©J Davison, D A Deeks University of Sunderland 2004 PISO ® Stakeholder Identification and Analysis...

©J Davison, D A Deeks University of Sunderland 2004

PISO® Stakeholder Identification and Analysis

Introducing PISOIntroducing PISO®® Stakeholder Identification and Stakeholder Identification and

AnalysisAnalysis

‘Process Improvement for Strategic Objectives’, PISO®, pisoSIA® and ‘workplace creativity driven by strategy’ are the property of

The University of Sunderland. PISO® trademark design by Abdul Ali and Matthew James

refer pisoSIArefer pisoSIA®® course file section 1 course file section 1

… … workplace creativity, driven by strategyworkplace creativity, driven by strategy PISOPISO®®pisoSIApisoSIA®®

PISOPISO®®

workplace creativity, driven by strategy pisoSIApisoSIA®®

Stakeholder analysis refers to a range of methods for theidentification and description of stakeholders based on theirattributes, interrelationships and interests in a particularconcern or resource (Ramirez 1999)

PISO® Stakeholder Identification and Analysis (pisoSIA®)

pisoSIA® is a method designed to aid in the identification and

analysis of stakeholders to support projects such as … process improvement change management systems development… beginning with an identified ‘problem area’.

pisoSIApisoSIA®®

PISOPISO®®


Stage 0Stage 0

Identification of problem

area

Identify problem area0.1

Once the problem area has been identified …


Like PISO®,pisoSIA® ispresented asa frameworkof stages andsteps.

Stage 2Stage 2

Analysis of stakeholders

Analyse stakeholders in

terms of attributes and influence

Identify likely system changes

Consider effects of system changes upon

stakeholders

Identify potential areas of negotiation prior to

recommending system changes

2.3

2.4

2.1 2.2

analysis

Stage 1Stage 1

Identification of

stakeholders

Identify initial stakeholders

Gain further information about

problem area

Consider boundaries and further identify stakeholders

1.2 1.3

1.1

identification

it uses a specially developed ‘matrix’ to facilitatestakeholder …

refer section 1 refer section 1 p1p1

pisoSIApisoSIA®®

PISOPISO®®



Note: elements adapted from (1)Sharp et al (1999), (2)Mitchell et al (1997).

identification analysis

Stage 1Stakeholder Identification

Stage 2Stakeholder Analysis

Stakeholder groups (1)

Stakeholders(Steps 1.1, 1.3)

Stakeholder attributes (2)

(Step 2.2)

Stakeholder influence (2)

(Step 2.2)

Stakeholder changes(Step 2.3)

Negotiation areas

(Step 2.4)

Power

Legitima

cy Urgency

System engagers

Facilitators

Decision makers

Outside Agencies


ThepisoSIA®

matrix

PISOPISO®®


pisoSIA can be integrated with PISO®…

strengthening steps that involve stakeholder aspects. agreeing ‘current system’ diagrams agreeing/refining strategic objectives developing operational objectives confirming ‘new system’ solutions

engaging with the PISO® framework as follows …

PISOPISO®®

pisoSIApisoSIA®®


PISOPISO®®



pisoSIA®

integratingwith PISO®

Identify general

‘problem area’

Define problem area

boundaries

0.2

0.1

Identify/refine strategic

objectives

1.1

Gather information about current

system

2.1

Prepare physical dfd of current system

Conduct stakeholder

analysis

1.2

Discover how stakeholder groups define strategic

objective(s)

Establish operational objectives

1.4

Define dfd objectives

1.5

Logicalise dfd for strategic

objectives

Analyse and resolve conflicts between strategic

objectives

3.2

Prepare physical dfd of recommended

system

3.3

Logicalise dfd for systems efficiency

3.1

2.3

2.2 1.3

PISOPISO®®

pisoSIApisoSIA®®

pisoSIApisoSIA®

Stage 1Stage 1

Identification of stakeholders

pisoSIApisoSIA®

Stage 2Stage 2

Analysis of

stakeholders

pisoSIApisoSIA®

Stage 0Stage 0

Identification of problem area


PISOPISO®®


System

A notion of an area of data handling operations and those

involved within its scope Composed of human behaviour and information-

related activities A number of processes connected in some way



PISOPISO®®


Stakeholders

“….groups or individuals who can significantly affect or are significantly affected by an organisation’s activities” (R. E. Freeman 1984)

“This definition is broad and identifies almost anyone” (Mitchell et al 1997, Sharp et al 1999)


‘System’ oriented definition:“A stakeholder is someone who has an interest in a system or system

development and who can affect or is affected by that system and/or development” (J Davison 2001)


PISOPISO®®


Stage 0Stage 0


area


First identify theproblem area …


Stage 2Stage 2

Analysis of stakeholders

Analyse stakeholders in

terms of attributes and influence

Identify likely system changes

Consider effects of system changes upon

stakeholders

Identify potential areas of negotiation prior to

recommending system changes

2.3

2.4

2.1 2.2

analysis

Stage 1Stage 1

Identification of

stakeholders



problem area


1.2 1.3

1.1

identification

then use thepisoSIA ‘matrix’ to facilitatestakeholder …


pisoSIApisoSIA®®

PISOPISO®®


The need to identify stakeholders

To know who we are dealing withTo know who is pertinent to a system being improvedTo know who could influence any decision being madeTo ensure no-one is overlooked in discussionsTo ensure the correct information is being retrieved

PISO® Stakeholder Identification and Analysis (pisoSIA)

PISOPISO®®


Stage 0Stage 0

Problem area identification


pisoSIApisoSIA

A problem area can be defined as ‘a stakeholder perspective of a situation as it is, compared with how it is hoped it could be’

The problem area may arise from … well-known aspects that have scope for improvementa need to change working practices as a result of outside intervention



PISOPISO®®



pisoSIApisoSIA

Stage 1Stage 1

Stakeholder identification



problem area


1.2 1.3

1.1


Uses the pisoSIA matrixas follows …

PISOPISO®®


The pisoSIA

matrix –

identification


pisoSIA Stage 1Stakeholder Identification

Stakeholder groups


System engagers

Facilitators

Decision makers

Outside Agencies

Main stakeholders directly affected by project;most impact on, interest in and claims on asystem; those who carry out, are served by or serve a process.

Those responsible for aiding redesign, guiding PISO® method, and interacting with other groups

Government, regulatory bodies, outside consultancies

Management or body who enable change, or how change came about

‘direct’ stakeholders

‘indirect’ stakeholders

‘interface’ stakeholders


PISOPISO®®


Direct stakeholdersInterface stakeholdersIndirect stakeholders

System Boundary

Organisational Boundary

Wider External Boundary

System Engagers

Outside Agencies

Decision Makers

Facilitator(s)

Key:

Stakeholder boundary diagram(© Jean Davison 2002, Adapted from Coakes and Elliman 2001)



PISOPISO®®




System Boundary

Organisational Boundary

Wider External Boundary

System Engagers

Outside Agencies

Decision Makers

Facilitator(s)

Key:

Direct stakeholdersInterface stakeholdersIndirect stakeholders

Stakeholder boundary diagram - variation (showing possibility of decision makers and outside agencies engaging directly with the system)

(© Jean Davison 2002, Adapted from Coakes and Elliman 2001)

PISOPISO®®


The pisoSIA

matrix –

identification


pisoSIA Stage 1Stakeholder Identification

Stakeholder groups


System engagers PatientsGP ReceptionistGPsConsultantsSenior nurseMedical records managerOutpatient receptionistMedical secretaryWaiting list officerNurse co-ordinatorService co-ordinator

Facilitators Project managerCliniciansProject leader (Angela Dixon)

Decision makers General managerOutpatient manager

Outside Agencies GovernmentOutside consultancy

refer section 2 p4refer section 2 p4

refer section 5 append 1 & 2refer section 5 append 1 & 2

PISOPISO®®


Stage 0Stage 0


area



Stage 1Stage 1

Identification of

stakeholders



problem area


1.2 1.3

1.1

pisoSIA …identifyingstakeholders …

refer section 1 refer section 1 p1p1 pisoSIApisoSIA®®

PISOPISO®®


The need to identify stakeholders

To know who we are dealing withTo know who is pertinent to a system being improvedTo know who could influence any decision being madeTo ensure no-one is overlooked in discussionsTo ensure the correct information is being retrieved


PISOPISO®®


Stage 0Stage 0

Problem area identification


pisoSIApisoSIA

A problem area can be defined as ‘a stakeholder perspective of a situation as it is, compared with how it is hoped it could be’

The problem area may arise from … well-known aspects that have scope for improvementa need to change working practices as a result of outside intervention



PISOPISO®®



The need to analyse stakeholders

To assess the impact a stakeholder has on a system / system developmentTo assess the relevance of a stakeholder to a system development

Utilises the application of three attributes Power Legitimacy Urgency

PISOPISO®®


analysis

attributes

influence

The pisoSIA matrix –


refer section 3 p1refer section 3 p1

refer section 5 append 1 refer section 5 append 1 & 2& 2

Stakeholders(steps 1.1, 1.3)

Stakeholder Attributes(step 2.2) Stakeholder

Influence(step 2.2)

Power

Legitimacy

Urgency

PatientsGP ReceptionistGPsConsultantsSenior nurseMedical records managerOutpatient receptionistMedical secretaryWaiting list officerNurse co-ordinatorService co-ordinator

Project managerCliniciansProject leader (Angela Dixon)

General managerOutpatient manager

GovernmentOutside consultancy

PISOPISO®®


Three Stakeholder Attributes …

1. The stakeholder’s power to influence an organisation or project

2. The legitimacy of the stakeholder’s right to be there; relationship with organisation or project

3. The urgency of the stakeholder’s claim on the organisation or project; degree to which delay in receiving attention is unacceptable to stakeholder; or if system requires attention from a stakeholder.

(Based on stakeholder typology of Mitchell et al 1997)



PISOPISO®®



attributes are used …

powerlegitimacy urgency

xx

xxx

xxxxxx x

(from Mitchell et al, 1997)

1 Dormant2 Discretionary3 Demanding4 Dominant5 Dependent6 Dangerous7 Definitive

… to determine seven influence types


PISOPISO®®


analysis

attributes

influence

Stakeholders(steps 1.1, 1.3)

Stakeholder Attributes(step 2.2) Stakeholder

Influence(step 2.2)

Power

Legitimacy

Urgency

PatientsGP ReceptionistGPsConsultantsSenior nurseMedical records managerOutpatient receptionistMedical secretaryWaiting list officerNurse co-ordinatorService co-ordinator

xxxx

xxx

xxxxxxxxxxx

xxxxxxxxxxx

DependentDependentDefinitiveDefinitiveDefinitiveDefinitiveDependentDefinitiveDefinitiveDefinitiveDependent

Project managerCliniciansProject leader (Angela Dixon)

x

x

xxx

xxx

DefinitiveDependentDefinitive

General managerOutpatient manager

xx

xx

xx

DefinitiveDefinitive

GovernmentOutside consultancy

x xx

x DefinitiveDiscretionary

The pisoSIA matrix –


refer section 3 refer section 3 p4p4refer section 5 append 1 & refer section 5 append 1 & 22

PISOPISO®®


Stakeholder changes


refer section 4 refer section 4 p1,2p1,2

Three ways people are affected by system change (Judson 1991)

1. Operational effects (the way work is carried out)2. Psychological effects (the way stakeholders relate to change)3. Social effects (the way changes may affect relationships)

• “People Problems” often cited as a main cause of failure in system change

• Conflict factors• ‘It is a natural reaction to resist change’ (Judson 1991)

PISOPISO®®


… analysis of changes

Stakeholder changes(step 2.3)

Stakeholder Attributes Stakeholders

Power Legit- imacy

Urg- ency

Stakeholder Influence

Patient GP Receptionist GP’s Consultants Senior Nurse Medical Records Mngr Outpatient Rcptnst Medical Secretary Waiting List Officer Nurse Coordinator Service Coordinator

X X X X

X X X

X X X X X X X X X X X


Dependent Dependent Definitive Definitive Definitive Definitive Dependent Definitive Definitive Definitive Dependent

Given power – direct booking Same Same, but power shift Power shift & loss of urgency Removed Removed Removed Removed Removed Removed Removed

Project Manager Clinicians Project Leader (Angela)

X

X

X X X

X X X

Definitive Dependent Definitive

All removed – temporary for project

General Manager Outpatient Manager Government Outside consultancy

X X

X

X X

X

X

X X

X

Definitive Definitive Definitive Discretionary

Urgency will be removed once project is implemented Urgency will be removed once project is implemented Removed

The pisoSIA matrix …



PISOPISO®®


Resistance to change


refer section 4 refer section 4 p2,3p2,3

• Selective Perception – individuals’ interpretations of a situation can differ

• Habit – familiarity is a form of comfort and security• Inconvenience and loss of freedom – any change that is

bothersome or impinge on freedom may incite conflict• Economic Implications – reduction in pay or rewards• Security in the past – confusion or the unfamiliar may result

in retention of familiar ways• Fear of the unknown – may cause anxiety and fear

PISOPISO®®


… analysis of negotiation areas

Negotiation Areas(step 2.4)


The pisoSIA matrix …

Stakeholder Attributes

Stakeholders

Power

Legitimacy

Urgency

Stakeholder Influence

Stakeholder Changes

Patient GP Receptionist GP’s Consultants Senior Nurse Medical Records Manager Outpatient Receptionist Medical Secretary Waiting List Officer Nurse Coordinator Service Coordinator

X X X X

X X X



Dependent Dependent Definitive Definitive Definitive Definitive Dependent Definitive Definitive Definitive Dependent

Given power – direct booking Same Same, but power shift Power shift & loss of urgency Removed Removed Removed Removed Removed Removed Removed

Encourage patients to bring diaries to GP surgery Possible conflict of interest between groups – negotiate protocol Negotiate removal “ “ “ “ “ “

Project Manager Clinicians Project Leader (Angela)

X

X

X X X

X X X

Definitive Dependent Definitive

All removed – temporary for project

General Manager Outpatient Manager Government Outside consultancy

X X

X

X X

X

X

X X

X

Definitive Definitive Definitive Discretionary

Urgency will be removed once project is implemented Urgency will be removed once project is implemented Removed

refer section 4 p3, and refer section 4 p3, and section 5section 5

PISOPISO®®


Further factors



• Close involvement of stakeholders means they are more likely to be committed to change

• Maintain channels of communication• Do not impose a system on stakeholders

The knowledge to change a system resides in every member of that system

(Kelly and Weber 1995)

©J Davison, D A Deeks University of Sunderland 2004 PISO ® Stakeholder Identification and Analysis...

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