FRANCOISCOMBRINCK@fcombrinck

FromStakeholderstoPartners

Why Stakeholder Management?

The Basics

AKeyConcept

Businessanalysisisthepracticeofenablingchange inanenterprise bydefiningneeds andrecommendingsolutionsthatdelivervaluetostakeholders.

Agrouporindividualwitharelationshiptothechange,theneed,orthesolution.

Stakeholdersareoftendefinedintermsofinterestin,impacton,andinfluenceoverthechange.Stakeholdersaregroupedbasedontheirrelationshiptotheneeds,changes,andsolutions.

Finding Stakeholders

Whoisimpacted?• Determinewhoisimpactedbythechange

Whatistheirinterest?• DeterminetheirInterestintheChange

Whatistheirinfluence?• Definelevelofinfluencethestakeholdershouldhaveoverthechange

Stakeholder Interest

AFrameworkforDefiningStakeholderInterest

Stakeholdersthat“dothework”areclassifiedasResponsible

StakeholdersthatmakethefinaldecisionsareclassifiedasAccountable.

StakeholdersthatareconsultedaboutthecompletenessorcorrectnessofrequirementsorthesuitabilityofasolutionordesignasclassifiedasConsulted.

StakeholdersthatonlyneedtobeinformedoftherequirementsorthedesignareclassifiedasInformed.

AFrameworkforDefiningStakeholderInterestStakeholder Stakeholder Interest

SantaClaus AsatheHead ofChristmasGiftEnterprises,SantaClausisaccountablefortherequirementsdefinedinthisdocumentandassuchisthefinaldecisionmakerwithregardstotherequirementsforthenewToyProductionAutomationSystem.

Mrs.Claus AstheVice PresidentofChristmasGiftEnterprises,Mrs.Clausisconsultedtoensurethattherequirementsrepresentalltheneedsoftoyrecipientsandtoymanufacturersworld-wide.

AlabasterSnowball AsHeadElf, AlabasterSnowballisresponsiblefordocumentingtherequirementsofthenewToyProductionAutomationSystem.

Bushy Evergreen AsElf Representative,BushyEvergreenisconsultedtoensurethatthenewToyAutomationSystemwillmeettherequirementsoftheElves.

AllElves Astoyproducers,allelvesareinformedoftherequirementsofthenewToyProductionAutomationSystem.

Influence and Impact

AFrameworkforDefiningStakeholderImpact

AffectedExternalStakeholders

Enterprise

AffectedOrganisationalUnit

SolutionDelivery ProjectTeamandothersdirectlyinvolvedwithcreating solution.

Endusersandotherstakeholdersdirectlyimpacted bythechange.

Stakeholdersthatinteract withtheusersimpactedbythechange.

Customers,suppliers,regulatorsandotherexternalstakeholdersimpactedbythechange,.

AFrameworkforStakeholderManagementStrategies

Ensure StakeholderRemainsSatisfiedWorkclosely withstakeholdertoensurethattheyareinagreementwithandsupportthe

change.

Monitorstakeholderinterest orinfluencedonotchange.

Keepinformed;stakeholder islikelytobeveryconcernedandfeelanxiousaboutlack

ofcontrol.

ImpactonStakeholder

High

High

Low

Influ

enceof

Stakeh

olde

r

Relationships

WhoInfluences

theInfluencer?

TheAmbitiousStakeholder

Lobbying

StakeholderManagement:ProfessionalEdition

The Next Level

The Art of Listening

BadListening– ANegativeValueChain

ListeningtoRespond

FailingtoUnderstand

FailingtoRealiseValue

BasicListeningSkills

Mimicking

Rephrasingthecontents

ofthestatement

Reflectingthefeelingofwhatwas

said

Rephrasingwhatwassaidand

reflectingthefeelingofthestatement

GoodListeningvs.BadListening

BadListening GoodListeningSpeakingtoo muchornotspeakingatall

Periodicallyaskingquestionstoconfirmourunderstanding

Beingpassiveorcriticalintheconversation

Include interactionsthatbuildthespeaker’sself-esteem

Makingdefensive comments CooperativeConversation

Makingsuggestions Makingsuggestions

GoodListening– APositiveValueChain

ListeningtoUnderstand

UnderstandingStakeholderNeedsandPerceptionof

Value

RealisingValue

Good listeners are like trampolines. They are someone you can bounce ideas off of –and rather than absorbing your ideas and energy, they amplify, energize and clarifyyour thinking. They make you feel better not by passively absorbing, but by activelysupporting. This lets you gain energy and height, just like someone jumping on atrampoline.

JackZenger&JosephFolkman

The Art of Conversation

TenBasicRulesofConversation

Don’tMultitask

Don’tPontificate

UseOpen-EndedQuestions

Gowiththeflow

Ifyoudon’tknow,sayso

Don’tequateyourexperience

Trynottorepeatyourself

Stayoutoftheweeds

Listen

Bebrief

Body Language

TheBoredorDisengagedStakeholderCombatingboredom• Determine why they are bored, then

steer the conversation in ways that address the boredom or disengagement.

Whyweneedtocombatboredom• Boredommeansadisengaged

stakeholder• Disengagedstakeholderwillnot

committotheprocessandmakebaddecisions

ThesignsofBoredom:• Handrestinginpalm• Bodyturnedawayfromsourceof

conversation• Lookingaround• Lookingatwatch,handsetc.• Tappinghandsorclickingpen

TheConfusedStakeholderThesignsofConfusion:• Scratchinghead• Scratchingthebackoftheneck• Frowning

WhyConfusionmustbeaddressed• Sounddecisionmakingisimpossiblewhenthe

decisionmakerisuncertainofordoesnotunderstandthefacts

• Confusionhasthepotentialtoleadtohostility

AddressingConfusion• Determine why they are bored, then steer

the conversation in ways that address theboredom or disengagement.

TheDefensiveStakeholderThesignsofDefensiveness:• FoldingArms• Correctingorplayingwithawristwatchor

otheraccessoriesontheotherarm• Holdingitemsinfrontofthebody(book,bag,

podium)• Holdingamugorglasswithbothhands.

Whythereasonfordefensivenessmustbefoundout• Adefensivestakeholderisoften

withholdingvaluableinformation.• Astakeholder’sdefensivenesscould

revealthatthestakeholderfeelsthreatened.Addressingthestakeholder’ssenseofbeingthreatenediscrucialtosecuringthestakeholder’sbuy-in.

Breakingthroughthedefences• Identify the root cause for the

defensiveness by asking leadingquestions.

• Once the root cause of thedefensiveness is found, identify whetherthe threat is real or perceived.

• Address the real/perceived threataccordingly to allay the fears of theindividual.

ATrustingStakeholder Thesignsthatastakeholdertrustsyou:• Open/vulnerablebodylanguage• Nobarriers(includingfoldedarmsorcrossed

legs)• Openpalms• Relaxed,openface

Whyitisimportanttoknowwhethersomeonetrustsyou• Thetrustofstakeholdersisvitaltoensure

successfuldelivery• Gaugingtheleveloftrustgivesusanidea

ofwhatweneedtodobuildmoretrust.

Negotiation101

Negotiation 101Negotiation 101

SeparatethePeoplefromtheProblem

FocusonInterests,NotPositions

InventOptionsforMutualGain

InsistonUsingObjectiveCriteria

The irrational stakeholder

TheCognitiveBiasesthatmakeusIrrational

AversiontoLoss

Commitment

ValueAttribution

DiagnosisBias

Fairness

Trust and Engagement

PracticesthatBuildTrust

Thevalueofalwayskeepingcommitments

Thevalueofmakingcommitmentsthatwecankeep

Thevalueofunderstandingourstakeholdersanddemonstratingthatunderstanding

Thevalueofshowingincrementalprogress

Thevalueofdeliveringvaluetotherightstakeholders

Thevalueofbeingfrankaboutfailures

WhyUnderstanding,TrustandEngagementisImportant

Understandingourstakeholdersleadstotrust

Trustleadstobetterengagement

Engagedstakeholdersensurethatwedelivervalue

StakeholderManagement:ProfessionalEdition

Questions

Sources

• AGuidetotheBusinessAnalysisBodyofKnowledgeVersion3.0• GiovanniFocarracio– It’sagoodthingbusinessanalystsdon’tperformbrainsurgery(PostonLinkedIn,July2016;Accessedonlinkedin.comon20August2016)

• CelesteHeadlee– 10waystohaveabetterconversation(TEDTalkFebruary2016)• RogerFisher– GettingtoYes:NegotiatingandAgreementwithoutGivingIn• LeslieJohn– NegotiatingwithaLiar(ArticleinHarvardBusinessReview,July2016)• StephenR.Covey– The7HabitsofHighlyEffectivePeople• JackZenger&JosephFolkman– WhatGreatListenersReallyDo(ArticleinHarvardBusinessReview,July2016;Accessedonhbr.orgon9August2016)

• OriBrafman&RomBrafman– Sway:TheIrresistiblePullofIrrationalBehaviour