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- Written by: Tim Milbourne
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One of the inevitabilities in life is change. Whether one is an agent in that change or passive, nothing endures unchanged. Passive change occurs when the outcome is not directed by external effort. Active change, however, requires planned and directed effort in some activity to produce the intended outcome which will be comprised of public and private goods. In addition, there are also unintended consequences to anticipate and manage and these will affect the active participants but may also affect external parties who are passive to the endeavour. Active and passive participants described here are the active and passive stakeholders in the change.
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- Written by: Tim Milbourne
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Following on from the ‘Developing a strategy in business series’ it became evident that guidance on stakeholder negotiation would be a useful accompaniment. This article sets out a means of improving negotiating capabilities in order to deliver more beneficial, equitable, and more durable agreements between stakeholders. It assumes that the intention is to obtain the most benefit for all parties in the negotiation, striking an objectively fair deal.
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- Written by: Tim Milbourne
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During any undertaking there will be parties who have an interest in the outcome. They are expecting a change that enhances or adds value in material or emotional terms to what they care about, or even removes something detrimental, or lowers a risk to it. Meeting their expectations may be critical or peripheral to the success of the undertaking and their expectations may be shared with or antagonistic to those of other parties. They hold a stake in the undertaking whether they are directly involved or just affected by the outcome.