Abstract
The rational planning model based on the view of planners as expert decision makers is gradually being replaced by collaborative models that acknowledge the joint nature of planning decisions. This article addresses the benefits of recognizing that negotiation is the key vehicle for joint decision making and therefore lies at the heart of planning. It calls for applying negotiation theory and practice lessons to examine and improve the dynamics of collaborative interactions. It proposes that analytical frameworks informed by negotiation theory can improve planning decisions and enhance the odds of their implementation. To illustrate their claims, the authors revisit three key concepts from the negotiation field—interests, mutual gains, and information—and illustrate their use in planning situations with vignettes from planning practice.
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