ABSTRACT
This chapter investigates a set of research questions from the practitioner's perspective, asking about plan-making processes and methodology; who was included in plan-making; and how best practices of plan-making were disseminated. It explores two themes in some detail: survey-before-plan, a notion that was expounded by Patrick Geddes during the planning and which has continued to influence how plans are made ever since; and the handling of inter-relationships in plan-making. Survey-before-plan has proved to be one of the most enduring ideas in plan-making, and continues to have relevance to contemporary plans. In many parts of the world, intensive plan-making activity led to new thinking about the plan-making process and the methods associated with it. The strategic choice approach offers a clearly structured way of thinking qualitatively about plan-making from the perspective of the decision-making practitioner. M. Lock believed passionately that plan-making should involve ordinary people who, he argued, were the client for the plan.
