In pursuit of productive conflict in strategic planning: project identification

This paper discusses three normative standpoints on conflict in strategic spatial planning: no conflict, conflict for consensus and conflict for meta-consensus on the validity of dispute. These views apply to the questions of whether and why projects, as a major source of conflict, should be identified in the process of strategic planning. In their approaches to these questions, the performance school advocates the production of general guidelines to avoid conflict, the collaborative perspective supports the identification of projects in strategic planning in order to utilize their potential in a conflict-to-consensus journey and the conflict-oriented perspective favours the identification of projects in strategic planning in order to arrive at meta-consensus on the immediate disputability of robust agreements. Reflecting on the collaborative perspective, this paper tests a hypothetical model of how conflicts created in the face of project identification can feed in making consensual strategies. Findings in the North West region of England support the model and suggest some difficulties with reviewing such consensus around which a resistance network forms. The paper puts forward some recommendations for overcoming the review challenge.