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Orchestrating Stakeholder Engagement: Trust in Conflict Zones
In the complex theatre of large-scale projects, particularly in “conflict zones
like fragile Himalayas,” effective stakeholder engagement demands a mastery
of intricate negotiation. Bijan Mishra recounts an intense hydropower project
that initially stalled, revealing “the intensity or the gravity” of its challenges. The
project involved many stakeholders, from “local villagers to the government au
thorities, the policy makers, the permit license authority, and IFC,” along with
designers and the Judiciary Court. Villagers held “biased opinion[s] by their po
litically motivated thought process of losing livelihood,” while policymakers de
bated project types and investors worried about their committed capital. It was
“a chaos for almost one and a half years”, even leading to a “legal battle in the
court”.
Bijan’s approach to such profound discord is a testament to his unique capacity
for orchestration. He navigated this multi-faceted conflict through persistent
stakeholder engagement, tirelessly “fight[ing] a legal battle in the court” and
convincing the judicial system of the project’s necessity. The project, deemed
“a requirement” to “support the grid system with a stable power of 200 mega
watt,” eventually gained judicial approval. The ultimate validation of his method
arrived when the villagers, initially “stunned with the project”, stated in the judi
cial system: “Yes, we want this project to happen, and this is going to enhance
our livelihood and support the systems”. This outcome, turning initial opposition
into active support, embodies a core philosophical principle: genuine resolu
tion emerges not from imposing solutions but from patient interpretation and
alignment of seemingly irreconcilable interests, demonstrating how practical di
alogue can bridge deep divides.
Building and maintaining trust with local communities over long project time
frames, particularly with villagers who may “think week to week or day to day,”
is a perpetual challenge. Bijan acknowledges the extreme volatility: “you never
know what is going to happen tomorrow morning. It is very dicey.” Agreements
consumption” patterns, and understanding real-time performance against de
sign criteria. He stresses: “Do not consider it a recording in progress. You take
it in the sense that I also want to excel in my business scenario.” For Bijan, the
essence of digitization in sustainability is its capacity to “enhance the business
operational prospect”, moving beyond PR. His experience indicates that once
people comprehend how sustainability practices, enabled by digital tools, “make
money for us,” 99% of them agree with me.