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Stakeholder Analysis |
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Assessing who or what really counts. Explanation of Stakeholder Analysis. |
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| Olopade Gboyega - Nigeria | Satisficing all Stakeholders | "I like this article. It shows that no stakeholder is to be left out as all of them should be carefully understood and dealt with appropriately. But this also leave me with a question. Are we trying to "satisfice" all the stakeholders in the organization?" |
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Compare with Stakeholder Analysis: Stakeholder Mapping | Force Field Analysis | Stakeholder Value Perspective | Shareholder Value Perspective | Ashridge Mission Model | Clarkson Principles | Intrinsic Stakeholder Commitment | Strategic Stakeholder Management | PEST Analysis | Crisis Management | Scenario Planning
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| └► Jim Burke (USA) | Avoiding Subjectivity: Assumptions Exercise | "Perceptions are tied closely to assumptions and one way to address that is to gather the key stakeholders for an assumptions exercise. That, then, puts forth the basis for the perceptions. A technique taught me about 10 years ago helps smoke out those assumptions. Picture a graph, with a time line on the bottom/x axis and a metric on the left/y axis. Ask the stakeholders to draw trend lines about how the metric will be measured over the time line. For example, the metric could be profit or it could be customer satisfaction. Have everyone draw their lines on a tablet sheet (which you have prepared beforehand) and then transfer that to a large wall chart. Ensure that the senior stakeholder goes last. In the US, at least, the lines go every which way. The chart looks like a bowl of noodles. You then ask why the line was drawn like it was and out comes the assumptions which can be used to filter the perceptions." |
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| └► Derrick (Ghana) | Reports and Senior Qualified Personnel | "To eliminate or reduce the level of perception or subjectivity of a stakeholder analysis, two key issues comes to the fore; pre-determind outcome before interviewing of stakeholders and lack of ability to capture right information from the respondents. Executives who manage what I call " IN - OUT - IN STRATEGY " Thus what we think should be the same as our stakeholders, build reports to validate that. The right approach should allow the company strategy to be influenced by what stakeholders think and want to have their companies do for them. Secondly, senior and qualified personnel must at all times be used for such key exercise." | |
| └► Martin Buenger (Switzerland) | Avoiding Subjectivity | "The stakeholders analysis is always based on experience and intuition of the management. This is one of the limitations of this instrument. You can ask for reasons for the assessment, but this tends to be circular. An intuitive alternative would be to test it with a constellation." | |
| └► John Jenkins (United Kingdom) | Avoiding Subjectivity With Stakeholders | "In a pure sense this probably not possible, as the information in use will always be 'a matter of opinion'. Where 'stakeholders' are concerned we do not have reliable statistical data or 'hard' facts to use; the data will probably always be of the 'soft' type. If one accepts that as a given, then 'reducing subjectivity' becomes either a process based on aggregating a number of views, opinions or assumptions to identify 'common ground' or similarities OR of collecting a variety of disparate views that can be contrasted and compared to 'map' the scope of the differences. OR both approaches can be blended, depending on the circumstances and the purpose of the work. My experience has been that however you approach this subject 'meaningful dialogue' is an essential prerequisite to any productive work with 'stakeholders'." | |
| └► Claude Balleux (Canada) | Avoid Subjectivity towards Stakeholders | "First, excuse my English. I think that this kind of exercise will never be objective. Because people are not able to answer without thinking about themselves. But if you ask employees (even if they are senior personnel) to do this job, that could raise the risk of subjectivity." |
| └► S K "Bal" Palekar (India) | What happens if the stakeholder analysis is not done? | "What will suffer is execution. Many times what is theoratically best cannot be executed because one of the key stakeholders (say, employees) dont want it to happen and the "power equation" of the management with employees may be such that the plan cannot be enforced (suppose the employees ae underpaid and/or they may easily find jobs outside)." | |
| └► Lucie (Vybiralova) | No stakeholder analysis is like having no map | "Starting a change project without stakeholder analysis is like going to a dark mountain forest without a map and a flashlight. Maybe you will be lucky and not step into mud, fall into rocky canyons and bump into several trees, but maybe you will not have so much luck and you will learn the need of the map by your direct experience.It is up to you. What happens depends on your preparation OR just good luck." |