Drs. Erik Mandersloot, Damien van der Bijl; email@example.com
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Stakeholder Management Cycle
Example of Noord Lonkt
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The situation around an urban planning project are often complex and many stakeholders with different (conflicting) interests are involved. The Stakeholder Management Cycle is an approach to bridge the differences through building lasting and meaningful relations between the stakeholders. Stakeholders are brought together through the creation of shared visions and by conducting collaborative activities.
TYPE OF TOOL
Tool for creating an action oriented shared purpose for diverse stakeholders.
The Stakeholder Management Cycle can be used for any number of stakeholders..
The Stakeholder Management Cycle has been embedded in the Noord Lonkt! process.
In a situation where a lot of stakeholders are involved in solving a particular problem, it is very important to think of a strategy to deal with all the different visions and interests. Especially in situations where temporary use needs to become accepted as part of urban planning by site owners or the City Council, the Stakeholder Management Cycle can be a useful tool. The primary aim of the stakeholder management cycle is to gain a thorough understanding of the views of the stakeholders, establish working relationships between them, create a shared idea or vision and move on to collaborative action.
A number of principles govern the Stakeholder Management Cycle. Firstly, the facilitator as well as the participants must share his/her own strategies with each other. By having an open dialogue, hidden agendas should be prevented.
Another principle of the Stakeholder Management Cycle is that the stakeholders should be seeking the dialogue instead of the discussion. A discussion is geared towards winning the dispute through strong argumentation. This narrows the opportunities for finding solutions that are beneficial to all the parties. A dialogue, on the contrary, is geared towards joint problem solving and learning about each others views. In a dialogue, participants are seeking for communalities rather than differences. All participants should adhere to this principle.
The next step is to move from talking into action. Participants will initially be collaborating on small projects and build a trustful relationship through shared activities. While they are cooperating on a problem, the participants are working to build a shared vision. This requires that the facilitator is willing to shift strategies based on input from stakeholders.
Author of Information
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