WORKING WITH STAKEHOLDER DIALOGUES IN INTEGRATED...

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 STAKEHOLDER DIALOGUES IN INTEGRATED WATER RESOURCE

MANAGEMENT“

1-4 September 2014

Sharm el Sheik, Egypt

http://entire.collectiveleadership.com/


Name

Organization, country

Position, project

What are your expectations from this workshop?

Why you are interested in Stakeholders Dialogue in Integrated Water Resource Management?

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 612 Alumni

Latein Amerika 81 Alumni

Asien 368 Alumni

Deutschland

Indien

Europa 169 Alumni

Ghana

Elfenbeinküste

Kasachstan

Philippines

Note: Statistik von November 2013

MENA 118 Alumni

1348 Alumni worldwide


AGENDA OVERVIEW

Day 1 Introducing Stakeholder Dialogues in Integrated Water Resource Management. Participants understand the concept of Stakeholders Dialogue and its function in societal change.

Day 2: Understanding the Dialogic Change Model as a pragmatic approach to successfully engaging stakeholders and can apply phase 1 of the model.

Day 3 Understanding how to build commitment using the Dialogic Change Model as a pragmatic approach to successfully build up Stakeholders Dialogue processes and can apply the model Phase 2

Day 4: Understanding key factors for the successful implementation of Stakeholders Dialogue by using the Dialogic Change Model and know when and how to monitor the quality of processes. Participants know how to convey the learnt content to their organization(s)


AGENDA

Day 1

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08.45-09:00 Check-in

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13.00 Lunch

09.00 Welcome of Participants & Introductions Participants expectations and questions About the Collective Leadership Institute (CLI) Program overview

14:00 – 16:00 Aqua Republica o Working groups

10:00 – 10:30 Conceptual input: The concept of Stakeholder Dialogues (SD) o What are Stakeholder Dialogues? o Examples of Stakeholder Dialogues o Why Stakeholder Dialogues?

16:00 – 16:15 Break

16:15 - 17:30 Aqua Republica o Evaluation of working group results o General discussion about the role of serious

games in IWRM 10.30 – 10:50 Coffee/Tea break

10:50 11:00 Introduction to IWRM

11:00 – 13:00 Introduction to Aqua Republica

17:30- 17:45 Check-out


AGENDA

Day 2

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09.00 Check-in

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13.00 Lunch

09.15 – 10:25 Aqua Republica: Analysis of the results o Analysis o Discussion

14:00 14:30 Conceptual input: Dialogic Change Model for the implementation of Stakeholder Dialogues o Overview over the 4 phases; o Group reflection on phases

10:25 -10:45 Coffee/Tea break 14:30 – 15:30

Dialogic Change Model Phase 1: Exploring and Engaging o Create resonance o Understand the context o Build a container for change Phase 1: Best practice case example - WRAP

10:45 – 11:15 IWRM: Tools for Data Management and Dissemination o Overview of up-to date system and technical

possibilities • Data availability for stakeholders, Transparency

15.30 Break

11:15 – 12:15 Case Stories: Decision Support Systems and IWRM o Global Case Stories for DSS and their

applications in IWRM

15:45 – 17:00 Exercise on stakeholder analysis and system mapping, engagement process 17:00 – 17:45 Introducing dialogic models: Balanced communication in “the four action modes” o Move – Oppose – Follow - Bystand

12:15 – 13:00 Conceptual input: Different forms of Stakeholders Dialogue Case example: Water User’s Association in Jordan Valley toward Private Sector Partnership 17:45 18:00 Check-out


AGENDA

Day 3

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09.00 Check-In

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15.00 Break

09.15 – 10:30 Dialogic Change Model Phase 2: Building and formalizing o Clarify goals and resources o Process planning o Consolidate agreements and establish

structures Phase 2: Best practice case example - WRAP

15.15 – 15:40 Dialogic Change Model Phase 3: Implementing and Evaluating o Ensure transparency and communication o Create results and celebrate success stories o Establish learning mechanisms - monitoring

system Phase 3: Best practice case example - WRAP

10.30 Coffee/Tea break 15:40 – 16:05 Dialogic Change Model Phase 4: Developing further, replicating or institutionalizing o Build next level container o Create management structures o Establish governance and learning system Phase 4: Best practice case example - WRAP

10.45 – 13:00 Exercise on participants’ cases – designing result-oriented processes in Phase 2 (container building & process architecture) o Container Building & Process Architecture

13.00 Lunch 16:05 – 17:00 Dimensions of Change → Interactive learning

14.00 – 15:00 Navigating differences: Engagement of different stakeholder groups o Motivation o Interest o Rationales of different stakeholder groups

17:00 – 17:15 Check-out


AGENDA

Day 4

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9:00 Check-in

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12:45 – 13:45 Lunch

09:15 – 09:30 Recap Dimensions of Change

13:45 – 14:30 Making Stakeholder Dialogues work The role of self-awareness, system’s awareness, process competence, and tools → Conceptual input → Plenary discussion

Dialogic Practices: o Voice o Listen o Respect o Suspend

10:15 – 10:45 Coffee break / Group Picture 14:30 – 15:30 Common objectives for an exchange in IWRM – Best practice examples → Planning the next steps Presentation ENTIRE webportal & website

10:45 – 11:15 Success factors for Stakeholders Dialogue

11:15 – 12:45 Process monitoring in Stakeholders Dialogue

15:30 – 16:30 Workshop feedback Certificate ceremony Check out and close


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 on certain issues of common interest or concern between people

• 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?


WHY STAKEHOLDER DIALOGUES?


Quality of decisions: Stakeholder Dialogues ensure a greater variety of knowledge and expertise is incorporated into decisions

Credibility of decisions: Knowing that various interests were balanced or integrated increases perceived credibility

Creative solutions: Stakeholder Dialogues increase the likelihood of finding innovative, integrative solutions

PRINCIPAL BENEFITS OF STAKEHOLDER DIALOGUES

29


Outreach: involvement of stakeholder groups: information to constituencies during decision finding and for implementation

Quality of cross-sector relationships: meeting “people as people”, overcoming stereotypes, enhanced communication, successful collaboration, enhanced cohesion

Likelihood of implementation: « people implement what they have helped to create » Authentic participation enhances ownership.

PRINCIPAL BENEFITS OF STAKEHOLDER DIALOGUES

30


Introduction to Integrated Water Resource Management

by Rami Salameh (ACWUA)

STAKEHOLDERS DIALOGUE IN IWRM

31


AGENDA OVERVIEW






AGENDA

Day 2

M

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09.00 Check-in

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13.00 Lunch

09.15 – 10:25 Aqua Republica: Analysis of the results o Analysis o Discussion

14:00 14:30 Conceptual input: Dialogic Change Model for the implementation of Stakeholder Dialogues o Overview over the 4 phases; o Group reflection on phases

10:25 -10:45 Coffee/Tea break 14:30 – 15:30

Dialogic Change Model Phase 1: Exploring and Engaging o Create resonance o Understand the context o Build a container for change Phase 1: Best practice case example - WRAP

10:45 – 11:15 IWRM: Tools for Data Management and Dissemination o Overview of up-to date system and technical

possibilities • Data availability for stakeholders, Transparency

15.30 Break

11:15 – 12:15 Case Stories: Decision Support Systems and IWRM o Global Case Stories for DSS and their

applications in IWRM

15:45 – 17:00 Exercise on stakeholder analysis and system mapping, engagement process 17:00 – 17:45 Introducing dialogic models: Balanced communication in “the four action modes” o Move – Oppose – Follow - Bystand

12:15 – 13:00 Conceptual input: Different forms of Stakeholders Dialogue Case example: Water User’s Association in Jordan Valley toward Private Sector Partnership 17:45 18:00 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.




Consultation Collaborative implementation

Stakeholder consultation

Stakeholder Dialogue platform

Stakeholder initiative

Stakeholder Implementation

partnership



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)

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 PARTNERSHIPS

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


CASE EXAMPLE

Water User ‘s Associations in Jordan Valley toward Private sector Partnership

Dr. Khali Al-Absi Ministry of Water and Irrigation/ Jordan Valley Authority


Purpose & Form of Stakeholder Dialogues in Integrated Water Resource Management

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 in Integrated Water Resource Management?

Summarize on a flipchart the results of your group discussion.

Please choose one example and share your insights into how form fitted the purpose and any other lessons learnt.

GROUP WORK 1


THE DIALOGIC CHANGE MODEL

STAKEHOLDERS DIALOGUE IN WATER CONSERVATION


THE DIALOGIC CHANGE MODEL: IMPLEMENTING STAKEHOLDER DIALOGUES IN A RESULT-ORIENTED WAY


PHASE 1: EXPLORING AND ENGAGING


PHASE 2: BUILDING AND FORMALIZING


PHASE 3: IMPLEMENTING AND EVALUATING


PHASE 4: DEVELOPING FURTHER, REPLICATING OR INSTITUTIONALIZING


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?

REFLECTION


DIALOGIC CHANGE MODEL: PHASE 1



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



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



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


PHASE1: TOOL FOR STAKEHOLDER ANALYSIS

Influence/Interest Grid for Stakeholder Analysis:

Interest

Lo

w

Hig

h

Low High

Po

we

r/In

flu

en

ce


Interest

Lo

w

Hig

h

Po

we

r/In

flu

en

ce

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


Phase 1: Exploring and Engaging

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.

Please jointly decide on one project/case you will use.

TASK: STAKEHOLDER ANALYSIS

• Who is the driver of the dialogue process? • Who are the relevant stakeholders? • What is their relationship with each other (stakeholder landscape, system’s

mapping, see fieldguide page 96-101)? • How does the interest/influence grid look like? • Where can you see conflicts arising?

What is your conclusion regarding steps to be taken to engage all relevant stakeholders in phase 1 and build a good container for change?

45 minutes 5 minutes presentation

GROUP WORK 2


Short information about the project/change initiative

Brief summary of stakeholder analysis

Conclusions from stakeholder analysis for the engagement

process

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 2 A PRAGMATIC APPROACH TO SUCCESSFULLY PLAN A STAKEHOLDER DIALOGUE IN INTEGRATED WATER RESOURCE MANAGEMENT

STAKEHOLDERS DIALOGUE IN INTEGRATED WATER RESOURCE MANAGEMENT


AGENDA OVERVIEW






AGENDA

Day 3

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09.00 Check-In

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15.00 Break

09.15 – 10:30 Dialogic Change Model Phase 2: Building and formalizing o Clarify goals and resources o Process planning o Consolidate agreements and establish

structures Phase 2: Best practice case example - WRAP

15.15 – 15:40 Dialogic Change Model Phase 3: Implementing and Evaluating o Ensure transparency and communication o Create results and celebrate success stories o Establish learning mechanisms - monitoring

system Phase 3: Best practice case example - WRAP

10.30 Coffee/Tea break 15:40 – 16:05 Dialogic Change Model Phase 4: Developing further, replicating or institutionalizing o Build next level container o Create management structures o Establish governance and learning system Phase 4: Best practice case example - WRAP

10.45 – 13:00 Exercise on participants’ cases – designing result-oriented processes in Phase 2 (container building & process architecture) o Container Building & Process Architecture

13.00 Lunch 16:05 – 17:00 Dimensions of Change → Interactive learning

14.00 – 15:00 Navigating differences: Engagement of different stakeholder groups o Motivation o Interest o Rationales of different stakeholder groups

17:00 – 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


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



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?



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



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?



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



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?



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 process in Phase 2

• Stakeholder Dialogue event or

• stakeholder platform meeting

• Regular meetings

• Regular meetings depending on role of broader container

• Pre-interviews with key stakeholders

Initial container

Broader Container

Involved stakeholder

system

Wider affected system

• Information



Initial container

Pre-meetings

Broader Container

Stakeholder event


Phase 2: Building and formalizing

Please select a moderator and a presenter and review the fieldguide pages 41-47. Please develop a result-oriented process design to ensure Civil Society participation in Integrated Water Resource Management. Decide in the group what kind of stakeholder dialogue process in IWRM you jointly plan to design.

TASK: Please develop a roadmap in preparation of this stakeholder dialogue process. EXPECTED RESULTS:

While preparing the results, please take the following into account:

The checklist for the Dialogic Change Model, phase 2 (see pages 91-93) The stakeholder analysis from phase 1 Please make sure that your process design allows for the following:

• Tangible outcomes • Knowledge building, solving problems • Minimum / maximum agreements among stakeholders • People feeling ownership, commitment, trust building, etc. • People getting to know each other better, people understanding each other’s position

The sequence of actions you plan reflecting the above objectives?

60 minutes

5 minute presentation

GROUP WORK 3


Reporting back:

In your presentation (maximum 5 minutes) please indicate:

The sequence of actions you plan leading up to result-oriented process design reflecting the above objectives?

The rough design of the roadmap (reflecting the above objectives)

PHASE 2 – GROUP WORK


NAVIGATING DIFFERENCES



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


Navigating differences

What is important to you as… (private sector or public sector or civil society) within the framework of an Integrated Water Resource Management?

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 Integrated Water Resource Management?

20 minutes – Preparation

25 minutes – Speed-dating

EXERCISE




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


IMPLEMENTING STAKEHOLDER DIALOGUES IN A RESULT-ORIENTED WAY


PHASE 3 IMPLEMENTING AND EVALUATING


Ensure transparency and communication

Principles:

Implement action plan and evaluate regularly

Stick to agreed upon procedures and time planning (process reliability)

Keep all stakeholders involved and sufficiently informed

Ensure continuous communication of progress (quality communication)

Schedule frequent review meetings



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



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





http://www.undp.org/content/dam/egypt/img/Environment/EgyptEnvironment Digging.jpg/_jcr_content/renditions/cq5dam.web.540.390.jpeg


PHASE 4 DEVELOPING FURTHER, REPLICATING OR INSTITUTIONALIZING


Establish governance and learning systems

If relevant…

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



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”



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



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



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 4 UNDERSTANDING KEY FACTORS FOR THE SUCCESSFUL IMPLEMENTATION OF STAKEHOLDERS DIALOGUE: USING THE DIALOGIC CHANGE MODEL AND PROCESS QUALITY MONITORING.



AGENDA OVERVIEW






AGENDA

Day 4

M

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9:00 Check-in

A

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12:45 – 13:45 Lunch

09:15 – 09:30 Recap Dimensions of Change

13:45 – 14:30 Making Stakeholder Dialogues work The role of self-awareness, system’s awareness, process competence, and tools → Conceptual input → Plenary discussion

Dialogic Practices: o Voice o Listen o Respect o Suspend

10:15 – 10:45 Coffee break / Group Picture 14:30 – 15:30 Common objectives for an exchange in IWRM – Best practice examples → Planning the next steps Presentation ENTIRE webportal & website

10:45 – 11:15 Success factors for Stakeholders Dialogue

11:15 – 12:45 Process monitoring in Stakeholders Dialogue

15:30 – 16:30 Workshop feedback Certificate ceremony Check out and close


RECAP DIMENSIONS OF CHANGE



DIALOGIC PRACTICES

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DIALOGIC PRACTICES

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VOICE

LISTEN

SUSPEND

RESPECT

Enabling collective

intelligence

How do I help people see the larger issues and the common goal behind the difference on the surface?

How do I contribute

to a climate of tolerance and mutual

understanding?

How do I help enabling an atmosphere

of inquiry into the different

points of view?

How do I contribute to people voicing themselves? How do I help people to take

collective responsibility?


SUCCESS FACTORS FOR 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


THE 8 KEY FACTORS

The 8 key factors for successful stakeholder initiatives

1. Leadership and high level sponsorship

Stakeholder Dialogues are change initiatives and need to be strongly lead: not by one person, but usually a group of initiators or convenors. Leadership here is a capacity that stakeholders need to develop jointly. High-level support is essential for impact.

2. Cohesion and relationship management

An often undervalued factor is creating a sense of belonging. Relationships require attention throughout stakeholder initiatives. Protocol, boundaries and territories must be respected.

3. Goal and process clarity

People engage when they see the bigger picture. Stakeholder want to know what to expect and when: keeping the goal high helps stakeholders to emotionally connect, clarity on process planning provides the minimum level of certainty that people require to stay engaged.


THE 8 KEY FACTORS

4. Knowledge and competence

Expertise and information need to be provided in a way that helps stakeholders to see the entire picture of an issue at stake. Capacity building particularly for weaker stakeholder groups helps to strengthen their voices and improves the quality of their contribution.

5. Credibility Credibility is related to the reputation and position of the initiators, the transparancy in communication, the reliability with which recommendations are taken into account and the representation of stakeholders involved.

6. Inclusivity Stakeholder initiatives that exclude important stakeholders will lose credibility, cause mistrust among non-participating stakeholders or will have reduced impact.


THE 8 KEY FACTORS

7. Ownership People implement what they helped to create. Ownership develops when the goal of the stakeholder dialogue is relevant to all stakeholders involved. Keeping people engaged is an important road to success. Authentic participation ensures ownership.

8. Delivery and outcome orientation

Focus on outcome is a prerequisite for commitment in the planning of stakeholder initiatives. It is important that tangible results are always visible achieved: this can range from a basic agreement to meet again to documented recommendations, or from agreed upon action plans to progress reporting on implementation.


PROCESS MONITORING IN STAKEHOLDER DIALOGUES



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


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


Process monitoring in Stakeholder Dialogues

Please discuss the following at your table:

• Please use the monitoring tool to assess the Stakeholder Dialogue in Integrated Water Resource Management 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


MAKING STAKEHOLDER DIALOGUES WORK



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


PLEASE SHARE OUR NEW LEARNING SPACE WITH YOUR PROFESSIONAL NETWORK!

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IWRM-DIALOGUE.COM

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Dive deep into the theory and learn from our comprehensive online textbook.


IWRM-DIALOGUE.COM

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IWRM-DIALOGUE.COM

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http://entire.collectiveleadership.com

http://IWRM-dialogue.com

ENTIRE – WEBSITE & WEB-BASED SUPPORT PLATFORM


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

NETWORKING SESSION


THANK YOU FOR YOUR ATTENTION!

Adele Wildschut & Patricia Scannapieco

For further information please contact:



WORKING WITH STAKEHOLDER DIALOGUES IN INTEGRATED...

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