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Stakeholder analysis

Stakeholder analysis in conflict resolution, business administration, environmental health sciences decision making,[1] industrial ecology, public administration, and project management is the process of assessing a system and potential changes to it as they relate to relevant and interested parties known as stakeholders. This information is used to assess how the interests of those stakeholders should be addressed in a project plan, policy, program, or other action.[2] Stakeholder analysis is a key part of stakeholder management. A stakeholder analysis of an issue consists of weighing and balancing all of the competing demands on a firm by each of those who have a claim on it, in order to arrive at the firm's obligation in a particular case. A stakeholder analysis does not preclude the interests of the stakeholders overriding the interests of the other stakeholders affected, but it ensures that all affected will be considered.[3]

Stakeholder analysis is frequently used during the preparation phase of a project to assess the attitudes of the stakeholders regarding the potential changes. Stakeholder analysis can be done once or on a regular basis to track changes in stakeholder attitudes over time.[citation needed]

Stakeholder types edit

Types of stakeholders include:[4]

  • Primary stakeholders: those ultimately most affected, either positively or negatively by an organization's actions
  • Secondary stakeholders: the "intermediaries," that is, persons or organizations who are indirectly affected by an organization's actions
  • Tertiary stakeholders: those who will be impacted the least

Other types of stakeholders:

  • Key stakeholders: those with significant influence upon or importance within an organization; can also belong to the other groups

Stakeholder mapping edit

 
A Power-Interest matrix showing strategies to use based on the quadrant the stakeholders are categorised in.

The following list identifies some of the best known and most commonly used methods for stakeholder mapping:

  • Cameron et al. defined a process for ranking stakeholders based on needs and the relative importance of stakeholders to others in the network.[5]
  • Fletcher et al. defined a process for mapping stakeholder expectations based on value hierarchies and key performance indicators.[6]
  • Mitchell et al. proposed a classification of stakeholders based on power to influence, the legitimacy of each stakeholder's relationship with the organization, and the urgency of the stakeholder's claim on the organization. The results of this classification may assess the fundamental question of "which groups are stakeholders deserving or requiring manager's attention, and which are not?" This is salience – "the degree to which managers give priority to competing stakeholder claims."[7]
  • Savage et al. offer a way to classify stakeholders according to potential for threat and potential for cooperation.[8]
  • Turner et al. have developed a process of identification, assessment of awareness, support, and influence, leading to strategies for communicating and assessing stakeholder satisfaction, and determining who is aware or ignorant and whether their attitude is supportive or opposing.[9]

Mapping techniques include the following analysis techniques being used by aid agencies, governments, or consultant groups:

  • Lynda Bourne's Stakeholder Circle, "a five-step methodology that provides a flexible approach to understanding and managing the relationships within and around the activity",[10] involves identification, prioritization, visualization, engagement, and monitoring of stakeholder aspects
  • Aubrey Mendelow's power-interest matrix or grid, which considers stakeholder "power and expectations (and therefore their likely interest) ... to determine the potential influence of stakeholder groups"[11]
  • Murray-Webster and Simon's three-dimensional grid mapping power, interest, and attitude, for better "stimulating thought and informing the project or program manager in a truly meaningful way"[12]
  • Imperial College London's influence-interest grid, "plotting stakeholders on a graph in terms of their influence over the project and their interest in the project"[13]
  • The former Office of Government Commerce's power-impact grid, mapping "the level of impact of the change on [stakeholder] and the importance these stakeholders [have] to the success of the change project".[14]

Stakeholder mapping procedure edit

The list of potential stakeholders for any project often exceeds both the time available for analysis and the capability to sensibly map and display the results.[15] The challenge is to focus on the right stakeholders who are currently important and to create a visual representation of this critical sub-set of the total community - the key stakeholders.[15]

  1. Develop a categorised list of the members of the stakeholder community.
  2. Stakeholders can be prioritized in some order.
  3. The highest priority stakeholders are then translated into a visual representation (often a table or a graph).[8][16]

The power-interest matrix edit

The most common presentation style uses a two-dimensional matrix. Power and influence are commonly seen with a third dimension shown by the colour or size of the symbol representing the individual stakeholders, often the attitude.

Some of the commonly used dimensions include:[4][11][12][13][14][16]

  • Power (high, medium, low)
  • Influence (high or low)
  • Interest/Need (high, medium, low)
  • Support/Attitude (positive, neutral, negative)

The salience model edit

The salience model[7] uses three dimensions: legitimacy (A), power (B), and urgency (C). It is represented in a Venn diagram, that has 8 regions each associated to a specific stakeholder type.

 
The Covalence model has eight regions each associated with a stakeholder type

Stakeholder types as described by the salience model:

  1. Discretionary stakeholders: These stakeholders have little urgency or power and are unlikely to exert much pressure. They have legitimate claims. (yellow region)
  2. Dormant stakeholders: These stakeholders have much power but no legitimacy or urgency and therefore are not likely to become heavily involved. (blue region)
  3. Demanding stakeholders: These stakeholders have little power or legitimacy but can make much "noise" because they want things to be addressed immediately. (red region)
  4. Dominant stakeholders: These stakeholders have both formal power and legitimacy, but little urgency. They tend to have certain expectations that must be met. (green region)
  5. Dangerous stakeholders: These stakeholders have power and urgency but are not really pertinent to the project. (purple region)
  6. Dependent stakeholders: These stakeholders have urgent and legitimate stakes in the project but little power. These stakeholders may lean on another stakeholder group to have their voices heard. (orange region)
  7. Definitive stakeholders: These stakeholders have power, legitimacy and urgency and therefore have the highest salience. (white region at the intersection of all other regions)
  8. Non-stakeholders: These stakeholders have no power, legitimacy or urgency. (outside the regions defined by the circles A, B, and C)

Benefits edit

Stakeholder analysis helps with the identification of:[16][17][18]

  • Stakeholders' interests
  • Potential risks and misunderstandings
  • Mechanisms to positively influence other stakeholders
  • Key people to be informed about the project during the execution phase
  • Negative stakeholders as well as their adverse effects on the project

See also edit

References edit

  1. ^ Coble, Yank; Coussens, Christine; Quinn, Kathleen, eds. (2009). "4. Stakeholder Perspectives on Environmental Health Sciences Decision Making". Environmental Health Sciences Decision Making: Risk Management, Evidence, and Ethics – Workshop Summary. Washington, D.C.: The National Academies Press. doi:10.17226/12444. ISBN 978-0-309-12454-6. PMID 21210552.
  2. ^ Ketema, D.M.; Chisholm, N.; Enright, P. (2017). "Chapter 20: Examining the Characteristics of Stakeholders in Lake Tana Sub-basin Resource Use, Management and Governance". In Stave, K.; Goshu, G.; Aynalem, S. (eds.). Social and Ecological System Dynamics. Springer. p. 318. ISBN 9783319457550.
  3. ^ DeGeorge, R.T. (2010). Business Ethics. Pearson Education, Inc. p. 192. ISBN 9780205015108.
  4. ^ a b De Mascia, S. (2016). Project Psychology: Using Psychological Models and Techniques to Create a Successful Project. CRC Press. pp. 73–74. ISBN 9781317075011.
  5. ^ Cameron, B.G.; Seher, T.; Crawley, E.F. (2011). "Goals for space exploration based on stakeholder value network considerations". Acta Astronautica. 68 (11–12): 2088–97. Bibcode:2011AcAau..68.2088C. doi:10.1016/j.actaastro.2010.11.003.
  6. ^ Fletcher, A.; Guthrie, J.; Steane, P.; et al. (2003). "Mapping stakeholder perceptions for a third sector organization". Journal of Intellectual Capital. 4 (4): 505–27. doi:10.1108/14691930310504536.
  7. ^ a b Mitchell, R.K.; Agle, B.R.; Wood, D.J. (1997). "Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of Who and What Really Counts". The Academy of Management Review. 22 (4): 853–86. doi:10.2307/259247. JSTOR 259247.
  8. ^ a b Savage, G.T.; Nix, T.W.; Whitehead, C.J.; Blair, J.D. (1991). "Strategies for Assessing and Managing Organizational Stakeholders". The Executive. 5 (2): 61–75. JSTOR 4165008.
  9. ^ Turner, J.R.; Grude, K.V.; Thurloway, L. (1999). The Project Manager As Change Agent: Leadership, Influence and Negotiation. McGraw-Hill Book Co Ltd. ISBN 9780077077419.
  10. ^ Bourne, L. (2012). Stakeholder Relationship Management: A Maturity Model for Organisational Implementation. Gower Publishing, Ltd. p. PT61. ISBN 9780566091933.
  11. ^ a b Botten, N. (2006). Management Accounting – Business Strategy. CIMA Publishing. pp. 3–4. ISBN 9780750680431. Once the power and expectations (and therefore their likely interest) has been established we can use a power interest matrix to assist the analysis. Mendelow (1991) has proposed such a matrix (Figure 1.4). If the stakeholders are plotted regularly this matrix can be used to determine the potential influence of stakeholder groups.
  12. ^ a b Murray-Webster, R.; Simon, P. (2006). "Making Sense of Stakeholder Mapping" (PDF). PM World Today. 8 (11): 1–4.
  13. ^ a b "Stakeholder management" (PDF). Imperial College London. 21 June 2017. Retrieved 6 July 2018.
  14. ^ a b (PDF). Office of Government Commerce. 2006. Archived from the original (PDF) on 20 June 2008. Retrieved 6 July 2018.
  15. ^ a b Eden, C.; Ackermann, F. (2013). Making Strategy: The Journey of Strategic Management. SAGE. p. 123. ISBN 9781446265192.
  16. ^ a b c Babou, S. (12 March 2008). . The Project Management Hut. PM Hut. Archived from the original on 22 February 2015. Retrieved 6 July 2018.
  17. ^ Kimmich, C.; Janetschek, H.; Meyer-Ohlendorf, L.; et al. (2012). Methods for Stakeholder Analysis. Europaeischer Hochschulverlag GmbH & Co KG. pp. 3–4. ISBN 9783867417808.
  18. ^ Dwyer, J.; Hopwood, N. (2013). Management Strategies and Skills. McGraw-Hill Education Australia. p. 360. ISBN 9781743764930.

stakeholder, analysis, conflict, resolution, business, administration, environmental, health, sciences, decision, making, industrial, ecology, public, administration, project, management, process, assessing, system, potential, changes, they, relate, relevant, . Stakeholder analysis in conflict resolution business administration environmental health sciences decision making 1 industrial ecology public administration and project management is the process of assessing a system and potential changes to it as they relate to relevant and interested parties known as stakeholders This information is used to assess how the interests of those stakeholders should be addressed in a project plan policy program or other action 2 Stakeholder analysis is a key part of stakeholder management A stakeholder analysis of an issue consists of weighing and balancing all of the competing demands on a firm by each of those who have a claim on it in order to arrive at the firm s obligation in a particular case A stakeholder analysis does not preclude the interests of the stakeholders overriding the interests of the other stakeholders affected but it ensures that all affected will be considered 3 Stakeholder analysis is frequently used during the preparation phase of a project to assess the attitudes of the stakeholders regarding the potential changes Stakeholder analysis can be done once or on a regular basis to track changes in stakeholder attitudes over time citation needed Contents 1 Stakeholder types 2 Stakeholder mapping 2 1 Stakeholder mapping procedure 2 2 The power interest matrix 2 3 The salience model 3 Benefits 4 See also 5 ReferencesStakeholder types editTypes of stakeholders include 4 Primary stakeholders those ultimately most affected either positively or negatively by an organization s actions Secondary stakeholders the intermediaries that is persons or organizations who are indirectly affected by an organization s actions Tertiary stakeholders those who will be impacted the leastOther types of stakeholders Key stakeholders those with significant influence upon or importance within an organization can also belong to the other groupsStakeholder mapping edit nbsp A Power Interest matrix showing strategies to use based on the quadrant the stakeholders are categorised in The following list identifies some of the best known and most commonly used methods for stakeholder mapping Cameron et al defined a process for ranking stakeholders based on needs and the relative importance of stakeholders to others in the network 5 Fletcher et al defined a process for mapping stakeholder expectations based on value hierarchies and key performance indicators 6 Mitchell et al proposed a classification of stakeholders based on power to influence the legitimacy of each stakeholder s relationship with the organization and the urgency of the stakeholder s claim on the organization The results of this classification may assess the fundamental question of which groups are stakeholders deserving or requiring manager s attention and which are not This is salience the degree to which managers give priority to competing stakeholder claims 7 Savage et al offer a way to classify stakeholders according to potential for threat and potential for cooperation 8 Turner et al have developed a process of identification assessment of awareness support and influence leading to strategies for communicating and assessing stakeholder satisfaction and determining who is aware or ignorant and whether their attitude is supportive or opposing 9 Mapping techniques include the following analysis techniques being used by aid agencies governments or consultant groups Lynda Bourne s Stakeholder Circle a five step methodology that provides a flexible approach to understanding and managing the relationships within and around the activity 10 involves identification prioritization visualization engagement and monitoring of stakeholder aspects Aubrey Mendelow s power interest matrix or grid which considers stakeholder power and expectations and therefore their likely interest to determine the potential influence of stakeholder groups 11 Murray Webster and Simon s three dimensional grid mapping power interest and attitude for better stimulating thought and informing the project or program manager in a truly meaningful way 12 Imperial College London s influence interest grid plotting stakeholders on a graph in terms of their influence over the project and their interest in the project 13 The former Office of Government Commerce s power impact grid mapping the level of impact of the change on stakeholder and the importance these stakeholders have to the success of the change project 14 Stakeholder mapping procedure edit The list of potential stakeholders for any project often exceeds both the time available for analysis and the capability to sensibly map and display the results 15 The challenge is to focus on the right stakeholders who are currently important and to create a visual representation of this critical sub set of the total community the key stakeholders 15 Develop a categorised list of the members of the stakeholder community Stakeholders can be prioritized in some order The highest priority stakeholders are then translated into a visual representation often a table or a graph 8 16 The power interest matrix edit The most common presentation style uses a two dimensional matrix Power and influence are commonly seen with a third dimension shown by the colour or size of the symbol representing the individual stakeholders often the attitude Some of the commonly used dimensions include 4 11 12 13 14 16 Power high medium low Influence high or low Interest Need high medium low Support Attitude positive neutral negative The salience model edit The salience model 7 uses three dimensions legitimacy A power B and urgency C It is represented in a Venn diagram that has 8 regions each associated to a specific stakeholder type nbsp The Covalence model has eight regions each associated with a stakeholder typeStakeholder types as described by the salience model Discretionary stakeholders These stakeholders have little urgency or power and are unlikely to exert much pressure They have legitimate claims yellow region Dormant stakeholders These stakeholders have much power but no legitimacy or urgency and therefore are not likely to become heavily involved blue region Demanding stakeholders These stakeholders have little power or legitimacy but can make much noise because they want things to be addressed immediately red region Dominant stakeholders These stakeholders have both formal power and legitimacy but little urgency They tend to have certain expectations that must be met green region Dangerous stakeholders These stakeholders have power and urgency but are not really pertinent to the project purple region Dependent stakeholders These stakeholders have urgent and legitimate stakes in the project but little power These stakeholders may lean on another stakeholder group to have their voices heard orange region Definitive stakeholders These stakeholders have power legitimacy and urgency and therefore have the highest salience white region at the intersection of all other regions Non stakeholders These stakeholders have no power legitimacy or urgency outside the regions defined by the circles A B and C Benefits editStakeholder analysis helps with the identification of 16 17 18 Stakeholders interests Potential risks and misunderstandings Mechanisms to positively influence other stakeholders Key people to be informed about the project during the execution phase Negative stakeholders as well as their adverse effects on the projectSee also editActor analysis Crowdsourcing Department of Defense Architecture Framework Participation decision making Public consultation Responsibility assignment matrix Stakeholder engagement software Stakeholder theory Stakeholder managementReferences edit Coble Yank Coussens Christine Quinn Kathleen eds 2009 4 Stakeholder Perspectives on Environmental Health Sciences Decision Making Environmental Health Sciences Decision Making Risk Management Evidence and Ethics Workshop Summary Washington D C The National Academies Press doi 10 17226 12444 ISBN 978 0 309 12454 6 PMID 21210552 Ketema D M Chisholm N Enright P 2017 Chapter 20 Examining the Characteristics of Stakeholders in Lake Tana Sub basin Resource Use Management and Governance In Stave K Goshu G Aynalem S eds Social and Ecological System Dynamics Springer p 318 ISBN 9783319457550 DeGeorge R T 2010 Business Ethics Pearson Education Inc p 192 ISBN 9780205015108 a b De Mascia S 2016 Project Psychology Using Psychological Models and Techniques to Create a Successful Project CRC Press pp 73 74 ISBN 9781317075011 Cameron B G Seher T Crawley E F 2011 Goals for space exploration based on stakeholder value network considerations Acta Astronautica 68 11 12 2088 97 Bibcode 2011AcAau 68 2088C doi 10 1016 j actaastro 2010 11 003 Fletcher A Guthrie J Steane P et al 2003 Mapping stakeholder perceptions for a third sector organization Journal of Intellectual Capital 4 4 505 27 doi 10 1108 14691930310504536 a b Mitchell R K Agle B R Wood D J 1997 Toward a Theory of Stakeholder Identification and Salience Defining the Principle of Who and What Really Counts The Academy of Management Review 22 4 853 86 doi 10 2307 259247 JSTOR 259247 a b Savage G T Nix T W Whitehead C J Blair J D 1991 Strategies for Assessing and Managing Organizational Stakeholders The Executive 5 2 61 75 JSTOR 4165008 Turner J R Grude K V Thurloway L 1999 The Project Manager As Change Agent Leadership Influence and Negotiation McGraw Hill Book Co Ltd ISBN 9780077077419 Bourne L 2012 Stakeholder Relationship Management A Maturity Model for Organisational Implementation Gower Publishing Ltd p PT61 ISBN 9780566091933 a b Botten N 2006 Management Accounting Business Strategy CIMA Publishing pp 3 4 ISBN 9780750680431 Once the power and expectations and therefore their likely interest has been established we can use a power interest matrix to assist the analysis Mendelow 1991 has proposed such a matrix Figure 1 4 If the stakeholders are plotted regularly this matrix can be used to determine the potential influence of stakeholder groups a b Murray Webster R Simon P 2006 Making Sense of Stakeholder Mapping PDF PM World Today 8 11 1 4 a b Stakeholder management PDF Imperial College London 21 June 2017 Retrieved 6 July 2018 a b Stakeholder Management Plan PDF Office of Government Commerce 2006 Archived from the original PDF on 20 June 2008 Retrieved 6 July 2018 a b Eden C Ackermann F 2013 Making Strategy The Journey of Strategic Management SAGE p 123 ISBN 9781446265192 a b c Babou S 12 March 2008 What Is Stakeholder Analysis The Project Management Hut PM Hut Archived from the original on 22 February 2015 Retrieved 6 July 2018 Kimmich C Janetschek H Meyer Ohlendorf L et al 2012 Methods for Stakeholder Analysis Europaeischer Hochschulverlag GmbH amp Co KG pp 3 4 ISBN 9783867417808 Dwyer J Hopwood N 2013 Management Strategies and Skills McGraw Hill Education Australia p 360 ISBN 9781743764930 Retrieved from https en wikipedia org w index php title Stakeholder analysis amp oldid 1176878508, wikipedia, wiki, book, books, library,

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