The stakeholders of the most successful projects are the catalyst of the traditional managerial functions of planning, organizing, leading, motivating and defining control measures as well (Karlsen, 2002). The observation is also made that the reliance purely on the mechanics of stakeholder management aren't nearly as valuable as having a more unified, highly integrated platform of trust across all stakeholders. The goal of stakeholder management isn't the defining of the status quo from stakeholder requirements or interruptions; it is the creation and solidifying of a very high level of trust and shared risk and reward mindset across the entire stakeholder team.
To enable this level of cross-stakeholder trust and communication, the author has defined a six-step process that is designed for iterative process definition and development of trust-based relationships. These six processes include initial planning, identification, analysis, communication, action and follow-up (Karlsen, 2002). Based on the attitudinal data captured with the 5-point Likert Scale questionnaires given to Norwegian project management...
The intention of this framework is to create a collaborative workflow and series of processes where expectations and results can be quickly compared in real-time communication, further fueling trust (Karlsen, 2002).
Figure 1: Project Stakeholder Management Process (Karlsen, 2002)
Conclusion
The outcome of the empirical research completed in Project Stakeholder Management (Karlsen, 2002) indicates that the traditional, often statically-driven approached to stakeholder management are ineffective in creating trust. What the research completed indicates is that a highly interactive, collaborative framework is superior in creating the necessary information and knowledge sharing to further strengthen trust and support across stakeholder groups.
References
Karlsen, J.T. (2002). Project Stakeholder Management. Engineering Management Journal,…
