Mary hickey stakeholder analysis

Mary Hickey, MBA, Six Sigma Master Black Belt

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Promote Visibility & Identify Champions, a SHELLI Event

Staking Hold: identifying your champions

Mary HickeyTallaght Hospital14th March 2014


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Methodology

Collecting and analysing data on stakeholders creates an understanding who will be affected or concerned as well as their level of interest and influence in developing solutions


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Who are Stakeholders?

• A stakeholder is any entity with a declared or conceivable interest or stake in a policy/reform concern

• The range of stakeholders relevant (to consider for analysis) varies according to the complexity of the change area targeted and the type of change proposed

• Can be any form, size and capacity

• Includes individuals, organisations, or unorganised groups


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“The best laid schemes of mice and men gang aft agley”

Robert Burns


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Mind Maps


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Stakeholder EngagementStakeholder analysis is a critical formative step in intervention management because it

• helps identify existing capacity (interests, influence, support, resources etc)

• identifies opposition to change (those who have a vested interest in resisting invention strategies) and

• it focuses partnership development efforts building capacity to effectively deliver effective and sustainable interventions

• Need to clarify the consequences of envisaged changes


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Opening Pandora’s Box


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What is Stakeholder Analysis?

• Stakeholder Analysis (SA) is a methodology used to facilitate reform/change processes by accounting for and often incorporating the needs of those who have a “stake” or an interest in the reforms under consideration

• With information on SAs, their interests, and their capacity to oppose change, change advocates can choose how best to accommodate them, thus assuring policies adopted are politically realistic and sustainable


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Conducting Stakeholder Analysis

• Varies according to the level and complexity of the issue • Can be conducted by an individual or a team. A team can

provide more objective perspective.• Analysers can be insiders – directly involved with the project

or outsiders – outside the intervention. Insiders may hold vested interests or strong opinions familiarity with cultural norms can be a strength

• Usually done behind the scenes, as it involves analysis (sizing up) of key players in order to identify who will act to enable intervention developments and implementation or to identify opponents who will act as barriers to action and change

• Identify the right stakeholders to work with and those to manage out


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Classify the DataPossible data collection methods include:• Face to face interviews using checklists, semi – structured

interviews and structured self administered questionnaires

• Focus groups, group interviews

• Access to addition secondary sources of data such as internal reports or positions as a result of stakeholder consultation

• Providing feedback summaries of

discussion may build trust


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Should consider the following questions……..

1. Who does this problem affect most?2. What section of this problem-affected group is most likely

to be able to change?3. Which ones will be resistant to change or difficult to

engage4. Who is in a position to help bring about change to address

the problem?5. Who has a vested interest in maintaining the status quo

(no change)?6. Who wants to see the problem addressed (what support

for change is there and who are the supporters/change)?7. What government or organisational jurisdictions or

responsibilities are involved or should be involved?


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Stakeholder Matrix

The matrix identifies 4 types of stakeholders:

• Actors/Defenders – have little interest but high power, sometimes seen as "unguided missiles” because they can unintentionally cause considerable damage

• Bystanders/Apathetics – have low interest and low power, hold little influence not really involved

• Players/Promoters – have high interest and high power, are the “mover and shakers” of things to happen

• Subjects/Latents have high interest but low power, depend on the influence and support from key players


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Stakeholder Matrix

The interest/power grid is a useful tool as it identifies the appropriate action to take for each stakeholder/group.


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Key Understandings• What financial or emotional interest do they have in the outcome of your

work?• What motivates them most of all?• What information do they want from you? How do they want to receive

information from you? What is the best way of communicating your message to them?

• What is their current opinion of your work? Is it based on good information?

• Who influences their opinion generally, and who influences their opinion of you? Do some of these influences therefore become important stakeholders in their own right?

• If they are not likely to be positive, what will win them around to support your project/change?

• If you don’t think you will be able to win them around, how will you manage their opposition?

• Who else might be influenced by their concerns? Do these people become stakeholders in their own right?


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Communicating with Stakeholders

• The end product of a stakeholder analysis is a communication plan that forms part of the overall project plan

• Communication effort, mode and frequency depends on the cost and the level of influence of the stakeholder. Some will require simple infrequent updates, others will require regular, detailed and frequent communication

• Information will need to be tailored to effectively communicate with, and sufficiently inform, different stakeholder groups.

• Could include: Formal/informal meetings, newsletters, informal displays, website, public forums, advertisements and postings, liaison committees, individual briefings, tours and demonstrations


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Sample

Mary hickey stakeholder analysis

Documents

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