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Overview of stakeholder analysis methods
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www.see.leeds.ac.uk/sustainableuplandsustainable Uplands
Learning to manage future changewww.see.leeds.ac.uk/sustainableuplands
Stakeholder Analysis
ustainable UplandsLearning to manage future change
Mark Reed
www.see.leeds.ac.uk/sustainableuplandsustainable Uplands
Learning to manage future change
Why stakeholder analysis?• We all have interests• We have a stake in the
things that interest us e.g. what happens to a landscape you walk in
• By holding an interest, we hold a stake: we are stakeholders
www.see.leeds.ac.uk/sustainableuplandsustainable Uplands
Learning to manage future change
Why stakeholder analysis?• But without power…• We can never drive our
points/stakes home and we will never influence the decisions that affect us
www.see.leeds.ac.uk/sustainableuplandsustainable Uplands
Learning to manage future change
• To affect change, we need interest and power
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Learning to manage future change
Answers key questions relevant to all spatial planning:• Who are the interested parties? Who has the power to
influence what happens? How do these parties interact? How could they work more effectively together?
www.see.leeds.ac.uk/sustainableuplandsustainable Uplands
Learning to manage future change
What is stakeholder analysis?“A process that: i) defines aspects of a social and natural
phenomenon affected by a decision or action ii) identifies individuals, groups and organisations
who are affected by or can affect those parts of the phenomenon
iii) prioritises these individuals and groups for involvement in the decision-making process”
Reed et al. (2009)
www.see.leeds.ac.uk/sustainableuplandsustainable Uplands
Learning to manage future change
Development of SA• Business management roots
– Stakeholders affect business– SA to mobilise, neutralise or defeat stakeholders, to
meet strategic objectives• Development studies and natural resource
management– Projects that didn’t understand stakeholders were
often hijacked or failed– Empowering marginal stakeholders to influence
decision-making processes transparently
www.see.leeds.ac.uk/sustainableuplandsustainable Uplands
Learning to manage future change
Development of SA• Major contributions from development studies
and natural resource management:– Recognises that stakeholders and the issues that
interest them change over time– Advocates ongoing and evolving involvement of
stakeholders to meet needs and priorities– Capturing diversity of potentially conflicting views
www.see.leeds.ac.uk/sustainableuplandsustainable Uplands
Learning to manage future change
Typology• Three types of methods for stakeholder analysis
Methods for:i) Identifying stakeholders ii) Differentiating between and categorising
stakeholdersiii)Investigating relationships between stakeholders
www.see.leeds.ac.uk/sustainableuplandsustainable Uplands
Learning to manage future change
Focus Groups
Semi-structured interviews
Snowball sampling
Interest-influence matrices
Radical transactive-
ness
Stakeholder-led stakeholder
categorisation
Q methodology
Social Network Analysis
Knowledge Mapping
Identifying stakeholders Differentiating between and categorising stakeholders
Investigating relationships between stakeholders
Analytical categorisation
(top-down)
Reconstructive categorisation (bottom-up)
Normative Instrumental
Methods
Typology
Rationale
www.see.leeds.ac.uk/sustainableuplandsustainable Uplands
Learning to manage future change
Interest/Influence MatricesHigh
Low
Influence
Context setters - highly influential, but have little interest. Try and work closely as they could have a significant impact
Key players – must work closely with these to affect change
Crowd – little interest or influence so may not be worth prioritising, but be aware their interest or influence may change with time
Subjects – may be affected but lack power. Can become influential by forming alliances with others. Often includes marginalised groups you may wish to empower
Level of Interest High
www.see.leeds.ac.uk/sustainableuplandsustainable Uplands
Learning to manage future change
More complex matrices• Identify and evaluate stakeholders in turn:
– What is the nature of their stake?– Level of interest – H/M/L & explanatory text if needed– Level of influence – as above– The most effective ways to gain their active
involvement– Anything else we should know? Conflicts, likely issues
etc.• If many stakeholders, categorise in relation to
the nature of their stake & select representatives
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Learning to manage future change
CategorisingStakeholder categories from Sustainable Uplands project:• Water companies• Recreational groups• Agriculture• Conservationists• Grouse moor interests (owners/managers and
gamekeepers)• Tourism-related enterprises• Foresters• Statutory bodies
www.see.leeds.ac.uk/sustainableuplandsustainable Uplands
Learning to manage future change
Name/ Organisation/ Group
Nature of stake
Interest H/M/L (comm-ents?)
Influence H/M/L (comm-ents?)
What would incentivise their involvement?
Things we should know (issues, conflicts etc)
Appropriate people (contact details)
StakeholderGroup/organisation/individual
Area ofconcernRepresented
SectorRepresented
PerceivedInterest inissue
Perceived Influence onissue
Commentsarising duringdiscussion
...adapt to your own needs
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Learning to manage future change
Exploring relationships• Social Network Analysis with 80-strong Moors
for the Future Partnership• Communication ties between individuals and
groups
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Learning to manage future change
www.see.leeds.ac.uk/sustainableuplandsustainable Uplands
Learning to manage future change
Despite apparently polarised views on burning, upland stakeholders in the Peak District are highly connected…
And despite the fact that certain groups have little contact with each other…
The majority of individuals perceive considerable overlap between their views on upland management and the views of those they know from other groups
Water
Recreation Agriculture
Conservation
Grouse
www.see.leeds.ac.uk/sustainableuplandsustainable Uplands
Learning to manage future change
Exploring relationships• Showed roles of individuals played and identified
more peripheral stakeholders• These groups were targeted for inclusion to
reduce bias, strengthen the legitimacy of the sample group, and include a variety of knowledges relevant to the research process
www.see.leeds.ac.uk/sustainableuplandsustainable Uplands
Learning to manage future change
Summary
www.see.leeds.ac.uk/sustainableuplandsustainable Uplands
Learning to manage future change
Find out more…Reed MS, Graves A, Dandy N, Posthumus H, Hubacek K, Morris J, Prell C, Quinn CH, Stringer LC (2009) Who’s in and why? Stakeholder analysis as a prerequisite for sustainable natural resource management. Journal of Environmental Management 90: 1933–1949
Reed MS (2008) Stakeholder participation for environmental management: a literature review. Biological Conservation 141: 2417–2431