L8 Flashcards
(18 cards)
Explain the relation between Borlaugh and William Voogd in relation to TR and CR.
There is a dual reality. Borlaugh focused on enhancing crops. Trying to understand which part of grain is going better than other part. –> green revolution he started. This is a very technical problem: you zoom in on the specific parts. The grain only. Under which conditions grain grew better in the past. Direct causal relationships. Entity: growth. Context: excluded.
This while William Voogd only focused on the context. If we continue to develop our crops like this it will destroy our agriculture. Thinking through the consequences of your actions.
They are both right but are exluding each others’ messages. There is a complementary duality. The two perspectives need each other:
o While enhancing crops we have to know what we do and look at consequences of actions.
o While we look at growth, we also still have to get food.
What is pragmatism and what forms are there? Also explain disjointed incrementalism.
Classic pragmatism: you see is what you can They consider practical consequences or real effects to be vital components of both meaning and truth.
Neo pragmatism: what we observe is what we agree upon through language. Truth is agreement the words we use together and embrace together. to the right our communicative side
Critical pragmatism: the same as neo pragmatism: values instead of objective world.
Disjointed incrementalism: in between. Never a straight line while developing a plan.
WHat is pick and mix and what is Garbage can?
Pick and mix: You just pick how much you need from technical and communicative side.
Garbage can: comes with time. You’re gonna basically take an issue out of ‘the garbage can’ as soon as you have time for it. So it has to do with what is effective in the here and now.
What is actor consulting in essence?
About mitigating conflicting interests. Finding a consensus between various interpretations and contradicting things. with actors. It’s about the people and how to cope with a complex problem. ALthough, it’s still up to the decision-maker what to do with things. You don’t ‘have’ to include actors’ interests
Gert told that you can almost say there is a spectrum between scenario planning and actor consulting. Explain how.
From extreme type of perspective that looks only at the world out there (scenario planning) towards scenarios that reasons with people (actor consulting)
What are the conditions with actor consulting?
actor consulting helps to focus on one perspective by interacting with all parties (unifocal) COnsensus becomes implicit. Position where we can explain the world instead of having to explore like it is with scenarios.
When it gets to explaining then you’re tending towards TR again. Explain why.
Cause then the causality is direct, you see clear entities and the perspective is unifocal. Context is also stable. Full circle. We understand what happens now.
Explain the concept of environmental zoning.
Sustainable separation of functions. Intrusive functions vs sensitive functions. Sensitive is where people are and stay. Intrusive: industrial sites, raods. It’s about keeping them apart.
Explain how looking at all the environmental conditions and putting them in one big map does not lead to a realistic situation. And what needs to be done in such situations?
Implementing all these conditions competely flattens space. Cities would need to go away then. Nothing free anymore for all kinds of functions, but nobody is going away. We get a no go route. Desptive technical knowledge we have no solution. We know everything but don’t know how to act.
We have to look at the context here to come up with sustainable solutions.
Explain the decision-making model.
What and who are central. What is about single fixed goals vs broad objectives. Who is about central government vs shared governance.
Left side is institutional structure with top down approach. Right side is about with citizens. you ask them what they want. Left is generic. Right is specific. TR in top left. CR in bottom right. The how in the right corner is a highly complex setting.
If structure and function align., the how works as well. Explain why. You can use an example.
Structure of a room is here for the function. We know it’s a room and what it’s for. Structure is made for the function it shouild embrace. Classroom is made for lectures. We were doing that during the lecture.
Name the three basic questions for planning to grasp issues.
What must be achieved?
* Functional -Goal-oriented
* Material object / content of planning
How can it be achieved?
* Decision-oriented
* Rationalisation of choices
Who will be involved?
* Structural -Institution-oriented
* In terms of actors and interaction
Relate the decision-making model with Gert’s model. What is the most important thing here?
The how, what and who are inside Gerts model too. The decision-making model thus adds to the story. Two differnt stories unravel things between who is there and what we want.
In the decision making model The what relates to three aspects and the who as well. Explain which ones and why.
What:
Goal: what needs to be achieved
Effectiveness: how can we achieve the goal in an effective way.
Function: It needs to be functional
Who:
* actors: who is involved and has interests
* efficiency: how can we reach as much with the least resources in a fast way.
* structure: who is involved structures the process. structures are created by the people involved.
Explain system theory in relation to our decision making model.
Focuses on the parts: reductionism. This tends to TR
When you focus on the whole: holism. This tends to be in the middle. So scenario planning for example
When you focus on the context: expansionism. This tends to CR.
Explain the system theory with the three types of systems.
Closed systems: they only look inward. Burlow guy with grain saw world as a closed system: he only looked at the grain and how to improve the crops.
Semi open / feedback: sits in between and looks inward but at the context as well.
Open systems: Looks outward. Voogd: looked at the context
Explain complexity theory shortly.
COmplexity theory is about the amount of factors or components that play a role in planning processes. It can be placed in a spectrum of simple, complex and very complex situations. This is because complexity brings in time in planning. That was not done before. Planning was looked at from a static perspective.
Simple: linear development and simple situations
Complex: non-linearity, some factors and uncertainty
Very complex: Very non-linear, uncertain, with a lot of factors and interests that influence a planning process.
Explain A model on slide 53 Goal Maximization to Process Optimization
The decision-making line (how) is the match of actors (Who?) (structure) and their goals (What?) (Function)
Decision that should be made relates to top down approach with one clear target. Structure and function align here. Lower right is different. TR – CR = optimum decision-making line. Not clear target and negotiating about it altogether. This also describes decentralization: from top left to bottom right.
Each position on the spectrum represents the fit for one particular situation.
The Holy Spectrum represents the optimum in decision-making (how line) followed by areas of sup-optimum and minimum decisions.
