Strategy-making for Sustainability: An Institutional Learning Approach to Transformative Planning Practice
This paper develops and applies a framework for analysing transformative institutional change in the name of sustainability. It argues that institutional leaning tools afford a useful heuristic lens that can distil important insights from the complexities of an organisation, and subsequently disseminate those findings to wider practice. The new institutional researcher emerges as a reflexive bricoleur, attentive to the politics of situated inquiry amidst complex webs of knowledge production and learning. The paper concludes by emphasising that the institutional learning approach is not a panacea, but does provide a valuable window into strategic efforts to "see" urban areas in different-that is, more sustainable-ways. Ultimately, it is the quality of these democratic deliberations that will make attempts at transformative change for sustainability over the long-term both substantive and worthwhile.
Planning Theory and Practice
Urban and Regional Planning not elsewhere classified