Work and teams
Map a stakeholder disagreement
Use models to represent competing positions, uncover shared assumptions, and identify evidence that could move a dispute.
The basic idea
The goal is not to simulate people or declare a winner. It is to represent the strongest version of each documented position, locate the actual points of disagreement, and separate value conflicts from factual uncertainty.
A faculty group may disagree about program growth because members weight prestige, teaching load, student access, finances, and research capacity differently.
How to do it
- 1
Describe each position in neutral language and identify the evidence its supporters cite.
- 2
Assign advocates to steelman different positions and a fact-checker to isolate empirical claims.
- 3
Use blinded peer identities when model prestige could influence later responses.
- 4
Ask the chair for shared ground, irreducible value differences, and a decision procedure.
What to watch for
- Do not attribute motives that stakeholders have not expressed.
- A model-generated compromise may satisfy nobody if constraints are missing.
- Share the map with real stakeholders for correction before acting on it.
What a useful result looks like
The deliberation should make the disagreement more precise and identify whether more evidence, negotiation, or legitimate authority is needed.