Last updated on 2024年8月2日

You're facing conflicting opinions on IA decisions. How do you handle them during a stakeholder meeting?

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When you're in a stakeholder meeting and conflicting opinions on Information Architecture (IA) decisions arise, it's like navigating a ship through stormy seas. IA, the structural design of shared information environments, is crucial for creating a logical and user-friendly framework for websites and applications. However, stakeholders often have diverse perspectives based on their expertise and interests, which can lead to disagreements. Your role is to guide the discussion, ensuring that every voice is heard while steering towards a consensus that aligns with the project's goals.

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Ana SANZ PASTOR

Coaching ejecutivo y personal. Experta en gestión de la calidad y optimización de procesos y sus interacciones, gestión…

1 Understand Concerns

Before diving into debates, take time to understand the concerns behind each opinion. Active listening is your ally here. Encourage stakeholders to articulate their viewpoints and the reasoning behind them. This step is not about agreeing or disagreeing but about gathering insights . By acknowledging the validity of different perspectives, you create an environment of mutual respect. This approach helps you grasp the full picture and identify common ground , which is essential for finding a solution that satisfies everyone involved.

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Ana SANZ PASTOR

Coaching ejecutivo y personal. Experta en gestión de la calidad y optimización de procesos y sus interacciones, gestión ambiental y de la seguridad y salud en el trabajo, auditorías internas y formación de equipos
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Creo que uno de los aspectos más importante, se esté o no de acuerdo con los puntos de vista que exponga cada opinión, es el reconocimiento de ese punto de vista. Reconocimiento significa ser tenido en cuenta, considerado, acogido, aceptado, singularizado, específicamente percibido como uno: si me saluda, si me mira, si me escucha, se da cuenta de que estoy ahí, me ve, existo más para el otro. Es un recurso natural, inagotable, gratuito, al alcance de cualquier persona y que permite acercar posturas hacia una solución que satisfaga a todas las partes.

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2 Set Objectives

Clarify the meeting's objectives from the outset. Stakeholders should be aware that the goal is not to win an argument but to make decisions that best serve the users and the project. Remind them of the overarching goals and how IA decisions impact user experience and business outcomes. This focus on shared objectives can diffuse tension and redirect the conversation towards constructive dialogue, where the emphasis is on collaborative problem-solving rather than individual agendas.

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3 Facilitate Fairly

As the facilitator, your role is to ensure a balanced discussion . Make certain that all stakeholders have an equal opportunity to voice their opinions without allowing any single party to dominate the conversation. This might involve directly inviting quieter members to share their thoughts or gently steering more vocal participants to allow others space to speak. A fair facilitation keeps the meeting democratic and maintains a productive atmosphere.

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4 Explore Alternatives

When opinions clash, exploring alternative solutions can be a breakthrough strategy. Rather than forcing a choice between conflicting options, propose variations or entirely new ideas that might satisfy the concerns of all parties. This creative brainstorming can lead to innovative approaches that wouldn't have been considered if you were locked into a binary decision-making process. It's a way of turning disagreement into an opportunity for growth.

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Ana SANZ PASTOR

Coaching ejecutivo y personal. Experta en gestión de la calidad y optimización de procesos y sus interacciones, gestión ambiental y de la seguridad y salud en el trabajo, auditorías internas y formación de equipos
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?Que hace que no nos permitimos integrar todos los puntos de vista en la solución? Más allá de las distintas posturas que adoptemos, el anclaje en el enfrentamiento tiene dos dimensiones; la racional, de carácter objetivo, y la emocional, subjetiva y personal. Discrepar resulta productivo y enriquecedor, permite ver distintos ángulos, enfocar con distintas lentes una situación e identificar derivadas que no hemos tenido en cuenta en una primer aproximación. Pero, lo que desencadena el enfrentamiento en la solución suele ser el acuerdo emocional. En el plano emocional, trasladar la discrepancia al enfrentamiento personal, da?a la sintonía emocional, incluso si cerramos un (aparente) acuerdo racional sin cicatrizado la herida emocional.

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5 Decide Collectively

Decision-making should be a collective process. After discussing various viewpoints and alternatives, guide stakeholders towards a consensus. This doesn't mean everyone will get exactly what they want, but rather that the decision is something the group can support. Use techniques like voting or ranking options to gauge the most favored solutions. Collective decision-making fosters ownership and commitment to the chosen path among all stakeholders.

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6 Reflect and Adjust

Finally, after reaching a decision, reflect on the process and adjust for future meetings. Consider what worked well and what could be improved. Was everyone heard? Were the decisions made in alignment with user needs and business objectives? Continuous reflection and adjustment are key to mastering the art of handling conflicting opinions in stakeholder meetings. It's a learning curve that can significantly enhance your IA practice.

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7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Ana SANZ PASTOR

Coaching ejecutivo y personal. Experta en gestión de la calidad y optimización de procesos y sus interacciones, gestión ambiental y de la seguridad y salud en el trabajo, auditorías internas y formación de equipos
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Uno de los incovenientes a los que nos enfrentamos para integrar puntos de vista diferentes en está en nuestra propia biología. Biológica y evolutivamente necesitamos una imagen del exterior, un paradigma en el que situarnos, definir, explicarnos y anticipar los movimientos. Es habitual entrar en un juego de lo que debe, tiene o no debe ser cuando tratamos de que la realidad se adapte al modelo a en vez de observar lo que ocurre, que aún no comprendemos y podemos experimentar como caótico. Quizá el primer paso sea reconocer la realidad tal y como es, comprenderla en vez de considerarla desviaciones de lo que debería ser, del modelo al que tratamos de adaptar lo que experimentamos.

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You're facing conflicting opinions on IA decisions. How do you handle them during a stakeholder meeting?

1

2

3

4

5

6

7

1 Understand Concerns

2 Set Objectives

3 Facilitate Fairly

4 Explore Alternatives

5 Decide Collectively

6 Reflect and Adjust

7 Here’s what else to consider

Information Architecture

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You're facing conflicting opinions on IA decisions. How do you handle them during a stakeholder meeting?

1

2

3

4

5

6

7

1 Understand Concerns

2 Set Objectives

3 Facilitate Fairly

4 Explore Alternatives

5 Decide Collectively

6 Reflect and Adjust

7 Here’s what else to consider

Information Architecture

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