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The information gathered from stakeholder analysis is used to assess how the interests of those stakeholders should be addressed in a project plan, policy, program, or other action. Stakeholder analysis is a key part of Stakeholder management. This is a term used in conflict resolution, project management, and business administration to describe a process where all the individuals or groups that are likely to be affected by a proposed action are identified and then sorted according to how much they can affect the action and how much the action can affect them.

Stakeholder Mapping Analysis

The following list identifies some of the best known and most commonly used methods for stakeholder mapping:

(Mitchell, Agle et al. 1997) proposed a classification of stakeholders based on power to influence, the legitimacy of each stakeholder’s relationship with the organisation, and the urgency of the stakeholder’s claim on the organization. The results of this classification may assess the fundamental question of “which groups are stakeholders deserving or requiring manager’s attention, and which are not?” This is salience - “the degree to which managers give priority to competing stakeholder claims” (Mitchell, Agle et al., 2007:854)

(Fletcher, Guthrie et al. 2003) defined a process for mapping stakeholder expectations based on value hierarchies and Key Performance Areas (KPA),


(Savage, Nix et al. 1991) offer a way to classify stakeholders according to potential for threat and potential for cooperation.

(Turner, Kristoffer and Thurloway, 2002) have developed a process of identification, assessment of awareness, support, influence leading to strategies for communication and assessing stakeholder satisfaction, and who is aware or ignorant and whether their attitude is supportive or opposing.

Stakeholder Mapping techniques include the following sub-set of results from a Web search of analysis techniques being used by aid agencies, governments or consultant groups:

  1. Influence-interest grid (Imperial College London)
  2. Power-impact grid (Office of Government Commerce UK 2003)
  3. Mendelow's Power-interest grid (Moorhouse Consulting 2007)
    A = High Power & Low Interest
    B = High Power & High Interest
    C = Low Power & Low Interest
    D = Low Power & High Interest
  4. Three-dimensional grouping of power, interest and attitude (Murray-Webster and Simon 2005)
  5. The Stakeholder Circle (Bourne 2007)

The first step in building any stakeholder map is to develop a categorised list of the members of the stakeholder community. Once the list is reasonably complete it is then possible to assign priorities in some way, and then to translate the ‘highest priority’ stakeholders into a table or a picture. The potential list of stakeholders for any project will always exceed both the time available for analysis and the capability of the stakeholder mapping tool to sensibly display the results, the challenge is to focus on the ‘right stakeholders’ who are currently important and to use the tool to visualise this critical sub-set of the total community.

The most common presentation styles use a matrix to represent two dimensions of interest with frequently a third dimension shown by the colour or size of the symbol representing the individual stakeholders.

Some of the commonly used ‘dimensions’ include:

  1. Power (high, medium, low)
  2. Support (positive, neutral, negative)
  3. Influence (high or low)

Vision and Mission Statements

Stakeholder Analysis

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Strategic planning

SWOT and PEST analysis

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