Public participation and organizational change in Wisconsin land use management

This article explores the issues that arise when land use management organi zations change their previous ways of relating to the public. I introduce a n analytic framework for evaluating organizational changes that are grounde d in participatory planning and decision making. Using a case study of a re cent planning initiative of the Wisconsin Department of Natural Resources, I examine dynamics of trust, civic capacities, personal demands, history of working relationships, and interest in the issue at hand. Though prelimina ry, the conclusions drawn from this research illustrate how these dynamics may influence the success of participatory planning that reflects organizat ional change. (C) 2001 Elsevier Science Ltd. All rights reserved.