This episode accompanies Module 11 of the course, which is about appraising evidence from stakeholders – the people affected by our decision or the people who are able to influence it. The acquisition of this evidence is covered in Module 10 and its corresponding podcast episode.

In this episode we are reminded that sometimes we engage with certain parties as practitioners (those with experience in the problem or solution we’re working with) and sometimes as stakeholders – with feelings and perceptions about how our decision will impact them, and how they might want to affect it, if they have sufficient power.

We hear several examples from the guests about stakeholder situations which show how things can be quite complicated, with lots of things at stake. We consider a number of ethical considerations, because at the end of the day, even though it may be possible to make a decision and implement a solution, it is also necessary to ask – should we?

Stakeholder evidence has the potential to throw us off course, perhaps slowing down our timetable and complicating matters. But consider the consequences if we don’t know their perspectives and concerns or if we haven't weighed up whether their views are representative. There may be ethical, political, organisational and societal outcomes that could do irreparable harm.

Host: Karen Plum

Guests:

Eric Barends, Managing Director, Center for Evidence-Based Management
Denise Rousseau, H J Heinz University Professor, Carnegie Mellon University
Steven ten Have, Partner TEN HAVE Change Management & Professor of Strategy and Change at VU University Amsterdam
Dr Lisa J Griffiths, CEO, OzChild National Support Office

Find out more about the course here: https://cebma.org/resources-and-tools/course-modules/

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