1. Mary Hickey, MBA, Six Sigma Master Black Belt1
Promote Visibility & Identify
Champions, a SHELLI Event
Staking Hold: identifying your champions
Mary Hickey
Tallaght Hospital
14th
March 2014
2. Mary Hickey, MBA, Six Sigma Master Black Belt2
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
3. Mary Hickey, MBA, Six Sigma Master Black Belt3
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
4. Mary Hickey, MBA, Six Sigma Master Black Belt4
“The best laid schemes of mice and men gang aft agley”
Robert Burns
7. Mary Hickey, MBA, Six Sigma Master Black Belt7
Stakeholder Engagement
Stakeholder 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
9. Mary Hickey, MBA, Six Sigma Master Black Belt9
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
10. Mary Hickey, MBA, Six Sigma Master Black Belt10
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
11. Mary Hickey, MBA, Six Sigma Master Black Belt11
Classify the Data
Possible 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
12. Mary Hickey, MBA, Six Sigma Master Black Belt12
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
engage
4. 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?
13. Mary Hickey, MBA, Six Sigma Master Black Belt13
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
14. Mary Hickey, MBA, Six Sigma Master Black Belt14
Stakeholder Matrix
The interest/power grid is a useful tool as it identifies the appropriate action to
take for each stakeholder/group.
15. Mary Hickey, MBA, Six Sigma Master Black Belt15
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?
17. Mary Hickey, MBA, Six Sigma Master Black Belt17
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
