Stakeholder Identification and Categorization - Revision history

Ziwei Chen: /* Introduction */

2022-03-28T16:44:18Z

Introduction

← Older revision		Revision as of 16:44, 28 March 2022
Line 77:		Line 77:
	A simple quadrant diagram can be constructed with two axes (degree of influence and interest) depending on the specifics.		A simple quadrant diagram can be constructed with two axes (degree of influence and interest) depending on the specifics.

	[[File:Stakeholder interest influence matrix.png\|thumb\|center\|600px\|~~Present situation,~~ Stakeholder interest influence matrix ''<ref> [https://www.jisc.ac.uk/guides/change-management/stakeholder-engagement ''Stakeholder Engagement.''] Jisc, 30 Jan. 2014, www.jisc.ac.uk/guides/change-management/stakeholder-engagement.</ref>'']]		[[File:Stakeholder interest influence matrix.png\|thumb\|center\|600px\|Stakeholder interest influence matrix ''<ref> [https://www.jisc.ac.uk/guides/change-management/stakeholder-engagement ''Stakeholder Engagement.''] Jisc, 30 Jan. 2014, www.jisc.ac.uk/guides/change-management/stakeholder-engagement.</ref>'']]

	====Application====		====Application====

Ziwei Chen: /* Application */

2022-03-22T19:56:32Z

Application

← Older revision		Revision as of 19:56, 22 March 2022
Line 102:		Line 102:

	==== Application ====		==== Application ====
	This case is a public welfare reading project I~~'ve~~ worked on in Xuzhou, China, which developed a service platform for encouraging users to borrow books and share reading resources. By integrating the reading resources scattered around the city, the product tries to break the traditional barriers of physical book borrowing, so as to achieve the goal of knowledge flow.		This case is a public welfare reading project I have worked on in Xuzhou, China, which developed a service platform for encouraging users to borrow books and share reading resources. By integrating the reading resources scattered around the city, the product tries to break the traditional barriers of physical book borrowing, so as to achieve the goal of knowledge flow.

	The library needed to improve the circulation rate of libraries and the readers needed a more efficient lending platform and wanted to share their own books. After the identification of the need list of key stakeholders, the project team made a system map in order to visualize the final design concept and show the relationship between stakeholders of the project.		The library needed to improve the circulation rate of libraries and the readers needed a more efficient lending platform and wanted to share their own books. After the identification of the need list of key stakeholders, the project team made a system map in order to visualize the final design concept and show the relationship between stakeholders of the project.

Ziwei Chen: /* Limitations */

2022-03-22T19:52:22Z

Limitations

← Older revision		Revision as of 19:52, 22 March 2022
Line 115:		Line 115:
	Involving stakeholders and soliciting their feedback are important, however, they may not always be beneficial since they may change the stakeholder's position, which will reduce the value of the analysis.		Involving stakeholders and soliciting their feedback are important, however, they may not always be beneficial since they may change the stakeholder's position, which will reduce the value of the analysis.
	Due to the large number of stakeholders, each has a different impact on the project, both in terms of size and scope. In addition, stakeholders may engage with the company on an individual basis, as well as engage in dialogue together, which allows for a more flow of information between them and influences each other's views.		Due to the large number of stakeholders, each has a different impact on the project, both in terms of size and scope. In addition, stakeholders may engage with the company on an individual basis, as well as engage in dialogue together, which allows for a more flow of information between them and influences each other's views.
	Feedback of outputs may also be inappropriate if the stakeholders are in a position to inﬂuence or control the outcome of the analysis, where a preliminary assessment is not favorable to them. In addition, the premature use of tools to analyzing stakeholders may lead to the neglect of important issues and the premature<ref>Varvasovszky, Z. [https://~~www~~.~~jisc~~.~~ac.uk~~/~~guides~~/~~change-management~~/~~stakeholder-engagement~~ ''A Stakeholder Analysis''], Health Policy and Planning, vol. 15, no. 3, 1 Sept. 2000, pp. 338–345</ref>.		Feedback of outputs may also be inappropriate if the stakeholders are in a position to inﬂuence or control the outcome of the analysis, where a preliminary assessment is not favorable to them. In addition, the premature use of tools to analyzing stakeholders may lead to the neglect of important issues and the premature<ref>Varvasovszky, Z. [https://academic.oup.com/heapol/issue/15/3 ''A Stakeholder Analysis''], Health Policy and Planning, vol. 15, no. 3, 1 Sept. 2000, pp. 338–345</ref>.
	Rather than test a variety of hypotheses, it is imperative to identify the most important issues and actors. In order to avoid a premature assumption regarding the direction of the analysis in the future, it is necessary to exercise careful judgment.		Rather than test a variety of hypotheses, it is imperative to identify the most important issues and actors. In order to avoid a premature assumption regarding the direction of the analysis in the future, it is necessary to exercise careful judgment.

Ziwei Chen: /* Limitations */

2022-03-22T19:50:33Z

Limitations

← Older revision		Revision as of 19:50, 22 March 2022
Line 115:		Line 115:
	Involving stakeholders and soliciting their feedback are important, however, they may not always be beneficial since they may change the stakeholder's position, which will reduce the value of the analysis.		Involving stakeholders and soliciting their feedback are important, however, they may not always be beneficial since they may change the stakeholder's position, which will reduce the value of the analysis.
	Due to the large number of stakeholders, each has a different impact on the project, both in terms of size and scope. In addition, stakeholders may engage with the company on an individual basis, as well as engage in dialogue together, which allows for a more flow of information between them and influences each other's views.		Due to the large number of stakeholders, each has a different impact on the project, both in terms of size and scope. In addition, stakeholders may engage with the company on an individual basis, as well as engage in dialogue together, which allows for a more flow of information between them and influences each other's views.
	Feedback of outputs may also be inappropriate if the stakeholders are in a position to inﬂuence or control the outcome of the analysis, where a preliminary assessment is not favorable to them. In addition, the premature use of tools to analyzing stakeholders may lead to the neglect of important issues and the premature<ref>Varvasovszky, Z. [https://~~watermark~~.~~silverchair~~.~~com~~/150338.pdf?token=AQECAHi208BE49Ooan9kkhW_Ercy7Dm3ZL_9Cf3qfKAc485ysgAAAsUwggLBBgkqhkiG9w0BBwagggKyMIICrgIBADCCAqcGCSqGSIb3DQEHATAeBglghkgBZQMEAS4wEQQMmuU95dUTC7bbxD7KAgEQgIICeEOhGFY2HaQx0syFIa3CD0GtgIOCf4Sm7JPbqjqgPo8hn9iPu1h_dE9SiFIqkzsuIwdvttwizDFGQAk5HmZaMfEjTmdVAZGsMUv-6MveyeH1HM8hpYec9LBiOnVwrhL_PGwW0VuRI6rRsWdRXKPdMPqCDGwTbI4EJAXZGOoy1_rAhob3zc8c4g9B3Oc1wvlp4C6bkxAhJlFYHA-SE3z6oaPEZJfqvOquIHcvOlAwPDICqVFI0xDv4Q4FNBGnCROxj_xukkbO74O6py5TQutHoOttZQDt_2GcseuO8rvKaQyBDVuxy38XqzYFeHSSRZ5_KnGeRmS552pkyoLlGjJOlbQI0wOAsJgC-MFqWXE5P-IcS8CUIAjRHiDeEIv5sFAi2-Cb_FjNBbrXutO_bs65X9wGtv88I06AgxAB8tZmneyxm-HeJ-j9cInYFC42eQorXcWmiYCloCA8iQjI5Vka08gxOgCQfOs26oTVfKy2M8RmIKdXQyNT-qBkhEIeNcA9anWHnR0YsDE8GXit18m-zF1LOW9fPgtsSGXxCBxEg8yUYlqNfXwQ0ZNpI8vahmImXnoZ7P5kmmxXy26sU8h3UVz2MJ6kXqLhF4mw2Iq0f714mSlAUTS8VlS6n5C-ZN4dChzhkOkkHGj9Y7N8s0ZuJEg9Tllki8okSigGs43HVDyuiiZ33JEEMd1oFHWdy-2Ge6CuOv_uIZXnVLIcbSLJ6NWnaVK8zlJ4VzomlU6wDn17OC9EKG2OHOHnBzJzF3yLRhDpDffy4pUsl-~~GJtBhjbIqLD3KvkW0e05kIk9nU7icSenL1WZ7SF_Qo6qKL54lCCGqsvqmqZ4ua~~ ''A Stakeholder Analysis''], Health Policy and Planning, vol. 15, no. 3, 1 Sept. 2000, pp. 338–345</ref>.		Feedback of outputs may also be inappropriate if the stakeholders are in a position to inﬂuence or control the outcome of the analysis, where a preliminary assessment is not favorable to them. In addition, the premature use of tools to analyzing stakeholders may lead to the neglect of important issues and the premature<ref>Varvasovszky, Z. [https://www.jisc.ac.uk/guides/change-management/stakeholder-engagement ''A Stakeholder Analysis''], Health Policy and Planning, vol. 15, no. 3, 1 Sept. 2000, pp. 338–345</ref>.
	Rather than test a variety of hypotheses, it is imperative to identify the most important issues and actors. In order to avoid a premature assumption regarding the direction of the analysis in the future, it is necessary to exercise careful judgment.		Rather than test a variety of hypotheses, it is imperative to identify the most important issues and actors. In order to avoid a premature assumption regarding the direction of the analysis in the future, it is necessary to exercise careful judgment.

Ziwei Chen: /* Introduction */

2022-03-22T19:46:29Z

Introduction

← Older revision		Revision as of 19:46, 22 March 2022
Line 69:		Line 69:
	===Interest / Influence matrix===		===Interest / Influence matrix===
	====Introduction====		====Introduction====
	Interest/influence matrix is a tool to categorize stakeholder. Interest is the positive or negative concern or interest that stakeholders have with you, your teams and/or your products/services. A stakeholders’ interest is typically classified as high or low. Knowing the interests that your stakeholders have, helps to build a better relationship and to manage them more effectively<ref name="Sch">Schuurman, Robbin. [https://medium.com/the-value-maximizers/creating-a-stakeholder-analysis-how-do-you-do-that-b2b8198ca6c ~~“Creating~~ a Stakeholder Analysis: How Do You Do That?”], Medium, 7 Nov. 2019, medium.com/the-value-maximizers/creating-a-stakeholder-analysis-how-do-you-do-that-b2b8198ca6c.</ref>.		Interest/influence matrix is a tool to categorize stakeholder. Interest is the positive or negative concern or interest that stakeholders have with you, your teams and/or your products/services. A stakeholders’ interest is typically classified as high or low. Knowing the interests that your stakeholders have, helps to build a better relationship and to manage them more effectively<ref name="Sch">Schuurman, Robbin. [https://medium.com/the-value-maximizers/creating-a-stakeholder-analysis-how-do-you-do-that-b2b8198ca6c ''Creating a Stakeholder Analysis: How Do You Do That?''], Medium, 7 Nov. 2019, medium.com/the-value-maximizers/creating-a-stakeholder-analysis-how-do-you-do-that-b2b8198ca6c.</ref>.
	Influence can be distinguished into formal influence and informal influence.		Influence can be distinguished into formal influence and informal influence.
	Formal influence is based on a stakeholders’ formal, hierarchical position, which gives them formal power/influence. Informal influence is the power or influence that a person has without a formal position, but it was obtained through inspiring leadership or knowledge authority.<ref name="Sch"/>		Formal influence is based on a stakeholders’ formal, hierarchical position, which gives them formal power/influence. Informal influence is the power or influence that a person has without a formal position, but it was obtained through inspiring leadership or knowledge authority.<ref name="Sch"/>

Ziwei Chen: /* Introduction */

2022-03-22T19:46:14Z

Introduction

← Older revision		Revision as of 19:46, 22 March 2022
Line 40:		Line 40:
	=== Stakeholder map (circle style) ===		=== Stakeholder map (circle style) ===
	==== Introduction ====		==== Introduction ====
	Stakeholder map is a representation of all the stakeholder involved in a project, aimed at clarifying roles and relationships<ref name="ref7"> Giordano Fanny, Morelli Nicola, De Götzen Amalia, Hunziker Judith.[https://www.servdes.org/wp/wp-content/uploads/2018/07/48.pdf "The stakeholder map: A conversation tool for designing people-led public services"], 2018</ref>.		Stakeholder map is a representation of all the stakeholder involved in a project, aimed at clarifying roles and relationships<ref name="ref7"> Giordano Fanny, Morelli Nicola, De Götzen Amalia, Hunziker Judith.[https://www.servdes.org/wp/wp-content/uploads/2018/07/48.pdf ''The stakeholder map: A conversation tool for designing people-led public services''], 2018</ref>.
	In addition to identifying stakeholders, stakeholder maps are frequently used to estimate or forecast their influence. People from different organizations could use the stakeholder map as a discussion tool during early project meetings to express their points of view and to gain mutual understanding.		In addition to identifying stakeholders, stakeholder maps are frequently used to estimate or forecast their influence. People from different organizations could use the stakeholder map as a discussion tool during early project meetings to express their points of view and to gain mutual understanding.

	==== Application ====		==== Application ====

Ziwei Chen: /* Application */

2022-03-22T19:43:11Z

Application

← Older revision		Revision as of 19:43, 22 March 2022
Line 63:		Line 63:
	3) The project was open to people other than the public institution, and the ambassador was able to moderate communication between the recipients and other migrants as well as locals.		3) The project was open to people other than the public institution, and the ambassador was able to moderate communication between the recipients and other migrants as well as locals.

	[[File:Stakeholder ~~map2~~.png\|thumb\|center\|600px\|Present situation, future vision, and final future vision ''<ref name="ref7"/>'']]		[[File:Stakeholder map22.png\|thumb\|center\|600px\|Present situation, future vision, and final future vision ''<ref name="ref7"/>'']]

	In light of stakeholder maps, the project team concluded that the communication department chief was primarily concerned about public institutions and other government entities. The project manager played a significant role in the participatory process, while the communication chief monitored the project remotely. It is important that public servants stay abreast of developments outside the public sector. They was obviously trying to balance out the worry that insufficient resources and effort would be put into migrant projects compared to other projects. Considering this, it may be possible to extend the use of this method to other groups of social applicants who may be eligible for such assistance. Meanwhile, the public institution wished to lessen its monopolistic position in serving migrants and to establish closer ties with other smaller organizations.		In light of stakeholder maps, the project team concluded that the communication department chief was primarily concerned about public institutions and other government entities. The project manager played a significant role in the participatory process, while the communication chief monitored the project remotely. It is important that public servants stay abreast of developments outside the public sector. They was obviously trying to balance out the worry that insufficient resources and effort would be put into migrant projects compared to other projects. Considering this, it may be possible to extend the use of this method to other groups of social applicants who may be eligible for such assistance. Meanwhile, the public institution wished to lessen its monopolistic position in serving migrants and to establish closer ties with other smaller organizations.

Ziwei Chen at 19:40, 22 March 2022

2022-03-22T19:40:36Z

Show changes

Ziwei Chen: /* Application */

2022-03-22T16:47:52Z

Application

← Older revision		Revision as of 16:47, 22 March 2022
Line 57:		Line 57:
	The details unearthed from these stakeholder maps are		The details unearthed from these stakeholder maps are

	1) The project team tends to mix up who should actually benefit the project with who funded and facilitated it.		1) The project team tends to mix up who should actually benefit the project with who funded and facilitated it.<ref name="ref7"/>

	2) The public employees expressed a desire for more solidarity, exchanges, and equality among themselves.		2) The public employees expressed a desire for more solidarity, exchanges, and equality among themselves.

Ziwei Chen: /* Application */

2022-03-22T16:07:22Z

Application

← Older revision		Revision as of 16:07, 22 March 2022
Line 52:		Line 52:

	[[File:Stakeholder map1.png\|thumb\|center\|300px\|Stakeholder map of a future vision done by the design team before the workshop''<ref name="ref7"/>'']]		[[File:Stakeholder map1.png\|thumb\|center\|300px\|Stakeholder map of a future vision done by the design team before the workshop''<ref name="ref7"/>'']]


	Following this, a decision was made that the head of the communication department would firstly select its position on the stakeholder map. Other stakeholders would do the same, resulting in a current and future stakeholder map. After that, the focus of the map shifted to service recipients, migrants, and local residents instead of public institutions.		Following this, a decision was made that the head of the communication department would firstly select its position on the stakeholder map. Other stakeholders would do the same, resulting in a current and future stakeholder map. After that, the focus of the map shifted to service recipients, migrants, and local residents instead of public institutions.
Line 65:		Line 64:

	[[File:Stakeholder map2.png\|thumb\|center\|600px\|Present situation, future vision, and final future vision ''<ref name="ref7"/>'']]		[[File:Stakeholder map2.png\|thumb\|center\|600px\|Present situation, future vision, and final future vision ''<ref name="ref7"/>'']]


	In light of stakeholder maps, the project team concluded that the head of the Communication department was primarily concerned with the interests of public institutions and other public authorities. The project manager played a key role in the participatory interventions, while the head of communication followed the project from a distance. It is important that public servants are kept up-to-date with what is happening outside of the public sector. They was obviously trying to balance out the worry that too much effort and resources would be put into projects for migrants compared to the other kinds of people it serves. Considering this, this method of shifting perspectives on who to offer the service to could also be extended to other groups of social applicants. Meanwhile, the public institution wished to lessen its monopolistic position in providing services to migrants and to establish more and stronger partnerships with external smaller organizations.		In light of stakeholder maps, the project team concluded that the head of the Communication department was primarily concerned with the interests of public institutions and other public authorities. The project manager played a key role in the participatory interventions, while the head of communication followed the project from a distance. It is important that public servants are kept up-to-date with what is happening outside of the public sector. They was obviously trying to balance out the worry that too much effort and resources would be put into projects for migrants compared to the other kinds of people it serves. Considering this, this method of shifting perspectives on who to offer the service to could also be extended to other groups of social applicants. Meanwhile, the public institution wished to lessen its monopolistic position in providing services to migrants and to establish more and stronger partnerships with external smaller organizations.