Abstract
So far, we have argued that process management is characterized by openness. The main stakeholders are invited to participate in a process and are involved in drawing up the agenda. Openness, however, is not without risk for these stakeholders. They can perceive the process as a funnel trap: once they have joined, they may feel that they are forced in a certain direction without being able to leave the process. It is therefore important that parties’ core values are protected. For the sake of these core values, parties are offered room at crucial moments. For instance, they are not required to commit to the result of the process beforehand, and they are offered an exit option.
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Notes
- 1.
See for instance Field [5], in which the Hartford case is particularly relevant. Research Parker and Wragg [10] points in that direction. The establishment of a counternetwork that is positioned opposite the existing network strongly affects the decision making. See also Huygen [6, p. 136], Rein and Schon [11, p. 8] and Lakoff [9, p. 9].
- 2.
See also Williamson [17] for comparison.
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de Bruijn, H., ten Heuvelhof, E.F., in ‘t Veld, R. (2010). A Process with Sufficient Speed: Incentives for Progress. In: Process Management. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-13941-3_7
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