Consider

Perspectives
09.23.2021
Stakeholder Identification
Stakeholder Analysis
Stakeholder Management
Integration
of Faith,
Values, and
Learning
STAKEHOLDER NOMINATION BACKGROUND RESEARCH THE STAKEHOLDER WHEEL
DURING INTERVIEWS OR THROUGH DOCUMENT
WORKSHOPS ANALYSIS

Stakeholder Identification
Power/Interest or Power/Impact Grid

CATWOE
Stakeholder
Business Activity Modeling
Analysis

RACI
Power/Interest Grid
CATWOE
‘Would you tell me, please, which
way I ought to go from here?’
‘That depends a good deal on where
you want to get to,’ said the Cat.
‘I don’t much care where –’ said Alice.
‘Then it doesn’t matter which way
you go,’ said the Cat.
‘– so long as I get SOMEWHERE,’
Alice added as an explanation.
‘Oh, you’re sure to do that,’ said the
Cat.
- (Alice in Wonderland, Lewis Carroll)

C - young consumers who
require fashionable clothes
at affordable prices;
T - selling inexpensive,
fashionable clothes;
O - the board of the
company;
A - clothes designers,
fashion buyers, sales staff,
store managers;
W - the opinion that there
is a desire from young
consumers for inexpensive,
fashionable clothes, and
the company will be
successful if we satisfy that
demand;
E - the economic situation,
market desire for
inexpensive fashion, and
consumer concern over fair
trade issues.
Example
The technique can be used at various
stages and for many purposes during
a project:
1. as a means of understanding a
stakeholder’s view of a business
system, in order to develop a
conceptual model that may be used
to analyse the gap between current
and desired systems;
2. as a means of analysing the source
of potential or actual conflict between
stakeholders;
3. as a means of considering different
priorities assigned by stakeholders to
options, business needs or
requirements.
 Do: The primary tasks of the organization

Enable: Obtain and replenish resources needed to perform

the primary task.

Business
Activity Plan: Detailed plans to put strategy into effect.

Modeling
Monitor: Assessing performance measures set in the
planning stage.

Control: Monitoring activity fed to the control acts.

Example
of BAM
RASCI Charts
Example of
RASCI Chart
  We can use the power/interest grid, supplemented by the RASCI
chart, to recognize the key stakeholders that we should consider
when undertaking the CATWOE analysis.
Using  The identification of key stakeholders helps to make this work
more manageable and highlights the important conflicts – those
Stakeholder that need to be addressed if the business improvements are to be
Analysis achieved.
 CATWOE, supported by the other stakeholder analysis
Techniques techniques, is used to develop a diagrammatic view – the BAM.
 BAM shows what is going on, whereas a process model explores
how.
 Stakeholder Management Planning

Stakeholder Thomas-Kilman Conflict Mode

Management Instrument

Principled Negotiation
  A stakeholder management plan provides a means of capturing all
the information and setting out the actions to be taken about each
stakeholder. It assesses:
 Name of stakeholder
 Current level of power or influence
Stakeholder  Current level of interest
Management 

Issues and interest
Current attitude
Planning  Desired support
 Desired role
 Desired actions
 Messages to convey
 Actions to communicate
Elements of
Stakeholder
Management Plan
 The stakeholder management plan is
used to summarize all of the important
information about an individual
stakeholder or a group.
Elements of
Stakeholder
Management Plan
 It forms the basis for developing
documents such as a stakeholder
communication plan, where the means
of communicating with the different
stakeholders are defined.
Elements of
Stakeholder
Management Plan
 The stakeholder management plan
helps the project team decide the most
appropriate means of communicating
with the stakeholders, and the timing,
duration and frequency.
Example of a
Stakeholder
Management
Plan
The Thomas-Kilman
Conflict Mode
Instrument
 The Thomas–Kilmann conflict mode
instrument sets out five positions that
may be adopted by people in a conflict
or negotiation situation.
 These five positions represent
alternative preferences individuals
have when dealing with such
situations.
 Avoiding: Unassertive and uncooperative

Accommodating: Unassertive and cooperative.

Elements of Competing: Assertive and uncooperative

the Instrument
Compromising: Moderately assertive and moderately
cooperative.

Collaborating: Assertive and cooperative.

Significance of  Thomas–Kilmann model can be a useful way of
assessing the significance of the issue under discussion
the Thomas- and deciding whether there is more to be gained by
agreeing on a proposed solution or by spending time
Kilman Model finding an outcome agreeable to all.
Principled Negotiation
 The principled negotiation technique was developed by
William Ury and Roger Fisher (Fisher and Ury 1982).
 Principled negotiation attempts to avoid arguments over
position.
 There are four main points that define this approach:
 People
 Interest
 Options
 Criteria
 People: Consider the people and separate them from the
problem.
 Interests: Focus on the stakeholders’ interests and priorities
rather than their positions.
 Options: Consider a variety of options before making any
decisions.
 Criteria: Set criteria upon which the decision will be based.
4 Points that
define the
approach
  Perception: How do people view the situation?
 Emotion: The way that people feel during negotiations can
People often be as relevant as what they say.
 Communication: Effective communication is very important
in negotiations.
By understanding stakeholder’s perception and emotion and communicating
effectively, each interest can be identified.

The focus on the interests rather than the positions held is a vital shift in
emphasis, which can help with the development of positive solutions that
address everyone’s needs.

Significance of
We can begin to consider options to address the situation, once the interests
of the parties have been explored. Principled
Negotiation
The final aspect of this approach is to set objective criteria against which we
can measure each option. An objective evaluation of the options will help to
ensure that the focus is on the problem and on everyone’s interests.

Fisher and Ury (1982) stated that ‘If you have not thought about what you
would do without a negotiated agreement, then you are negotiating with your
eyes closed.’
 The stakeholder management plan provides a formal
framework for documenting information about
stakeholders and deciding the best actions to take.
 The Thomas–Kilmann instrument provides insights into
stakeholders’ conflict and negotiation preferences and the
possible outcomes that might be achieved.
 The Fisher and Ury negotiation approach provides a more
detailed process for conducting effective negotiations with
stakeholders.
Using the
Stakeholder
Management
Techniques