multi-stakeholder
Participation processes

Finding viable solutions for existing differences

“The path to introducing modern facility management was an extremely complex change process that involved many stakeholders in the administration, schools and cultural institutions.
I deliberately opted for multi-stakeholder processes in order to bring all the relevant representatives together regularly and develop solutions together.
The effort was more than worth it – the administration has grown closer together with its stakeholders and a much greater mutual understanding has been developed, the solutions have been mutually understood and accepted and all of this has improved cooperation in the long term.”

Head of department of a public authority

The Challenge

Multi-stakeholder processes become particularly relevant when complex, multi-layered problems do not offer simple solutions and affect several interest groups.
They often require action beyond the boundaries of a team, department or even organization.
Typical topics include environmental and climate protection, social justice, technological innovations or far-reaching structural and identity-defining changes in organizations.

These challenges are characterized by competing interests, conflicting goals and a multitude of perspectives.
Organizations are increasingly recognizing that traditional approaches to solving such issues are often not sufficient to achieve satisfactory results.

The Possibility

A good, participation-oriented multi-stakeholder process helps to reconcile the various, sometimes conflicting interests, promote constructive dialog and at the same time develop viable solutions.

It requires excellent moderation, transparent communication and the creation of trust to ensure that all voices are heard and that sustainable results can be achieved together.

A crucial success factor for the success of such processes is not to push for agreement too quickly.
Experience shows that agreements based on lazy compromises are more likely to be broken later on.
We therefore do not push anyone to reach an agreement.

Instead, we invite dissent to learn more about the important concerns of everyone involved. We continuously integrate what we hear until we find a solution that everyone can live with.

The first step

The quickest way to find out how to make your multi-stakeholder a success?

A introductory meeting of 90 minutes!

Simply write to info@innersync.de!

We will get back to you as soon as possible!

TYpical occasions
Procedure
Methods

"Transformation can only succeed together!"

dr Stephanie Becker
Expert for large group processes

Typical occasions for a multi-stakeholder process

Our multi-stakeholder processes are designed for

  • Municipalities that want to involve their citizens in urban development, climate policy
    or social planning
  • Administrations that have to manage complex change processes across departmental and
    system boundaries
  • Companies that want to involve their customers, employees and suppliers in
    the development and improvement of their offerings.

We support you in the planning, implementation and evaluation of
participation processes, focus groups and panels – in person, hybrid or online.

How to make your multi-stakeholder
process a success

We offer customized solutions for every step of your multi-stakeholder process

  • Process design and moderation
    From conception to implementation – we develop and moderate processes that promote participation and consensus.
  • Communication and public relations
    We support you in communicating your messages clearly and effectively.
  • Diversity & Inclusion
    We take power dynamics into account and provide solutions that work for both the most powerful and the weakest.
  • Conflict resolution
    We integrate mediation and conflict resolution to resolve deadlocked situations and restore dialog.
  • Documentation and evaluation We document the results and evaluate the success of the process.

"The solution arises precisely with and through dissent."

dr Stephanie Becker
Expert for large group processes

Theoretical &
methodological foundations

The Strategic Triangle by Mark Moore, Professor at the Harvard Kennedy School, is a model for strategic leadership in public organizations.
It combines three central aspects:

  1. Public value: The benefit that the organization creates for society.
  2. Legitimacy and support: The necessary political and social support.
  3. Operational capability: The internal resources and capabilities to implement the strategy.

The interaction of these elements is crucial for the sustainable success of public strategies.

Methods used in the multi-stakeholder process – a selection:

  • Convergent Facilitation according to Miki Kashtan
  • Sociocracy and consensus moderation with integration of serious objections
  • Harvard Negotiation Method: “Getting to Yes”
  • Dynamic Facilitation
  • Circle Way
  • Liberating Structures
  • Agile methods
  • Chatham House Rule

in(ner)sync Partners

In collaboration with in(ner)sync, Linguistische Unternehmensberatung Mannheim and Diversity Company, we intentionally integrate language awareness and the latest research on diversity in teams into our leadership consulting. This cooperation enables us to comprehensively prepare leaders for the challenges and opportunities of a diverse working environment, providing them with practical strategies for inclusive and respectful communication.

  • in(ner)sync
  • Phone : +491728361961
  • Email : info@innersync.de
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