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Public scrutiny & accountability
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A cause of project failure
Lack of effective engagement with stakeholders NAO (2006)
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Previous research on engagement
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The puzzle
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Something different
Communication:
a process of
“human sense reading and sense giving”
Walsham, (2002)
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Initial conceptual model for engagement
CONDITIONS BEHAVIOURS
afford
influence
Sense-making
Sharing
Participants
Environment
Expertise
Research questions
• What behaviours are required for engagement?
• Which conditions are important for engagement?
• How do these conditions and behaviours interact?
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Cases in government
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Case A B C D ESector Island Island Local Central Non-
departmental public body
Requirements IT strategy Systems development
Appraisal of IT options
Systems development
Systems analysis
People involved
Users
~60 public servants in ISD
Contractors
Consultants
Users
Contractors
Consultants
Clients
Consultant
Consultant’s informants (users)
Clients
Suppliers
Contractors
Users
Clients
Consultant
Consultant’s informants (users)
External professionals
Consultants, contractors
Consultants, contractors
One consultant
Suppliers, contractors
One consultant
Environment & participants
1015/09/12
• Photo from a case study
Interactions
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EMERGENT BEHAVIOURSCONDITIONS
Sharing
Participants
Environmentcommunicate
participate
Sense-making
Expertise
contribute
Sharing
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Sense making
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Self reinforcing behaviour
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Sense-making
Sharing
Adapting
EMERGENT BEHAVIOURS
Behaviour starts trust ,
which influences
sharing
understandcommit
Interactions
Sharing expertise and what’s in the environment facilitates sense making
Adapting
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Interactions
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Sense-making
Sharing
Adapting
EMERGENT BEHAVIOURS
Behaviour starts trust ,
which influences
sharing
understandcommit
CONDITIONS
Adapting
Participants
Environment
Expertise
persuade
influence
co-produce
Adapting behaviour allows persuasion and influence
Developed model
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Fitting together
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Further?
• Is it worth it?• Proof?
– Context limited to public sector projects– Context limited to IT projects– Context limited to successful projects
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