Understanding Stakeholder Viewpoints

George Wright and George Cairns
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George Wright: Durham Business School
George Cairns: RMIT University

Chapter Chapter 4 in Scenario Thinking, 2011, pp 64-82 from Palgrave Macmillan

Abstract: Abstract In the previous chapter, we showed that perceptions of a problem issue are frequently colored and constrained by images of recent high-profile events, and are influenced and molded by the different ways in which the same information can be presented. We illustrated how even “expert” views on a subject can subsequently be proven dramatically wrong. We also outlined the benefits of expanding thinking in scenario projects, moving beyond the “bounded rationality” of directly-involved stakeholders; executives, senior managers and experts in the particular problem field; and bringing in a wider range of affected and interested stakeholders. Having introduced some thoughts on how these issues can be made explicit and addressed, we develop these ideas in this chapter. First, we discuss not only various ways in which the same issue might be understood differently by different groups and individuals, but also how these differences might have a fundamental impact on just how uncertain — or how certain — its outcomes might be considered to be. Second, we consider in greater detail the issue of language and its use. Here, we look at how the same words and phrases can mean very different things to different people, even when they think they all speak the same language. Finally, we present a range of strategies for mitigating the risks inherent in such multiple interpretations and potential misunderstandings.

Keywords: Practical Wisdom; Stakeholder Analysis; Deepwater Horizon; Scenario Project; Slave Labor (search for similar items in EconPapers)
Date: 2011
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-30689-9_4

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DOI: 10.1057/9780230306899_4

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