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Understanding basic principles of participation is integral during the consultations and implementation process. In this regard, focusing on people involves prioritizing their involvement in the implementation process (Block, 2011). However, this is made possible by engaging people in major-decision making processes. Moreover, acknowledging the peoples’ contribution in the decision-making process as well as building strong interpersonal relationships encourages participation. Maintaining a sense of humility irrespective of differences in language and culture is critical. In this context, the presentation acknowledges that local knowledge is similar to available expertise. The art of listening is essential in assuring the audience and stakeholders that their presence, knowledge and experience are important for the consultations.
Moreover, listening to stakeholders helps in assuring them of their right to be heard. Sharing control with the consultation partners has a positive influence on project implementation and management. However, sharing control should be limited to a minimal degree. Capacity building is an essential concept that tilts the balance away from the presentation towards participation. Nevertheless, this is an empowering phenomenon encouraging stakeholders to find solutions to problems affecting their lives. From this perspective, stakeholders become active owners of the development initiatives. Promoting participation requires communicating with every stakeholder on all the levels. In this regard, stakeholders’ participation on all the stages of consultations and project implementation must be respected.
Women and youth participation is critical in modern consultation processes. Using participatory techniques, such as focused conversation methods and brainstorming, is considered effective in any presentation context. Focused conversation methods are necessary for discussing predetermined agendas and questions. On the other hand, brainstorming encourages participation through groups that generate ideas and promote creative thinking.
People have universal tendencies when reacting to change. The first reaction is shock, as people try to defend their current practices. In fact, people become defensive as they pre-contemplate on the new processes. Lack of comfort is a common feature during the initial stages of the change process. Denial is another common behavior among people affected by the change. People tend to weigh the benefits against limitations of the change process.
Anger is a prominent reaction to new concepts, especially when people tend to think that change is not relevant to what they do. Exhibiting passive acceptance towards change implies that the determination to embrace a new phenomenon is inevitable. In this regard, the need to gather information on change implementation is succeeded by the willpower to adopt new behaviors. Resistance to the change process often leads to exclusion, especially if everyone else is involved in and agree to a new phenomenon. The excitement about participation in the change process is sometimes overwhelming as people become dysfunctional and even sick. For instance, the fact that change may lead to downsizing of some operations, the impact of firing individuals can be detrimental and psychologically stressing. The change process can be effective and make people revert to old practices unless enough pressure is exerted.
Advocacy and inquiry are effective tactics in moving from old practices (Block, 2001). In any case, advocacy by expressing personal views and inquiry through questions are effective in establishing new contacts. However, advocacy is preceded by sharing personal data with the others. In this context, data sharing also includes the rationale of the processes, assumptions, knowledge, and conclusions. In addition, advocacy aims at provoking a further discussion of the subject from other sides. On the one hand, advocacy encourages alternative interpretations of the discussion from other parties. On the other hand, further exploration of the conversation requires critical questioning. In this context, alternative views are shared, and parties pertinent to the conversation are kept curious and open for new ideas. Open-ended questions are effectively used for inquiry purposes.
To bring out the element of place, one has to consider the engagement aspects involved in the implementation process (Macey & Schneider, 2008). In this regard, creating opportunities for people in different organizational levels is needed. Employees require to be informed of their importance in the organization’s future. Frequent discussions with employees about the organization’s vision, mission, strategies and goals are effective in emphasizing on opportunities. Accountability is another important aspect that reshapes the implementation process. In this context, workers are reminded of their personal commitment and accountability to assigned responsibilities.
Connectedness is important in implying the element of place where collaboration is used to achieve mutual interest and shared responsibilities. Validation of other people’s contribution and input is a necessity that creates the element of place. Validation of employees through rewards, recognition, growth and training develops the element of place. Importantly, validation helps organizations in retaining competent employees. Sometimes, the element of place is achieved through friendship. Helping employees make a friend at the workplace is important in creating friendly environment.
The element of place is also achieved by allowing workers have access to adequate resources required to achieve assigned duties. The use of good communication channels, as well as skills, allows the leader to easily integrate with the employees. In addition, this allows the leader tackle resistance to change with ease. Finally, establishing corporate social responsibility in an organization implies the importance of the society to the organization. Workers and other stakeholders feel obliged in contributing to the society as a way of making the community a better place.
References
Block, P. (2001). The flawless consulting fieldwork and companion: A guide to understanding your expertise. San Francisco, CA: Pfeiffer-Wiley. Web.
Block, P. (2011). Flawless consulting: A guide to getting your expertise used (3rd Ed.). San Francisco, CA: Pfeiffer-Wiley. Web.
Goldblatt, J. (2010). Special events: A new generation and the next frontier. Hoboken, NJ: John Wiley & Sons. Web.
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