| Expected results in relation to participation | Commitment by stakeholders | Paradoxes to be managed | Action levers that can be mobilized |
| PROJECT PLANNING | |||
| Stakeholder analysis (mapping): - Initial list of the participating actors - Stakeholder influence and importance matrix - Good communication to allow for better investment and mobilization of stakeholders. | Each stakeholder is committed to making their perspectives on the project heard in an open manner (see the application of the dialogic process). | ● Paradox of control with roots: institutional, technical, organizational. ● Paradox of co-creation and value capture ● Injonctions (see for example, ● Paradoxes of competence (see for example | ● Mobilize systemic principles (see text); ● Thinking about the pragmatic constructivist paradigm and dialogical processes |
| MONITORING OF THE PROJECT’S IMPLEMENTATION | |||
| Involve stakeholders to identify the reality of the problems in the context of their expression and reduce the intensity of the problems that will arise in the field (see the pragmatic constructivist paradigm and the analysis of project performance drivers). | - Be involved in the definition of information or feedback - Facilitate communication of new achievements - Ensure access to the latest products and services for intended beneficiaries - Mobilize additional resources - Ensure effective use of lessons learned for future decision-making. | ● Organizational paradoxes: “organizing,” performance, identity, learning ● Injunctions (example, ● Paradoxes of competence (example ● Paradox of project time/reform time ● Tensions between design factors: centralization/decentralization; coordination/deregulation; control/delegation | ● Reframing strategy ● All forms of organizational ambidextrous ● Transformational leadership in relation to cognitive regulation or polyphonic management (see ● Systemic principles. |