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Stakeholder analysis (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.
* Fletcher ''et al.'' defined a process for mapping stakeholder expectations based on value hierarchies and key performance indicators.
* 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."
* Savage ''et al.'' offer a way to classify stakeholders according to potential for threat and potential for cooperation.
* 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.
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", 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"
* 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"
* 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"
* The former Office of Government Commerce's power-impact grid, mapping "the level of impact of the change on takeholderand the importance these stakeholders
Stakeholder 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)
conflict resolution
Conflict resolution is conceptualized as the methods and processes involved in facilitating the peaceful ending of conflict and retribution. Committed group members attempt to resolve group conflicts by actively communicating information abou ...
, business administration
Business administration, also known as business management, is the administration of a commercial enterprise. It includes all aspects of overseeing and supervising the business operations of an organization. From the point of view of management ...
, environmental health sciences decision making, Industrial ecology, and project management) is the process of assessing a system and potential changes to it as they relate to relevant and interested parties ( stakeholders). This information is used to assess how the interests of those stakeholders should be addressed in a project plan, policy
Policy is a deliberate system of guidelines to guide decisions and achieve rational outcomes. A policy is a statement of intent and is implemented as a procedure or protocol. Policies are generally adopted by a governance body within an organ ...
, program, or other action. Stakeholder analysis is a key part of stakeholder management
Stakeholder management is a critical component to the successful delivery of any project, programme or activity. A stakeholder is any individual, group or organization that can affect, be affected by, or perceive itself to be affected by a program ...
. 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.
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.
Stakeholder types
Types of stakeholders include: *''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 groupsStakeholder mapping
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.
* Fletcher ''et al.'' defined a process for mapping stakeholder expectations based on value hierarchies and key performance indicators.
* 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."
* Savage ''et al.'' offer a way to classify stakeholders according to potential for threat and potential for cooperation.
* 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.
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", 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"
* 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"
* 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"
* The former Office of Government Commerce's power-impact grid, mapping "the level of impact of the change on takeholderand the importance these stakeholders ave
''Alta Velocidad Española'' (''AVE'') is a service of high-speed rail in Spain operated by Renfe, the Spanish national railway company, at speeds of up to . As of December 2021, the Spanish high-speed rail network, on part of which the AVE ...
to the success of the change project".
Stakeholder mapping procedure
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. 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. # 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).The power-interest matrix
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: * Power (high, medium, low) * Influence (high or low) * Interest/Need (high, medium, low) * Support/Attitude (positive, neutral, negative)The salience model
The salience model 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.
Stakeholder 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
Stakeholder analysis helps with the identification of: * 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
*Actor analysis
Actor analysis can be seen as an approach to environmental management. Environmental issues are often very complex, because many parties are involved. All parties have their own interests, goals and strategies. Actor analysis provides a structure ...
* Crowdsourcing
* Department of Defense Architecture Framework
* Participation (decision making)
* Public consultation
Public consultation (Commonwealth countries and European Union), public comment (US), or simply consultation, is a regulatory process by which the public's input on matters affecting them is sought. Its main goals are in improving the efficiency, ...
* Responsibility assignment matrix
A responsibility assignment matrix (RAM), also known as RACI matrix () or linear responsibility chart (LRC), describes the participation by various roles in completing tasks or deliverables for a project or business process. RACI is an acronym de ...
*Stakeholder engagement software
Stakeholder management is a critical component to the successful delivery of any project, programme or activity. A stakeholder is any individual, group or organization that can affect, be affected by, or perceive itself to be affected by a program ...
* Stakeholder theory
* Stakeholder management
Stakeholder management is a critical component to the successful delivery of any project, programme or activity. A stakeholder is any individual, group or organization that can affect, be affected by, or perceive itself to be affected by a program ...
References