Planning Under Pressure: The Strategic Choice Approach'Planning Under Pressure' offers a versatile and practical set of planning methods for collaborative decision making, which is ideally suited for reaching decisions in conditions of uncertainty. This approach is equally valid for planning and development decisions in local government and strategic business planning. When 'Planning Under Pressure' appeared in 1987, it was the first mature exposition of the Strategic Choice Approach. Since then, the approach has been gathering support among decision makers, while also becoming widely taught in management, planning and policy schools. The second edition reflects the diverse range of contexts in which the Strategic Choice Approach is now put to work: management, urban planning, public policy making, community action, and sustainable development in third world countries. New material includes a chapter on the role of software, and coverage of recent theoretical advances. * Versatile and practical set of planning methods for collaborative decision making * Valuable approach for a wide range of professions and markets * Clearly presented for ease of reference |
Contents
Foundations | 1 |
Skills in shaping | 107 |
6 | 141 |
7 | 166 |
Skills in comparing | 173 |
8 | 180 |
Skills in choosing | 207 |
9 | 238 |
10 | 256 |
The electronic resource | 285 |
Extensions in process management | 297 |
12 | 323 |
A guide to further reading | 337 |
343 | |
Answers to exercises | 353 |
Other editions - View all
Planning Under Pressure: The Strategic Choice Approach John Kimball Friend,Allen Hickling No preview available - 1997 |
Common terms and phrases
action schemes advantage comparison alternative analysis applied arise assumptions become broader capital CENT'L challenge Chapter choosing mode combinations commitment package comparing mode comparison areas complex concepts concerned considered context decision areas decision graph decision links decision problem decision schemes decision-making designing mode discussed DIST Eastwell evaluation experience exploratory options explore facilitation feasible Figure 17 flexibility formulation framework further Hickling HOUS important interactive introduced involved issues judgements kind LOC'N looping marker pens Operational Research option bars option graph organisational orientation participants particular planning possible practice presented pressures problem focus process of strategic progress range recognised relation relative assessment relevant response ROAD LINE role scale shaping mode shortlist significant skills South Side example specific stage STRAD strategic choice approach strategic choice methods structure Tavistock Institute tegic tion types uncertainty areas WEST ST wider