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Modelling Stakeholder Dynamics for Supporting Group Decision and Negotiation: Theory to Practice

Author

Listed:
  • Colin Eden

    (Strathclyde Business School)

  • Fran Ackermann

    (Curtin University)

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.

Suggested Citation

  • Colin Eden & Fran Ackermann, 2021. "Modelling Stakeholder Dynamics for Supporting Group Decision and Negotiation: Theory to Practice," Group Decision and Negotiation, Springer, vol. 30(5), pages 1001-1025, October.
    • Handle: RePEc:spr:grdene:v:30:y:2021:i:5:d:10.1007_s10726-021-09745-y
    DOI: 10.1007/s10726-021-09745-y
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    References listed on IDEAS

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    1. Arun A. Elias, 2019. "Strategy Development Through Stakeholder Involvement: A New Zealand Study," Global Journal of Flexible Systems Management, Springer;Global Institute of Flexible Systems Management, vol. 20(4), pages 313-322, December.
    2. Alberto Franco, L., 2013. "Rethinking Soft OR interventions: Models as boundary objects," European Journal of Operational Research, Elsevier, vol. 231(3), pages 720-733.
    3. Paul R. Carlile, 2002. "A Pragmatic View of Knowledge and Boundaries: Boundary Objects in New Product Development," Organization Science, INFORMS, vol. 13(4), pages 442-455, August.
    4. C Eden & F Ackermann & J M Bryson & G P Richardson & D F Andersen & C B Finn, 2009. "Integrating modes of policy analysis and strategic management practice: requisite elements and dilemmas," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 60(1), pages 2-13, January.
    5. Fran Ackermann & Colin Eden & Igor Pyrko, 2016. "Accelerated Multi-Organization Conflict Resolution," Group Decision and Negotiation, Springer, vol. 25(5), pages 901-922, September.
    6. Laura J. Black & David F. Andersen, 2012. "Using Visual Representations as Boundary Objects to Resolve Conflict in Collaborative Model‐Building Approaches," Systems Research and Behavioral Science, Wiley Blackwell, vol. 29(2), pages 194-208, March.
    7. Bennett, PG & Huxham, CS & Dando, MR, 1981. "Shipping in crisis: A trial run for 'live' application of the hypergame approach," Omega, Elsevier, vol. 9(6), pages 579-594.
    8. Eden, Colin & Ackermann, Fran, 2018. "Theory into practice, practice to theory: Action research in method development," European Journal of Operational Research, Elsevier, vol. 271(3), pages 1145-1155.
    9. John M Bryson, 2004. "What to do when Stakeholders matter," Public Management Review, Taylor & Francis Journals, vol. 6(1), pages 21-53, March.
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    Cited by:

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    2. Elena Bakhanova & Jaime A. Garcia & William L. Raffe & Alexey Voinov, 2023. "Gamification Framework for Participatory Modeling: A Proposal," Group Decision and Negotiation, Springer, vol. 32(5), pages 1167-1182, October.

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