A corporation is really a macrocosm of a family. The parents must look at themselves and each child to determine how money and time is spent. Often families sit together and discuss issues to come up with a resolution that each family member agrees to. The kids get to give their ideas too. A corporation really just needs to look at themselves as a huge family.
The first thing management needs to do is determine the wants and desires of each group of stakeholders. This can be done in forums, surveys or small group meetings. This gives management a better picture of what is wanted as well as giving voice to stakeholders; some of whom would otherwise feel marginalized. The next task would be to put together a small team representing each of the stakeholder groups as well as representatives of corporate management. They would be presented with the results of the forum/survey/meetings. A third party facilitator should be present and guide the team in discussing each stakeholder interest. The initial meeting(s) would be information gathering and a chance to see issues from each stakeholder group's perspective. Subsequent meetings would then discuss and brainstorm ideas to reach compromises that benefit each group. Remember that a compromise is a win win scenario in which all parties give a little to get a little. Most decisions and agreements in life are not black and white, but shades of gray. Each group of stakeholders must be willing to step into the gray zone and not expect everything they desire.
The idea of including stakeholders in the decision making process makes each group feel they are being heard. It also improves the chances of success in actions decided because of mutual buy-in by all stakeholder groups. This is why families use this approach especially in dealing with family rules. After a reasonable amount of time, which will depend upon the issue, the situation should be analysed to see if tweaks need to be done. The team could meet again or another team selected to see what new ideas could be generate.
