1. COMPREHENSIVE-RATIONALE
APPROACH
Features
• Uses Reason more intensively --
‘rational’ or scientific tools
• Has roots in Geddes
‘Survey-Analysis-Plan’ (SAP)-- theoretically benefits the whole of society and
the larger natural environment
• Planner an Expert-Scientist, Technical
Specialist, Forecaster who is making a prognosis, educating the public on
future scenarios
Limitations
•
‘synoptic’ planning is criticized for its a-priori goal setting – that
experts and people already know “the common good” before undertaking planning,
it presumes a general public interest rather than pluralist interest; with the
high importance given to role of Experts, it also has tendency to centralize or
control
•
“utopian”, “normative”, “technocratic”
2. SYSTEMS
APPROACH (Norbert
Wiener)
• System is a set or group of interconnected
components interacting to form a unity or integrated whole
• Relationships tie the system together
• Cyclical System – free-flowing circuit
5 Main Advantages of
Systems Approach in management
1.
It concentrates on end results rather than the means.
2.
It provides an orderly and efficient plan of action.
3.
It develops coordination of the specialized activities.
4.
It provides a good basis of control
5.
It frees management from many daily details of operations management.
Disadvantages
1.
The
approach does not recognize the differences in systems.
2.
Over-conceptual
3.
Systems
philosophy does not specify the nature of interactions and interdependencies.
4.
Unpractical:
It cannot be easily and directly applied to practical problems.
5.
Lack
of Universality
6.
Complex
System
3. ADVOCACY PLANNING
Notable Personalities
•
Paul Davidoff, pluralistic
view of politics and governance
•
Saul David Alinsky, Rules for
Radicals
•
Sherry Arnstein, Eight
Rungs in the Ladder of Citizen Participation
Features
• Planners should advocate for those
who are powerless and disenfranchised
• Planners should work for the redistribution
of power and resources to the powerless and the disadvantaged
• Defend
the interests of weak and the poor against the established powers
of business and government
Disadvantages
·
Advocacy planning defies the existence of the concept of
value neutrality and hence the preparation of plural plans with each plan
guided by the ideologies of the people preparing it. Values are an inescapable
part of rational decision making process. https://planningtank.com/planning-theory/advocacy-planning-concept
·
Can lack clear objectives, or be difficult
to agree common objectives.
·
Forming and managing a coalition can
be a very time-consuming and bureaucratic process that can take away time from
working directly on campaign issues and organizational tasks.
·
May be dominated by one powerful
organization. Power is not always distributed equally among members; larger or
richer organizations can have more say in decisions.
·
May require you to compromise your
position on issues or tactics.
·
Shared decision-making can be slow
and may paralyze progress.
·
Can often be constrained by a lack
of resources.
·
Potential for donor interference
(e.g. a donor is interested in funding certain activities but there is a danger
of planning activities only because you know you can get the funds).
·
You may not always get credit for
your work. Sometimes the coalition as a whole gets recognition rather than
individual members. Or certain members get or claim more recognition than
others, causing conflict and resentment.
·
If the coalition process breaks down
it can harm everyone's advocacy by damaging members' credibility.
·
Coalition activities can be
difficult to monitor and evaluate.
http://worldanimal.net/our-programs/strategic-advocacy-course-new/module-4/networking-and alliances/advantages-and-disadvantages-of-working-in-coalitions
4. APOLITICAL POLITICS
Apathy
or antipathy against all political affliations
5. CRITICAL PLANNING THEORY
Examine
the relationship between urban planning and the changing balance of social
forces, power relations, socio-spatial inequalities and political-institutional
arrangements that shape and are in turn shaped by the evolution of neo-liberal
urbanization; must reveal and question the ways in which planning contributes
to the lubrication of the processes of taking unfairness for granted.; deemed
effective to the extent that it keeps alive the hope that society can be
changed by planned collective action to make it fairer and more compassionate despite
the strong structures that favor the interests of the already well-off.
https://books.google.com.ph/books?hl=en&lr=&id=lqEDQlUgWZEC&oi=fnd&pg=PP2&dq=critical+planning+theory&ots=FUtXXpXzyV&sig=-3eWiuMF_qC1Ef4gnxpw-Fy1tnk&redir_esc=y#v=onepage&q=critical%20planning%20theory&f=false
6.
BUREAUCRATIC PLANNING
Weber's theory of bureaucratic
management also has two essential elements. First, it entails
structuring an organization into a hierarchy. Secondly, the organization and
its members are governed by clearly defined rational-legal decision-making
rules. Each element helps an organization to achieve its goals.
An organizational hierarchy is
the arrangement of the organization by level of authority in reference to the
levels above and below it. For example, a vice-president of marketing is below
the company's president, at the same level as the company's vice president of
sales, and above the supervisor of the company's social media department. Each
level answers to the level above it, with the ultimate leader of the
organization at the top.
The easiest way to understand the
term rational-legal decision-making rules is to think of it as
a set of explicit and objective policies and procedures that governs how an
organization functions. Examples of rational-legal decision-making rules
include human resources rules and policies or the regulations governing who is
entitled to unemployment insurance.
7. STRATEGIC PLANNING (Henry Mintzberg)
Features
• It
is an aggressive pursuit of change
• Ensures
that all options are explored and that most appropriate option is selected
• Does
not need comprehensive or voluminous data but only manageable data relevant to
strategic issues
Disadvantages
•
Main difference if public participation is targeted, not required in
each step of the process, but is valued
•
Tends to focus more on economic, physical, infrastructural,
institutional solutions that often benefit the enthusiastic lead actors and
lead sectors who carry it out;
•
Strong on designing a ‘fit’ organization led by ‘champions’ who carry
out change
•
Strong on establishing ‘performance standards’ and on measuring results
•
While
this approach allows all activities of the organization to align to the
strategic plan, priorities are often so broad that little direction is actually
provided.
8. INCREMENTAL
PLANNING OR INCREMENTALISM
(Charles Lindbloom)
• “Science of Muddling Through”
• Planner acts as mediator to determine
common interest
• Determined through negotiation and
political compromises
Limitations
•
Because incremental plans lack a broad
organizational focus, operational units that are responsible for maintaining
programs or performing “enduring” activities have difficulty aligning their
operations to the plan. This detachment from priorities is often perceived as a
status demotion which will result in funding restrictions. Consequently,
operational units often create weak or indirect alignment links to “justify”
their position within the organization.
9. COMMUNICATIVE
THEORY
• Planning
is more transactive rather than transactional
• Finding
common ground and common aspirations among conflicting groups
• Group
interest has to be determined by dialogue
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