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Stakeholder Mapping

The need for a practical, usable approach to visualizing many different stakeholder communities has led to the development of a range of listing and mapping techniques by academics, consultants and businesses over the years. These approaches trade the richness of data available under the CRM approach for a holistic view of the whole stakeholder community and largely ignore the complex network of relationships considered in CRPR and the other network theories outlined above for a simpler consideration of ‘importance’ in some form. Obviously the ‘importance’ of a stakeholder is directly associated with his or her ability to influence the project through their network of relationships; the difference in the analysis is in the way this is assessed. All of the mapping techniques discussed above use a qualitative perception of a stakeholder’s ‘importance’ rather than a quantitative analysis of the influence networks and relationships surrounding the stakeholder to determine an absolute value for that person’s ‘importance’.

In Sweden, there is a data collected about stakeholders as maps – tabular, graphical or pictorial has been adopted by researchers and consultants from the earliest studies. The key element of an effective mapping process is as far as possible to replace subjectivity with objective measures and to make the assessment process transparent. This transparency will allow the basis of any assessment to be clearly understood by others and will facilitate review and updating as appropriate.


Polls

We would suggest there are three basic approaches used to help visualize, map and understand stakeholders.

The approach with the highest profile in general business is the ‘customer relationship management’ or CRM approach. CRM approach requires substantial data sets to be gathered about a key segment of the business’ stakeholder community (typically customers) followed by the use of data mining techniques allow trends and opportunities to be identified, graphed and communicated. These reports inform management decision making and help the business prosper. CRM approach works effectively in situations where the business is relatively stable and there are a large class of stakeholders interacting with the business in a reasonably common way.

A second approach that cannot be ignored is the extensive body of work focusing on influence networks. This research focuses on the importance of relationships through the study of ‘influence networks’, ‘social networks’, ‘social capital’, viewing projects as ‘temporary knowledge organizations’ (TKOs) and more recently the idea of CRPR (Complex Responsive Processes of Relating)(Weaver 2007). All of these theories emphasize the critical importance of the relationships between different stakeholders both within and around the project team. The strength and effectiveness of the internal relationships enable the project team to function effectively and allows the team (or the project) to interact and influence its surrounding stakeholder community. The difficulty in using these strands of research lies in building the influence/relationship maps; the work is difficult, time consuming and invasive requiring extensive interviews with the stakeholders. Consequently whilst an appreciation of these ideas is critical for effective stakeholder management, the opportunities to undertake a detailed analysis of a particular stakeholder community are very limited and typically only occur as part of an academic research assignment.

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