation of competing interests; any plan will favour some at the expense of others Theories of planning are based around identifying conflicts in objectives and values Planning practice is about managing conflict

13. Copyright 2004 Monash University 13 Dictatorship - Democracy Dictatorship The leader knows best and decides everything; their decision is final and all opposition is suppressed Theories of planning are based around maintenance of the power structure Planning practice is about doing whatever the boss wants Democracy We all have an equal right to participate in decision- making; majority rules Theories of planning are based around ensuring participation and allowing every voice to be heard Planning practice is about finding the majority view

14. Copyright 2004 Monash University 14 2. Linking philosophy to theory and practice in planning: an example Three examples of situations in which planning was seen as necessary (Some simplifications to highlight the key points!) Reflection on the nature of planning

15. Copyright 2004 Monash University 15 Case 1 - The Problem The state of cities and their living environment at the start of the 20 th century Poor sanitation - sewerage, water supply drainage Poor housing and building standards Lack of infrastructure and processes to establish and maintain suitable facilities Lack of controls over development standards

16. Copyright 2004 Monash University 16 Case 1 - The Planning Aim To develop standards for housing, water, sewerage, drainage, etc To install facilities to eliminate problems in existing areas To ensure that all new developments are required to conform to the appropriate standards To establish the organisational infrastructure to fix and maintain the built environment To identify a program of action (resources, timing, etc) to get all this done

17. Copyright 2004 Monash University 17 Case 1 - The Process Establishment of major legislation setting standards and regulations for housing, water supply, sewerage, drainage, etc Establishment of processes requiring developers for gain approval for all development Establishment of statutory authorities for developing major shared infrastructure Establishment of statutory authorities administering regulations, licensing, monitoring, etc

18. Copyright 2004 Monash University 18 Case 2 - The Problem The state of cities and their living environment in the mid-20 th century Unplanned and uncontrolled patterns of land- use development Incompatible land-uses and unavailability of suitable land for necessary developments Inefficiencies in transport and distribution systems - economic costs Existing growth exceeding capacity of existing infrastructure and networks Projected growth likely to cause major dislocation

19. Copyright 2004 Monash University 19 Case 2 - The Planning Aim To develop a framework for land-use distribution and supporting infrastructure and services To install new services and infrastructure to remedy the problems in existing areas To set out an architecture for ensuring that new development and growth could be serviced efficiently To establish planning processes to cope with future development and change

20. Copyright 2004 Monash University 20 Case 2 - The Process Analytical studies of existing patterns of land- use and development – industry, commercial, residential Analysis of patterns of interaction between land- uses Projection of trends to evaluate outcomes for future target year Identification of infrastructure and controls needed to achieve objectives and minimise costs Development of metropolitan-wide master plan

21. Copyright 2004 Monash University 21 Case 3 - The Problem The state of cities and their living environment in the late 20 th century Planning process and decisions losing touch with the needs of the community Lack of community involvement and participation in planning issues Exclusion/disenfranchisement of some groups from the planning process Local interests being over-shadowed by decisions at regional level

22. Copyright 2004 Monash University 22 Case 3 - The Planning Aim To increase community awareness of planning issues To increase public participation in the planning process To provide information about planning issues To establish forums to encourage community debate and discussion To develop consensus among competing groups about how best to deal with planning issues

23. Copyright 2004 Monash University 23 Case 3 - The Process Publication and dissemination of information and position papers on key issues Debate in public forums (newspapers, meetings, etc) to solicit public opinion Attempts to give back planning controls to communities Establishment of processes to make it easier for individuals to voice their opinions and defend their rights

24. Copyright 2004 Monash University 24 3. Implications for planning and planners Note the differences in each case between: The objectives of the planning process The sort of plans required The content of the planning process The nature of the planning process The knowledge and skill requirements of the planner Note that the same issues were present each time, but they were perceived in different ways at different times Why the changing perceptions? Different problems, expectations, environment, people, etc, etc?

25. Copyright 2004 Monash University 25 Reflection on the nature of planning What are the underlying philosophies behind: the identification of these as the significant planning issues? the choice of planning approaches which were adopted? What sorts of theories were needed as the basis for planning practice? What planning tasks/activities had to be carried out to achieve the planning objectives?

26. Copyright 2004 Monash University 26 Implications for planners How do we decide what are the key planning objectives, issues of the day? How do we decide on the philosophy which will guide our approach? What does it mean for the planner: Role ? Expectations? Skills? Etc?

27. Copyright 2004 Monash University 27 4. Summary All planning is fundamentally based on a set of philosophies about matters such as: the issues being planned for the process by which things should be decided the people who are involved, etc Planning theories are developed to reflect and support (either explicitly or implicitly) these philosophies Planning practice implements (either explicitly or implicitly) these planning theories

28. Copyright 2004 Monash University 28 Next week IS planning has been very poor at articulating, justifying and reflecting on the philosophical and theoretical foundations of its practice Next week we will demonstrate this by looking at some examples of IS planning process