Approaches to Stakeholder Management and Collaborative Working

This report critically analyses the approaches to stakeholder management and engagement to identify strategies for improvement. It evaluates cross-functional working to deliver positive results and analyses the impact of collaborative working and managing difficult conversations with internal and external stakeholders.

REPORT

Contents
INTRODUCTION...........................................................................................................................3
TASK...............................................................................................................................................3
Critically Analyse Approaches to their stakeholder management and their engagement to
identifying strategies for improvement........................................................................................3
Evaluate the Cross-Functional Working to deliver positive results............................................6
Analyse the impact of collaborative working and managing difficult conversations with
internal and external stakeholders...............................................................................................8
CONCLUSION..............................................................................................................................11
REFERENCES..............................................................................................................................12

INTRODUCTION
In organization the stakeholders are very essential for the customers because it invest funds for
the business operation activity which help organization for expansion and growth in the market.
The stakeholders are most important factors which management of an organization have to
maintain their interest towards their organization in market, so that the management can also
sustain their organization for long term in market (Anuradha, 2021). If stakeholders don't sustain
long term in the organization then it is not possible for management that they will sustain their
organization for long term in market. In this report in includes the critically analyse the
approaches to stakeholders management and their engagement with a view to identifying
strategies for improvement. This report also includes the cross-functional working to deliver
positives results and it also includes the impact of collaborative working and managing difficult
conversations with internal and external stakeholders.
TASK
Critically Analyse Approaches to their stakeholder management and their engagement to
identifying strategies for improvement
Approaches to Stakeholders Management:
In this there are various steps are involved for their stakeholder’s management. These all steps
used by management to approach the stakeholders for their organization in market. Let's discuss
all steps in brief which analyse the approaches of stakeholder’s management in below:
 Stakeholder Identification: In these first steps of approaches of the stakeholder is very
important to identify the stakeholder for their organization while management planning
for the organization, because these stakeholders help management to setup their business
activity smoothly. The stakeholders have both internally and externally for the
organization (Belasen and Belasen, 2019). The management have to maintain both in
affective manner so that their business process run smoothly and management will able to
generate revenue for the organization. The management have to choose the stakeholders
according to their organization requirements so that their stakeholders help organization
to sustain their organization for long term in market.
 Identification of Policy and Practices relevant: The management of an organization
have to identify the policy of their stakeholder and then choose the stakeholders

accordingly. If management have to identify and prepare the policy according to their
organization so that their stakeholder sustain for long term in with their organization and
their stakeholder also get satisfy with their stakeholders. If management have to prepare
any policy then they have to make internal and external stakeholders so that they will
attract their both stakeholders so that they will able to attract both of their stakeholders
(Boghraie and Mahjouri, 2019). The practices of stakeholder must be relevant so that
their stakeholder don create any issues regarding their policy and there policy must be
satisfied the need.
 Framing and Prioritisation of review question: The management have to prepare the
questions so that when their stakeholders ask anything regarding their policy then
management have answer to reply their question of their stakeholders. The management
have to prepare their answer in such way so that they satisfy the satisfaction level of their
stakeholders (Cecchini and Donati, 2020). The organization must have different policy
for their internal stakeholders and external stakeholders so that it can easily classify the
difference.
 Establishing the specific scope for review: The Management of Plan Stakeholders,
Engage Stakeholders and manage them, Engage Stakeholders under control, deliverables
and scope are influenced by and under the control of project stakeholders (if the project
manager allows them). Manage the stakeholders and are developing and sharing the
project's limits while also sharing the necessary information.
 Public review of a draft review protocol: A review procedure is published on the
EviEM website and made available for public review once it has been created by the
review team. A review protocol is a thorough methodical plan that outlines the purpose,
the review question, and the procedures for each stage of the review process. All
previously identified stakeholders are specifically invited to continue their engagement,
but anybody interested is welcome to comment on the draught (Cover, 2022). The public
review is concluded after two to three weeks, and the protocol is updated in light of the
feedback received. The scope of a review, as well as its applicability and relevance, can
be altered by stakeholder opinions obtained during the public review process.
 The Knowledge of Project: Working with a variety of stakeholders to define the scope
or emphasis of a review is frequently an iterative and non-linear endeavour, even though

depicts stakeholder engagement as a step-by-step procedure. This knowledge
encompassed:
1) Identification of stakeholders across the environmental sector.
2) Interviews with identified stakeholders regarding their knowledge. Needs over the next 5
years.
3) Collating and clustering of identified knowledge needs (De Coninck, and Lescevica,
2022).
4) Identification of experts on subjects within the topic clusters.
5) A 2-day workshop where subject experts and other stakeholders prioritized their
knowledge needs and developed potential review questions.
Stakeholders Engagement to identify the strategies and improvement
Identifying:
At this stage, stakeholders that come to the barnstormer’s' mind is ideally, individuals from all
departments of the company are noted down without screening.
Analysing:
Following the creation of a list of stakeholders, it is helpful to do a more thorough study to
determine the importance of each one (e Sá and Fernandes, 2020). You can ask inquiries like the
ones listed below:
 Contribution: Does the stakeholder have knowledge, advice, or experience on the
subject that the business could find useful?
 Legitimacy: How convincing is the stakeholder's argument for involvement?
 Willingness to engage: How open to participation is the stakeholder?
 Influence: How much influence does the stakeholder have? (You'll need to specify
"who" they have an impact on, such as other businesses, NGOs, customers, investors,
etc).
 Necessity of involvement: Is this a person who, if excluded from the interaction, could
sabotage or undermine the process?
Mapping:
The mapping method entails selecting two criteria similar to those mentioned above, responding
to them graphically, and grouping and positioning stakeholders in their respective quadrants
(Issac, Baral and Bednall, 2020).

Prioritizing:
Engaging with all stakeholder groups on an ongoing basis at the same level of intensity is rarely
practicable or essential. Before becoming involved, companies can save time and money by
being smart and clear about what they are doing and why. In this way, it is usually best to start
focusing on the stakeholders that more frequently score HIGH on each axis of the stakeholder
mapping graphics.
Evaluate the Cross-Functional Working to deliver positive results
Build their best team:
The distinctive combination of abilities and skills that each team member brings to the table
benefits cross-functional teams. Making sure they have the correct team members on board is
another crucial task for project managers. They can make the most of team strengths and identify
areas of agreement among team members by creating thorough organisational charts (Marques,
2021). The top candidates for the project will be easy to include as a result.
Clear define their goals: Cross-functional teams frequently have varying, and occasionally
conflicting, agendas or legacy processes that could impair performance because they are made up
of members from several divisions within an organisation. Team members may struggle to
cooperate and contribute if there is no clear agreement on shared aims. The quality of the
objectives you set will be improved by allowing everyone on the team to offer their ideas, and it
will also give each team member a sense of ownership in the project. Roles must be defined
clearly as well. Your team members are more inclined to collaborate cross-functionally with

other teams to complete the work, which results in wiser, more sustainable decision-making,
when they are aware of their part in the process.
Use the right communication channels and tools: When teams are used to operating alone,
effective collaboration across cross-functional teams can resemble herding cats. Team members
must be able to see how opening up channels between teams would not only increase results but
also enable them to perform their tasks more effectively in order to engage in collaborative
communication. They may optimise the utility of these tools and resources by following a few
best practises:
 To facilitate prompt, effective, and transparent communication on complicated or
quickly.
 Changing projects provide unique channels for project participants.
 To connect with teammates in the appropriate documents, use @mentions and chat.
 To swiftly identify and promptly address any issue, please leave situational comments.
 All of their documents should be connected to and indexed in a single source of truth.
Build Trust: Encourage team members to rephrase their ideas when forming cross-functional
teams so that everyone in the organisation can comprehend them (Plichta, 2019). You may
promote better collaboration, trust, and innovation by creating a cross-functional shared
language. Here are a few simple strategies for creating a culture of acceptance and trust:
 Be respectful of each and every opinion.
 Learn about your team.
 Permit failure for your team.
Encourage Failure: Let's examine the third notion in more detail. You may have heard
motivational speakers, business consultants, and entrepreneurial coaches laud failure as a
necessary step on the road to success. This phase, however, could seem paradoxical to project
managers who are focused on results. However, studies have shown that allowing teams to fail
leads to greater innovations. Establish a culture that is risk-free and supports growth, iterative
processes, and failure (Sroufe, 2018). Cross-functional teams will use these failures to find novel
approaches to well-known issues.
Be ready for conflict resolution and difficult situations: Conflict occurs frequently at work. In
fact, according to one survey, 85 per cent of workers regularly engage in dispute. It is similar to
working on a cross-functional team. Bringing together teams that are often divided into silos is

sometimes necessary when managing cross-functional teams. Consider marketing and sales.
Although better sales and marketing alignment leads to more successful marketing efforts, these
teams frequently spend more time blaming one another than coming up with solutions. People
may compete for limited resources, influence, and power while creating cross-functional teams.
It's crucial for project managers to anticipate and even welcome this dispute (Treder, 2020).
Opinion differences are frequently nothing more than missed chances for development and fresh
thinking.
Develop plan and timeline for their project: Without a clear understanding of your destination,
even the best-laid plans can go awry. Utilize the appropriate project management templates that
have been tailored to your project's requirements and project management technique to visualise
your project from beginning to end.
Continually revaluate processes: The agility and quick adaptability of truly cross-functional
teams is one of their advantages. Agile methods are frequently used by cross-functional teams to
make sure that new investments, tools, or even marketing campaigns integrate easily, securely,
and affordably. It's crucial to keep assessing, measuring, and improving the procedures and tools
you've implemented after putting in place efficient cross-functional teams. What is effective?
Why not? Where did the lines of communication fail? Which innovations can be replicated? This
procedure will assist them in maintaining process optimization, creating cutting-edge products,
and promoting productive teamwork throughout the business(Unger, Everingham and Bond,
2020). Even the most seasoned project managers may find it difficult to create and manage
effective cross-channel teams. However, firms that successfully combine distinctive
competencies can inject fresh viewpoints and ideas into their business.
Analyse the impact of collaborative working and managing difficult conversations with internal
and external stakeholders
Identify their Stakeholders: It's crucial to be able to identify their stakeholders before that
they can manage challenging stakeholders. Start with their project team and make a list of
everyone who can affect this project. Include anyone from outside their team who has an interest
in the project, whether it be a financial one or a result of how their project will affect the work
they do. They can also identify the people who the project will help, such as those who will use
the finished product or clients who may have asked for the project. Once they have to determined
who are the stakeholders are, make a note of any that they may find challenging. These are the

stakeholders who are most likely to voice concerns about the project's development, schedule, or
even specifics. These are the stakeholders you know you'll need to manage to keep the project on
track, within budget, and on schedule, whether or not their concerns are justified.
Categorized and prioritize them: The organization stakeholders' interests in their project may
not all be the same. As opposed to, say, advisors or consultants, those who have invested money
may have a greater say in the project's course. Consider categorising your stakeholders based on
how interested they are in the progress and results of the project. These are the top three
stakeholder types:
Primary: These parties are involved in the project directly and stand to gain significantly from
its successful completion. A main stakeholder would be, for instance, the client that
commissioned the project.
Secondary: The project indirectly affects secondary stakeholders. They might include those that
want the project to go smoothly but are not dependent on it, such the project support team.
Key: The project's major stakeholders are those with the most financial stake in its success and
who stand to earn the most from it. Executives from the company or outside investors are
examples of key stakeholders.
Stay calm: There may occasionally be tense or frustrating periods when they feel agitated while
discussing problems with difficult stakeholders. Keep cool in situations like this. Maintaining
excellent ties with these stakeholders may be important for both this project and future
endeavours for which may require their support. While they don't have to share their concerns, it
could assist if they can maintain overall composure (Yang, Yang and Zhao, 2022). Discuss their
issues and make an effort to understand their perspective and find a cooperative solution.
Listen carefully: It is possible that difficult stakeholders won't always express their issues in the
most positive and beneficial ways. It might even be challenging for them to comprehend their
worries. This is why it's beneficial if people pay close attention to the problems they raise.
Reiterate their perception of the issue to them, and then give them a chance to respond with
clarifications or confirmations. They might discover there is a real problem that needs to be
handled, even though they depict the situation in an unfairly negative way. They can engage with
the stakeholder to find a solution if they have a good understanding of the issue.
 Understand their motivation: By attempting to comprehend what drives their issues,
they can assist in managing difficult stakeholders. Many of them may have concerns

about the project but still want it to succeed because they don't trust the way it's going.
They may work with them to address their issues once they know what drives their
opposition and negativity.
 They could Do these stakeholders possess all the knowledge required to allay their
worries?
 Do they comprehend the project's other driving processes?
 Are they being pressured by people they are accountable to, and if so, how can you best
prepare them to deliver accurate and useful reporting?
 Are you two speaking in a way that encourages understanding?
Be Objective: When speaking with challenging stakeholders, strive to keep personal feelings
and emotions as far away from the dialogue as they can. By paying attention to their concerns
and replying with unbiased data and facts, they can contribute to the maintenance of a calm and
productive environment. Present data and figures that show how far along with are with the
project, for instance, if a stakeholder is expressing hesitation because they believe the project is
not progressing well (Zhong, Ren and Wu, 202). It may be easier for challenging stakeholders to
dispute numbers and data than their impression or sentiments.
Respond quickly to issues: Once they have talked with their stakeholders about their concerns
and decided what needs to be done to allay those issues, be sure to move quickly. This increases
their faith in them and in their project team while also assisting in maintaining the peace they
have managed to reach with those stakeholders. The organisation of stakeholders can become
less challenging in the future if they perceive that they value their issues and keep their promises.
Be firm, if necessary: It's not always necessary to concur with all of the tough stakeholders'
issues in order to satisfy them. It's fine to gently disagree if they are aware that their worries are
unwarranted, wrong, or that the route they want to pursue would be detrimental to the project or
other stakeholders. Give their stakeholders for reasons for disagreeing with them so they can
understand the situation from their perspective.

CONCLUSION
From this above report it has been state that how stakeholders impact the organization setup and
the business operation the management have to take care there stakeholders remain sustain long
term for their organization. This stakeholder’s help management by providing funds to their
organization. The organization have to maintain their stakeholder policy so that they able to
satisfy the needs and wants of customers. In this report it has been concluded that the how
management will approach the stakeholders management and engagement to identifying the their
strategies for their improvement is briefly discussed in this report and this report also conclude
that the cross functional working to deliver to deliver the result this will be discussed in brief
explanation in this report. This report also concludes the impact of collaborative working and
managing difficult conversations with internal and external stakeholders in their organization.

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