Not all projects are the same. Understanding what the dilemma or problem is, and gaining a shared understanding of it is very important.
Sometimes we need to go beyond stakeholder engagement, and truly collaborate!
2. Not all projects are the same
• … therefore how we approach needs to
take a number of factors into account.
• Complexity models from DaveSnowden
and Ralph Stacey can help ….
• Let’s look at the latter’s.
4. Close to
Agreement
Far from
Technically Complicated
Adapted from
Ralph Stacey
Simple
Plan, control
Close to
Technically
complicated
Coordinate and use
expertise
Certainty
Far from
4
5. Agreement
Far from
Socially Complicated
Build relationships;
create common
ground
Close to
Adapted from
Ralph Stacey
Socially
complicated
Simple
Plan, control
Close to
Certainty
Far from
5
6. Agreement
Far from
The Zone of Complexity
Build relationships;
create common
ground
Close to
Adapted from
Ralph Stacey
Socially
complicated
Simple
Plan, control
Close to
Action-learning with
diverse people and
organisations
Technically
complicated
Coordinate and use
expertise
Certainty
Far from
6
7. Far from
Stacey’s Agreement and
Certainty Matrix
Close to
Agreement
• Relationships
• Networks
• Vision & values
• Trust
• Customer focused
• Identify and purpose
• Personal
responsibility
• Performance
management from
below
• Adaptability
Adapted from
Ralph Stacey
• Rules,
regulations,
procedures
• Structure
• Detailed budgets
• Rational processes
• Performance management
from above
• Hierarchical organisation
Close to
Certainty
Far from
7
8. Let’s look at example
• A pipeline supplying an isolated town in the
middle of NSW
• It’s the year 2001.
• Pipeline built to supply a shale oil refinery in late
1940s with expected world oil shortage.
• Oil shortage didn’t eventuate. Refinery shut
down.
• Ghost town – population of less than 50 but with
town water supply!
14. Events unfold
• Department of Land and Water Conservation
liaise with Fish River Water Supply – determine
to offer water tanks
• Local government concerned/State govt
interventions
• Strong public reaction
• Rumours, rumours and yet more rumours
• Decision to reinvestigate ‘the problem’
17. Reverse logic or
starting with the end in mind
Sponsors believe collaboration is the way to go
Stakeholders understand each other’s perspectives
Stakeholders co-define the problem & what they want to
achieve
Stakeholders co-design how they will work together
Stakeholders co-create the strategy or plan
Stakeholders actively support implementation
17