TABLE OF CONTENTS Some aspects of collaborative relationships have already been covered in Section 2.3.1, I would like to expand on the case already made by discussing some strategic and stakeholder issues of collaborations and alliances.
Positive relationships flourish when the stakeholder management process is undertaken to further the goals and objectives of the organization. It is the process of collaboration and consensus building that is important here. The key is to use the knowledge capital of stakeholders in a productive way and make it inclusive.
Collaborative relationships to some extent have a basis in utilitarianism in that we seek the greatest good for the greatest number. Utilitarianism favours no particular domain, but seeks solutions and strategies that generally benefit all. Its wisdom derives not from revealed truth or accepted rules of engagement, but from a rational dispassionate assessment. It has a Machiavellian flavour because its actions arise from analysis of costs vs. benefits, not those intrinsic values as previously described. In project management utilitarianism makes sense and is good consensus politics (as my good friends Stuart Smith, John Starkie and Neville Jennings, and many others would attest too). Its spirit is often one of compromise that is finding ways to encourage partners and other stakeholders without threatening them; focusing simultaneously on the short-term needs and long-term goals; a belief that commercial forces, because they reflect the will of everyone, will ultimately resolve issues to most people s satisfaction.
The software industry especially those organizations engaged in managed services have...
