WORKING WITH STAKEHOLDERS DIALOGUE IN WATER CONSERVATIONentire.collectiveleadership.com/wp-content/uploads/2014/... · 2014-02-24 · collectively towards a sustainable future. Sustainability

This project is funded by the European Union's Non-State Actors and

Local Authorities programme for "Strengthening the Capacities of Non-

State Actors - Actions in partner countries (Multi-country)“

“WORKING WITH STAKEHOLDERS

DIALOGUE IN WATER CONSERVATION

10 – 13 February, 2014

Amman, Jordan

http://entire.collectiveleadership.com/




Name

Organization, country

Position, project

What are your expectations from this workshop?

In what way are Stakeholder Dialogues important to my work?

INTRODUCTION OF PARTICIPANTS




The CLI is an independent non-profit organization based in Potsdam, Germany, and Cape Town, South Africa.

Founded in Berlin September 2005

Our aim is to support stakeholders from the

private sector,

the public sector and

civil society

in creating and implementing collaborative change initiatives for innovative and sustainable solutions to global, local and societal challenges.

What we offer:

Executive Education

Integrated Capacity Development

Leadership Development

Research

Community Building and networking

Collaborative Projects

THE COLLECTIVE LEADERSHIP INSTITUTE




Our vision is to empower future-oriented people to lead

collectively towards a sustainable future.

Sustainability is a truly global issue. How well we meet that

challenge, success and failure in moving towards a more

sustainable way of living, affects everybody.

We believe in the principle of cooperation and collectively

created solutions – across sectors, institutions, nations, and

cultures.

VISION




WHAT WE DO

Executive Education

Integrated Capacity

Development

web-based expert

/eLearning community

Capacity

building

Research and Publications




CLI ACTIVITIES WORLDWIDE

Latin America 47 Alumni

Africa 484 Alumni

Europe 346 Alumni

Asia 313 Alumni

Mozambik

Nigeria

Benin

Brasilien

Senegal

Ätiopien

Marokko

Tunesien

Lebanon

Dem.Rep.

Kongo

Thailand

Burkina Faso

Südafrika

Peru

Guatemala

Vietnam

Kambodscha Afrika 561 Alumni

Latein Amerika 81 Alumni

Asien 373 Alumni

Deutschland

Indien

Europa 306 Alumni

Ghana

Elfenbeinküste

Kasachstan

Philippines

Note: Statistik von November 2013




AGENDA OVERVIEW

Day 1 Introducing Stakeholders Dialogue in Water Conservation.

Good practice examples from Germany and the region.

The concept of Stakeholder Dialogues and its function in

societal change.

Day 2: Understanding the Dialogic Change Model phase 1 as a pragmatic

approach to sucessfully engaging stakeholders and can apply the

principles of the model for building up a platform on water

conservation

Day 3 Understanding how to build commitment by using the Dialogic

Change Model phase 1 + 2 as a pragmatic approach to

successfully plan a stakeholder dialogue platform on water

conservation

Day 4: Understanding key factors for the successful implementation of

stakeholders dialogue by using the Dialogic Change Model and

process quality monitoring.




AGENDA

Day 1

M

o

r

n

i

n

g

08.45 Welcome Coffee and Registration

A

f

t

e

r

n

o

o

n

13.00 Lunch

09.00

Welcome of Participants & Introductions

Participants expectations and questions

About the Collective Leadership Institute (CLI)

Program overview

14:00

Recap results from multi-stakeholder event

o Input

Best practice in stakeholder engagement in water

conservation

o Working groups

10:00 – 10:20 Coffee/Tea break 15.00 Coffee break

10.20

Conceptual input: The concept of Stakeholder

Dialogues (SD)

o What are Stakeholder Dialogues?

o Examples of Stakeholder Dialogues

o Why Stakeholder Dialogues?

15.20

Reporting back from the working groups

15:50

Four dimensions of change

o Input and exercise

10:50

Presentation of best practice examples on

stakeholder dialogues in water management in

Germany and Egypt

o Input

o Panel discussion on best practice examples

o Question & answer session with experts

16:45

Check out




AGENDA

Day 2

M

o

r

n

i

n

g

09.00 Check-in

A

f

t

e

r

n

o

o

n

13.00 Lunch

09.15

Different forms of Stakeholder Dialogues

o Input

14.00

Exercise on building up a platform on water

conservation – Stakeholder analysis and system

mapping, first engagement process

o Group work

o Reporting back and plenary discussion

10:25 Coffee break

10:45

Appropriate form of a platform on water conservation

in Jordan/Palestinge/Egypt

o Group work (Defining the right platform design)

11:45

Conceptual input: Dialogic Change Model for the

implementation of Stakeholder Dialogues

o Overview over the 4 phases;

o Group reflection on phases

15.30 Coffee break

15.45

Introducing dialogic models: Balanced communication

in “the four action modes”

o Move

o Oppose

o Follow

o Bystand

→ Interactive learning 12:15

Dialogic Change Model

Phase 1: Exploring and Engaging

o Create resonance

o Understand the context

o Build a container for change

17.00 Check out




AGENDA

Day 3

M

o

r

n

i

n

g

09.00 Check-In

A

f

t

e

r

n

o

o

n

13.00 Lunch

09.15

Dialogic Change Model Phase 2: Building and

formalizing

o Clarify goals and resources

o Process planning

o Consolidate agreements and establish structures

→ Input

→ Practice examples from the region

(ACWUA/RAED)

14.00

Navigating differences

o Motivation

o Interest

o Rationales of different stakeholder groups

→ Conceptual Input

14:15

Navigating differences: Engagement of different

stakeholder groups

→ Group work

→ Speed-dating

10.30 Coffee break 15.00 Coffee break

10.45

Exercise on participants’ cases – designing result-

oriented processes in Phase 2 (container building &

process architecture)

→ Group work

→ Presentation and review

15.15

Definition of common objective for a water

conservation platform

o Planning the next steps

o Resources, responsibilities & communication

→ Group work

17.15 Check out




AGENDA

Day 4

M

o

r

n

i

n

g

9:00 Check-in

A

f

t

e

r

n

o

o

n

13:00 Lunch

09:15

Planning of Stakeholder platform on water

conservation to be continued

10:00

Key factors for successful implementation of

Stakeholder Dialogues

→ Input

14:00

Dialogic Change Model Phase 3: Implementing and

evaluating

o Ensure transparency and communication

o Create results and celebrate successes

o Establish learning mechanisms

→ Input

14:30

Dialogic Change Model Phase 4: Developing further,

replicating or institutionalizing

o Build next level container

o Create management structures

o Establish governance and learning systems

→ Input

10:30 Coffee break / Group Picture

10:50

Process monitoring in Stakeholder Dialogues

→ Group work

→ Reporting back 15:00

Making Stakeholder Dialogues work: The role of self

awareness, system’s awareness, process

competence, and tools

15:15 Workshop feedback

16:00 Check out and closing




THE CONCEPT OF STAKEHOLDER DIALOGUES

WHAT ARE STAKEHOLDERS?




Stakeholders are people or institutions that have an interest in a

particular course of development, either as individuals or

representatives of a group



• people who influence

decisions,

Picture: Jörg Böthling


• are key players in

implementation, or

Picture: http://www.constructionweekonline.com/


• are affected by the

development

Picture: climateandsecurity.org/2013/03/29/syria-in-the-water-conflict-

chronology-list/




Stakeholder Dialogues are a methodology for designing and

implementing cooperation in complex change processes which

almost always require different interest groups to be included in

order to effectively contribute to sustainable development

The most important feature of Stakeholder Dialogues are structured

conversations around the specific issues identified by

• from different sectors

• with different perspectives and points of view

• with different interests

in order to achieve a common goal, solve a problem

and/or find innovative solutions.

WHAT ARE STAKEHOLDER DIALOGUES?




Stakeholder Dialogues lead to concrete results that could not

have been achieved otherwise and that can more easily be

implemented because all stakeholders involved experience a

higher degree of ownership.

In high quality Stakeholder Dialogues differences, even

conflicts, hold the potential for innovative solutions and the

achievement of goals that ultimately benefit all.

High quality Stakeholder Dialogues create a climate of trust,

commitment, and collective intelligence.

WHAT ARE STAKEHOLDER DIALOGUES?




Development of policy papers

Development of sustainability standards

Development of partnerships for conservation (e.g. between

business and communities)

Involvement of private sector in land allocation; making agro-

business work for the poor

Sustainable land use planning and land management

Adaptation to climate change (district and provincial level)

Eco-tourism development

Sustainable forest management

Improving investment and business climate (e.g. national or

provincial public private dialogue)

EXAMPLES OF STAKEHOLDER DIALOGUES




WHY STAKEHOLDER DIALOGUES?




BENEFITS OF THE STAKEHOLDER DIALOGUE

APPROACH

Quality decisions

Inclusion of diverse input,

perspective and expertise

prepares for facing complex challenges and

enhance process credibility

Conflict

solving

Exposure to different

perspectives enhances or

eases solution-finding also in

conflictive situations

Implemen-tation

Participation develops

ownership and commitment for implementation

Outreach

Broad acceptance of

procedures and outcome of a cooperation

process

Cross-sector cooperation

Seeing the broader picture eases working collaboratively

across organizational

cultures

Innovative solution

SD increase the likelihood of

finding innovative, integrative solutions

Efficiency in resource management; leveraging of innovation potential; risk mitigation,

high quality process outcomes




THEORIES OF CHANGE




THE THEORY OF CHANGE

This is how I

believe things

must be done

……

This is how I

believe the

world is…….

This is how I

believe the world

changes/people

change……









You can‘t

force a tree

to grow…




DIMENSIONS OF CHANGE

http://sustainableenergysystemz.com/wp-content/uploads/2012/10/saving-water1.jpg




DIMENSIONS OF CHANGE

Transforming individual consciousness

Self-awareness, personal and spiritual growth

Reflection and contemplation

Individual education

Transformation of mental models and belief systems

Broaden knowledge and competence

Individual skills-development

Individual value-orientation

‘People change by themselves… consciousness determines

the being…‘

Changing behaviour patterns

Broad education

Influencing through information

Influencing through requirements

Setting conditions

Offering incentives

Developing and making available new technologies

Influencing behavior through technology

‘People need to be influenced to change habitual patterns of

behavior…‘

Transforming culture and relationships

Changing dysfunctional collective patterns of thought and

action

Collective reflection

Changing or reviving collective value systems

Promoting reconciliation, inclusion and participation

Interpersonal communication

Awareness of interdependence

Respect and recognition

‘… only as a result of a transformation of collective patterns of

thought and respectful dialogue people will act in a different

way…‘

Changing structures and systems

Reforming regulations

Creating bodies, organizations, institutions

Creating laws

Changing organizational structures

Institutional restructuring

Changing policies

Re-allocating of resources

Developing systems to measure change

‘… structure determines consciousness… and behavior…‘




DAY 2

UNDERSTANDING THE DIALOGIC CHANGE MODEL

PHASE 1

A PRAGMATIC APPROACH TO SUCCESSFULLY

ENGAGING STAKEHOLDERS

PRINCIPLES OF THE MODEL FOR BUILDING UP A

PLATFORM ON WATER CONSERVATION

STAKEHOLDERS DIALOGUE IN

WATER CONSERVATION




AGENDA

Day 2

M

o

r

n

i

n

g

09.00 Check-in

A

f

t

e

r

n

o

o

n

13.00 Lunch

09.15

Different forms of Stakeholder Dialogues

o Input

14.00

Exercise on building up a platform on water

conservation – Stakeholder analysis and system

mapping, first engagement process

o Group work

o Reporting back and plenary discussion

10:25 Coffee break

10:45

Appropriate form of a platform on water conservation

in Jordan/Palestinge/Egypt

o Group work (Defining the right platform design)

11:45

Conceptual input: Dialogic Change Model for the

implementation of Stakeholder Dialogues

o Overview over the 4 phases;

o Group reflection on phases

15.30 Coffee break

15.45

Introducing dialogic models: Balanced communication

in “the four action modes”

o Move

o Oppose

o Follow

o Bystand

→ Interactive learning 12:15

Dialogic Change Model


o Create resonance

o Understand the context

o Build a container for change

17.00 Check out




One can broadly distinguish between 2 underlying purposes of

Stakeholder Dialogues:

Stakeholder Dialogues that are geared towards consultation:

• The structured integration of viewpoints, interests and

expertise from different stakeholder

Stakeholder Dialogues that have a stronger focus on

cooperation and joint implementation:

• The cooperation of different stakeholders to achieve an

agreed upon goal

DIFFERENT FORMS OF STAKEHOLDER

DIALOGUES




The higher the focus on implementation the higher is the

commitment of the different stakeholders to collaborate and

take over responsibility for results.

The different forms of stakeholder dialogues can take place

at international, regional, national, sub-regional or a local

level.


DIALOGUES





DIALOGUES

Consultation Collaborative implementation

Stakeholder

consultation

Stakeholder

Dialogue

platform

Stakeholder

initiative

Stakeholder

Implementation

partnership




DIFFERENT FORMS OF STAKEHOLDER DIALOGUES

Consultative Stakeholder Dialogues Singular stakeholder consultation

Sequence of stakeholder consultation

Institutionalized stakeholder

consultation

Stakeholder platform (exchange)

Stakeholder Dialogues focused on

collaboration and implementation

Stakeholder initiatives

Stakeholder platforms (management of

implementation)

Stakeholder partnerships




SINGULAR STAKEHOLDER CONSULTATION

Purpose

(suggested)

Getting input for policy development or research

Input for planning processes (e.g. public planning)

exchange of experience

Timeframe 1-3 days

Feature Event/workshop/conference to get input from different

stakeholders




SEQUENCE OF STAKEHOLDER

CONSULTATIONS

Purpose

(suggested)

policy development/review

planning review

regular consultation

regular exchange of lessons learnt

• goal: stakeholder recommendations are integrated

into results

Timeframe Several 1-3 day events/meetings/workshops

Feature Consultative stakeholder events leading to a specific

outcome




INSTITUTIONALIZED STAKEHOLDER

CONSULTATION

Purpose

(suggested)

institutionalized policy review

institutionalized planning review

stakeholder participation in e.g. public impact

assessment

stakeholder representation follows regulated rules

Time Frame Ongoing, following public planning procedures

Feature Government-led stakeholder consultation embedded in

regulations




STAKEHOLDER PLATFORM (EXCHANGE)

Purposed

(suggested)

Regular meetings for e.g. exchange of experience

Development of joint recommendations

Opportunity for networking

Advocacy for joint interest

Time frame Ongoing, taking place for as long as the exchange is relevant,

regular meetings

Feature Visibility as a stakeholder body

Stakeholders represent larger organizations

Often driven by political or economic development agenda




STAKEHOLDER INITIATIVE

Purpose

(suggested)

Joint implementation steering

joint responsibility for results

joint decision making and M+E

usually agreed upon governance mechanisms and

steering structure (Steering committee, Executive

Committee)

Time frame Ongoing until solution is found, regular stakeholder

meetings

Feature Cross-sector initiative to solve complex problems, to

develop joint policy and/or standards, or to achieve

jointly agreed-upon objectives (often national, regional

or international in scope)




STAKEHOLDER PLATFORM (MANAGEMENT OF

IMPLEMENTATION) VI

Purpose

(suggested)

Voluntary coming together of different stakeholders to

improve management of certain task

Time frame Ongoing as long as joint task is required, regular

stakeholder meetings

Feature Joint management of implementation

Often in the area of management of natural ressources




STAKEHOLDER PARTNERSHIP

Purpose

(suggested)

Joint planning and implementation of activities

Joint monitoring of results

Joint responsibility for success

Joint decision-making

Management structures in place

Time frame Temporary according to project agreement, regular

review workshops

Feature • Cross-sector implementation project to achieve

agreed-upon objectives

joint management of implementation

Often PPP/strategic alliances




Purpose & Form of Stakeholder Dialogues

Please discuss Stakeholder Dialogues that you have experienced:

Was the purpose geared more towards consultation or more

towards cooperation and joint implementation?

Did the form chosen fit the purpose?

What kind of form would you identify as suitable for a

stakeholders dialogue platform on water conservation in your

country (Jordan, Egypt and Palestine)?

Summarize on a flipchart the results of your group discussion.

For reporting back into the plenary: Please share how you identified the

suitable form for a platform on water conservation in your country.

GROUP WORK 2




THE DIALOGIC CHANGE MODEL


WATER CONSERVATION




THE DIALOGIC CHANGE MODEL: IMPLEMENTING

STAKEHOLDER DIALOGUES IN A RESULT-

ORIENTED WAY




PHASE 1: EXPLORING AND ENGAGING




Objectives Understanding the context, the different viewpoints of

stakeholders, engaging them into preparatory

conversations, raising energy for action, building the

case for change

Duration From minimum 2 months for singular Stakeholder Dialogue

events to over a year for Stakeholder Dialogues focusing on

collaboration for implementation

Expected results • Trust among key stakeholders

• Explicit resonance for the dialogic initiative or change

process

• Credibility for implementation

• Participating stakeholders identified

• Context and external influencing factors explored

PHASE 1: OVERVIEW




Most common

difficulties or

mistakes

• Lack of ownership of key stakeholders due to lack of

involvement in project/initiative design

• Insufficient context analysis

• Neglecting important other actors in the field of operation

• Hurrying into agreements without real commitment of

stakeholder partners (lip-service commitment)

• Actors and participating institutions do not understand the

requirements/cultures and decision-making structures of

the different stakeholder groups well enough

• Insufficient Container building (absence of committed

core group to carry the process)

PHASE 1: OVERVIEW




PHASE 2: BUILDING AND FORMALIZING




Objectives Clarifying goals and commitment, establishing

resources, creating formal agreements, planning

process and joint implementation

Duration From 1 day (workshop) to several months (sequence of

workshops), characterized by meetings/workshops/

conferences with all relevant stakeholders

Expected Results Depending on the form and purpose of the Stakeholder

Dialogue anything that shows commitment and gives

structure to move forward, e.g.

• Agreement to collaborate

• Agreements on implementation procedures

• Formal structures to steer the process (e.g. committees,

expert working groups, etc.)

• Joint assessment of reality

PHASE 2: OVERVIEW




PHASE 2: OVERVIEW

Most common

difficulties or

mistakes

• Rushing into signed agreements and road maps without

proven operational commitment of stakeholder partners

• Absence of joint problem- or situational diagnosis as a basis

for joint process planning

• Process design not jointly agreed on but determined by one

party

• Too much focus on technical/legal/structural issues instead

of on building collaboration and dialogue

• Insufficient taking into account of existing rules, regulations

and procedures




PHASE 3: IMPLEMENTING AND EVALUATING




Objectives Implementing agreed upon or recommended activities,

creating showcases for change, evaluating progress and outcomes

Duration From several months to years, depending on the issue,

characterized by regular review meetings with all relevant

stakeholders


Dialogue and area of implementation:

• Showcases of success

• Achieved milestones

• Project implementation reports

• Public communication and media coverage

• Established monitoring systems

PHASE 3: OVERVIEW




PHASE 3: OVERVIEW

Most common

difficulties or

mistakes

• Uncoordinated implementation (lack of proper process

management)

• Insufficient communication between partners or

implementing stakeholders

• Implementation plans that are too ambitious, instead of

focusing on smaller, achievable successes

• Lack of transparency in the communication and decision-

making process

• Too little focus on maintaining the core group’s commitment

or on keeping participating partners motivated




PHASE 4: DEVELOPING FURTHER, REPLICATING

OR INSTITUTIONALIZING




Objectives Bringing the dialogue to the next level, expanding or

replicating dialogue activities, creating long-lasting

structures for change

Duration Unlimited, depending on issues at stake, purpose and

structure



• Extending the goal and stakeholder participation

• Institutionalizing a successful dialogue form

• Using the experience gathered in dialogue in another

process

PHASE 4: OVERVIEW




PHASE 4: OVERVIEW

Most common

difficulties or

mistakes

Insufficient adjustment of strategies to a new situation

• Insufficient Container-building for scaling up, replicating or

institutionalizing

• Insufficient attention to the need for institutionalized and

professional management structures

• Insufficient investment into integrating the

goal/content/objectives into stakeholder institutions




In groups at your tables, jointly reflect on and discuss the Dialogic

Change Model:

What catches your attention about the model and what

questions arise?

For this excercise it might be helpful to refer to the Dialogic Change

Model as presented on www.stakeholderdialogues.net

REFLECTION

http://www.stakeholderdialogues.net/learning/textbook/getting-active/dcm/




In groups at your tables, jointly reflect on and discuss the Dialogic

Change Model:

What catches your attention about the model and what

questions arise?

For this excercise it might be helpful to refer to the Dialogic Change

Model as presented on www.stakeholderdialogues.net

REFLECTION

http://www.stakeholderdialogues.net/learning/textbook/getting-active/dcm/




DIALOGIC CHANGE MODEL: PHASE 1


WATER CONSERVATION






ORIENTED WAY




PHASE 1: EXPLORING AND ENGAGING




Get the system into a conversation with itself: build a pattern of

inspiring and outcome-oriented conversations

Microcosm represents macrocosm

Build a strong “container”: a cross-sector core groups

committed to conducting the stakeholder dialogue

Build relationships: ensure that people get to know each other

formally and informally, ensure that all voices are heard, create

contact, encounter, meeting each other as human beings

Integrate the four dimensions of change as appropriate

PRINCIPLES OF GOOD PROCESS DESIGN: PHASE 1




Create resonance

Principles:

Promote the idea and test the common ground

Create first resonance and build trust

Identify common goals

Guiding questions:

Who shares the common goal?

Which important stakeholders can support our cause?

What makes our cause attractive for the different actors?

Where is there already energy/willingness for change?

With whom do we need to speak to get generate support?

PHASE 1

EXPLORING AND ENGAGING




Understand the context

Principles:

Conduct a stakeholder analysis (conflict mapping, situation

analysis)

Explore and exchange with potential partners and stakeholders

Clarify different interests and motivation - be aware of potential

areas of conflict

Understand the wider field: research, feasibility studies,

benchmarking…

Integration of capacity building for stakeholders, if needed

PHASE 1





Guiding questions:

Which stakeholders do we need to involve?

Which partners do we need to ensure the success of our case?

Who has influence in the outcome of our initiative, and how can

we influence them?

Are there existing best practices/experiences in similar

situations?

Who do we have to talk to in order to complete our

understanding of the overall system?

What are the potential difficulties?

PHASE 1





Build a good ‘container for change’

Principles:

Generate first structured dialogue, get commitment by the most

important stakeholders

Create a sustainable, open process design (setting) where

people can take ownership of the results and the process

Ensure that the change initiative has ‘high level sponsorship’

and/or patronage

PHASE 1





Guiding questions:

Which actors do we need to at the beginning of the dialogue?

Who are the people who can drive the change?

Which actors represent the larger system?

What setting for the first meeting will enhance stakeholders’

commitment and process ownership?

What needs to be discussed during the first meeting?

What could compel the actors to support the stakeholder-

dialogue’s cause?

PHASE 1





The term “Container“ refers to the function and relational quality of

an initiating team or core group of interested actors in a

Stakeholder Dialogue.

A good Container exists, if these actors are

• dedicated to the change envisaged,

• emotionally engaged with each other and future possibilities

• committed to initiating and implementing the change jointly

WHAT IS A CONTAINER FOR CHANGE?




wider

affected

system involved

stakeholder

system

PHASE 1

BUILDING A CONTAINER FOR CHANGE

broader

Container initial

container





Understanding the context and stakeholder analysis

Please jointly decide which project/case you will use:

TASK 1: Stakeholder analysis

TASK 2: Initial process design 60 minutes

5 minutes presentation

GROUP WORK 3




PHASE1: TOOL FOR STAKEHOLDER ANALYSIS

Influence/Interest Grid for Stakeholder Analysis:

Interest

Lo

w

Hig

h

Low High

Po

wer/

Infl

ue

nc

e




Interest

Lo

w

Hig

h

Po

wer/

Infl

ue

nc

e

Low High

Do not engage (at

least, not at the

beginning)

If important to

engage, strengthen

their capacity to get

heard

If important to

engage, raise their

interest

Engage

INFLUENCE/INTEREST GRID FOR STAKEHOLDER

ANALYSIS:




PROCESS DESIGN FOR STAKEHOLDER

ENGAGEMENT

Engagement process in Phase 1

• Interviews as part of

context analysis

• Informal

explorative

conversations

• First meeting

• Regular meetings

• Informal explorative

conversations

• First meeting

• Focus group/

workshop with key

stakeholders

Initial

container

Broader

Container

Involved

stakeholder

system

Wider

affected

system

• Information

• Research

• Benchmarking





(Please select a moderator and a reporter at your table)

Take your results from the previous group work and review it (5 min.).Then move on to the tasks below. Discuss in the group and cover as many questions as feasible.

TASK 1: Stakeholder analysis:

Who is the driver of the establishment of a platform on water conservation?

Who are the relevant stakeholders?

What is their relationship with each other (stakeholder landscape, system’s mapping, see fieldguide page 94)?

How does the interest/influence grid look like (see fieldguide page 93)?

Where can you see conflicts arising?

GROUP WORK 3




TASK 2: Initial process design:

Based on your conclusions from task 1: Who are the key people to talk to initially?

Who needs to be in the initial container?

Who needs to support the idea (high level sponsorship, broader container)?

How would you get commitment from the people that you wish to have in the “core group/container“?

For your discussions, please take into account the ‘4 dimensions of change’ (see

fieldguide page 74)

30 minutes stakeholder analysis

30 minutes process design

Total of 60 minutes

5 minutes presentation, results on flip chart or pin board

GROUP WORK 3




Short information about the project/change initiative

Brief summary of stakeholder analysis

Conclusions from stakeholder analysis for the engagement

process

Brief summary process design

REPORT BACK FROM WORKING GROUPS

(5 MINUTES) ALTERNATIVE




THE 4 ACTION MODES

www.water-technology.net




4 ACTION MODES

MOVE

David Kantor, 1995

FOLLOW

BYSTAND

OPPOSE

Advocacy

Inquiry

without movers

there is no direction

without

bystanders

there is no

perspective

without

followers

there is no

completion

without opposers

there is no correction




DAY 3

UNDERSTANDING HOW TO BUILD COMMITMENT

BY USING THE DIALOGIC CHANGE MODEL

PHASE 1 + 2

A PRAGMATIC APPROACH TO SUCCESSFULLY

PLAN A STAKEHOLDER DIALOGUE PLATFORM ON

WATER CONSERVATION


WATER CONSERVATION




AGENDA

Day 3

M

o

r

n

i

n

g

09.00 Check-In

A

f

t

e

r

n

o

o

n

13.00 Lunch

09.15

Dialogic Change Model Phase 2: Building and

formalizing

o Clarify goals and resources

o Process planning

o Consolidate agreements and establish structures

→ Input

→ Practice examples from the region

(ACWUA/RAED)

14.00


o Motivation

o Interest

o Rationales of different stakeholder groups

→ Conceptual Input

14:15

Navigating differences: Engagement of different

stakeholder groups

→ Group work

→ Speed-dating

10.30 Coffee break 15.00 Coffee break

10.45

Exercise on participants’ cases – designing result-

oriented processes in Phase 2 (container building &

process architecture)

→ Group work

→ Presentation and review

15.15

Definition of common objective for a water

conservation platform

o Planning the next steps

o Resources, responsibilities & communication

→ Group work

17.15 Check out




DIALOGIC PRACTICES:

4 ACTION MODES - RECAP

MOVE

David Kantor, 1995

FOLLOW

BYSTAND

OPPOSE

Advocacy

Inquiry

without movers

there is no direction

without

bystanders

there is no

perspective

without

followers

there is no

completion

without opposers

there is no correction






WATER CONSERVATION




IMPLEMENTING STAKEHOLDER DIALOGUES IN A

RESULT-ORIENTED WAY




PHASE 2

BUILDING AND FORMALIZING




Keep the common goal clear: remind stakeholders of the larger

issues at stake

Encourage participants to find a common ground

Create expert groups or task forces for content details or

temporarily unresolvable issue, bring results from task forces

back into large group for further consideration

Offer structure: create a handrail for the process (program,

working group instructions, roadmaps, planning) be aware how

relationships and structure (from seating order to power

relationships to mental models) impacts action

PRINCIPLES OF GOOD PROCESS DESIGN:

PHASE 2




Clarify goals and resources

Principles:

“Going live” with the Stakeholder Dialogue

Create a dialogic setting in which goals can be shaped together:

Enabling stakeholder participants to feel ownership

Clarify level of participation and agree on contributions of the

involved stakeholders

Ensure transparent documentation

Agree on a plan for further dialogue and distribution of tasks

PHASE 2





Guiding questions

Which actors represent the larger system and need to be

included in the dialogue?

How can it be guaranteed that stakeholders feel their views are

being taken seriously?

How can stakeholders be encouraged to develop ownership for

an initiative?

What do we want to achieve with the dialogue?

What resources can each actor bring in?

PHASE 2





Plan the future together

Principles:

Find common ground: Discuss situation analysis and planned

changes together with all stakeholders to develop ownership

among them

Embed a common vision of the future in the participating

stakeholder groups: Allow the space to “invent” the desired

future

Organize meetings and workshops that engage the stakeholders

emotionally to the process

Schedule follow-up meetings

PHASE 2





Guiding questions:

Have we taken enough time for Phase 1?

Are enough stakeholders prepared to shape the future together?

Have we gathered all necessary perspectives and expertise to

shape the future together?

Which type of processes would assist the actors in jointly

shaping the future?

How can we design stakeholder events that enhance

commitment?

PHASE 2





Consolidate agreements and establish structure

Principles:

Consolidate transparent , trustworthy agreements

Create a detailed action plan: assign tasks, apply timing, allocating resources

Decide on form and regularity of internal and external communication and ensure transparent documentation

Agree on implementation structure, procedures, confirm the goals, resources, roles and tasks

Formalize the core group and equip them with a mandate by all stakeholders

Ensure administrative/logistical support for the process from main stakeholders

PHASE 2





Guiding questions:

What support do the participating stakeholders need for the road

ahead?

Which type of agreement is suitable for our specific process?

How can a plan of action be developed, so that all participants

are inclined to support it?

Are roles and responsibilities for the implementation of the

initiative clear?

Have we schedules follow-up meetings to ensure process

reliability?

PHASE 2





wider

affected

system involved

stakeholder

system

PHASE 1 & 2: BUILDING A CONTAINER FOR

CHANGE

broader

Container initial

container




The broader “Container“ is an extension of the the initial container

and composed of people who are willing to support he

Stakeholder Dialogue, get engaged or promote the approach to

more and other actors.

A broader Container exists, if the actors are

• Prepared to actively participate in the Stakeholder Dialogues

• emotionally engaged with future possibilities

• committed to actively contribute to implementing the change

jointly

WHAT IS A BROADER CONTAINER FOR

CHANGE?




COMMON GOAL

Common goal visible

Common goal not visible

• Agreements easier

• Win-win solutions possible

• Outcome focus stronger

• Contribution more

important than positioning

• Positioning more

important than

contribution

• Agreements difficult

• Vested interests become

more important

• Power play





ENGAGEMENT

Engagement process in Phase 2

• Stakeholder Dialogue

event or

• stakeholder platform

meeting



depending on role of

broader container

• Pre-interviews with

key stakeholders

Initial

container

Broader

Container

Involved

stakeholder

system

Wider

affected

system

• Information





ENGAGEMENT

Initial

container Pre-meetings

Broader

Container

Stakeholder

event




Phase 2: Building and formalizing

Decide in the group what kind of stakeholder dialogue event you

plan.

Please review the checklist for the DCM, Phase 2 (see field guide pages 87-88).

TASK: Please develop an action plan for setting up a platform on water conservation.

EXPECTED RESULTS: An action plan showing the preparation leading up to the establishment

of a platform (taking principles of phase one and two into account)

Draft a roadmap for establishment of a platform

60 minutes

5 minute presentation

GROUP WORK 4




Reporting back:

In your presentation (maximum 5 minutes) please indicate:

The sequence of actions you plan leading up to the event

reflecting the above objectives?

The rough design of the roadmap (reflecting the above

objectives)

PHASE 2 – GROUP WORK




HOW DOES COMMITMENT DEVELOP?

Clarify and show the relevance of an

issue and the possibilities for change

Offer opportunities for co-design and

co-creation

Keep the common goal high and

ensure transparency of process

Foster emotional connection with the

goal and among stakeholders

Allow people to contribute and show

the impact




CREATING COMMITMENT

Transparency/Reliability Relevance/benefits

Meaning/Purpose Contribution/Impact

Commitment




NAVIGATING DIFFERENCES


WATER CONSERVATION




DIFFERENCE IN INTEREST:

MOTIVATION FOR STAKEHOLDER DIALOGUES

Public

Sector

Motivation:

Rule of Law Interest in Stakeholder Dialogue

• Opportunity to establish a broader platform to

promote and implement issues for the common

good – i. e. standards, codes of conduct.

• Greater efficiency in the implementation of

governmental (legal) and development services.

Rights-

oriented

Access,

Information,

Stability,

Legitimacy






Civil

Society

Motivation:

Ensure social development Interest in Stakeholder

Dialogue

• Influence the private sector and government –

beyond campaigning and charity

• Efficient implementation of social and development

goals

Value-oriented

Reacts to

injustice and

concerns of

overall society,

provokes

attention






Private

Sector

Motivation:

Growth Interest in Stakeholder Dialogue

• Gain of reputation

• Implementation of Corporate Social Responsibility

initiatives

• Ensure long-term market share

• Risk mitigation

Profit-oriented

Creative,

productive,

targeted,

fast





What is important to you as… (public sector or civil society or

private sector )……. within the framework of a platform on

water conservation?

What is your source of power?

What do others need to take into account when they want to

engage you and keep you engaged in a platform on water

conservation?

EXERCISE




Building up a platform for water conservation in the

domestic sector:

- Drinking water

- Waste water treatment / re-use

Please, discuss the content of the topics and find a definition on

the topic including the different perspective from each

stakeholder group

Define a common goal for a platform on water conservation on

the national level

Planning the next steps

Resources & responsibilities

PLANNING SESSION




DAY 4

UNDERSTANDING KEY FACTORS FOR THE

SUCCESSFUL IMPLEMENTATION OF

STAKEHOLDERS DIALOGUE:

USING THE DIALOGIC CHANGE MODEL AND

PROCESS QUALITY MONITORING.


WATER CONSERVATION




AGENDA

Day 4

M

o

r

n

i

n

g

9:00 Check-in

A

f

t

e

r

n

o

o

n

13:00 Lunch

09:15

Planning of Stakeholder platform on water

conservation to be continued

10:00

Key factors for successful implementation of

Stakeholder Dialogues

→ Input

14:00

Dialogic Change Model Phase 3: Implementing and

evaluating

o Ensure transparency and communication

o Create results and celebrate successes

o Establish learning mechanisms

→ Input

14:30

Dialogic Change Model Phase 4: Developing further,

replicating or institutionalizing

o Build next level container

o Create management structures

o Establish governance and learning systems

→ Input

10:30 Coffee break / Group Picture

10:50


→ Group work

→ Reporting back 15:00

Making Stakeholder Dialogues work: The role of self

awareness, system’s awareness, process

competence, and tools

15:15 Workshop feedback

16:00 Check out and closing




Success factors for Stakeholder Dialogues

Please select a moderator and a reporter at your table.

Please discuss the following question at your table:

From your experiences in Stakeholder Dialogues, conferences, round table meetings, etc.

What are 3 – 5 major success factors for Stakeholder Dialogues?

• What was done to make them come into effect?

What are the 3 – 5 main contributors that can make Stakeholder Dialogues unsuccessful?

Please keep the principles of good dialogue in mind! 30 minutes

2 minute presentation

GROUP WORK 1




PROCESS MONITORING IN STAKEHOLDER

DIALOGUES


WATER CONSERVATION




Activity monitoring:

• Do we do what we have agreed to do?

Results monitoring:

• Have we achieved what we intended to achieve?

Impact monitoring:

• Does our initiative have the wider impact we envisaged?

Process monitoring:

• Is our process management on track? How good is the

quality of our process?

DIFFERENT FORMS OF MONITORING




Jointly agreed or designed: form, sequence, aspects, indicators

Engage and ensure that all stakeholders are involved

Self assessment rather than external assessment (unless jointly

agreed)

Use instruments that can easily be understood by everyone

Make sure that M&E integrates all stakeholder approaches

Differentiate between:

• Monitoring of Stakeholder Dialogue process (e.g. use the

spiral model, spider net, self assessment, outcome mapping)

• Monitoring of results (any applicable monitoring system can

be used)

THE ROLE OF MONITORING IN STAKEHOLDER

DIALOGUES




KEY FACTORS FOR STAKEHOLDER DIALOGUES

Leadership/

sponsorship

Delivery/

outcome

orientation

Inclusiveness

Ownership

Credibility

Knowledge

and

competence

Goal and

process

clarity

Cohesion/

Relationship

management




CRITICAL SUCCESS FACTORS FOR STAKEHOLDER

COOPERATION

Cohesion/

relationship

management

The CLI works with

a proven process-

monitoring tool to

assess the quality

of stakeholder

cooperation

processes

Goal and

process clarity

Knowledge

and

competence

Credibility

Ownership

Inclusiveness

Delivery/

outcome

orientation

Leadership/

high level

sponsorship





Please discuss the following at your table:

• Please use the monitoring tool to assess the Stakeholder

Dialogue around water conservation in your country and

evaluate whether it is cross-sector and interdisciplinary.

• Please draw conclusions for adjustment of your engagement

strategy or planned stakeholder event.

Briefly report on the insights you have gained.

GROUP WORK 6






WATER CONSERVATION

http://media.treehugger.com/assets/images/2011/10/20101105-oasis-tunisia.jpg




PHASE 3

IMPLEMENTING AND EVALUATING




Ensure transparency and communication

Principles:

Implement action plan and evaluate regularly

Stick to agreed procedures and time planning (process

reliability)

Keep all stakeholders involved and sufficiently informed

Ensure continuous communication of progress (quality

communication)

Schedule regular review meetings

PHASE 3





Create results and celebrate success

Principles:

Focus initial implementation where success can best be

harvested

Develop ‚Prototypes’, examples of future broader results (‘Good

practices’) and make them transparent and known

Create positive PR, announce success, collectively celebrate

achievements

PHASE 3





Establish learning mechanisms

Principles:

Allow for feedback/evaluation on a regular basis

Agree on procedures for monitoring and evaluation

Openly discuss failures, but also generate learning from

achievements (‘Learning culture’)

Adjust the implementation strategy if necessary

PHASE 3





PHASE 3 OVERVIEW

Experience has shown that, when you ……….

• Ensure coordinated implementation and proper process management

• Invest into sufficient communication between partners and implementing

stakeholders

• Avoid too ambitious implementation plans: focus on small, achievable successes

• Ensure transparency in the communication and decision-making process

• Keep maintaining the core group’s commitment a priority and the participating

partners motivated

....... .......... you will be successful in implementing Phase 3!






WATER CONSERVATION

http://www.undp.org/content/dam/egypt/img/Environment/EgyptEnvironment

Digging.jpg/_jcr_content/renditions/cq5dam.web.540.390.jpeg






ORIENTED WAY




PHASE 4 DEVELOPING FURTHER,

REPLICATING OR INSTITUTIONALIZING




Build the next-level container

Principles:

With success and progress, reconsider strategies and

implementation design

Prepare for scaling-up or replicating

Possibly involve new stakeholders and build a new committed

community of stakeholders

“Take it to the next level”

PHASE 4 DEVELOPING FURTHER, REPLICATING OR

INSTITUTIONALIZING




Create management structures

Principles:

If appropriate to the situation: Develop institutionalized

management and implementation structure to ensure

sustainability

Facilitate project implementation by stakeholders

Ensure sustainability of the results through on-going support and

capacity building

Ensure sufficient degree of continuity regarding the main

supportive stakeholders

PHASE 4 DEVELOPING FURTHER, REPLICATING OR

INSTITUTIONALIZING




Establish governance and learning systems

Principles:

Introduce new adapted learning, governance and management

structures (e.g. councils, steering committees)

Ensure internal regular learning and establish knowledge

management systems

Share learning with outsiders, bring in new expertise

Formalize decision-making process

PHASE 4 DEVELOPING FURTHER, REPLICATING OR INSTITUTIONALIZING




Objectives Bringing the dialogue to the next level, expanding or

replicating dialogue activities, creating long-lasting

structures for change

Duration Unlimited, depending on issues at stake, purpose and

structure



• Extending the goal and stakeholder participation

• Institutionalizing a successful dialogue form

• Using the experience gathered in dialogue in another

process

PHASE 4: OVERVIEW




PHASE 4: OVERVIEW

Experience has shown that, when you ……….

• are willing to adjust to new situations and to adapt your strategy

• Invest into the Container-building to enable scaling up, replication or

institutionalization

• pay attention to the need for institutionalized and professional

management structures

• Make the investment of integrating the goal/content/objectives into

stakeholder institutions

…………….. Your Phase 4 will be successful!




PLANNING THE JOINT FUTURE Please choose a moderator and a reporter in your group.

Agree on three ideas on how to network with all the participants after this training.

Identify at least three ideas how each one can function as a multiplier for the Stakeholder Dialogue approach in your work and organisation. Agree on the best ideas per group.

Write up your ideas on the flipchart

30 minutes

WORKING GROUP 6




MAKING STAKEHOLDER DIALOGUES WORK


WATER CONSERVATION




Self awareness Awareness of ourselves is an essential element in

the implementation of Stakeholder Dialogues.

System awareness An understanding of the system (the field we are

intervening in or operating in) and its dynamic are

crucial for the successful implementation of

Stakeholder Dialogues.

Process competence Process competence is a key success factor for the

design and implementation of Stakeholder

Dialogues.

MULTI-LEVEL SKILLS DEVELOPMENT FOR

STAKEHOLDER DIALOGUES




THANK YOU FOR YOUR ATTENTION!

For further information please contact:



WATER CONSERVATION





Documents

WORKING WITH STAKEHOLDERS DIALOGUE IN WATER CONSERVATIONentire.collectiveleadership.com/wp-content/uploads/2014/... · 2014-02-24 · collectively towards a sustainable future. Sustainability