Stakeholder Analysis and Identification for Social Change Programmes in Conflict Settings

Delivering social change programmes is often an intricate, long-term process that can become an arena of contestation with its design for soliciting participation. In dynamic contexts such as conflict-affected areas, delivering social change programmes involves diverse actors, issues, and dimensions...

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Bibliographic Details
Published inJournal of peacebuilding & development Vol. 16; no. 2; pp. 259 - 266
Main Authors Gavino, Jacinto C., De Vera, Manuel J., Verzosa, Cecilia, Indoyon, Karmela Faustine C., Bello, Raizza P.
Format Journal Article
LanguageEnglish
Published Los Angeles, CA SAGE Publications 01.08.2021
SAGE PUBLICATIONS, INC
Subjects
Conflict management
Conflict resolution
Disadvantaged
Game theory
Minority groups
Negotiation
Quality of life
Social change
Social environment
Social programs
Social psychology
Soliciting
Stakeholders
Vulnerability
stakeholder identification
Mindanao
conflict-affected areas
social change programmes
stakeholder analysis
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Summary:Delivering social change programmes is often an intricate, long-term process that can become an arena of contestation with its design for soliciting participation. In dynamic contexts such as conflict-affected areas, delivering social change programmes involves diverse actors, issues, and dimensions that make for complex arrangements. Social change programmes, which can be used interchangeably with social programmes, are defined in the article as programmes intended to improve the quality of life of people or to protect vulnerable groups, especially in disadvantaged communities (Diallo, 2007; Valdez & Bamberger, 1994). In achieving the outcomes of social change programmes, traditional approaches in negotiation and conflict management have been promoted and practised across sectors, drawing from various disciplines such as game theory, behavioural decision research, social psychology, and communications. However, in the pursuit of general application, these approaches have become vulnerable to the oversimplification of social contexts, which may miss critical nuances that could make negotiation and conflict management approaches more robust and flexible in more dynamic contexts.
ISSN:1542-3166
2165-7440
2165-7440
1542-3166
DOI:10.1177/1542316620962443