The Entanglements of Uncertainty

Abstract

This article revisits the theme of uncertainty in planning thought. I argue that to manage the punitive consequences of uncertainty we have to acknowledge it as a socio-material condition. Uncertainty is neither a psychological state, nor a cognitive deficiency, nor a quality of external reality. Rather, it becomes manifest when we act in and engage with the world. To this extent, and to navigate uncertainty, planners have to develop strong collaborations that can resist threats. My argument draws on actor network theory and Peter Marris’s writings on the unequal distribution of resources and relationships necessary for overcoming the disruptions of uncertainty.

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