Steps

Steps in Stakeholder analysis (and making a Participation matrix)

0. Formulate the initial BQ that the ID/OS analysis and planning process should answer. The stakeholder analysis will help you decide whom to involve in this process (not to answer the BQ itself)

0. Define the field of analysis

  • Define the sector
  • Define the geographical area

1. Identify the stakeholders

2. Identify their interests in a table:

  • Note the interests of the different stakeholders: their expectations, benefits, resources offered/withheld
  • Mark conflicting interest (with arrows)
  • Assess benefit (neutral or damage) the stakeholder has if the planned change succeeds (estimating the balance of all interests of each of the stakeholders)

3. Develop a benefit-influence matrix

Make a table with two columns and three rows:

  • Two columns: A=Low influence, B=High influence
  • Three rows: 1=Benefit, 2=Neutral, 3=Damage
  • Categorise the stakeholders in the matrix. This step includes an assessment of influence (whereas the previous step only looked at interests). You assess the influence of the stakeholders over the planned change

4. Draw conclusions

  • Take special initiatives to protect the interests of benefit-low influence groups (A1)
  • Create a good relationship with high benefit-high influence groups (B1)
  • Give low priority (maybe involve in evaluation) to neutral-low influence groups and neutral-high influence groups (A2 and B2)
  • Monitor damage-low influence groups (A3), as they represent a potential risk
  • Carefully monitor and manage low importance-high influence groups (B3), as they represent an immediate risk

5. Develop a stakeholder participation matrix (for the diagnosis process)

  • Columns for each stakeholder
  • Rows for each step of the analysis, planning (and optionally the change implementation) process
  • Fill in the boxes, if you plan any involvement:

I = Inform (gets informed)

A = Consult (gives advise)

P = Partnership (gives approval)

D = Control (takes decision)

[R = Supervision (is responsible over the delegated authority that decides. This is relevant if internal divisions of an organisation are in this matrix]

6. Check the participation:

  • Correct overlap or gaps
  • Correct possible contradictions with existing task and power distribution