Jaleel .PMP, Associate Director| MetricStreamBangalore, India
I see that there is a conflict or difference of opinion between stakeholders. So, going by general techniques for resolving conflict, there are 5 techniques. They are
Avoid/withdraw - Postponing to be resolved by others or resolve after better preparation. Smooth/Accommodate - Considering areas of agreement rather than difference with an intent maintain relationship. Compromise/Reconcile - Trying to provide some level of satisfaction to all parties. Force/Direct - It's a win-lose situation and agreeing on a particular view. But this need enough power to take the decision. Collaborate/Solving the problem - Taking different views, have a discussion, consider pros and cons and getting to a conclusion collaboratively.
Also, there are factors like time you have to resolve, roles or positions of people/parties involved, are you looking for long term or short term resolution etc.
I see that there is a conflict or difference of opinion between stakeholders. So, going by general techniques for resolving conflict, there are 5 techniques. They are
Avoid/withdraw - Postponing to be resolved by others or resolve after better preparation. Smooth/Accommodate - Considering areas of agreement rather than difference with an intent maintain relationship. Compromise/Reconcile - Trying to provide some level of satisfaction to all parties. Force/Direct - It's a win-lose situation and agreeing on a particular view. But this need enough power to take the decision. Collaborate/Solving the problem - Taking different views, have a discussion, consider pros and cons and getting to a conclusion collaboratively.
Also, there are factors like time you have to resolve, roles or positions of people/parties involved, are you looking for long term or short term resolution etc.
As already outlined by Jaleel:
Try to understand the conflict layer: Is the source of conflict based on facts, different understanding of data or is it more rooted on the emotional layer linked to beliefs, different experience, relationship topics...
Try to understand the real reasons behind the behaviour and then apply techniques like described above.
Before taking action you will need to investigate the stakeholder's influence/impact level. If a CEO and accounts clerks are both stakeholders and hold opposing views, it may not be a simple as a compromise.
As already outlined by Jaleel:
Try to understand the conflict layer: Is the source of conflict based on facts, different understanding of data or is it more rooted on the emotional layer linked to beliefs, different experience, relationship topics...
Try to understand the real reasons behind the behaviour and then apply techniques like described above.
Before taking action you will need to investigate the stakeholder's influence/impact level. If a CEO and accounts clerks are both stakeholders and hold opposing views, it may not be a simple as a compromise.
Well Noted. Saving Changes...
Drew CraigSr. Agile & Product Coach| VanguardPhiladelphia, Pa, United States
Agree with my colleagues. Came to say basically the same as Peter and Sante. Understand the fundamentals including the level of influence, conflict source, options; then apply the conflict resolution techniques noted by Jaleel. Saving Changes...
The only thing I'll add to what my esteemed virtual colleagues have stated is that it also helps to learn the interests of these two stakeholders (as opposed to their positions). Learning the former might help you be able to facilitate their landing on a mutually beneficial position.
However, the key is to focus on the best interests of your project and customer. Keeping these two stakeholders happy but sacrificing the project is usually not a good idea.
Kiron Saving Changes...
Eric SimmsSenior Program ManagerBaltimore, Maryland, United States
Sit with the stakeholders as an impartial arbiter, and evaluate the viewpoints based on what would be best for the project. It's hard for a stakeholder to defend a position if another position would clearly be more advantageous. If a stakeholder still sticks with his or her viewpoint despite being shown its inferiority to another viewpoint it becomes obvious to everyone that the stakeholder doesn't have the project's best interests in mind, and this is usually enough to get most stakeholders to relent. Saving Changes...
Previous comment cover it good.
I would insist on understand what drive their motivation, that is where you can gain leverage for negotiation. Saving Changes...
