ABSTRACT
This chapter explains the types of disagreement, such as those concerning goals, strategies, or tactics. It deals with strategies for acting, including staying loyal to the organization, voicing the planner's opinion, or exiting the organization. The question of a planner "being right" is complex. Success metrics in other fields are often clearer. For private companies, metrics include return on investment, market share, growth rate, and so on, and employees are expected to contribute to the organization's vision and goals. The leads planners to assert correctness about the values that a planning decision should serve. The chapter introduces the larger context for being right. Focusing on the immediate issue might neglect subtle dimensions of change that occur later, or that occur as second- and third-order impacts. Issues of "being right" are tricky when it comes to technical matters, but they often can be resolved with reference to research.
