stakeholders identification, analysis and management
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Stakeholders
Identification, Analysis and Management
Stakeholder Management
•All individuals or groups of individuals (internal or external)
who will be affected by the change
•They have a stake in your success or failure, or can
hinder or help you reach your vision
Who are stakeholders? Who are critical stakeholders?
•Those stakeholders who have the ability to
impact or influence the change
What is stakeholder management?
•A formal, systematic approach to identifying and managing key stakeholders in order to build
support and commitment to the change
The Value of Stakeholder Management
•Minimizes the risk of stakeholder concerns conflicting with project goals and
developing into potential barriers
•Proactively addresses key stakeholder issues with the aim of generating
support for the change
•Surfaces and legitimizes feelings of resistance and allows action planning
•Actively involves stakeholders
•Provides input to the communications process
The Stakeholder Management Process
Execute stakeholder
management plans
Identify critical
stakeholders
Understand critical
stakeholder issues
Plan stakeholder
management activities
Define key
messages
Iterative process throughout implementation
•Identify critical stakeholders
(internal and external) •Determine where interests lie
•Collect and analyze information on
position and issues
•Assess data, segment stakeholders,
define expectations and issues
•Identify resistance in terms of causes,
severity
•Map positions and look for
clustering, extremes
•Plan actions to leverage
influencers, mitigate barriers
•Identify new behaviors
•Escalate potential risks
•Define messages key to project
and stream milestone activities
•Plan communication schedule with
Communications Team
•Target leadership actions with key
project activities
•Monitor critical stakeholders
•Prepare feedback mechanisms
•Revisit stakeholder positions
•Review and update Stakeholder
Management Plan
Analyze Plan Execute
Time
Deg
ree
of
En
rollm
ent
1
Awareness
1
Awareness
2
Understanding
2
Understanding
3
Support
& Buy-In
3
Support
& Buy-InTo achieve desired results, the majority of stakeholders should
be in the Commitment & Action or Advocacy & Ownership
stage
4
Commitment
& Action
4
Commitment
& Action
5
Advocacy
& Ownership
5
Advocacy
& Ownership
Stakeholder Enrollment
There is a progression to stakeholder enrollment
Each stage of the Stakeholder Enrollment process requires
different communication objectives and channels
Deg
ree
of
En
rollm
ent
1
Awareness
1
Awareness
2
Understanding
2
Understanding
3
Support
& Buy-In
3
Support
& Buy-In
4
Commitment
& Action
4
Commitment
& Action
5
Advocacy
& Ownership
5
Advocacy
& Ownership
Awareness that the change is coming Provide information, create awareness Employees know the name of the change and
who is leading it
Printed publications, newsletters, informational
meetings, emails
Comprehension of nature, reasons and intent of
the change
Broaden awareness and raise level of
understanding
Knows change imperative, case for change,
content & phases of change, milestones &
deliverables
One-to-one communication, department / staff
meetings
Positive personal perception and disposition
toward the change
Enroll individuals, gain support and personal
buy-in
Can explain the change; allocates time for
learning, meeting, work-shop; mobilizes peers
Focused discussions, workshops, interviews,
phone calls, letters from leaders; presentation
Invest resources and personal time, lead
others
Attain full commitment and encourage action Acts as business / communication advisor;
supports change
Participation in teams, focus groups, reviews
Full ownership of the successful implementation
and adoption of
the change
Feel, behave and act self-directed as change
agent
Actively supports change by living new
processes; supports capability transfer
Round table, project presentations and
discussion on project results
Definition Objectives of CommunicationProof of Successful
Communication
Sample Communication
Channels
Stakeholder Management
Step 1Evaluate Stakeholder Readiness to Change
Step 2State the Desire
Outcomes
Step 3Diagnose the Sources of
Resistance
Step 4Evaluate The
Effectiveness of the Actions
• Does the individual feel that the vision for change is the right one?
• What action should you take to clarify or adjust the vision?
• How will the changes affect each person’s responsibility or role? (Include yourself.)
• Do those who follow your leadership know you are committed to the change
• Are employees committed to change?
• How well does the organization, at all levels, adapt to change?
• What do you expect as a result of this change?
• What will it take to make the changes happen?
• What are the risks/barriers?
• What can be done to address the risk and barriers?
• What will happen to each individual if he/she does not change? (Include yourself.)
• Inadequate communication related to the change
• Lack of involvement in the change process
• Diminished rewards• Inability to identify with
the organization’s values
• Inappropriate timing of change
• Low level of trust• High-pressure work
environment
• Do stakeholders understand the vision?
• Do employees understand the vision for their workgroup?
• What additional information do employees need about the vision?
• Are employees aware of the risks of not changing?
• Are employees clear about their role in implementing the vision?
• Are employees aware of your commitment to the change?
Compliance vs. Commitment Framework
Compliance Commitment
"I will put myself at stake for this change"
"I want to do it this new way"
Compliance
"I have to do it this new way"
Reaction
"I will react to this change -if I must"
Testing
"I must absorb this change
Negative perception
"I feel threatened by this change"
Positive perception
"I see the opportunity in this change"
Engagement
"I see the implications for me / us"
Understanding
"I know why and
what will change
Awareness
"I am being told
about something"
Testing
Action
"I will act to achieve this change"
Commitment
Stakeholders:
Leadership
Business Process Owners
Employees
Compliance vs Commitment Framework
We must build a deep understanding of where stakeholders are today and where they need to be tomorrow.
Step 1: Identify critical stakeholders and critical stakeholder groups
Step 2: Create your stakeholder map using the guidelines
Determine their level of support
Assess the overall impact of the change
Step 3: Map the stakeholders location on the chart provided in the next slide
Stakeholder Identification – Who are your Key Stakeholders?
= High
= Medium
= Low
= Necessary
= Desirable
= Not Needed
Power and Influence Commitment Need
= Leverage
= Monitor
Stakeholder Management Approach
= Priority 1
= Priority 2
= Priority 3
= Priority 4
High
Medium
Low
Strongly
Opposed
Neutral Enthusiast
Very High
Opposed Supporter
Name 1
Name 4
Name 3
Name 2
Name 5
Imp
act
of
Ch
ang
e
Level of Support
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