A continuación, le indicamos cómo puede navegar por procesos complejos de toma de decisiones que involucran a múltiples partes interesadas.

To navigate complex decision-making processes with multiple stakeholders, clearly define the problem, identify key stakeholders, gather relevant information, facilitate open communication, consider multiple options, use decision-making frameworks, manage conflicts constructively, document the decision-making process, and develop a clear action plan for implementation and monitoring. This will help build consensus, address concerns, and find mutually acceptable compromises. Using decision-making tools like pros and cons analysis, decision matrices, and multi-criteria decision analysis can also enhance the process.

Clear communication, stakeholder mapping, and defined objectives are the key. Facilitate open dialogue to gather diverse perspectives, establish common goals, and prioritize transparency. Use decision-making frameworks like RACI for clarity in roles and responsibilities. Regularly review progress and adapt strategies as needed for alignment and consensus.

When involved in projects, I always create a Stakeholder Register to help me make better decisions and gather important information about the other parties’ expectations. Knowing who the stakeholders are and their relationship to the process (their interest and degree of involvement, the interdependencies and the influences as well as their power) is key to succeeding in complex decision making scenarios. So, I create my register with following columns: name and title, their role in my scope of action, their requirements and expectations, and, last but not least, their influence/attitude towards my project/needs of success.

Once the stakeholder’s scenario is clear (thanks to a well-maintained Stakeholder Register), it is essential to conduct targeted research and seek expert knowledge (when necessary) to understand the needs at hand. How to achieve this? Through interviews and brainstorming, focus groups and benchmarking, for example. Information gathered should be useful to understand both the opportunities and the issues and a fundamental driver to proposals like “what to do”, “how to do it”, “constrains, risks and dependencies” … Ultimately, the goal ought to be value creation for the company or client; and determine if the project worth the effort (resources, time and money).

When discussing risks, I recommend creating a risk register with the information gathered from stakeholders. Ensure the register aligns with the company’s risk appetite and thresholds, as there might be risks too low to be considered in your document. Next, develop a tailored risk management plan. The response to each risk has to be realistic, appropriate, cost-effective and stakeholders must feel comfortable with it. Having an agreed plan in advance means a rapid response and a major commitment from stakeholders to solve the issue. Although it is not always possible, sometimes it is interesting to conduct stress-trials in order to know if the contingency plan is sufficient to address the risk.