Show A range of creative policy or management alternatives designed to address the objectives is developed. Alternatives should reflect substantially different approaches to the problem or different priorities across objectives, and should present decision makers with real options and choices. Good solutions are not possible without good alternatives. Yet we often move to a single solution, without truly exploring distinct and creative alternatives. Technical teams take on the task of delivering “recommendations” to decision makers. But often these recommendations encompass value judgments that are better made by decision makers. Usually, what decision makers need is good information about a small, carefully thought out set of alternatives – their consequences, key differences (trade-offs) in their consequences, and the response of key stakeholders with respect to these trade-offs. Generating good alternatives is a source of important insights both from a technical perspective and a values perspective. Most often, an alternative is not a single action, but a set of actions – a ‘portfolio’ , “strategy”, or ‘package’ of individual elements that together provide a comprehensive approach to the decision situation. In this section we explore:
Characteristics of good alternativesDeveloping good alternatives is an iterative task. Initially, the task is to generate a range of creative alternatives. These alternatives are carefully evaluated technically, in terms of their estimated consequences. They are also evaluated deliberatively, in terms of their relative desirability. New alternatives are generated, joint gains are found and the key trade-offs and uncertainties are highlighted. By the time alternatives are presented to decision makers, they should be:
Key Ideas
There are many different ways you will interact with stakeholders at various stages of the project. There are three ways you can involve stakeholders, from simply informing them to them being full participants in the project: 1. Informing You will inform stakeholders about the project. You will tell them useful bits of information. This is one-way communication where people outside of the project team are learning details of
the project.
2. ConsultingYou will consult with stakeholders. This is a two-way discussion where you will give the stakeholders the opportunity to contribute ideas, suggestions and opinions in the planning and decision-making parts of the project. Introducing ideas early and giving people time to consider proposals is important. If you hurry the consultation you may arouse suspicion and once this happens the community may form a negative view that becomes hard for them to change. Much of the consultation will be with the landowners/community as they are the most affected group. 3. Participating Some stakeholders will participate in the project work. Community groups, visitors and other stakeholders can all make a direct contribution to the project effort. For example, local residents often make up part of the operation team and all visitors need to undertake Biosecurity actions when visiting the project site. What are the 4 types of stakeholders?The primary stakeholders in a typical corporation are its investors, employees, customers, and suppliers.
How do decision making affect stakeholders?Stakeholders influences the decision making process. They ensure that the organizational work environment remains dynamic, stimulating, and rewarding and there are good working conditions available in the organization so that the organization can perform well.
What issues affect stakeholders?Common stakeholder issues. Trying to align many different stakeholders. ... . Competing priorities between stakeholders. ... . Resource constraints. ... . Breakdowns in communication. ... . Stakeholders resistant to share information. ... . Stakeholder analysis. ... . Create a communication plan.. What are the five 5 different stakeholder engagement approaches?To incorporate stakeholder views and opinions, EviEM initiates a five-stage process: (1) identification of stakeholders; (2) identification of policy- and practice-relevant topics; (3) framing and prioritisation of review questions; (4) establishment of the specific scope of a review; (5) a public review of a draft ...
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