Complex stakeholder consultation often involves some form of conflict. In situations of disagreement, the ability to find common ground can make or break consultation – and, in some cases, entire projects.
Finding common ground doesn’t mean agreeing on everything, but it does mean being able to identify and prioritise shared interests.
And it starts with interrogating our own position.
I like to think that most organisations wouldn’t proceed with projects they didn’t deem beneficial to society in some way. In theory, this is a good thing. The downside is that it can be hard to understand why others might not feel the same way.
But following a path of proving our projects right is dangerous; it leaves us vulnerable to biases and can result in significant gaps in thinking and strategy.
When we instead start by trying to disprove our ideas, we are forced to seek objectivity in what can be deeply subjective situations.
In doing so, we can find and rectify gaps early, clearly define what we are really looking for from the consultation and develop robust and defensible positions on non-negotiables.
Objectivity also helps us to understand the other party’s context.
Complex projects require us to become embedded in the details that have formed them. But consultation is emotional and relying on facts to agree on matters of emotion is a losing battle.
When we understand not just what someone’s opinion is, but how and why they might have arrived at that opinion, we’re better able to address it.
Sometimes, we find it’s not about the project at all but about legacy issues or external circumstances.
Whatever it is, knowing what people are really looking for helps to create a sense of shared reality – a crucial step to finding common ground.
It also highlights areas where we might agree.
Even in the most contentious situations, there are shared interests. The challenge is whether you can identify them, and spending time analysing where they might exist can change the course of a project.
They may be unrelated to the project itself; can both parties generally agree their community, state or country should thrive? Maybe it’s alignment at a more macro level; an alignment on a policy, or agreement of the importance of meeting regulations.
Listening to the concerns and questions with a focus of understanding underlying motivations can help to identify shared interests, and guide more constructive dialogue.
Reaching common ground is not always a quick or easy process, and sometimes we have to know when to pause and rethink our approach. But the pay-off is worth it. By finding common ground, you build more trusted relationships that can help to achieve social licence, improve projects, and enhance reputation.