What is needed to begin a good stakeholder dialogue? How
can you be certain that you will reach all the intended stakeholders? Motivate
and instigate them for your mission in corporate social responsibility (CSR)?
Stakeholders dialogue is an important part of ISO 26000. Being a marketing and
communication expert, I am offering my help to target and enhance this in the
most efficient and effective way to achieve your goal.
Blog 1, the first of the four blogs, is an
introduction. Blog 2, clarifies and includes recommendations as to how you can,
as a Project, CSR or Communications manager, prepare a stakeholders dialogue
for a more control result!
Here are 3 suggestions for enhancing your preparation
A good beginning is, of
course, half the battle and to be clear, concise whilst supporting stakeholder
agreements!
1. 'Framing'
'Anyone, who is able to capture or 'frame'
incorporating
an appropriate message can triumph in a
dialogue or debate'
- Quote of a Dutch writer Hans de Bruijn
Translation from his book 'Framing'
- about the power of language in politics
Suggestion 1
Probably a 'frame' has
already been developed by your organisation to include CSR! It is now, however,
time to 'map' all available CSR documents to check and 'tweak' them whilst
being aware of any updates and/or any new developments! After collation,
evaluation and refreshment this will become your 'base' frame! Your following
task then will be to prepare and devise a strategy to collate, in detail,
incorporate and enhance the essence of the message(s) retrieved from the
stakeholders dialogue. My advice is to prepare a 'frame' beforehand in a
strikingly clear, concise package. Please do not underestimate the power of
language. It is not what you say but how you say it, or write it that counts!
- Language arouses attention (good or bad);
- It can initiate action;
- Influence opinions;
- And instigate much thought.
Never forget, when
'framing': Can it be communicated and/or explained? Its presentation and
documentation - will it bring the message to the right people? Will it come
across well and instigate a reaction among the stakeholders?
Another point of
attention: Convincing others does not only depend on information exchanged in
dialogue. Answering stakeholders’ questions and developing a 'one on one'
relationship can develop into a vital role.
2. Mapping
'The greatest asset of Mapping, is that you
can create your own playing field, giving maximum insight into players and the
game' –
which enables more control over the dialogue'.
This good advice has been
taken and translated from a book ‘Implementation of real life CSR cases with
guidance in accordance with the ISO 26000’ (this book is translated in English
and can be bought in May).
Advice is also given to
help determine the priority issues and how to deal with any controversy or
contradiction between your business organization and the stakeholders.
With regard to good
communication, I would like to offer the following additional advice to:
- Single out individual stakeholders that are in the dialogue;
- Check their interests and demands within their CSR frame that apply to your organization;
- Identify any decision makers - noting their characteristics and opinions;
- Document what has been communicated about CSR, to whom and via which communications means:
- Analyze any noticeable shared visions between your stakeholders and your organization.
- Identify and acknowledge differences that need to be 'bridged'.
- Specify the 'no-go' areas!
- Be aware of relationships that exist or develop between different stakeholders.
Suggestion 2
The book 'Mutual
Sustainability,'- written by Dutch writers Kees Verschoor & Jean-Paul Boerekamps,
defines 'mutual sustainability' in essence, in targeting the interested parties
whilst recognizing each others values and independence and an acknowledgement
base of mutual respect.
Four basic 'rules of
thumb' are mentioned to emphasis the way to assess the developing interactive
relationships, how to build on them (page 33-37). Personally I found it
interesting to study since it was beneficial in achieving a more efficient
dialogue with the stakeholder.
Suggestion 3
Although 'subject matrix'
has been mentioned in the ISO 26000 Book, my preferance is ‘Mind Mapping’. This
is met technique, by way of association to enable visualization of important
information and stimulate creativity. For more information, see the book 'Mind
Mapping ' - written by 'Guru'
Tony Buzan.
3. Building your CSR Stakeholder Dialogue
'If a stakeholder
dialogue has organized, it is imperative that control in is development is
taken, to avoid unnecessary escalations. This demands careful thought and
vision - recognizing that the stakeholders are like business partners valuing
their input whilst keeping it constructive and to the point.'
It is advisable to
compare your own ‘CSR frame' to that of the ‘CSR frame’ of the most important
stakeholders of your organization. Acknowledgement and notation of the
differences in dialogue, the subjects will be of significant importance. Decide,
ideally with your supervisor, on the principles, outcomes and tone of voice of
your stakeholder dialogue.
To conclude
In the next Blog - No.
3/4 - attention will be given, in depth, into actual dialogue including
examples! Naturally practical advice and tips will accompany this. Please feel
free to contact me if you have any
questions or requests about this subject!
