We hear it all the time, maybe especially during election cycles: "Our cities should be run like businesses." But then we place expectations on our civic leaders that we would never expect from the companies we most trust. For example, the expectation that our cities should go "all-in" on major projects applied everywhere and without deference to neighborhood context.

The most innovative and successful companies iterate. They release beta versions. They run cheap experiments to see if something is working and resonating with customers. They prototype and measure feedback and take what they've learned to make better products and services.

But many community leaders are often fearful to take a similar approach using pilot projects. They are fearful because the pilot projects might fail, fearful because they might succeed, fearful because of the complaints they know they'll get from constituents about risking public funds or the inequality of running a pilot project in one place instead of everywhere.

Today on Upzoned, hosts Chuck Marohn and Kea Wilson look at the much-maligned "pilot project." Inspired by an article in Governing magazine, Chuck and Kea talk about why city staff are often afraid of the pilot project and the role of the public in contributing to those fears. They discuss how pilot projects can actually contribute to a more equitable society, and how they can even bring together people on both sides of the conservative-progressive spectrum. They also discuss how pilot projects resonate with the four steps of iteratively building a strong city.

Then on the Downzone, Chuck talks about a great book he recently re-read, and Kea recommends a theatre troupe that may be taking a “Strong Towns approach” to live performance.