Abstract
How is ‘Integrated Thinking’ implicated in stakeholder engagement? Framing engagement programmes poses serious dilemmas for decision-makers who, on the one hand, are increasingly asked to involve stakeholders in the development or implementation of corporate plans, but on the other, fall back on intuitive judgment (and its major biases) when it comes to making decisions. This chapter argues that integrated thinking can be thought of as a dynamic process in which judgments and choices are influenced by heuristics and biases constantly (re-)negotiated through active exchange with stakeholders. Drawing on Daniel Kahneman’s (2012) work on decision-making, the chapter proposes a process model for judgments and choice that helps illustrate how integrated thinking can contribute more effectively to contemporary stakeholder engagement struggles.
| Original language | English |
|---|---|
| Title of host publication | Routledge Handbook of Integrated Reporting |
| Editors | Charl de Villiers |
| Place of Publication | London |
| Publisher | Routledge |
| Chapter | 19 |
| Publication status | Published - 2020 |
Keywords
- integrated thinking
- stakeholder engagement