This chapter explores the role of social learning in planning. It brings together, but does not homogenise, different perspectives from its authors. Social learning emerges as a process planners and non-planners alike must grapple with-consciously, when possible; a process that helps determine visions and methods of implementation with which planning shapes the world. The chapter posits that social learning can act as a treadmill (reinforcing the status-quo), a harness (actively constraining change), and a springboard (encouraging or triggering change) for diverse actors. When it remains undetected, its effects can be surprising. It depends on the actors and the outcome, whether the surprise is deemed positive.