On the flip side of information overload is a situation where stakeholders clearly do not want to share information with the business analyst. The BA should not take this personal. A stakeholder can be uncooperative for a number of reasons as illustrated below:
Solution: I once worked with an uncooperative stakeholder who clearly didn’t want to share any information concerning how she did her work. She kept shifting the goal post and would not schedule a firm date to meet. After several unsuccessful attempts at getting her to commit to a date, I asked her for the templates/documents she made use of. She didn't have any choice but to share these documents, which contained most of the information I needed. If a stakeholder is uncooperative, altering your technique or approach might help.
If you are able to establish rapport with stakeholders by identifying a common area of interest, they’re more likely to be open to sharing information. Begin each meeting or workshop session with an icebreaker to ensure that everyone is completely relaxed and clear on the objectives and benefits of the project.
As time goes on, share success stories and anticipated benefits of the project with stakeholders to gain their trust, confidence and support. As a last resort, if the stakeholder is still not forthcoming, consider escalating to a higher authority who might be able to encourage the desired behaviour.