Great planning disasters

Abstract

As the scale of planning increases so do the possibilities for error—and the author argues that the scale of some planning mistakes is such that they may correctly be termed disasters. Two sorts of disaster are discussed : positive and negative. The former have been implemented (eg Concorde or the Sydney Opera House), the latter aborted (eg London's third airport). The author analyses how the conditions and the protagonists can give rise to planning disasters, and suggests some ways in which disasters may be avoided or limited.