In this presentation, I will show you how to manage stakeholder engagement is the process of communicating and working with stakeholders to meet their needs/expectations, address issues as they occur, and foster appropriate stakeholder engagement in project activities throughout the project life cycle.
In this presentation, you can find
1. What do we mean by stakeholders?
2. Who are the stakeholders in any project?
3. Methods to identify the Stakeholder
4. Are the stakeholders equally important?
5. Why do you need to classify them?
6. The Salience Model
7. Power-Interest Matrix
8. Influence and Interest stakeholder matrix
9. Power-Interest-attitude Matrix
10. Stakeholder attitude and knowledge map
11. Stakeholder Power-Interest-attitude and knowledge
12. How to deal with different stakeholder
You will find also Bonus Slides about National Culture and management
8. Methods to identify the Stakeholder
• Project/Product Charter
• Contract Documents if any
• Brainstorming Sessions
• Focus Groups
• Individual interviews
• Direct Observation
16. What is Salience model?
Salience model classify stakeholder into three category:
• Power: The authority and influence on the outcomes.
17. What is Salience model?
Salience model classify stakeholder into three category:
• Legitimacy: Their involvement is appropriate (morally, legally etc.).
18. What is Salience model?
Salience model classify stakeholder into three category:
• Urgency: Calls for immediate attention or pressing need.
19. Latent Stakeholders
• Those who possess only one of the 3 attributes - Power, Legitimacy, and
Urgency.
• Latent stakeholders are Dormant, Discretionary, Demanding.
20. Dormant Stakeholders
• Are the stakeholders who only possess power but have no legitimacy or
urgency.
• They do not require active engagement but need to be considered.
21. Discretionary Stakeholders
• Are the stakeholders who legitimate but have no power and their interests are
not urgent.
• They do not require much attention.
22. Demanding Stakeholders
• Are the stakeholders who have urgent demands, but no power or legitimacy.
• They create “noise” and can be irritants, but are not dangerous
23. Expectant Stakeholders
• Those who possess any 2 of the 3 attributes - Power, Legitimacy, and Urgency.
• They require active stakeholder engagement.
• Expectant stakeholders can also be of 3 types - Dominant, Dependent,
Dangerous
24. Dominant Stakeholders
• Are the stakeholders who possess both power and legitimacy, but not urgency.
• They have legitimate stakes and the power to act on those stakes.
25. Dependent Stakeholders
• Are the stakeholders who lack power but have urgent and legitimate.
• They can form an allay with other groups of stakeholders and achieve power.
26. Dangerous Stakeholders
• Are the stakeholders who possess power and urgency but do not possess the
legitimacy to their claims.
• They form a threat
27. Definitive Stakeholders
• Are the stakeholders who possess power and legitimacy and have an urgent need.
• They demand the utmost attention and need to be attended to in a timely
manner.
30. High power, high interest
• We called them Players
• These are your most important stakeholders
• You should keep them happy with your progress.
• You must collaborate and keep them fully engaged.
31. High power, low interest
• They are influencer
• They can offer great insights and ideas for the project
• You should work to keep these people satisfied.
• You could turn them off if you over-communicate with them.
32. Low power, high interest
• They are Context-setters
• They are heads of departments, for example
• They can have a lot of influence over the project
• You want to keep them regularly informed without involving
them into the details
33. Low power, low interest
• They are the crowd
• They require some ongoing communication but don’t overdo it.
39. Stakeholder Analysis – An Added Dimension
• Irritant: Insignificant Active Blocker, Low Power, High Interest, Negative Attitude
• Friend: Insignificant Active Backer, Low Power, High Interest, Positive Attitude
40. Stakeholder Analysis – An Added Dimension
• Time Bomb: Influential Passive Blocker, High Power, Low Interest, Negative Attitude
• Sleeping Giant: Influential Passive Backer, High Power, Low Interest, Positive Attitude
41. Stakeholder Analysis – An Added Dimension
• Saboteur/Terrorist: Influential Active Blocker, High Power, High Interest, Negative Attitude
• Savior: Influential Active Backer, High Power, High Interest, Positive Attitude
42. Stakeholder Analysis – An Added Dimension
• How to deal with a saboteur, timebomb and Irritants
• Focus on purpose: Vision, strategy and the stakeholder's goals
• Focus on process: Tactics and tools
• Focus on people: Create relationships and earn their trust
44. Stakeholder attitude and knowledge map
• Quadrant 1: Stakeholders who are
aware of your project and support
it.
• These are your “champion”
stakeholders.
• They generally don’t require much
attention but should not be taken
for granted.
45. Stakeholder attitude and knowledge map
• Quadrant 2: Stakeholders who are
aware of the project but are
opposed to it.
• These stakeholders may never be
supportive.
• Contingency measures may be
needed to manage the risks these
negative stakeholders may pose.
46. Stakeholder attitude and knowledge map
• Quadrant 3: Stakeholders who
oppose your project even though
they are largely ignorant of what it
entails.
• These stakeholders should be a key
focus because their attitude can
often be changed with the relevant
information.
47. Stakeholder attitude and knowledge map
• Quadrant 4: Stakeholders who
support your project but are largely
ignorant of what it entails.
• These stakeholders need to be
nurtured so they are not lost.
48. Stakeholder attitude and knowledge map
Stakeholders generally fall under 5 levels of support:
• Unaware: They are unaware of the project and its potential
impacts on them.
• Resistant: They are aware of the project but are opposed to it.
• Neutral: They are neither for nor against the project.
• Supportive: They are in favor of the project and want it to
succeed.
• Leading: They are actively engaged in ensuring the project’s
success.
58. Change Your Way of being
Once you treat them as human
• You can listen to them
• You can determine their motivation
• You will not take it personally
• You will keep it cool and be nice
• You can easily be on their side
• You can reach the root cause of the problem and solve it.
60. Dimensions of national culture
• Developed by Dutch social psychologist Geert Hofstede
• It describes the effects of a society's culture on the values of its members, and how
these values relate to behavior.
• It ultimately provides evidence of the extent to which regular citizens, or those
working under another, will follow the whims of an authoritative figure.
61. Six different dimensions to every culture
• Power distance
• Individualism vs. Collectivism
• Masculinity vs. femininity
• Uncertainty avoidance
• Short term vs. long term
• Self-restraint vs indulgence
62. Power distance
• This dimension deals with the fact that all individuals in societies are not equal
• It expresses the attitude of the culture towards these inequalities amongst us.
• Power Distance is defined as the extent to which the less powerful members of
institutions and organizations within a country expect and accept that power is
distributed unequally.
64. Individualism vs. Collectivism
• The fundamental issue addressed by this dimension is the degree of
interdependence a society maintains among its members.
• It has to do with whether people's self-image is defined in terms of “I” or “We”.
• In Individualist societies people are supposed to look after themselves and their
direct family only.
• In Collectivist societies people belong to ‘in groups’ that take care of them in
exchange for loyalty.
66. Masculinity vs. femininity
• A high score (Masculine) on this dimension indicates that the society will be driven
by competition, achievement and success
• With the success being defined by the winner / best in field – a value system that
starts in school and continues throughout organizational life.
• A low score (Feminine) on the dimension means that the dominant values in society
are caring for others and quality of life.
• A Feminine society is one where quality of life is the sign of success and standing out
from the crowd is not admirable.
• The fundamental issue here is what motivates people, wanting to be the best
(Masculine) or liking what you do (Feminine).
67. Uncertainty avoidance
• This has to do with the way that a society deals with the fact that the future can
never be known.
• Should we try to control the future or just let it happen?
• This ambiguity brings with its anxiety and different cultures have learnt to deal with
this anxiety in different ways.
• The extent to which the members of a culture feel threatened by ambiguous or
unknown situations and have created beliefs and institutions that try to avoid these
is reflected in the score on Uncertainty Avoidance.
68. Short term vs. long term
• This dimension describes how every society must maintain some links with its own
past while dealing with the challenges of the present and future
• Societies prioritize these two existential goals differently.
• Normative societies, which score low on this dimension, for example, prefer to
maintain time-honored traditions and norms while viewing societal change with
suspicion.
• Those with a culture which scores high take a more pragmatic approach: they
encourage thrift and efforts in modern education to prepare for the future.
70. Self-restraint vs indulgence
• One challenge that confronts humanity, now and in the past, is the degree to which
small children are socialized.
• Without socialization we do not become “human”.
• This dimension is defined as the extent to which people try to control their desires
and impulses, based on the way they were raised.
• Relatively weak control is called “Indulgence” and relatively strong control is called
“Restraint”.
A stakeholder is either an individual, group or organization who is impacted by the outcome of a project or product.Stakeholders can affect or be affected by the organization's actions, objectives and policies.
To balance their needs
To gain early alignment among all stakeholders on goals and plans
To help address conflicts or issues early on
Classify means to sort into groups by how they are alike and different (Characteristics)
Power-Interest Matrix
Salience
Urgency is based on 2 attributes
Time-sensitivity: When stakeholder’s need is time-sensitive in nature.
Criticality: When the need is important or critical to the stakeholder.
Ex: Employees who were laid off from the job could be a dormant stakeholders. They may file a lawsuit against the company.
When you claim a prize from the shopping mall. You have no power or urgency for the mall to redeem your claims.
An employee asking for frequent raises outside of organization’s established policies is an example of a demanding stakeholder.
Power + Legitimacy = Authority
For example, in case of our large manufacturing plant setup, the local government is a dominant stakeholder in the project. They have the power and legitimacy, but no urgency as such.
For example, if the manufacturing plant is causing displacement of the local farmers in the area, then those farmers are “dependent” stakeholders.
They rely on other “powerful” stakeholders which is the authority to uphold their interests.
Black hat hackers
The investors in a funding round
Remember anyone can move from one category to another over time.
Trip Wire: Supporting function that refuses the company transformation
Acquaintance: Supporting function that endorses the company transformation
Irritant: The development team who refused to be Agile transformed
Friend: The development team who want to be Agile transformed
Time bomb: One of the executive that don’t like the transformation
Sleeping Giant: The Executives that endorse the transformation
Saboteur: The department head who rejects the agile transformation
Savior: The department head who endorses the executive decision in the transformation
Public and Visible – preferably written in a large font and posted in a prominent spaceCollaborative – created by all, not imposed from above, use decider protocolShorter – fewer agreements that are lived up to trump a long list that gets forgottenUpdated Frequently – Taiichi Ohno once said: "If things do not change for one month you are salary thieves."Confront broken agreement – when the agreements are violated, team members call out the violation
Public and Visible – preferably written in a large font and posted in a prominent spaceCollaborative – created by all, not imposed from aboveShorter – fewer agreements that are lived up to trump a long list that gets forgottenUpdated Frequently – Taiichi Ohno once said: "If the Kanban do not change for one month you are salary thieves."Confront broken agreement – when the agreements are violated, team members call out the violation
Once you treat them as human
You can listen to them
You can determine their motivation
You will not take it personally
You will keep it cool and be nice
You can easily be on their side
You can reach the root cause of the problem and solve it.