Rational Planning Model-1

Reading Materials E
Rational Planning Model

The rational planning model is the process of realizing a problem,
establishing and evaluating planning criteria, create alternatives,
implementing alternatives, and monitoring progress of the alternatives.
It is used in designing neighborhoods, cities, and regions. The rational
planning model is central in the development of modern urban
planning and transportation planning. The very similar rational
decision-making model, as it is called in organizational behavior is a
process for making logically sound decisions. [1] This multi-step model
and aims to be logical and follow the orderly path from problem
identification through solution.
Rational decision-making or planning follows a series of steps detailed

below:
1. Verify, Define, and Detail the problem

Verifying, defining & detailing the problem (problem definition, goal
definition, information gathering). This step includes recognizing the
problem, defining an initial solution, and starting primary analysis.
Examples of this are creative devising, creative ideas, inspirations,
breakthroughs, and brainstorms. The very first step which is normally
overlooked by the top level management is defining the exact problem.
Though we think that the problem identification is obvious, many times
it is not. The rational decision making model is a group-based decision
making process. If the problem is not identified properly then we may
face a problem as each and every member of the group might have a
different definition of the problem. Hence, it is very important that the
definition of the problem is the same among all group members. Only
then is it possible for the group members to find alternate sources or
problem solving in an effective manner.
2. Generate all possible solutions
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This step encloses two to three final solutions to the problem and
preliminary implementation to the site. In planning, examples of this
are Planned Units of Development and downtown revitalizations.
This activity is best done in groups, as different people may contribute
different ideas or alternative solutions to the problem. If you are not
able to generate alternative solutions, there is a chance that you might
not arrive at an optimal or a rational decision. For exploring the
alternatives it is necessary to gather information. Technology may help
with gathering this information.
3. Generate objective assessment criteria

Evaluative criteria are measurements to determine success and failure
of alternatives. This step contains secondary and final analysis along
with secondary solutions to the problem. Examples of this are site
suitability and site sensitivity analysis. After going thoroughly through
the process of defining the problem, exploring for all the possible
alternatives for that problem and gathering information this step says
evaluate the information and the possible options to anticipate the
consequences of each and every possible alternative that is thought of.
At this point of time we have to also think over for optional criteria on
which we will measure the success or failure of our decision taken.
4. Choose the best solution which we have already

generated
This step comprises a final solution and secondary implementation to
the site. At this point the process has developed into different
strategies of how to apply the solutions to the site. Based on the
criteria of assessment and the analysis done in previous steps, choose
the best solution which we have generated. Once we go through the
above steps thoroughly, implementing the fourth step is easy job.
These four steps form the core of the Rational Decision Making Model.
5. Implementing the preferred alternative

This step includes final implementation to the site and preliminary
monitoring of the outcome and results of the site. This step is the
building/renovations part of the process.
6. Monitoring and evaluating outcomes and results
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This step contains the secondary and final monitoring of the outcomes
and results of the site. This step takes place over a long period of time.
7. Feedback
Modify the decisions and actions taken based on the evaluation.
Requirements and limitations

However, there are a lot of assumptions, requirements without which
the rational decision model is a failure. Therefore, they all have to be
considered. The model assumes that we have or should or can obtain
adequate information, both in terms of quality, quantity and accuracy.
This applies to the situation as well as the alternative technical
situations. It further assumes that you have or should or can obtain
substantive knowledge of the cause and effect relationships relevant to
the evaluation of the alternatives. In other words, it assumes that you
have a thorough knowledge of all the alternatives and the
consequences of the alternatives chosen. It further assumes that you
can rank the alternatives and choose the best of it. The following are
the limitations for the Rational Decision Making Model:
It requires a great deal of time.

It requires great deal of information
It assumes rational, measurable criteria are available and agreed
upon.
It assumes accurate, stable and complete knowledge of all the
alternatives, preferences, goals and consequences.
It assumes a rational, reasonable, non political world.
The Bounded Rational Decision Making

Model: a realistic approach
The Rational Decision Making Model, amongst its many assumptions
assumes that there is a single, best solution that will maximize the
desired outcomes.
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Now, the bounded rationality model says that the problems and the
decisions are to be reduced to such a level that they will be
understood. In other words, the model suggests that we should
interpret information and extract essential features and then within
these boundaries we take a rational decision.
The model turns towards compromising on the decision making
process though it is a structured decision making model. The decision
maker takes the decision or is assumed to choose a solution though
not a perfect solution but good enough solution based on the limited
capacity of the group leader to handle the complexity of the situation,
ambiguity and information. The steps involved in the decision making
are alike to the rational decision making process the model assumes
that the perfect knowledge about all the alternatives are not possible
for a human being to know. Hence, based on the limited knowledge he
takes a good enough knowledge though not a perfect decision.
To cut the long story short we can say that the decision that is taken is
rational but is taken in a bounded area and the choice of alternatives is
though not perfect is nearer to the perfect decision. In rational process
the assumption is that the exact problem, all the alternatives, should
be thoroughly known to the decision maker. However, the realistic
approach of human limitation is overlooked in rational decision making,
but the same approach is considered mainly in the bounded rational
decision making process.
Hence, it is also called as a Realistic Approach for Rational Decision
Making Process.
Assumptions of the model

The rational decision making model contains a number of assumptions.
Problem clarity: The problem is clear and unambiguous.The

decision maker is assumed to have complete information
regarding situation.
Known options: It is assumed the decision maker can identify all
the relevant criteria and can list all the viable alternatives.
Furthermore, the decision maker is aware of all possible
consequences of each alternative.
Clear preferences: Rationality assumes that the criteria and
alternatives can be ranked and weighted to reflect their
importance.
Constant preferences: It's assumed that the specific decision

criteria are constant and that the weights assigned to them are
stable over time.
No time or cost constraints: The rational decision maker can
obtain full information about criteria and alternatives because it's
assumed that there are no time or cost constraints.
Maximum payoff:The rational decision maker will choose the
alternative that yields the highest perceived value.
Three concepts of rational planning

John Friedmann describes the three concepts of rationality that have
informed planning as:
Market rationality
Market rationality is described as being grounded in metaphysics of
possessive individualism and which predicates the individual as
existing prior to society. Society then becomes the mechanism that
enables individuals to pursue their private interests. This prior-to status
gives market rationally a quasi-natural character, and ranks it as being
beyond human intention, thereby making its assumptions unavoidably
compelling. From this perspective, reason is the means toward the
maximization of private satisfactions.
Social rationality
Social rationality is the opposite assumption, that the social group
grants the individual their identity through membership in the group.
Reason becomes the tool of the collective interest and functions as the
avenue toward communal satisfactions.
A third concept
The third concept is a hybrid of the preceding two and seeks some
middle ground between them. Friedmann identifies it with the
realization on the part of capital that some state sponsored restraint
was necessary to curtail the excesses of market rationality and provide
for the public good. Friedmann calls this type of rationality social or
modern planning. It is explicitly concerned with social outcomes.
Methodology
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The three types of rationality that Friedman describes as structuring
modern rational planning model are united on their reliance upon the
methodology of empirical scientific investigation.
The distinctions that Friedmann makes allows the rational planning
model to be used as a tool of social speech that creates it own
processes according to the uses to which it is put. The rational
planning model acts as a mediator between market and social
rationality, and exists between different criteria of what is
fundamentally rational.
The rational planning model has its origins in the scientific and
philosophic revolutions of the 16th and 17th centuries, and in the
social revolutions of the Enlightenment which gave public form to
urban planning fundamentals and rational worldviews. The profession
of modern urban planning is not based on the rational planning model;
it identifies what planners have come to identify as rational and have
come to an understanding of how the rational planning model affects
an urban planners decisions. The modern style of urban planning is
essentially the rational planning model in its ideological framework.
The rational planning model has also been called the classical rational
problem solving process, the rational comprehensive method, the
policy analysis strand of conservative forms of societal guidance
planning, and the ruling or normal paradigm that governs the
practice of modern planning. Although it has a myriad of names, it has
a singular approach to problem solving. This approach is the
systematic evaluation of alternative means toward a preferred goal.
Once a goal has been selected, the prevailing assumption is that there
are only certain correct ways of achieving it.
Current status
While the rational planning model was innovative at its conception, the
concepts are controversial and questionable processes today. The
rational planning model has fallen out of mass use as of the last
decade.

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Reading Materials E

Rational Planning Model

Rational decision-making or planning follows a series of steps detailed

1. Verify, Define, and Detail the problem

2. Generate all possible solutions

3. Generate objective assessment criteria

4. Choose the best solution which we have already

5. Implementing the preferred alternative

6. Monitoring and evaluating outcomes and results

Requirements and limitations

It requires a great deal of time.

The Bounded Rational Decision Making

Assumptions of the model

Problem clarity: The problem is clear and unambiguous.The

Constant preferences: It's assumed that the specific decision

Three concepts of rational planning

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