chapter  3
Making Sense of the Complexity of Managerial Flow: The Case of Urban Regeneration in the UK
ByALYSON NICHOLDS
Pages 17

In keeping with the idea that not only is reality more complex but that there is also a much wider range of actors involved (Arganoff & McGuire, 1998) and that this is based on networks of collaboration (Ansell & Gash, 2007), we argue that by also paying attention to the importance of values in the framing and evaluation of policy, we can consider the human interpretation involved, in addition to the context. By “human interpretation,” what Stone (2002) is referring to here, is how “each of the analytic standards that we use to set goals, defi ne problems and judge solutions is politically constructed and there is no gold standard of equity, effi ciency, social measurement, causation, effectiveness or anything else” (p. 40). By pointing out the potential for disagreement and lack of consensus involved in any political decision making process, Stone (2002) draws on the work of sensemaking theorists (see Yanow, 1996, 2000 Fischer, 1993; Hajer & Wagenaar, 2003) to ask, “How in terms of goods, services, wealth and income, health and illness, opportunity and disadvantage do we go about deciding who gets what?”