SH ANA.pdf

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By the end of this session, you should be ableto describe:

A definition of stakeholders for yourorganisation

How the concept of stakeholders relates toconcepts of the organisation

The purpose of Stakeholder Analysis Some common forms of Stakeholder

Analysis Stakeholder Mapping techniques


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Introduction

Benefits of using a stakeholder analysis.

Identifying Your Stakeholders.

Prioritize Your Stakeholders.

Understanding your key stakeholders.

Example of the technique.

Conclusion


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The first step is the hardest

- Anonymous


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A process where all the individuals orgroups that are likely to be affected by aproposed action are identified and then

sorted according to how much they canaffect the action and how much theaction can affect them. This informationis used to assess how the interests ofthose stakeholders should be addressedin a project plan, policy, program, orother action.


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Stakeholder Management is an importantdiscipline that successful people use towin support from others. It helps them

ensure that their projects succeed whereothers fail.


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Identify the stakeholders likely to beaffected by or influence the activities of theorganisation

Assess how those stakeholders could be

impacted or impact upon the organisation Anticipate the consequences of any change

in the organisations activities Identify stakeholders success criteria Assure a successful outcome for the

organisation by developing co-operationwith stakeholders


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Who are the

Stakeholders?


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WHO is a Stakeholder? :

Any person or organisation who can be positively

or negatively impacted by, or cause an impact on

the actions of a company. (Freeman, 1984)

The individuals and constituencies that

contribute, either voluntarily or involuntarily, to

its wealth-creating capacity and activities, andare therefore its potential beneficiaries and / or

risk bearers. (Post, Preston & Sachs, 2002)


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Owners, stockholders

investors

Banks and creditors

Partners suppliers

Buyers, customers

prospects

Management

Employees, unions,

works councils

Competitors

Government

regulators: local,

national, international

Professional and

industry associations

Media: local, national,

trade, financial

NGOs

Communities other

interest groups


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Internal and

External

Stakeholders

Within theorganisation: e.g.employees &management

Outside theorganisation: e.g.government & tradeassociations


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Primary, Secondary

Key Stakeholders

Directly affected: e.g.employees &

stockholders Indirectly affected:

e.g government &media

Most significantly

affected: those withthe most influencefrom either group


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1. Identify all stakeholders (Brainstorming)2. Identify stakeholder needs & interests3. Classify groups of interests (Stakeholder

Mapping)

4. Identify areas of conflict: Organisation vStakeholder, Stakeholder v Stakeholder5. Prioritise, reconcile and balance

stakeholders6. Align significant stakeholder needs with

organisations strategies and actions


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Stakeholder Stakeholder

Interests

Assessment

of Impact

Potential

Strategies


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Conduct a brainstorming session to identify

all of the stakeholders in a certain project .

The Exercise should include: Project detail. List of all the stakeholders involve in the

project. Exercise time (15 Min). Team or Individual Exercise.


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High power, interested people High power, less interested people

Low power, interested people

Low power, less interested people


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What financial or emotional interest do they have in the outcomeof your work? Is it positive or negative? What motivates them most of all? What information do they want from you? How do they want to

receive information from you? How do they want to receive information from you? What is the

best way of communicating with them? What is their current opinion of your work? Is it based on good

information? Who influences their opinions generally, and whoinfluences their opinion of you? Do some of these influencerstherefore become important stakeholders in their own right?

If they are not likely to be positive, what will win them around tosupport your project?

If you don't think you will be able to win them around, how willyou manage their opposition?

Who else might be influenced by their opinions? Do these peoplebecome stakeholders in their own right?


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Assign each stakeholders with color coding

project .

The Exercise should include: Project detail. List of all the stakeholders names with colorcoding. List of all the stakeholders names with colorcoding. Exercise time (10Min). Team or Individual Exercise.


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Several techniques for categorisingstakeholders

Helps identify which stakeholders maysupport or oppose change / organisations

actions Which stakeholders are the most powerful,

have most influence Help decision makers formalise / prioritise

strategies


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Use the Power/Interest Grid to map all the

stakeholders.

The Exercise should include:

Project detail. List of all the stakeholders names with colorcoding List of all the stakeholders names with colorcoding.

Exercise time (20Min).

Team or Individual Exercise.


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Get to know stakeholders better: Relative importance, power and interests

Better managed relationships

Risks identified

Make better strategies and decisions Greater acceptance of organisation actions by

stakeholders


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Best done on continuous basis Assessment of analysis may be subjective Maybe not all stakeholder interests can be

met at the same time Focus on most important stakeholder Balance & reconcile all interests according to

importance or urgency


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You should now be able to describe: What is meant by a stakeholder. Who your organisations stakeholders are How Stakeholder Analysis can help you

prioritise stakeholders for managementattention

How you can categorise stakeholders How Stakeholder Mapping can help identify

key stakeholder groups


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Fletcher, A., et al. (2003). "Mapping stakeholder perceptionsfor a third sector organization.

Mitchell, R. K., B. R. Agle, and D.J. Wood. (1997). "Toward aTheory of Stakeholder Identification and Salience.

Savage, G. T., T. W. Nix, Whitehead and Blair. (1991)."Strategies for assessing and managing orgnaizationalstakeholders.

Turner, J. R., V. Kristoffer, et al., Eds. (2002). The ProjectManager as Change Agent.

Weaver, P. (2007). A Simple View of Complexity in ProjectManagement. Proceedings of the 4th World ProjectManagement Week. Singapore.

Hemmati, M., Dodds F., Enayti, J.,McHarry J. (2002)"Multistakeholder Procesess on Governance andSustainability. London Earthscan.


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Documents

SH ANA.pdf