Ci2es	  and	  Change	  Designing	  for	  and	  through	  prac2cal	  delibera2on	  David	  Laws	  Department	  of	  Poli4cal	  Science	  University	  of	  Amsterdam	  	  Amsterdam	  Centre	  for	  Conﬂict	  Studies	  The	  city	  and	  change	  as	  a	  public	  domain	  	  	  	  	  	  	  (Hajer	  and	  Reijndorp)	  • “Those	  places	  where	  	  an	  exchange	  between	  diﬀerent	  groups	  is	  possible	  and	  also	  occurs.”	  • “[P]laces	  of	  shared	  experience	  by	  people	  from	  diﬀerent	  backgrounds	  or	  with	  dissimilar	  interests.”	  • Places/instances	  where	  we	  can	  “make	  judgments	  based	  on	  an	  exchange	  with	  others.”	  • Places	  where	  people	  “can	  have	  new	  experiences,	  where	  a	  change	  of	  perspec4ves	  is	  possible.”	  Mul4ple	  designs	  (and	  mixes)	  to	  facilitate	  interac4on	  and	  delibera4on	  and	  foster	  public	  domain.	  
• (Mediated)	  Stakeholder	  Nego4a4on	  	  • 21st	  Century	  Town	  Mee4ng	  	  • Apprecia4ve	  Inquiry	  • Ci4zens	  Juries	  • Consensus	  Conference	  • Conversa4on	  Café	  • Compassionate	  Listening	  • Delibera4ve	  Polling	  • Future	  Search	  • Na4onal	  Issues	  Forums	  	  • Open	  Space	  Technology	  • Public	  Conversa4ons	  Project	  Dialogue	  	  • Socrates	  Café	  • Study	  Circles	  • Sustained	  Dialogue	  • Vic4m	  Oﬀender	  Media4on	  • Wisdom	  Council	  • World	  Café	  Arnstein’s	  Ladder:	  	  Par4cipa4on	  and	  Power	  • Non-­‐Par4cipa4on	  • Tokenism	  • Ci4zen	  Power	  What	  kind	  of	  inﬂuence	  do	  they	  have?	   Analysis	  for	  Design:	  advise	  Fung’s	  (2006)	  Democracy	  Cube	  co-­‐govern	  direct	  authority	  deliberate	  &	  nego3ate	  Who	  is	  in	  the	  room?	  Who	  do	  they	  represent?	  

express	  preferences	  How	  do	  they	  communicate	  with	  each	  other	  	  &	  make	  decisions?	  Designing	  for	  Delibera2on	  	  An	  agenda	  for	  design	  (Susan	  Podziba	  and	  Associates:	  h>p://www.podziba.com)	  • Who	  must	  par4cipate	  for	  success?	  	  	  – (success	  =	  ac4onable	  agreement	  and	  commitment	  to	  implement.)	  • What	  structures	  are	  needed	  to	  support	  delibera4ons	  and	  decision-­‐making?	  
• How	  will	  representa4ves	  interact	  with	  cons4tuents	  and	  superiors?	  
• Are	  addi4onal	  entry	  points	  for	  par4cipa4on	  necessary?	  
• What	  informa4on/exper4se	  is	  needed?	  
7	  Design	  for	  Scale:	  Listening	  to	  the	  City	  America	  Speaks:	  Principles	  of	  prac4ce	  	  for	  delibera4on	  at	  scale	  1.
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Get	  the	  commitment	  of	  leadership	  to	  act	  on	  outcomes	  Ensure	  that	  project	  has	  a	  robust	  design	  Work	  at	  a	  scale	  appropriate	  for	  issue	  Make	  sure	  par4cipants	  are	  demographically	  diverse	  and	  representa4ve	  of	  the	  aﬀected	  popula4on	  Ensure	  informed	  par4cipa4on	  Use	  facilita4on	  to	  foster	  dialogue	  &	  delibera4on	  Focus	  and	  organize	  delibera4on	  to	  seek	  agreement	  on	  shared	  priori4es	  Link	  the	  outcome	  of	  delibera4on	  to	  ac4on	  (see	  1)	  Design	  for	  sustained	  ci4zen	  par4cipa4on	  	  America	  Speaks:	  Principles	  of	  prac4ce	  	  for	  delibera4on	  at	  scale	  1.
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Get	  the	  commitment	  of	  leadership	  to	  act	  on	  outcomes	  Ensure	  that	  project	  has	  a	  robust	  design	  Work	  at	  a	  scale	  appropriate	  for	  issue	  Make	  sure	  par4cipants	  are	  demographically	  diverse	  and	  representa4ve	  of	  the	  aﬀected	  popula4on	  Ensure	  informed	  par4cipa4on	  Use	  facilita4on	  to	  foster	  dialogue	  &	  delibera4on	  Focus	  and	  organize	  delibera4on	  to	  seek	  agreement	  on	  shared	  priori4es	  Link	  the	  outcome	  of	  delibera4on	  to	  ac4on	  (see	  1)	  Design	  for	  sustained	  ci4zen	  par4cipa4on	  	  America	  Speaks’	  Lessons	  Learned	  • To	  change	  ways	  of	  thinking	  and	  working	  you	  need	  a	  long-­‐term	  commitment	  • If	  you	  want	  to	  reach	  ci4zens,	  go	  where	  they	  are:	  churches,	  businesses,	  schools,	  etc.	  
• If	  you	  want	  to	  ajract	  and	  engage	  diverse	  groups	  then	  diﬀerent	  opportuni4es:	  length,	  type	  of	  ac4vity,	  loca4on,	  etc.	  	  • Partnerships	  with	  decision-­‐makers	  and	  public	  oﬃcials	  are	  cri4cal.	  
• Ci4zens	  need	  a	  safe	  space	  to	  par4cipate	  and	  exercise	  leadership.	  
• Planning	  for	  sustained	  engagement	  must	  start	  from	  the	  beginning.	  Delibera4on:	  Hot	  or	  Cold?	  
•••“I	  asked	  her	  just	  that	  ques4on,	  I	  said,	  ‘Some	  planners	  will	  feel	  that	  when	  there’s	  so	  much	  bad	  feeling	  going	  around,	  they’	  prefer	  to	  turn	  around	  and	  walk.	  But	  you	  came	  into	  that	  room,	  you	  saw	  all	  the	  conten4ousness	  and	  you	  nevertheless	  thought,	  ‘Well,	  there’s	  a	  set	  of	  things	  that	  might	  be	  possible	  here.’	  So,	  the	  ques4on	  to	  ask	  […]	  is,	  ‘What	  do	  we	  need	  to	  be	  thinking	  in	  the	  face	  of	  such	  conten4on?”	  	  Whenever	  there’s	  conﬂict	  in	  the	  room,	  it	  means	  there’s	  energy	  to	  work	  on	  something—conﬂict	  is	  always	  be>er	  than	  apathy:	  so	  that’s	  where	  I	  start	  .	  .	  .	  
As	  a	  party,	  I’m	  angry	  about	  something—and	  I’m	  angry	  because	  I	  don’t	  think	  something	  is	  working	  right,	  and	  I	  want	  things	  to	  work	  right.	  
(Forester	  2009.	  p.149)	  	  Ac4ng	  as	  Designing	  •Start	  from	  the	  speciﬁc.	  	  

•Think	  generally.	  	  

•Inquire	  into	  context.	  	  

•Design	  don’t	  choose:	  	  •Designs	  are	  performed:	  they	  are	  public	  domain.	  
The	  expression	  of	  human	  capaci4es	  is	  con4ngent	  on	  ins4tu4onal	  condi4ons.	  	  Vital	  “public	  domains”	  fuse	  prac4cal	  and	  democra4c	  signiﬁcance.	  

••– What	  is	  the	  problem	  that	  I	  am	  trying	  to	  solve?	  
– What	  are	  the	  op4ons	  for	  bringing	  people	  together?	  
– What	  are	  the	  ‘facts	  that	  majer’?	  
– draw	  on	  exper4se	  to	  create	  opportuni4es.	  
– It’s	  the	  mix	  that	  majers.	  Development	  through	  designs	  that	  recombine	  • Ci4zens	  direct	  delibera4on	  at	  a	  common	  venture.	  
• Par4cipa4ng	  as	  share-­‐holders	  changes	  their	  perspec4ve	  	  • Groups	  gain	  by	  combining	  two	  or	  more	  func4ons.	  
• The	  mutual	  gains	  created	  can	  help	  to	  resolve	  conﬂict.	  

A	  house	  can	  also	  produce	  energy	  A	  sports	  club	  can	  also	  be	  a	  Kindergarten.	  
A	  park	  can	  also	  supply	  food	  and	  purify	  water.