Abstract
Group Decision and Negotiation methods can help identify optimal, or efficient, solutions to complex problems and so aid decision-makers. However, recommendations depend for their success, in part, on their political feasibility within, usually, complex organisational settings. A part of the complexity of effective implementation derives from understanding the responses of stakeholders to the proposed decisions. The responses of stakeholders can be complex because stakeholders respond not just to the decision but also to the responses of other stakeholders. When the recommendations are very important, and when the possible stakeholder responses are likely to be complex, then the use of some form of modelling of stakeholder dynamics is likely to be helpful. This paper proposes such a modelling process designed to aid the thinking of a decision-making team as they seek to ensure their decision is politically feasible. The modelling process is designed to facilitate effective negotiation in groups about the potential impact of stakeholder responses. The modelling process is illustrated through a real case.
Highlights
Stakeholder management is critical to the successful implementation of strategic and operational decisions
In this paper we present a modelling approach that supports managers in their consideration of the dynamics of stakeholder responses when refining decisions that follow from group decision and negotiation
Some publications have identified methods for stakeholder analysis (Ackermann and Eden 2011a, 2011b; Bryson 2018) these have not provided ways of analysing or modelling the dynamics of interactions between stakeholders. These dynamics may lead to a decision failing because the interactions between stakeholders triggered by the policy result in dysfunctional behaviour, or alternatively, if managed effectively, the interactions may lead stakeholders to behave in ways that reinforce the optimal delivery of the strategy
Summary
Stakeholder management is critical to the successful implementation of strategic and operational decisions. In this paper we present a modelling approach that supports managers in their consideration of the dynamics of stakeholder responses when refining decisions that follow from group decision and negotiation. Some publications have identified methods for stakeholder analysis (Ackermann and Eden 2011a, 2011b; Bryson 2018) these have not provided ways of analysing or modelling the dynamics of interactions between stakeholders. These dynamics may lead to a decision failing because the interactions between stakeholders triggered by the policy result in dysfunctional behaviour, or alternatively, if managed effectively, the interactions may lead stakeholders to behave in ways that reinforce the optimal delivery of the strategy. We finish by discussing the value gained by the modelling approach through its capacity to illustrate how a model as a transitional object and boundary object supports the deliberations of managers and reflect on the limitations of the study
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