What do you do if stakeholders in a project are at odds with each other?

When stakeholders in a project are at odds, effective conflict resolution is crucial. Start by facilitating open communication; encourage each party to express their concerns and viewpoints clearly. Listen actively and validate their perspectives to ensure everyone feels heard. Identify common goals and areas of agreement to foster collaboration. Employ mediation techniques if necessary, and consider bringing in a neutral third party to help negotiate a resolution. Focus on finding a compromise that aligns with the project's objectives and is acceptable to all involved.

Throughout our lives, we may experience situations where we come into conflict, and we may experience other stakeholders in our work or project disagreeing with each other. I would like to point out that the most important thing in life is to evaluate those actions or unexpected situations with calmness. I suggest that first, to invite the conflicting stakeholders to be calm and respectful, take a short break and re-evaluate the issue, to examine the reasons for the disagreement, to find a solution together for peace of mind each individual. Parties maintaining communication with collaboration and solution-oriented perspective within the framework of respect will enable us to resolve many disputes.

Swiftly address stakeholder conflicts: assess root causes (priorities, misunderstandings), facilitate open communication, emphasize shared goals, encourage compromise, set clear expectations, establish a conflict resolution process with regular monitoring, and lead by example to foster a positive working environment.

From my experience, dentifying issues when project stakeholders are at odds requires careful observation and proactive intervention. Look for signs such as communication breakdowns, conflicting objectives, or resistance to change. Conduct stakeholder interviews and surveys to understand perspectives and concerns. Facilitate open dialogue and mediation sessions to address conflicts constructively. Establish clear communication channels and consensus-building processes to foster collaboration and alignment. Projects can progress smoothly towards successful outcomes by addressing issues early and promoting mutual understanding.

All conflict is a communication failure at heart. We don’t start out knowing what each other expect or want … but knowing this is key to working together effectively, and successful outcomes. So this foundation must be carefully cultivated. Map all your stakeholders and team members, and dig into their expectations and goals. Understand the game you’re playing, and unlock the real rules and drivers. When you know and understand this, then you and your team can navigate the terrain effectively - understanding each other, and how to partner.

I would align them and make them understand that the goal is common to them. By making this realizations that to achieve this goal they both have to work together by keeping the differences aside.

Communicate clearly and set expectations that once a conflict/difference of opinion is settled, each party will stick to it. This is important as this reduces future conflicts on the same/similar issue.

Once you have identified the issues, as a project consultant you need to see how it is affecting the project and impact on the project. Then manage the expectations of stakeholders by getting them on a middle ground to work for the project.

Stakeholders might be having different expectations. But organization vision, mission and goals are first. So any stakeholders requirements or expectations should be in line with overall organisation vision. Identify that requirement which can bring changes in topline and bottom line in the short-term and long-term is key.

Facilitating the dialogue letting stakeholders discuss their goals and priorities directly between themselves greatly helps in resolving issues is my experience. In previous cases I setup the meet, and guided the conversation not from content perspective but running the conversation itself. Letting stakeholders explain their situation and priorities to each other greatly helps in gaining a common understanding and most of the times results in a solution drafted by themselves.

As a consultant, you can facilitate a meeting to discuss the issues openly and come to a common understanding for the project.

The natural tendency for some: put the dueling stakeholders in a locked room and let them stay in there until they sort out their differences. . .BUT, then they would not be 'saving face'. . .so, don't do that. HOWEVER, if the CEO steps in and does that, just move out of the way ????. Best is find ways to Facilitate dialogue, but no locked rooms! Pro Tip: get so good at this, that you sense the conflict and you can diffuse or resolve before it ever becomes a major issue.

Starting a dialogue is eminent. And then making sure we start with what we have in common rather than going into the differences. In my years in consulting, resolving differences with positive demeanor is an extremely valuable skillset. Also, if you are facilitating make sure you do your homework to prepare for the meeting ahead of time to make it a productive meeting. Getting the job done is the ultimate goal, and working together moves mountains.

Often times the differences between stakeholders emerges due to divergent view points bundled with presumptions anchored in past experiences. I have seen instances where a dialogue between the stakeholders with an objective review of project progress of shared deliverables leading to a healthy discussion and outcomes that are beneficial to the organisation. As a facilitator, one should ensure that the dialogue is objective driven and focussed on the desired outcome. A conducive environment and flow of data supporting the discussion helps in finding solutions. Aligning departmental KPIs with the project helps. I follow the 4D principle of Dialogue -> Debate -> Discuss -> Decide to ensure organisational goals are achieved.

It's crucial to encourage stakeholders to seek common ground or areas of compromise. By creating an environment where everyone feels valued and listened to, you can facilitate brainstorming sessions to develop innovative solutions. These solutions should address the concerns of all stakeholders while progressing the project's main goals. Through collaborative problem-solving and openness to exploring different approaches, stakeholders can discover mutually acceptable resolutions that propel the project forward successfully.

The compromise means that the problem could have been deferred for a future date. Core issues need to be fixed with effective corporate solutions that will help reinstate confidence and implement the vision of the company

Negotiation isn't just about finding a compromise; it's about crafting solutions that propel projects forward while honoring stakeholders' core interests. In my consulting experience, I've learned that effective negotiation begins with understanding each party's desires. By facilitating dialogue and proposing solutions that incorporate elements from all sides, you can create win-win outcomes that drive success. Patience, creativity, and a focus on the bigger picture are essential. Negotiation isn't about winning at all costs but about fostering collaboration and progress. By keeping this mindset, you can navigate even the most challenging negotiations and build strong, lasting relationships with stakeholders. #Consulting #Collaboration

When it comes to negotiating solutions, focus on identifying common ground and shared objectives among stakeholders to foster collaboration and consensus-building. ??Emphasize the collective benefits of project success and the importance of working together towards a common goal.

A negocia??o de solu??es é um processo delicado que requer habilidades de comunica??o e empatia. é importante buscar alternativas que atendam às necessidades de todas as partes, sempre com foco no interesse comum do projeto. A negocia??o bem-sucedida leva a compromissos viáveis que s?o aceitáveis para todos os envolvidos.

Right on. Nailing the implementation of agreements is critical; it’s what separates the talkers from the doers in project management. Quick, transparent action defuses tension and cements stakeholder buy-in, turning potentially divisive situations into showcases of efficiency and cooperation.

Após alcan?ar um consenso, é vital implementar os acordos de maneira eficaz. Isso envolve documentar as decis?es tomadas, comunicá-las a todos os membros da equipe e garantir que as a??es acordadas sejam executadas. A implementa??o efetiva dos acordos refor?a a confian?a entre as partes e contribui para o sucesso do projeto.

Clear documentation serves as a reference point for all parties involved, preventing future misunderstandings and disputes. It outlines the responsibilities of each stakeholder and the timeline for delivering on those responsibilities. Ensuring that all parties are aware of their roles and obligations is crucial for successful implementation. This may involve conducting follow-up meetings or distributing the documented agreement to each stakeholder for their review and acknowledgment.

Após o processo de negocia??o entre as partes, e encontrado um denominador comum que seja interessante para o negócio, é importante documentar as decis?es tomadas. Documentar as motiva??es da decis?o; os riscos envolvidos; os débitos técnicos (se tiverem); as renúncias realizadas; os recursos que dever?o ser providos, os prazos etc é um processo necessário para que a implementa??o possa ser realizada da forma prevista, bem como previne debates futuros sobre tais quest?es. Decis?es unanimes s?o muito difíceis no mundo corporativo, principalmente em projetos com muitas partes envolvidas, mas fatores como boa comunica??o, pondera??o do custo benefício e diplomacia s?o essenciais para o consenso e respeito de decis?es dentro de um projetos.

With over 30 years of ERP, WMS, and Shipping Software Implementation experience, I am no stranger to being straight in the middle of a customer's stakeholder's disagreements. Typically there are very good points on both sides. The easiest way to navigate this is to put the "proverbial" Mom hat on. This means simply stating, "This project is on hold because these decisions need to be made." Then identify the decisions in a call and an email. Offer your advice on what will happen with each decision and potential outcomes good or bad. Then simply state, that unless we reach an agreement, this project is on hold and will push our Go Live Date. Always be professional, friendly, and as diplomatic as possible.

Monitorar o progresso é fundamental para garantir que o projeto permane?a no caminho certo após a resolu??o de desacordos. Isso inclui acompanhar o cumprimento dos acordos, avaliar o desempenho em rela??o aos objetivos estabelecidos e fazer ajustes conforme necessário. O monitoramento contínuo permite identificar rapidamente quaisquer novos desafios e abordá-los proativamente.

Here is a step-by-step approach to address the situation: 1. Understand each stakeholder's perspective. 2. Arrange a meeting for open dialogue. 3. Find shared project objectives. 4. Help stakeholders reach compromises. 5. Define responsibilities clearly. 6. Involve neutral third parties if needed. 7. Record decisions for clarity. 8. Keep everyone aligned with project objectives. 9. Be realistic about outcomes and timelines. 10. Ensure agreements are implemented and issues resolved. By employing these strategies, you can effectively manage stakeholders who are at odds with each other and promote cooperation towards project success.

Stakeholders in a project are at odds with each other..... ....unfortunately, this happens much more often than you think. The reasons are mostly small things, but they massively disrupt the entire project. There must be a clear structure in the project, according to which there is a head of the project who gets the team back on the right track. If that doesn't work, the person who doesn't want to be reintegrated must be removed from the team. The priority is the successful completion of the project and not the sensitivities of individual people. Anyone who is not a team player is not suitable for the project. We have a saying in Germany: It's better to end with horror than to have horror without end.

Item that delivers more business value should be taken first if such a conflict arises. It will help team moving forward without being caught up in the deadlock.

??At the beginning of any consulting project, draw clear governance structures and decision-making processes to help you streamline communication, clarify roles, and prevent conflicts from escalating. → And in preparation for any conflict risk, define escalation paths and mechanisms for resolving them through consensus-based decision-making or formal arbitration, if necessary.

Compromise rarely creates sustainable outcomes if you are working through a dispute. As a mediator, I use compromise to create interim solutions while we take more time to discuss a final, long-term outcome. The real problem with compromise is that you get only some of what you want, and they get only some of what they want. People leave dissatisfied. Nobody really got what they wanted. Take the time to uncover interests and work toward solutions that combine the best of both views. This is harder and takes more time, but people leave far more satisfied with the outcome. They may even forge a good working relationship. Compromise almost never delivers such outcomes. Use it sparingly.