All mega-projects are local? citizen participation lessons from the big dig

This paper examines the impact of managerial philosophy on public participation. Specifically the paper explores the historical development of Boston’s Central Artery/Tunnel project, more commonly known as the Big Dig, with a particular focus on how the two men most closely associated with the conception and construction of the project approached this type of administrative reform. This paper uses the concept single and double loop learning to illuminate how each manager attempted to implement this reform.