Abstract
This article explores the issues that arise when land use management organizations change their previous ways of relating to the public. I introduce an analytic framework for evaluating organizational changes that are grounded in participatory planning and decision making. Using a case study of a recent planning initiative of the Wisconsin Department of Natural Resources, I examine dynamics of trust, civic capacities, personal demands, history of working relationships, and interest in the issue at hand. Though preliminary, the conclusions drawn from this research illustrate how these dynamics may influence the success of participatory planning that reflects organizational change.
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