©J Davison, D A Deeks University of Sunderland 2004
PISO® Stakeholder Identification and Analysis
Introducing PISOIntroducing PISO®® Stakeholder Identification and Stakeholder Identification and
AnalysisAnalysis
‘Process Improvement for Strategic Objectives’, PISO®, pisoSIA® and ‘workplace creativity driven by strategy’ are the property of
The University of Sunderland. PISO® trademark design by Abdul Ali and Matthew James
refer pisoSIArefer pisoSIA®® course file section 1 course file section 1
… … workplace creativity, driven by strategyworkplace creativity, driven by strategy PISOPISO®®pisoSIApisoSIA®®
PISOPISO®®
workplace creativity, driven by strategy pisoSIApisoSIA®®
Stakeholder analysis refers to a range of methods for theidentification and description of stakeholders based on theirattributes, interrelationships and interests in a particularconcern or resource (Ramirez 1999)
PISO® Stakeholder Identification and Analysis (pisoSIA®)
pisoSIA® is a method designed to aid in the identification and
analysis of stakeholders to support projects such as … process improvement change management systems development… beginning with an identified ‘problem area’.
pisoSIApisoSIA®®
PISOPISO®®
workplace creativity, driven by strategy pisoSIApisoSIA®®
Stage 0Stage 0
Identification of problem
area
Identify problem area0.1
Once the problem area has been identified …
PISO® Stakeholder Identification and Analysis (pisoSIA®)
Like PISO®,pisoSIA® ispresented asa frameworkof stages andsteps.
Stage 2Stage 2
Analysis of stakeholders
Analyse stakeholders in
terms of attributes and influence
Identify likely system changes
Consider effects of system changes upon
stakeholders
Identify potential areas of negotiation prior to
recommending system changes
2.3
2.4
2.1 2.2
analysis
Stage 1Stage 1
Identification of
stakeholders
Identify initial stakeholders
Gain further information about
problem area
Consider boundaries and further identify stakeholders
1.2 1.3
1.1
identification
it uses a specially developed ‘matrix’ to facilitatestakeholder …
refer section 1 refer section 1 p1p1
pisoSIApisoSIA®®
PISOPISO®®
workplace creativity, driven by strategy pisoSIApisoSIA®®
PISO® Stakeholder Identification and Analysis (pisoSIA®)
Note: elements adapted from (1)Sharp et al (1999), (2)Mitchell et al (1997).
identification analysis
Stage 1Stakeholder Identification
Stage 2Stakeholder Analysis
Stakeholder groups (1)
Stakeholders(Steps 1.1, 1.3)
Stakeholder attributes (2)
(Step 2.2)
Stakeholder influence (2)
(Step 2.2)
Stakeholder changes(Step 2.3)
Negotiation areas
(Step 2.4)
Power
Legitima
cy Urgency
System engagers
Facilitators
Decision makers
Outside Agencies
refer section 1 refer section 1 p2p2
ThepisoSIA®
matrix
PISOPISO®®
workplace creativity, driven by strategy pisoSIApisoSIA®®
pisoSIA can be integrated with PISO®…
strengthening steps that involve stakeholder aspects. agreeing ‘current system’ diagrams agreeing/refining strategic objectives developing operational objectives confirming ‘new system’ solutions
engaging with the PISO® framework as follows …
PISOPISO®®
pisoSIApisoSIA®®
PISO® Stakeholder Identification and Analysis (pisoSIA®)
PISOPISO®®
workplace creativity, driven by strategy pisoSIApisoSIA®®
PISO® Stakeholder Identification and Analysis (pisoSIA®)
pisoSIA®
integratingwith PISO®
Identify general
‘problem area’
Define problem area
boundaries
0.2
0.1
Identify/refine strategic
objectives
1.1
Gather information about current
system
2.1
Prepare physical dfd of current system
Conduct stakeholder
analysis
1.2
Discover how stakeholder groups define strategic
objective(s)
Establish operational objectives
1.4
Define dfd objectives
1.5
Logicalise dfd for strategic
objectives
Analyse and resolve conflicts between strategic
objectives
3.2
Prepare physical dfd of recommended
system
3.3
Logicalise dfd for systems efficiency
3.1
2.3
2.2 1.3
PISOPISO®®
pisoSIApisoSIA®®
pisoSIApisoSIA®
Stage 1Stage 1
Identification of stakeholders
pisoSIApisoSIA®
Stage 2Stage 2
Analysis of
stakeholders
pisoSIApisoSIA®
Stage 0Stage 0
Identification of problem area
refer section 1 refer section 1 p2p2
PISOPISO®®
workplace creativity, driven by strategy pisoSIApisoSIA®®
System
A notion of an area of data handling operations and those
involved within its scope Composed of human behaviour and information-
related activities A number of processes connected in some way
PISO® Stakeholder Identification and Analysis (pisoSIA®)
refer section 1 refer section 1 p3p3
PISOPISO®®
workplace creativity, driven by strategy pisoSIApisoSIA®®
Stakeholders
“….groups or individuals who can significantly affect or are significantly affected by an organisation’s activities” (R. E. Freeman 1984)
“This definition is broad and identifies almost anyone” (Mitchell et al 1997, Sharp et al 1999)
PISO® Stakeholder Identification and Analysis (pisoSIA®)
‘System’ oriented definition:“A stakeholder is someone who has an interest in a system or system
development and who can affect or is affected by that system and/or development” (J Davison 2001)
refer section 1 refer section 1 p3p3
PISOPISO®®
workplace creativity, driven by strategy pisoSIApisoSIA®®
Stage 0Stage 0
Identification of problem
area
Identify problem area0.1
First identify theproblem area …
PISO® Stakeholder Identification and Analysis (pisoSIA®)
Stage 2Stage 2
Analysis of stakeholders
Analyse stakeholders in
terms of attributes and influence
Identify likely system changes
Consider effects of system changes upon
stakeholders
Identify potential areas of negotiation prior to
recommending system changes
2.3
2.4
2.1 2.2
analysis
Stage 1Stage 1
Identification of
stakeholders
Identify initial stakeholders
Gain further information about
problem area
Consider boundaries and further identify stakeholders
1.2 1.3
1.1
identification
then use thepisoSIA ‘matrix’ to facilitatestakeholder …
refer section 1 refer section 1 p1p1
pisoSIApisoSIA®®
PISOPISO®®
workplace creativity, driven by strategy pisoSIApisoSIA®®
The need to identify stakeholders
To know who we are dealing withTo know who is pertinent to a system being improvedTo know who could influence any decision being madeTo ensure no-one is overlooked in discussionsTo ensure the correct information is being retrieved
PISO® Stakeholder Identification and Analysis (pisoSIA)
PISOPISO®®
workplace creativity, driven by strategy pisoSIApisoSIA®®
Stage 0Stage 0
Problem area identification
Identify problem area0.1
pisoSIApisoSIA
A problem area can be defined as ‘a stakeholder perspective of a situation as it is, compared with how it is hoped it could be’
The problem area may arise from … well-known aspects that have scope for improvementa need to change working practices as a result of outside intervention
PISO® Stakeholder Identification and Analysis (pisoSIA)
refer section 2 refer section 2 p3p3
PISOPISO®®
workplace creativity, driven by strategy pisoSIApisoSIA®®
Identify problem area0.1
pisoSIApisoSIA
Stage 1Stage 1
Stakeholder identification
Identify initial stakeholders
Gain further information about
problem area
Consider boundaries and further identify stakeholders
1.2 1.3
1.1
PISO® Stakeholder Identification and Analysis (pisoSIA)
Uses the pisoSIA matrixas follows …
PISOPISO®®
workplace creativity, driven by strategy pisoSIApisoSIA®®
The pisoSIA
matrix –
identification
PISO® Stakeholder Identification and Analysis (pisoSIA)
pisoSIA Stage 1Stakeholder Identification
Stakeholder groups
Stakeholders(Steps 1.1, 1.3)
System engagers
Facilitators
Decision makers
Outside Agencies
Main stakeholders directly affected by project;most impact on, interest in and claims on asystem; those who carry out, are served by or serve a process.
Those responsible for aiding redesign, guiding PISO® method, and interacting with other groups
Government, regulatory bodies, outside consultancies
Management or body who enable change, or how change came about
‘direct’ stakeholders
‘indirect’ stakeholders
‘interface’ stakeholders
refer section 2 refer section 2 p1p1
PISOPISO®®
workplace creativity, driven by strategy pisoSIApisoSIA®®
Direct stakeholdersInterface stakeholdersIndirect stakeholders
System Boundary
Organisational Boundary
Wider External Boundary
System Engagers
Outside Agencies
Decision Makers
Facilitator(s)
Key:
Stakeholder boundary diagram(© Jean Davison 2002, Adapted from Coakes and Elliman 2001)
PISO® Stakeholder Identification and Analysis (pisoSIA)
refer section 2 refer section 2 p2p2
PISOPISO®®
workplace creativity, driven by strategy pisoSIApisoSIA®®
PISO® Stakeholder Identification and Analysis (pisoSIA)
refer section 2 refer section 2 p3p3
System Boundary
Organisational Boundary
Wider External Boundary
System Engagers
Outside Agencies
Decision Makers
Facilitator(s)
Key:
Direct stakeholdersInterface stakeholdersIndirect stakeholders
Stakeholder boundary diagram - variation (showing possibility of decision makers and outside agencies engaging directly with the system)
(© Jean Davison 2002, Adapted from Coakes and Elliman 2001)
PISOPISO®®
workplace creativity, driven by strategy pisoSIApisoSIA®®
The pisoSIA
matrix –
identification
PISO® Stakeholder Identification and Analysis (pisoSIA)
pisoSIA Stage 1Stakeholder Identification
Stakeholder groups
Stakeholders(Steps 1.1, 1.3)
System engagers PatientsGP ReceptionistGPsConsultantsSenior nurseMedical records managerOutpatient receptionistMedical secretaryWaiting list officerNurse co-ordinatorService co-ordinator
Facilitators Project managerCliniciansProject leader (Angela Dixon)
Decision makers General managerOutpatient manager
Outside Agencies GovernmentOutside consultancy
refer section 2 p4refer section 2 p4
refer section 5 append 1 & 2refer section 5 append 1 & 2
PISOPISO®®
workplace creativity, driven by strategy pisoSIApisoSIA®®
Stage 0Stage 0
Identification of problem
area
Identify problem area0.1
PISO® Stakeholder Identification and Analysis (pisoSIA®)
Stage 1Stage 1
Identification of
stakeholders
Identify initial stakeholders
Gain further information about
problem area
Consider boundaries and further identify stakeholders
1.2 1.3
1.1
pisoSIA …identifyingstakeholders …
refer section 1 refer section 1 p1p1 pisoSIApisoSIA®®
PISOPISO®®
workplace creativity, driven by strategy pisoSIApisoSIA®®
The need to identify stakeholders
To know who we are dealing withTo know who is pertinent to a system being improvedTo know who could influence any decision being madeTo ensure no-one is overlooked in discussionsTo ensure the correct information is being retrieved
PISO® Stakeholder Identification and Analysis (pisoSIA)
PISOPISO®®
workplace creativity, driven by strategy pisoSIApisoSIA®®
Stage 0Stage 0
Problem area identification
Identify problem area0.1
pisoSIApisoSIA
A problem area can be defined as ‘a stakeholder perspective of a situation as it is, compared with how it is hoped it could be’
The problem area may arise from … well-known aspects that have scope for improvementa need to change working practices as a result of outside intervention
PISO® Stakeholder Identification and Analysis (pisoSIA)
refer section 2 refer section 2 p3p3
PISOPISO®®
workplace creativity, driven by strategy pisoSIApisoSIA®®
PISO® Stakeholder Identification and Analysis (pisoSIA)
The need to analyse stakeholders
To assess the impact a stakeholder has on a system / system developmentTo assess the relevance of a stakeholder to a system development
Utilises the application of three attributes Power Legitimacy Urgency
PISOPISO®®
workplace creativity, driven by strategy pisoSIApisoSIA®®
analysis
attributes
influence
The pisoSIA matrix –
PISO® Stakeholder Identification and Analysis (pisoSIA)
refer section 3 p1refer section 3 p1
refer section 5 append 1 refer section 5 append 1 & 2& 2
Stakeholders(steps 1.1, 1.3)
Stakeholder Attributes(step 2.2) Stakeholder
Influence(step 2.2)
Power
Legitimacy
Urgency
PatientsGP ReceptionistGPsConsultantsSenior nurseMedical records managerOutpatient receptionistMedical secretaryWaiting list officerNurse co-ordinatorService co-ordinator
Project managerCliniciansProject leader (Angela Dixon)
General managerOutpatient manager
GovernmentOutside consultancy
PISOPISO®®
workplace creativity, driven by strategy pisoSIApisoSIA®®
Three Stakeholder Attributes …
1. The stakeholder’s power to influence an organisation or project
2. The legitimacy of the stakeholder’s right to be there; relationship with organisation or project
3. The urgency of the stakeholder’s claim on the organisation or project; degree to which delay in receiving attention is unacceptable to stakeholder; or if system requires attention from a stakeholder.
(Based on stakeholder typology of Mitchell et al 1997)
PISO® Stakeholder Identification and Analysis (pisoSIA)
refer section 3 refer section 3 p2p2
PISOPISO®®
workplace creativity, driven by strategy pisoSIApisoSIA®®
PISO® Stakeholder Identification and Analysis (pisoSIA)
attributes are used …
powerlegitimacy urgency
xx
xxx
xxxxxx x
(from Mitchell et al, 1997)
1 Dormant2 Discretionary3 Demanding4 Dominant5 Dependent6 Dangerous7 Definitive
… to determine seven influence types
refer section 3 refer section 3 p3p3
PISOPISO®®
workplace creativity, driven by strategy pisoSIApisoSIA®®
analysis
attributes
influence
Stakeholders(steps 1.1, 1.3)
Stakeholder Attributes(step 2.2) Stakeholder
Influence(step 2.2)
Power
Legitimacy
Urgency
PatientsGP ReceptionistGPsConsultantsSenior nurseMedical records managerOutpatient receptionistMedical secretaryWaiting list officerNurse co-ordinatorService co-ordinator
xxxx
xxx
xxxxxxxxxxx
xxxxxxxxxxx
DependentDependentDefinitiveDefinitiveDefinitiveDefinitiveDependentDefinitiveDefinitiveDefinitiveDependent
Project managerCliniciansProject leader (Angela Dixon)
x
x
xxx
xxx
DefinitiveDependentDefinitive
General managerOutpatient manager
xx
xx
xx
DefinitiveDefinitive
GovernmentOutside consultancy
x xx
x DefinitiveDiscretionary
The pisoSIA matrix –
PISO® Stakeholder Identification and Analysis (pisoSIA)
refer section 3 refer section 3 p4p4refer section 5 append 1 & refer section 5 append 1 & 22
PISOPISO®®
workplace creativity, driven by strategy pisoSIApisoSIA®®
Stakeholder changes
PISO® Stakeholder Identification and Analysis (pisoSIA)
refer section 4 refer section 4 p1,2p1,2
Three ways people are affected by system change (Judson 1991)
1. Operational effects (the way work is carried out)2. Psychological effects (the way stakeholders relate to change)3. Social effects (the way changes may affect relationships)
• “People Problems” often cited as a main cause of failure in system change
• Conflict factors• ‘It is a natural reaction to resist change’ (Judson 1991)
PISOPISO®®
workplace creativity, driven by strategy pisoSIApisoSIA®®
… analysis of changes
Stakeholder changes(step 2.3)
Stakeholder Attributes Stakeholders
Power Legit- imacy
Urg- ency
Stakeholder Influence
Patient GP Receptionist GP’s Consultants Senior Nurse Medical Records Mngr Outpatient Rcptnst Medical Secretary Waiting List Officer Nurse Coordinator Service Coordinator
X X X X
X X X
X X X X X X X X X X X
X X X X X X X X X X X
Dependent Dependent Definitive Definitive Definitive Definitive Dependent Definitive Definitive Definitive Dependent
Given power – direct booking Same Same, but power shift Power shift & loss of urgency Removed Removed Removed Removed Removed Removed Removed
Project Manager Clinicians Project Leader (Angela)
X
X
X X X
X X X
Definitive Dependent Definitive
All removed – temporary for project
General Manager Outpatient Manager Government Outside consultancy
X X
X
X X
X
X
X X
X
Definitive Definitive Definitive Discretionary
Urgency will be removed once project is implemented Urgency will be removed once project is implemented Removed
The pisoSIA matrix …
PISO® Stakeholder Identification and Analysis (pisoSIA)
refer section 4 refer section 4 p2p2
PISOPISO®®
workplace creativity, driven by strategy pisoSIApisoSIA®®
Resistance to change
PISO® Stakeholder Identification and Analysis (pisoSIA)
refer section 4 refer section 4 p2,3p2,3
• Selective Perception – individuals’ interpretations of a situation can differ
• Habit – familiarity is a form of comfort and security• Inconvenience and loss of freedom – any change that is
bothersome or impinge on freedom may incite conflict• Economic Implications – reduction in pay or rewards• Security in the past – confusion or the unfamiliar may result
in retention of familiar ways• Fear of the unknown – may cause anxiety and fear
PISOPISO®®
workplace creativity, driven by strategy pisoSIApisoSIA®®
… analysis of negotiation areas
Negotiation Areas(step 2.4)
PISO® Stakeholder Identification and Analysis (pisoSIA)
The pisoSIA matrix …
Stakeholder Attributes
Stakeholders
Power
Legitimacy
Urgency
Stakeholder Influence
Stakeholder Changes
Patient GP Receptionist GP’s Consultants Senior Nurse Medical Records Manager Outpatient Receptionist Medical Secretary Waiting List Officer Nurse Coordinator Service Coordinator
X X X X
X X X
X X X X X X X X X X X
X X X X X X X X X X X
Dependent Dependent Definitive Definitive Definitive Definitive Dependent Definitive Definitive Definitive Dependent
Given power – direct booking Same Same, but power shift Power shift & loss of urgency Removed Removed Removed Removed Removed Removed Removed
Encourage patients to bring diaries to GP surgery Possible conflict of interest between groups – negotiate protocol Negotiate removal “ “ “ “ “ “
Project Manager Clinicians Project Leader (Angela)
X
X
X X X
X X X
Definitive Dependent Definitive
All removed – temporary for project
General Manager Outpatient Manager Government Outside consultancy
X X
X
X X
X
X
X X
X
Definitive Definitive Definitive Discretionary
Urgency will be removed once project is implemented Urgency will be removed once project is implemented Removed
refer section 4 p3, and refer section 4 p3, and section 5section 5
PISOPISO®®
workplace creativity, driven by strategy pisoSIApisoSIA®®
Further factors
PISO® Stakeholder Identification and Analysis (pisoSIA)
refer section 4 refer section 4 p4p4
• Close involvement of stakeholders means they are more likely to be committed to change
• Maintain channels of communication• Do not impose a system on stakeholders
The knowledge to change a system resides in every member of that system
(Kelly and Weber 1995)