ABSTRACT
This chapter examines the manipulative features of different ways to organize public planning. It shows that some features of the well known modes of planning, to a varying degree, give structure to the planning and decision process and increase the likelihood of institutionally induced stability. The chapter discusses the insight that the impossibility theorems in social choice theory are expressions of managerial dilemmas. Positive planning theory consists of non-ethical true-or-false claims about planning and seeks to describe and explain aspects of planning. Planning provides structure to the decision-making process. The procedures, guidelines, and rules help to check manipulation, but the numerous agenda forming activities and the many intermediate decisions nevertheless provide ample opportunity for manipulation. A planning process admitting many actors easy agenda access and high possibilities of making amendments increases the likelihood of manipulation. Power is concentrated to one client instead of multiple groups of specialists, and if necessary, the agency director can overrule the ranking of the client.
