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Managing Project Complexity and Uncertainty Through Dynamic and Systemic Stakeholder Engagement
In: Forthcoming In Ika, L.A., Pinto, J.K., and Love, P.E.D. (Eds) Handbook of Project Behaviour, Cambridge University Press, Cambridge, UK
SSRN
Participants' perceptions on the role of facilitators using Group Decision Support Systems
In: Group decision and negotiation, Band 5, Heft 1, S. 93-112
ISSN: 1572-9907
Modelling Stakeholder Dynamics for Supporting Group Decision and Negotiation: Theory to Practice
In: Group decision and negotiation, Band 30, Heft 5, S. 1001-1025
ISSN: 1572-9907
AbstractGroup 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 ofstakeholder dynamicsis 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.
Modelling stakeholder dynamics for supporting group decision and negotiation : theory to practice
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.
BASE
'Joined-Up' Policy-Making: Group Decision and Negotiation Practice
In: Group decision and negotiation, Band 23, Heft 6, S. 1385-1401
ISSN: 1572-9907
Negotiation in Strategy Making Teams: Group Support Systems and the Process of Cognitive Change
In: Group decision and negotiation, Band 20, Heft 3, S. 293-314
ISSN: 1572-9907
Using Causal Mapping with Group Support Systems to Elicit an Understanding of Failure in Complex Projects: Some Implications for Organizational Research
In: Group decision and negotiation, Band 14, Heft 5, S. 355-376
ISSN: 1572-9907
"Horses for courses": A stakeholder approach to the evaluation of GDSSs
In: Group decision and negotiation, Band 5, Heft 4-6, S. 501-519
ISSN: 1572-9907
Mobilizing landscapes of practice to address grand challenges
In: Human relations: towards the integration of the social sciences, Band 77, Heft 5, S. 593-621
ISSN: 1573-9716, 1741-282X
Grand challenges require coordinated and integrated responses that draw on different occupational communities' competencies that might otherwise remain in isolation. We theorize how grand challenges can be tackled by mobilizing landscapes of practice – a totality of local communities that constitute a 'living knowledge area' within a given domain. The landscapes of practices concept helps to understand the deployment of participatory architectures, which in the current literature is considered essential for addressing grand challenges. To this end, landscapes of practice emphasize the mutual accountability between networks and communities across informal and institutional settings and the need to learn about the landscapes of practice rather than focusing only on developing local competencies. Thus, landscapes of practice mobilization is complex and requires collective practical judgment while facing the arising socio-political tensions. Drawing on a study focused on Australian mental health care, we propose four pillars enabling the mobilization of landscapes of practice, and constituting general guiding principles – determining and legitimizing the landscapes of practice's purpose, deploying landscapes of practice-based governance structures, motivating and connecting membership across the landscapes of practice, and demonstrating the value of the mobilized landscapes of practice. Thereby, we propose a framework of mobilizing landscapes of practice that serves as a reference for network leaders and managerial practice while advancing the academic debates on grand challenges and situated learning.
Accelerated Multi-Organization Conflict Resolution
In: Group decision and negotiation, Band 25, Heft 5, S. 901-922
ISSN: 1572-9907
Special Issue on 'Advances in Designing Group Decision and Negotiation Processes'
In: Group decision and negotiation, Band 20, Heft 3, S. 271-272
ISSN: 1572-9907
Putting the Resource-Based View of Strategy and Distinctive Competencies to Work in Public Organizations
In: Public administration review: PAR, Band 67, Heft 4, S. 702-717
ISSN: 0033-3352
Linking event thinking with structural thinking: methods to improve client value in projects
In: System dynamics review: the journal of the System Dynamics Society, Band 22, Heft 2, S. 113-140
ISSN: 1099-1727
Introduction to the Special Issue: International Perspectives in Group Decision & Negotiation Research
In: Group decision and negotiation, Band 14, Heft 4, S. 265-266
ISSN: 1572-9907