TPR, 82 (5) 2011 doi:10.3828/tpr.2011.

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Jean Hillier

Strategic navigation across multiple planes

Towards a Deleuzean-inspired methodology for strategic spatial planning

I regard strategic spatial planning as an adaptive practice concerned with what can be done in the face of uncertainty. Inspired by Deleuze and Guattari, I present a multiplanar theorisation of strategic spatial planning as strategic navigation, involving both the broad charting out of a trajectory of the longer-term future and also for shorter-term, detailed plans and projects with collaboratively determined goals. I develop a methodology for translating the theory into strategic practice, which incorporates a critical engagement with actual conditions and how they came to be (tracing), together with an attempt to unpack what are the conditions for change (mapping and diagramming). Opportunities and risks could be explored allowing the potentials of new trajectories to emerge. I conclude that since the future is inherently unpredictable, the role of strategic spatial planning is to recognise relationalities to facilitate strategic navigation of future trajectories.

[T]he metaphor of navigation [] comprises several components. Firstly, the obvious idea of a journey (trajet), of effective movement from one point to another. Secondly, the idea of navigation implies that this movement is directed towards a certain goal, that it has an objective. [] During the journey one encounters risks, unforeseen risks that may challenge your course or even get you lost. Consequently, the journey will be one which leads you to the place of safety through a number of known and little known, known and unknown, dangers. Finally, in this idea of navigation, I think that we should retain the idea that this journey to the port, across the dangers, implies in order to be undertaken well and to reach its objective knowledge, technique and art. Such knowledge is complex, both theoretical and practical. It is also conjectural, which is, of course, very close to the knowledge of piloting. The idea of piloting as an art, as a theoretical and practical technique necessary to existence, is an idea that I think is important and which would merit analysis in more depth. (Foucault, 1982, 2, my translation)

Michel Foucault engaged the metaphor of ships and navigation (pilotage) on several occasions in his exploration of ideas of spatial planning/town planning and governance (1982; 1983a; 1983b; 1983c; [2001] 2005; [2004] 2007). I argue that such metaphors resonate strongly with conceptualisations of strategic spatial planning in complex and increasingly uncertain circumstances. Equally relevant and echoing Foucaults (1967) suggestion that a boat is a floating piece of space, Deleuze and Guattari also refer to a maritime model in which to think is to voyage ([1980] 1987,
Jean Hillier is an Associate Dean of the School of Global Studies, Social Science and Planning at RMIT University in Melbourne, Victoria 3000, Australia; email: j.s.hillier@ncl.ac.uk

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482). Voyaging, for Deleuze and Guattari, is the manner of being in space, of being for space ([1980] 1987, 482). This is a conceptualisation of space as a passage: of change; of in-between; as a relation between actual and potential worlds (Deleuze and Guattari, [1991] 1994, 17). As the Introduction to this Special Issue has indicated, traditional forms of strategic spatial planning are increasingly out of synch with the rapid pace of change, complexities and uncertainties of the world that they attempt to plan. There is a need for development of a new, more flexible, form of strategic planning, which, if there is to be one, must advance towards a future which is not known, which cannot be anticipated (Derrida, 1994, 37). Such planning work involves taking risks, the consequences of which can be thought about, but cannot be known (Healey, 2008, 28). The Introduction also argued the case for a post-structuralist approach to strategic planning: one that overcomes the limitations of and goes beyond approaches based on the resurgence of pragmatism. Mainstream American-inspired pragmatism may be criticised for being unable to address power relations adequately, for assuming that shared social and political values will find a balance between conflictual alternatives and for underestimating the complexity of the world, with consequent dangers of falling into short-sighted practicalism and expediency (Russell, 1908; Beauregard, 2000). In contrast, Gilles Deleuze, like his friend Michel Foucault (Foucault, [1974] 1994; Foucault and Deleuze, 1972), wants to create a tool box of ideas, which people can use practically. Deleuze regards his philosophy as a kind of pragmatics because its goal is the invention of concepts that do not add up to a system of belief or an architecture of propositions that you either enter or you dont (Massumi, 1992, 8), but which offer actors the potential energy to experiment with what might become. Gilles Deleuzes reading of pragmatism is one that has at its core issues of discourse, power relations, politics, creative transformation and practical experimentation. For Deleuze, the form of the relations between actual and virtual gives shape to a generative pragmatics where practice is radical experimentation; a power-full, collaborative politics of language a sort-of pragmatism plus! Concerned primarily with issues of change and transformation, Deleuze and Guattaris theorising promotes pragmatic, speculative experimentation. What Deleuze terms becoming is a movement between things, disrupting meanings, understandings and ways of being. Meanings and so on fold across and into each other, not always harmoniously where differences come into contact. To me, strategic spatial planning represents an issue of a strategically navigated becoming. It evolves, functions and adapts pragmatically, concerned with what can be done, how new things, new foldings and connections can be made experimentally, yet still in contact with reality (Hillier, 2007). Spatial planning attempts to embrace a future that is not determined by the continuity of the present, nor by the pathdependent repetition of the past.

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I regard strategic spatial planning as concerned with the future transformation of place, incorporating a combination of social, environmental, economic and political values about society. I propose that its practice be concerned with trajectories rather than specified end-points. Like Balducci (2008, 7980), I see spatial planning as a field of experimentation, where processes are based on communication and involvement of actors rather than the top-down imposition of goals and policies. In regarding spatial planning in this way as an experimental practice working with doubt and uncertainty, engaged with adaptation and creation rather than scientistic proof-discovery a speculative exercise; a sort of creative agonistic I suggest a definition of spatial planning as strategic navigation along the lines of the investigation of virtualities unseen in the present; the speculation about what may yet happen; the inquiry into what at a given time and place we might think or do and how this might influence socially and environmentally just spatial form (Hillier, 2007). The UN-Habitat Global Report on Human Settlements (2009) calls for development of systems of strategic spatial planning that include provision of a flexible, forward long-range spatial plan consisting of broad frameworks and principles, with which detailed local plans and mega-projects should mesh. Such a two-pronged or, as I suggest below, a multiplanar approach facilitates adaptiveness or strategic navigation in environments where futures are complex and uncertain. As demonstrated by the papers in this Special Issue, several strategic planning practitioners are beginning to work along such lines. Despite such innovations in strategic spatial planning practice, as yet however, there has been relatively little theorisation to underpin the transformational dynamics of such practices.1 My aims, in this paper, are two-fold: to theorise strategic spatial planning across multiple planes and to develop an experimental methodology of strategic navigation2 (comprising questions that strategic planners might address), which could translate the theory into practice. In what follows, I briefly outline a multiplanar theory (Hillier, 2007; 2008), which explores the potential of Gilles Deleuze and Flix Guattaris concept of emergence or becoming as creative experimentation in the spatial. I argue that there is scope for contextual structures and broad, institutional visions of the future within which differences, fluidities and becomings interconnect. I then offer a Deleuzean- and Foucauldian-inspired speculation about what strategic spatial planning might become by proposing a methodology of strategic navigation for creative practice.
1 With the exception of Patsy Healeys (2006, 2007) relational institutionalist empirical analyses and Louis Albrechts (2006b, 2008; Albrechts and van den Broeck, 2004) view of strategic spatial planning as a multiplicity of future-oriented concepts, procedures and tools. Both of these are inspirational but, as argued above and in the Introduction, are too much embedded in structural thinking to be able to deal with the complexities faced by strategic spatial planners. 2 My thanks to Cathy Wilkinson for steering me towards Richard Hames concept of Strategic Navigation.

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Referring to Deleuzes concept of assemblage and to his cartography of tracing, mapping and diagramming, I argue that through tracing the relational forces between the elements in an assemblage, one can map and diagram their potentialities to become. I conclude that, rather than adopting pre-determined solutions, strategic spatial planning might offer a genuine possibility of experimentation (Houle, 2005, 93) in direct relevance to actants3 specific understandings and problematics. As Guattari ([1989] 2000, 34) suggests, this might entail a reinvention of the ways in which we live and plan: ways in which politics, economics, society and space are not imagined as something out there contexts for different types of activities but as processes through which relations are constructed, connected or entangled and disconnected/disentangled.

A multiplanar theory of strategic spatial planning

voyage[s] in and amongst ideas. (Letiche, 2004, 149)

I argue that strategic spatial planning should consider the distribution of longer-term alternative potential futures that may, or may not, be actualised (White et al., 2007, 184) in addition to outlining and working towards beneficial short-term goals. I offer a theorisation of strategic spatial planning inspired by the conceptualisation of planes (plans) used by Deleuze and Guattari. In French the word plan refers to a plane (or plateau), a cinematic shot (long-shot or close-up) and a plan, scheme or project. Deleuze typically uses the plane for a type of thinking that mediates between the chaos of chance happenings on the one hand, and structured, orderly thinking on the other (Stagoll, 2005, 204). As such, I find his ideas to be extremely relevant to the praxis of spatial planning. As Deleuze and Guattari ([1980] 1987, 265) write, perhaps there are two planes, or two ways of conceptualising the plane, which offer the potential for multiple plans: Several (or perhaps one collectively preferred) trajectories or visions of the longer-term future, including concepts towards which actants desire to navigate, such as sustainability; Shorter-term, location-specific detailed plans and projects with collaboratively determined tangible goals, for example, for main-street regeneration, provision of cultural facilities and so on (Hillier, 2007). Longer-term trajectories resonate with what Deleuze and Guattari ([1991] 1994) call the plane of immanence. This is a plane (or plan) defined not by what it contains, but rather by the forces that intersect it and the things it can do (Kaufman, 1998,
3 The term actant, after Greimas (1966) and Latour (1996; 2005) implies either a human or non-human entity as an agent.

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6). It is the temporary product of mapping power or forces (see below). As Kaufman continues, such mapping is at once the act of charting out a pathway and the opening of that pathway to the event of the chance encounter (1998, 6). The plane is a realm of potentialities. The key move for me is to construct a plane/plan inclusively and collaboratively. The plan is not something closed or the end of a process with specific targets to be achieved. It is a plane (long-term strategic plan or trajectory) of foresight, of creative transformation, of what might be. However, we should not forget the potential for unforeseen challenges and opportunities to emerge (for example, credit crises, increases in fuel prices and so on). The plane functions like a sieve over chaos (Boundas, 2005, 273), implying a sort of groping experimentation (Deleuze and Guattari, [1991] 1994, 41) of multiplicities of ideas, many of which never come to be as originally intended. Shorter-term plans or project briefs resonate with Deleuze and Guattaris ([1980] 1987) planes of organisation, which support day-to-day elements of personal and social life. These planes contain hierarchical power relations that regulate or stratify our worlds (into zones of land uses, for example) and fix identities (such as female, male; developer or resident of suburb x). This is a plane concerned with the development of forms and the formation of subjects supported by stability of judgement and identity. The plane of organisation is a master plan with certain goals for development. These goals are predetermined standards (such as land use regulations or a design guide) to which things are submitted in judgement and ordered by forms of representation (whether applications meet the standard criteria etc). Local area action plans, design briefs, detailed projects are typical planes of organisation. They tend to be relatively local or micro-scale, short term and content specific. They facilitate small movements or changes along the dynamic, open trajectories of planes of immanence. The planes of immanence and organisation exist simultaneously and are interleaved; sometimes fairly closely knit together and sometimes more separate. We inhabit both planes at the same time. Multiplanar theory thus comprises broad trajectories or visions such as sustainability, a good place to live, accessibility and so on as frames of reference that provide justification and navigational context for shortand medium-term substantive actions such as major projects which mark small movements and changes. Uncertainty may, therefore, actually be empowering, as it offers scope for manoeuvrability and a sense of potential. If you look at [something] that way, you dont have to feel boxed in (Massumi, in Zournazi, 2003, 2). I suggest that a multiplanar conceptualisation of strategic planning addresses concerns, identified in the Introduction, of balance between flexibility and coordination for investor certainty and also facilitates practitioners coping with emerging socio-economic issues and objectives. As the following papers by Balducci and Wilkinson illustrate, navigating strategically across multiple planes requires practitioners to sense and discern connections

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and patterns in what is taking place, to try to understand the underlying dynamics and interdependencies between elements, to appreciate the diverse possibilities of what is happening and what might happen and to respond by designing actions that align with the intentions and values of the agreed longer-term strategic trajectory (Hames, 2007a, 114), but which are contextually appropriate, not copy/pastes of other, previous or best practices. Short-term and long-term actions are not mutually exclusive. Decisions, therefore, are inherently political, concerned with choices about regulation, or, as Rabinow writes, how, given a series of elements in a multivalent and transferable cadre, to bring them together such that, in all likelihood, they will prosper in an orderly, efficient, and coherent way (2003, 361). My next task, then, is to find ways of thinking about the particularities of strategic planning practices in order to translate my theorisation into a toolbox of questions for practitioners to consider.

Towards a cartography for multiplanar practice: tracing

When we navigate our way through the world, there are different pulls, constraints and freedoms that move us forward. (Massumi, in Zournazi, 2003, 1) As explained above, I turn to the pragmatism plus of Gilles Deleuze and Flix Guattari for a possible methodology for translating multiplanar theory into strategic planning practice. The authors regard their pragmatics metaphorically as a form of cartography with associated processes of tracing, mapping and so on. Deleuze and Guattari ([1980] 1987, 146) describe their cartography as comprising four components: The generative component the tracing of concrete mixed semiotics and pointing towards the potentiality of what might emerge; The transformational component making a transformational map of the regimes and their possibilities for translation and creation; The diagrammatic component of the relational forces that are in play either as potentialities or as effective emergences; The machinic component the outline of programmes of what new assemblages/agencements might emerge. The term assemblage indicates a network of generally non-directional, disparate groups of actors. Agencement implies that a network of actants generates agency and strategy. An agencement is thus a process of agencing (Bogue, 2007, 1456) in which the constituent elements interact and transform themselves and each other, thereby opening up and/or closing off potentialities. A cartographic method would first make a tracing. It would then put the tracing on a transformational map of potentialities, making diagrams of the relational forces that play in each case. It would finally outline a programme of what might take place.

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This programme then functions as a point of support for the task of strategic planand policy-making. To trace entails looking back retrospectively, often from above, in a systematic manner. For Deleuze, to trace or analyse a social formation involves disentangling or unfolding the variable lines and singular processes that constitute it as a multiplicity: their connections and disjunctions, [] and, above all, their possible transformations (Smith, 2003, 307). Tracing how did something come to be involves asking questions such as what knowledges, emotions or desires drove this situation?, what relations existed between which actants?, what games of power played between actants and so on. This is an investigation concerned with path-dependencies, transformations and ruptures, exploring how elements and processes (such as actants involved in policy-making for social housing or energy infrastructure provision) respond to both their own logics and to external pressures and stimuli. Central to Deleuzean thinking is the need to investigate the conditions of the relationships of macro-level structures and micro-level movements and flows (Eriksson, 2005, 603). It is an exploration of the relations, associations and encounters between, for example, private infrastructure capital, national and international agencies of governance and interest groups, scientists, environmentalists and so on, and flows of information, actualised in materialities and discursivities such as texts, meetings, demonstrations, etc. It is an analysis of how forces of different types come to inhabit the same field (Due, 2007, 145); the lines of power rather than the points. Tracing can never be complete, however. It is inevitably constrained by a number of factors, including ideological frames. Tracing imposes boundaries on the complex webs of relations and entanglements, selecting some lines to follow, rather than others. Tracing overlays the product of something (what happened) onto the process of its production (how it happened). Tracing can be performed at the micro-political site level, analysing the unfolding state of affairs within which situations are constituted.4 Assemblages/networks continuously change as relationships fold and unfold, compose and decompose in the play of internal agonisms and antagonisms. Conflicts tend to arise over the relations and connections that control framing and also about which elements and issues are included in connections and conjunctions5 and excluded through disjunctions. Deleuzean tracing resonates with that of Michel Foucaults concept of genealogy in that it asks what is the nature of our present? (Foucault, 1984, 3437).6 Researchers look not only at what actants may have said, written or performed, but also at conditions of possibility of why they said, wrote or performed it in such a manner. Looking
4 For an example of tracing the planning journey of Antony Gormleys installation Another Place, see Hillier (2011). 5 Conjunction refers to the joining of elements or processes such that one or some become dominant to the detriment of others. 6 See also Foucaults chapter Method in The Will to Knowledge (1978).

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at wider practice, questions of who possessed an ability to say and why: why in this particular manner; why these particular words and at this particular time? What referents or discursivities were used; what materialities; why? What were the impacts on other actants? The aim is to cut through established layers of coding of relationships between subjects, objects and words to work through why and how events came to actualise as they did. Appropriate to the presentation of a new methodology, I now offer a detailed explanation of how tracing might be undertaken. Accepting the resonances between Deleuzean and Foucauldian concepts, in the following subsections I introduce Michel Foucaults conceptualisation of the dispositif and its elements of power, knowledge and subjectivity, together with Deleuze and Guattaris two axes of materiality/expressivity and territorialisation as the assemblage of tracing methodology. Dispositifs The dispositif is a complex mixture of institutions, mechanisms and logics. A dispositif refers to the ways in which elements (such as practices) are deployed or arranged (disposed) and to the attitudes, knowledges and discourses that both realise the practices and are themselves supported and realised by the practices (disposition). Dispositifs thus have a strategic function. They are often associated with control and the maintenance and enhancement of power relations. Foucault described a dispositif as
a thoroughly heterogeneous ensemble consisting of discourses, institutions, architectural forms, regulatory decisions, laws, administrative measures, scientific statements, philosophical, moral and philanthropic propositions in short, the said as much as the unsaid. Such are the elements of a dispositif. The dispositif itself is a network of relations that can be established between these elements. Secondly, what Im trying to identify in this dispositif is precisely the nature of the connection that can exist between these heterogeneous elements. (1980, 19495)

The key points here are that Foucault is specifically interested in the connections and relations between elements; in both discursivities and materialities; and both the included and the excluded. There can be many different sorts of dispositifs: of safety/security, of environmental sustainability and so on. Several different dispositifs are present simultaneously, often in tension, in spatial planning decision-making. Dispositifs are not fixed, but are responsive to an interplay of shifts of position and modification (Foucault, 1980, 195). One dispositif does not completely replace another, however. Rather it displaces its function of dominance. For instance, owner occupation displaced social renting as the major UK housing tenure, smart growth displaced low-density suburbs in urban subdivision.

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Foucault (1984) suggested that the dispositif implicates three fundamental elements of experience: relations of power, a game of truth or knowledge and forms of relation to oneself and to others (subjectivisation and subjectification).7 As Plger (2008) indicates, a dispositif comprises both discursive and material forces, which, in certain relational configurations develop the power to regulate, govern and/or empower specific entities. In a spatial planning dispositif, for instance, development management case officers produce reports recommending acceptance or refusal of a development application for local elected representatives to make a decision on whether the proposed project may or may not proceed. Such power is intrinsically and extrinsically linked to knowledge. Foucault describes a dispositif as consisting of strategies of relations of forces supporting and supported by types of knowledge (Foucault, 1980, 196, cited in Plger, 2008, 56). Foucault and Deleuze agree that knowledge is discursive. It is justified, not by truth per se, but by claims that are accepted as being valuable or true. In turn, these claims are justified by other claims. Knowledge rests on justification. Knowledge is a series of contingent networks of mutually reinforcing justifying claims. For example, evidence-based strategic policy-making may lead to requirements for x km of new road infrastructure on the basis of mutually justifying claims about future levels of vehicle usage, fuel availability, price and so on. Tracing involves unfolding the sets of claims that have had important inferential roles in particular discourses and the generation of knowledge, such as with regard to road infrastructure. In addition to comprising lines of force, as above, dispositifs are also lines of subjectivation or the actualisation of the subject. They perform a mediating role between actants and their environments of forces and relations (Berten, 1999). Planning practitioners subjectivisations of themselves (for example, as experts, facilitators, mediators) and their subjectifications of other actants (as greedy developers, NIMBY residents) often contrast markedly with other actants subjectivisations (as rate-paying citizens) and subjectifications (of planners as political puppets or remote bureaucrats out of touch with reality). We can devise several questions for tracing dispositifs (after Foucault, [1976] 1978; Mormont, 2003): what was the strategic imperative on which the dispositif was/is constructed? What were the main internal and external power relations at work? How did these power relations make discourses possible? How were discourses used to support or undermine power relations? What forms of subjectivisation and subjectification performed? How were power relations strategically linked? Were they linked in terms of connection or conjunction? How was the action of power relations modified? What were the connections, conjunctions and disjunctions?
7 I distinguish between subjectivisation as self-actualisation, or taking on a subject-position, and subjectification as the subjective identification of others, or accordance of a subject-position (Hook, 2007, 31). Both terms are referred to collectively as subjectivation.

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While tracing Foucauldian dispositifs is clearly valuable, Deleuze and Guattari complement the dispositif by defining the concepts of assemblage/agencement along two axes. Axes One axis defines the roles that components or elements may play, from the purely material to the purely expressive (Deleuze and Guattari, [1980] 1987, 5034). The material parts of a social assemblage, such as an interest group or a strategic planning advisory panel, consist of the energy and labour involved in maintaining its relations, patching together provisional coalitions, negotiating which of the numerous agendas brought forward by the participants will be mounted as action and hiding internal struggles from public view (Hillier and Van Wezemael, 2008, 167). Material components include elements such as bodies, time, energy, buildings, technology, laws, each of which can be enforced/stabilised or challenged/destabilised. Expressive components include texts, such as petitions and decision notices and non-linguistic visibilities such as gestures, desires and charisma. The second axis concerns the territorialisation/de-territorialisation or stabilisation/ destabilisation of assemblages. Territorialisation,8 or stabilisation, acts to sharpen borders and homogenise components. De-territorialisation, or destabilisation, acts to free up relations. Territorialisation as land use regulations, development plans and so on is a form of action on, or capture of, individual or social forces, which seeks to limit or constrain their possibilities for action. An assemblage can have components working to stabilise or territorialise it at the same time as other components work in the opposite direction. The axis of territorialisation is concerned with process; the provisional ordering of chaos through laying down a frame (Grosz, 2008). I advocate actor-network theory (ANT) as an analytical method of potential value for tracing. Bruno Latour (1996) regards ANT as a network-tracing activity, which can identify relations between entities and also the intermediaries that facilitate processes of translation:9 to transform a claim into a matter of fact (Latour, 1987, 108).10 The key benefits of tracing are an increased understanding of how a city, a neighbourhood, a policy, etc. got into its present situation. Tracing uncovers the main drivers of what took place and especially the power relations between actants. I
8 Territorialisation describes the creation of meaning in social space through the forging of coded connections and distinctions (Brown and Lunt, 2002, 17) such as laws, symbols, slogans or concepts. De-territorialisation involves the destabilisation and ultimate removal of codings that confer fixed meaning. However, de-territorialisation does not take place without some form of re-territorialisation, the establishment of new rules and ideologies (Deleuze and Guattari, [1991] 1994). 9 For more detail on ANT see the resource at www.lancs.ac.uk/fass/css/ant/ant.htm. 10 See Luuk Boelens paper, this issue, and also resonances with Healeys (2009) travelling of framing ideas and strategic orientations.

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suggest that many strategic planning practices may look historically at what happened in terms of trend series of unemployment figures, housing starts and so on but few look genealogically at the conditions of possibility of how and why things happened. If planners are to think about what might take place in the future, I argue that they need to ask different questions about the past. Deleuze and Guattari ([1980] 1987, 13) suggest that tracing unpacks not only the relations between actants and their trajectories, but the impasses and blockages of relations. Constraint and conflict can become creatively productive, however. Deleuze and Guattari ([1980] 1987, 12) urge us, therefore, to make a map, not a tracing.

Towards a cartography for multiplanar practice: mapping and diagramming

to map is to experiment. (Coonfield, 2008, 83)

To map involves discovery and perception of landmarks, useful for orientation purposes as something to head towards. Rather than its popular usage as depicting what exists, a map in its Deleuzean sense is oriented towards experimentation. Cartography thus involves both the deductive interpretation of trajectories, ruptures and transformations that led to an actual situation and the invention of new heterogeneous, experimental assemblages and pragmatic diagrams a way of marking out the territory on the road and a furtive glance sideways into an undecidable future (both quotations Bosteels, 2001, 895). Deleuzoguattarian maps are concerned with creative potential. The issue is not to attempt to define long-term detailed programmes of action, but to raise questions of potential agency and of socio-economic-political and institutional conditions of change. There are distinct resonances between Deleuzoguattarian ideas of mapping and the generative aspects of Foucauldian dispositifs as assemblages of becoming (Plger, 2008). Methodologically, then, as in tracing, the Foucauldian dispositif is a useful starting point. With the addition of the two Deleuzoguattarian axes of materiality/ expressivity and territorialisation as component roles and processes respectively, we have a potentially strong set of relational variables to map and to identify the main driving forces of what might take place. Success is not guaranteed, however. Projected trajectories do not guarantee actual progression. Massumi suggests that [t]he most that can or should be done is to enumerate ways in which becoming might be mapped (1992, 103). These ways might be democratically and inclusively negotiated and agreed strategies, or pragmatic guidelines serving as landmarks to future movement (Massumi, 1992, 103). This means that planners might trace networks, actants, power plays, subjectifications/

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subjectivisations, discourses and so on, and notice where any oppositions or resistances affect policy decisions and implementation. These tracings then become part of the map, together with the complexities of the social (Wise, 2006, 187) the ideological mentalities, assumptions and so forth underlying actants knowledges and actions. Mapping complexities involves locating diagonals or transversals (Deleuze, [1986] 1988b) across elements and the possibilities they open up (see Bogue, 2007). For instance, could a fringe political party acquire substantial popular support and electoral votes through association with a particular celebrity? What might be the implications of a Middle Eastern oil magnate taking ownership of a local football club? It is a question of mapping the trajectories to see whether they might be capable of acquiring enough agency to turn around a situation (Guattari, 1986, 102, cited in Bosteels, 2001, 895) or, as Healey (2009) suggests, what kind of opportunity structure they offer for spatial strategy-making. Mapping generates a set of various intersecting lines (Deleuze, [1990] 1995, 33) or a diagram. Deleuze offers at least two different understandings of the diagram during the evolution of his thinking. The first understanding is developed from Michel Foucaults ([1975] 1977) work. In such a reading, the diagram comprises the two planes of immanence and organisation. It is a diagram of the discursive and material forces expressing the immanent relations of power. It also allows evaluation of the organisational potentiality of various strategic agencements to actualise, such as the fringe political party above. In his work on the artist Francis Bacon, however, Deleuze describes the diagram as being suggestive of possibilities of facts (Deleuze, [1981] 2003, 101), containing a germ of order of what might be (Deleuze, [1981] 2003, 102). Deleuze ([1981] 2003, 1378) also suggests that in art, as in other activities that oscillate between the beforehand and an afterward (such as strategic spatial planning), there is a need for stopping or resting points. Diagrams are such resting points in a sea of turbulence. Deleuze adds that the diagram must remain localised ([1981] 2003, 138) rather than attempt to cover the entire work and that something must emerge from the diagram. Whatever ones preferred definition of diagram, it is concerned with the dynamic interrelation of relations (Massumi, 1992) at the interface between the virtual and the actual: a topological hyperspace of transformation (Massumi, 2002, 184). Diagrams (or strategic plans) lie in a zone of indiscernability between two forms, a form-thatis-no-longer and another form that does not yet exist (Bogue, 2003, 156). They act as intercessors between ideas and what may become. Diagrams create possibilities; imaginary alternative worlds which promise something new; a hope of living otherwise (Bogue, 2003, 177). Through the creative use of diagrams, strategic planners may be able to cast aside the habits or clichs of practice, to destroy the figurative coordinates of conventional representations and to release the possibilities of invention (Ambrose,

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2006, 207): to think contingency, difference and relationality creatively. By mapping connections between different relations of force onto a diagram, one may be able to anticipate the potential power of force relations between the various actants and what they might become capable of achieving. Cartography as a process would request strategic planners to diagram and engage the interconnections between elements, to experiment with them and anticipate potential tensions and conflicts. What new assemblages might eventuate? What strategic agencements? As Bogue describes, this is both a process of exploring and hence constructing connections among differences, and a process of undoing connections in an effort to form new ones (2007, 10). A practical thinking otherwise in an experimental activation of potentiality. A what might happen if ? approach, not so much to predict, but to be alert to as-yet unknown potentialities (Deleuze, 1988c, 12). As such, Deleuze ([1986] 1988b, 44) also emphasises that, in addition to relational connections, diagrams should also include non-connected points of creativity, change and resistance; points that may come from the outside to surprise us. As Healey (2008, 3031) suggests, attention to such aspects feeds (inevitably subjective) judgements about what is and what might be at stake behind spatial strategymaking. She offers questions to consider including, what is at issue? For whom is it an issue? Who are the critical stakeholders active now? Who else could be persuaded to become an active stakeholder? At this point I stress the added value of Deleuzeaninspired cartography in that it is also important to consider the relations between elements and especially the potentiality for transversal or diagonal connections and to identify potential driving forces, their conditions of possibility and potential affects, which most pragmatic methods do not do. Planning analysts might think about which actants may have potentially what kinds of relations with which others and which may be excluded. Who and what might be power-full agents of de- and re-territorialisation? Who and what might form likely alliances? Why? What knowledges might be important? How might actants self-subjectificate? Could strategic agency/agencement generate? What tensions and antagonisms might occur? Over what issues? The idea is to try to anticipate the ways in which relations and alliances might be redistributed in different circumstances and situations. Questions that might be asked about probable actants include: who would be more likely to tell the truth and who to lie? Who could be organisational puppets? Who could be chameleons (Hillier, 2002), likely to change their colour with the direction of the wind? Who could be opportunistic leaders, too powerful to be ignored? Who might make a lot of noise, but do little? (after Akrich et al., 2002). What resources might be available and to what actants? What changes in relations between non-human, or between human and non-human, actants could be vitally important? When? Why? On what conditions?11
11 It may be impossible for practitioners to commit the answers to some of these questions to paper for obvious

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Deleuze and Guattaris ([1980] 1987) fourth cartographic, or machinic, component concerns the evaluative study of assemblages/agencements and their potentialities, with a view to intervening strategically. This component would entail attempting to select and to facilitate, or strategically navigate towards, potentially good encounters and to avoid bad ones. This is an exercise in which strategic planners would attempt to intervene and manipulate relational forces and their potential connections, conjunctions and disjunctions, their possible trajectories. In other words, to diagnose becomings (Bergen, 2006, 109). The above raises several ethical issues. Who gives planning practitioners the authority to judge which are good and which are bad actants, encounters and potentialities? Whose definition of good or bad is employed? Deleuze and Guattari stress the need for openness and the exploration of potential without limit. But limits will (and must) be imposed for strategic planning to operate. How might practitioners perform ethically, inclusively and democratically? Deleuzean ethics ([1970] 1988a) would refrain from attaching positive or negative values to actions based on characterisation or classification, but rather would assess what kinds of potential the actions may express or tap into (Massumi, in Zournazi, 2003). One way of introducing potentiality to strategic spatial planning could be through the use of prospective or strategic foresighting techniques (see Albrechts, 2005; 2006a; 2008; Hames, 2007a; 2007b). Foresighting might be described as thinking in action; mapping a geography of the unknown (Albrechts, 2006a, 1491). Strategic foresighting invites consideration of the future as immanent, something created dynamically. Forecasting, in contrast, tends to involve a future already decided by trend extrapolation, like a mystery that simply needs to be unravelled (Hillier, 2007). Strategic foresighting involves an open exploration of the potential (and the impotential) of many futures through development of radically alternative exploratory scenarios,12 as practised by the French organisation, Futuribles (www.futuribles.com). It involves a conscious, purposive, contextual, creative and continuous action to represent values and meanings for the future (Albrechts, 2005, 254). Albrechts (2004; 2005) describes prospective-building as deriving from the observation that, given the impossibility of knowing how the future will play out, a useful strategic trajectory would play out well across several possible futures (2005, 255). They offer a way of attempting to make visible the potential forces that could lead the future in a range of desirable or undesirable directions: Manson and OSullivans imaginable surprise (2006, 686). Prospectives are narratives about the future inclusively constructed by broad-ranging groups of actants. Working with what may at first appear to be wild conjectures, prospectives or paradigmatic narratives (Hames,
reasons. Nevertheless, the answers will be likely to contain important power-related information, which should be borne in mind when considering questions of what might happen if ? Scenarios are an instrument used in far broader foresight processes.

12

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2007a) envision plausible places, cities or regions, in which actants might someday live and work. Yet they break with existing paradigms by forcing actants to think outside the usual assumptions and extrapolations. They shift the unthinkable into the realm of the possible (Hames, 2007a, 215) and develop openness to new ideas and explore potential areas or lines of resistance in a linking of critique and constructive vision (Albrechts, 2006b). By exploring what places/institutions might do if certain circumstances were to arise; they enable us to reflect on a series of what if stories (Albrechts, 2005, 256). Deleuze and Guattari ([1980] 1987, 251) suggest that tentative criteria may be developed from practical experience and judgement in order to foresight potential becomings. However, the range of potentialities that can become actualised is constrained by an ordering and filtering system (Due, 2007, 9), which imposes determinate structures on the socio-economic-political processes with which thinking and foresighting are entangled and which may block creative transformation. Powerful entities with a desire for constancy and stability can block change. Deleuzean post-structuralism does not mean without structures, but it denies a primordial role for structures in determining events. Some constraints are necessary, however, to avoid ethical injustice and oppression and also to avoid the potential chaos of virtual futures. Massumi and Manning (2007) argue that constraints on mapping are inevitable, but that we should seek out those which are enabling rather than disabling. Enabling constraints could facilitate positive connections between actants and help them to think and act creatively in spaces of possibility. One therefore makes progress not by avoiding conflicts, but by playing with them (Massumi, in Zournazi, 2003). The aim is to challenge institutional and other structures that trap actants into persistent behaviours and to turn potentially disabling constraints into enabling ones.

Strategic navigation
Conventional strategic planning is dead! In a world where strategy is a commodity, navigation and imagination become the critical factors. (Hames, 2007a, 229)

Strategic planning is dead! Long live strategic planning! I now add more planningrelevant issues and questions to the relatively abstract nature of what went before. Returning to Michel Foucaults (1982, 2) theorising about pilotage and his use of the metaphor of navigation, I develop the concept of strategic spatial planning as strategic navigation, adapting the term from Richard Hames work on organisational management. Hames (2007a, 22829) defines strategic navigation as the art of confidently and ethically finding viable paths into the future, negotiating unknown terrain and unprecedented complexity while retaining integrity and relevance; a definition that meshes

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Figure 1 Strategic Navigation Source: adapted from Hames (2007b: 6)

well with the practice of strategic spatial planning. Hames advocates a methodology of strategy-as-process a continuous braiding of intelligence creation with insightful action (Hames, 2007a, 81) based on appreciation of a systems (e.g. a city or region) past, present and potential futures. This resonates strongly with Deleuzean-inspired tracing and mapping cartography. Strategic navigation is a conversation that weaves between specific episodes or events and local or micro stories, the networks and coalitions, assemblages and agencements of governance processes and the macro of governance cultures. While Hames (2007a, 253; 2007b, 6) depicts a conversation of sensing (similar to Deleuzes tracing), making sense and designing (Deleuzes mapping and diagramming) and enacting as a strategic-learning spiral, comprised of eight elements, I prefer a rhizomic metaphor, which emphasises the non-linearity and connectedness of the constituent elements (see Figure 1). Hames suggests that practitioners ask strategic questions aimed at uncovering not only the driving forces in play behind different behaviours, but also why actants see and explain the world as they do (elements of contextualising and focusing). The

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Table 1 Thinking strategic navigation in practice: some questions for consideration Contextualising creates understanding of the context in which strategic planning is to take place; a sensing of what is going on and how things came to be. Questions include: What are the key characteristics of the socio-economic-political environment? In what materialities and discursivities are they actualised? What are the critical relationships between these characteristics? What were their conditions of possibility? How did they come to be? What did actants say, write, perform? Why? What were the impacts on other actants? What were the dynamics of force relations between actants? Power, emotions, desires, etc. revealed by discursivities and materialities. What dispositifs prevailed? What changed? Why? Focusing arrives at an initial, shared understanding of critical issues. Questions include: What are the most strategically significant issues requiring attention? Why? What dispositifs prevail? What are the relationships between these and other dispositifs/issues? What relationships matter most? Why? What most concerns key decision-makers? Why? What control or influence can planners exercise over these issues and their relationships? What assumptions lead us to these conclusions? How do planners subjectivate themselves and other actants? Do other actants share these conclusions? What are their subjectivations? Patterning integrates different perspectives and new knowledges into planners understandings of what is happening and might happen in the future. Questions include: What patterns of change can we identify? Are force relations changing between actants? Are dispositifschanging? How and why are these patterns changing? What connections, conjunctions and disjunctions are occurring? How are changes manifest by discourses and materialities? What are the gaps in our current thinking and knowing? Where can we get the information from? Are there other ways of perceiving the issues, which raise different questions, problems, opportunities? Reperceiving involves deepening awareness and understanding through finding new ways to view issues. Foresighting or prospective exercises can offer multiple perspectives on alternative futures. Outcomes can significantly change beliefs about what is important to actants. Questions include: What new insights can be gleaned from the various prospectives? What might happen if? What are the conditions of possibility of the various prospectives? What ideological commitments, assumptions, blockages, oppositions might actualise? What are the key relations between actants? How may force relations play out in the future? What changes might there be and why? What implications do these insights have for strategic planning? Refocusing examines what, from the prospectives investigated, could be more or less likely to take place and could be more or less strategically important and why. Refocusing filters attention. Questions include: What are the most significant issues requiring attention? What specific factors make these issues critical and why? What force relations are important?

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How might these issues be addressed? Does the planning system have the capacities to address these issues? What other actants should be involved? What should plans address in the short term (plane of organisation) and long term (plane of immanence) and why? Charting involves preparing appropriate plans. Questions include: What strategies are possible? What strategies might become possible in the short- or longer-term future, how and why? What are the possible consequences, risks and opportunities of these strategies? How can strategic plans be prepared so that the local planning authority remains responsive and adaptive? How can the linkages between the components of the strategic plans be described? Do the strategies address key leverage points? Effecting implements the plans. Questions to consider before implementation include: How will we know if the plans are effective in navigating towards our strategic intentions? What would be an appropriate monitoring system? How would we accommodate requirements for systemic change in the plans? What are we unaware of that may cause problems in the future? Co-evolving enables adaptation of practice and plans in the light of changes caused by those practices and plans. Questions include: What signals will indicate that a fundamental change is occurring in the context from which we defined the strategic plans? What may be the critical, unintended consequences of our plans? Do we need to think differently about our strategic intentions? Are we ignoring any force relations, connections or actants that might be critical? Do our plans need to change?

element of patterning integrates the different perspectives and knowledges derived from contextualising and focusing into understandings of what is happening and what might happen if . Reperceiving and refocusing would entail scenario or futuribles-based diagramming of issues and implications, from which leverage points are identified and pertinent responses are designed in a strategic plan component (charting). The rhizome incorporates continuous reflexion, reperception and revision of information, ideas and intentions as new knowledges emerge, circumstances alter and decisions change the context and issue focus (effecting and co-evolving). In relation to these elements, I offer some possible questions for consideration in Table 1, drawn from Richard Hames work (2007a; 2007b) and those suggested earlier in this paper as the methodology was developed. Note that while publication constraints require almost sequential representation of the tabulated elements, they should be considered as rhizomically interlinked. I argue that strategic planners typically do not ask such relational how and why questions at present, working instead with forecasts and fairly limited scenarios.

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Hames (2007a, 256) conversation is a metaphorical sensory web, which monitors and analyses the structures, links, relationships and information flows that really matter to different people, in different geographies, over time, in which actants agree what is and may become significant, or less so, in collaborative creation of pathways into sustainable preferred futures (both quotations, Hames, 2007a, 121). Continuous monitoring is also required to ensure that shorter-term plans and projects (the plane of organisation) do not veer off the broader trajectory of the longer-term vision (the plane of immanence), seduced either by conventional thinking and inertia or the latest flavour of the month (Hames, 2007a, 250), perhaps for yet another iconic building or retail centre. Monitoring should also ensure that the longer-term vision remains relevant. Practice thus proceeds more or less by gropings in the dark, experimentation (Deleuze and Guattari, [1980] 1987, 461) than by adhering rigidly to some predetermined, but rapidly irrelevant, master plan or over-defined targets.

Conclusions: strategic spatial planning as strategic navigation

Offerings of ways to think, and ultimately to act [] move us in the direction of possibilities that had before been beyond our ken. (May, 2003, 151)

Strategic spatial planning is concerned with learning something new and providing the opportunities for the emergence of people-to-come and the not-yet, not pre-determined or pre-identified by a rational space or an adequate place (Rajchman, 1998, 31). I regard planning as speculative and creative, yet structured, experimentation in the spatial. As such, long-term strategic planning planning on the plane of immanence could be a more inclusive, democratic, open and creative imagination of the past-present-future where there is foresighting of potential future scenarios and collaborative, critical discussion in ongoing conversations about their potential consequences for different actants. Planes of organisation contain hierarchical power relations, which temporarily both regulate our worlds and fix identities as they support the everyday segmentarities of life. These are planes that tend to be relatively local or micro, short-term and relatively content-specific. They facilitate small movements (action plans, major projects) along the dynamic trajectories of planes of immanence. Improvisation is important in forms of strategic planning practices, which would be performative rather than strictly normative/prescriptive, concerned with strategically navigating journeys rather than destinations and with establishing the conditions for the development of alternatives. This would be a pragmatic approach in which policy plugs into production, and production into policy (Wise, 2006, 191). It would be bureaucratically and politically unsettling and risky, for, as Wise explains,

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it will not only apprehend the probability of opportunities that are unforeseen, but simultaneously accept that policy outcomes are experimental and unpredictable. Is it possible to derive a practical method of strategic navigation from Deleuzeaninspired thinking without making that very thinking inoperative? Through representation of Deleuzean concepts, there is a danger that they may lose their disruptive, emergent potential, especially if used as a template for sequenced steps and guides. Nevertheless, for those who want to do something with respect to new uncommon forces, which we dont quite yet grasp (Rajchman, 2000, 6), I offer Deleuzean cartography as an anexact practice of strategic navigation, open and connectable in all its dimensions (Deleuze and Guattari, [1980] 1987, 12); an approach concerned less with exact measurement than with spatial relations, with inclusion and exclusion, connections and disjunction, with communication and with pragmatism. By investigating specific stories about specific situations (the micro-political) and tracing relationalities (the connections, conjunctions and disjunctions between elements), by making visible the various dispositifs, de- and re-territorialisations, the discursivities and materialities, the power-plays and subjectivisations/subjectifications, we can develop an understanding of the roles of actants (both human and non-human) in what took place and the processes that performed. Looking at the relations between elements (the Deleuzean lines) rather than at the elements themselves (the points) would be relatively new practice for most spatial planning practitioners, but by tracing the multiplicity of ways in which actants attempt to generate and express power through subjectificating others (e.g. through constraining their choices, their self-subjectivisations, etc.), through organisation (actions, laws, decisions) and through signification (discourses) we can begin to unfold the contingent systems that were actualised. Tracing Hames sensing (contextualising and focusing) offers us a temporarily stabilised grid of reference for understanding what took place, which practitioners can then make sense of through patterning and reperceiving issues, deepening their awareness and understanding. We may be able to understand, for instance hypothetically, why one particular interest group (which we had anticipated would have a major impact on governance) faded into the background and remained an assemblage or ensemble of elements, while a different group mobilised support from temporary alliances of highly diverse actants, generated strategic agency (agencement), de-territorialised the prevailing system and toppled the ruling regime. Tracing is only a starting point. Emphasis then shifts to designing mapping the diagonals or transversals across lines, to diagram potentialities. Plan contents would no longer be questions of land use per se, but of interrelationships between different actants (including land uses). Planners would map out a range of circumstances (Deleuze, [1990] 1995, 26), situations and relations or lines. Mapping lines and diagrams of relations of power or forces enables construction of trajectories

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(strategic plans) representing desired virtualities of future development of the place. Then comes experimentation, in respect of which I noted the potential of prospective or foresighting. Creativity is experimental, testing out relations, recognising the limitations of particular constraints and attempting to work with enabling constraints where possible. Planners have to operate through some reductive, perspectival stabilisation of difference simply in order to cope. Some territorialisation is inevitable: [J]ust a little order to protect us from chaos (Deleuze and Guattari, [1991] 1994, 201). Even so, no matter how much we map and diagram spaces of possibilities, there will always be the unknown. Enacting (effecting and co-evolving) becomes reflexive and adaptive as changes in context, agents and structures occur. A Deleuzean-inspired practice of strategic navigation would perform an art of inhabiting the intervals, where new foldings arise to take our forms of inhabitation in new and uncharted directions (Rajchman, 1998, 32). Strategic navigation is potentially an inclusive, democratic what might happen if ? approach, which allows disparate points of view to co-exist; which has a concern for indeterminate essences rather than ordered ones; for emergent properties rather than fixed ones; and for intuition and uncertainty, multiplicity and complexity rather than systematic predictabilities. Strategic spatial planning by strategic navigation is a performance of risktaking, of not being in total control, of transcending the technicalities of planning practice, which demands that strategic spatial planners step outside whats been thought before, venture outside whats familiar and reassuring, to invent new concepts for unknown lands (Deleuze, [1990] 1995, 103) and to allow possibilities for something new to emerge. As Rajchman suggests, the aim of the game is not to rediscover the eternal or the universal but to find the conditions under which something new may be created (1998, 33).
In civilizations without boats, dreams dry up, espionage takes the place of adventure, and the police take the place of pirates. (Foucault, 1967)

Acknowledgements
The elements for this methodology have benefited considerably from the discussions, comments and feedback that I have received from many people during its actualisation. My thanks to everyone for their comments, especially the journal referees and also Ian Buchanan, John Forester, Patsy Healey, Maria Hellstrm Reimer, Tom Keenoy and John Plger. The research and writing of this paper were undertaken while I was Chair of Town and Country Planning at Newcastle University.

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