Reference no: EM131663180

The communications chapter of the PMBOK Guide suggests that stakeholder expectations should be actively managed. Several change management books also use the same terminology. It is suggested that part of this process is to ensure that stakeholder needs are met and issues are addressed when they occur. But what if different stakeholders have different and conflicting needs? If managing stakeholder expectations is just good project and change management, at what point does it step over the line and become unethical manipulation? Present a framework and discussion that would outline your practical philosophy for dealing with this issue, both as a project and as a change manager.  The following principles from that paper should have a bearing on your discussion; 4) Confront reality, demonstrate faith, and craft a vision: 5) Create ownership, not just buy-in: 6) Practice "targeted" over-communication (quotes mine); and 7) …attack the cultural center. Does change management have a tendency to be more domineering than project management? One way or the other, what are the practical communications implications? The key to this discussion is to address management versus manipulation.