By A. Faludi
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Extra info for A Decision-Centred View of Environmental Planning
As distinct from planned ones, opportunistic decisions are made as the event unfolds and they are, therefore, not mutually related as a unit having a single design. The execution of any planned course of action involves the making of opportunistic decisions as well as planned ones (pp. 312-13). As we shall see in C h a p t e r 6, this is r e m a r k a b l y like the " I O R S c h o o l ' s " view of "strategic choice" as choice t a k e n with awareness of the interrelations between decisions. Banfield distinguishes between comprehensive plans a n d between public and corporate planning.
Howard, J. T. (1964) "Comment on Ά task-force approach to replace the planning board* ", Journal of the American Institute of Planners, 30, 24-5. Mannheim, K. (1940) Man and Society in an Age of Reconstruction, Kegan Paul, London. Meyerson, M. M. C. (1955) Politics, Planning and the Public Interest: the Case of Public Housing at Chicago, Free Press, New York. Nash, P. H. and Durden, D. (1964) "A task-force approach to replace the planning board", Journal of the American Institute of Planners, 30, 10-12.
A unitary one implies a central decision-maker whose role is technical, but endowed with the power at the same time to assert the interest of the " w h o l e " over lesser interests. A n individualistic one implies compromise, in the case of the utilitarian and quasi-utilitarian conceptions, by means of bargaining in which representatives act as instructed by their constituents. Under the quasiindividualistic conception, finally, there must be a mechanism for excluding inappropriate ends. A representative process in which the representative gives more weight to his constituents' "real ultimate interest" ...