There's probably a generalization to the behavior of the people who "facilitate" meetings by structuring the order of business in order to nudge, or coerce, participants to the outcome the facilitator wants.
Nobody talks like that.The story he tells is of focus groups who might think in terms of an improved Walkman rather than a portable computer with music-streaming capabilities.
My neighbors don't. The people I run into at church don't. The parents dropping their kids off at school don't. The survey wasn't asking residents to describe their lives. It was asking them to answer a planning question, one presented and framed in a way that will feel completely foreign to nearly all of them.
Years ago, Steve Jobs made an observation about focus groups that has become famous.
It's really hard to design products by focus groups. A lot of times, people don't know what they want until you show it to them.
That statement is often misunderstood as an argument against listening to customers. It isn't. Apple listened obsessively to customers. What Jobs understood was that customers experience frustrations, desires, and obstacles. They do not necessarily experience solutions.
Residents know where they struggle. They know which intersections feel dangerous. They know which streets their children are afraid to cross. They know whether housing feels attainable. They know whether a neighborhood feels welcoming.Fundamentally, planning is about attempting to impose some Man of Systems' scheme on messy reality. On the other hand, placing a bet on emergence based on some notion of the individual experiences of residents who are not regional planners might be reason for the planners to get away from the notion of System or Vision. "What's the next smallest thing we can do to address it?"
What they often don't know — and shouldn't be expected to know — is whether the answer involves mixed-use zoning, form-based codes, parking reform, traffic calming, tax increment financing, or some other technical intervention.
Those are planning tools. Residents are experts in something much more important: their own experience.
A recent article from the American Planning Association discusses innovative public engagement techniques. The article correctly identifies a real problem. Traditional public meetings often don't work very well. Dot-voting exercises become predictable. SWOT analyses are tedious. Attendance is low. Participants are frequently unrepresentative.









