Stakeholder analysis is a political assessment (resulting mostly in deciding whose influence to strengthen and whose influence to minimise). It is therefore typically a tool, in which a limited number of change initiators assess (to the best of their ability) the opportunities and threats other stakeholders pose to positively answering the BQ.

See also the topic Stakeholder analysis in the tools & tips section.

Groundwork

Stakeholder analysis can be done after the initiators of the ID/OS process formulate the initial BQ and probably designed the (tentative) ID/OS analysis and planning process. After decisions about participation in the analysis and planning process, the BQ normally should be open to refinement, as otherwise there is a risk of demotivating the wider group of stakeholders you engage.

Follow up

Making a participation matrix (determining whom to involve how at each stage of the ID/OS diagnostic process) is the logical next step, and therefore included in this tool. Concrete structuring of meetings or committees and a budget exercise can follow the participation matrix. If the participation matrix was made as part of the preparatory of stakeholder analysis (rather than as part of operational planning for implementing change), the actual analysis phase can start after completion of the matrix.

Requirements and limitations

A small and intimate group does the assessment of stakeholders, and may therefore be biased. This bias is a factor to be aware of rather than to avoid. It remains the responsibility of the initiator and leader of change to assess and decide on participation in the ID/OS process (a participatory self-selection of stakeholders may confirm the balance of power as it currently prevails in society, rather than as you want it).

Stakeholder analysis is one of the tools that are clearly not blind for power issues. However, in practice influential stakeholders are not easily dissuaded, and disadvantaged groups may not gain power without friction. Moreover the 'in-crowd' carrying out the stakeholder analysis may not judge the interests of the stakeholders correctly, or they may (purposely) conceal their own political agenda.

Be careful that existing rules and regulations are consistent with the planning you make in the participation matrix (in particular if internal task division is determined in the organisation).

Practical references

• Alan Rogers and Peter Taylor, Participation curriculum development in agricultural education. Rome, FAO, 1998.
• Habitat (1989): Community participation in problem solving and decision-making (1), Basic principles, training module, Nairobi
• Thompson, John (1995): Participatory approaches in Government Bureaucracies: Facilitating the process of institutional change; World Development, Vol. 23 No 9
• Brett, E.A. (1996): The participatory principle in development projects: the costs and benefits of co-operation; Public Administration & Development, Vol. 16
• Farrigton, John (1998): Organisational roles in farmer participatory research and extension: lessons from the last decade, ODI, Natural resource, no 27