Stakeholder Management in Change Programs - Revision history

S184404: /* Further Reading */

2023-05-08T18:54:48Z

Tkokotas at 12:58, 18 December 2018

2018-12-18T12:58:43Z

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			''Developed by Ioannis Milakas-Tsamouras''


	Organizational longevity depends now, more than ever, on its ability to adapt to the ever changing environment. Change Initiatives, which consist one of the three major Program categories<ref name="APPM">Oehmen, Josef ''Introduction to Program Management (Part 1)'', DTU 42433: Advanced Engineering Project, Program and Portfolio Management,Lecture Slides.</ref>, orchestrate the required adjustments in order for the organization to continue to prosper. One of the main elements that can influence the outcome of a change program, is the stakeholder management during its life cycle. The two major components of stakeholder management are stakeholder analysis and stakeholder engagement. Stakeholder analysis includes the identifying analyzing, mapping and prioritizing of the stakeholders while stakeholder engagement involves the formulation of action plans in order to optimally interact with the most important ones. A variety of tools can be used during the steps of stakeholder management including Grundy’s methodology for influencing stakeholders to support the change program. Despite its importance, stakeholder management faces various limitations including the fact that stakeholder analysis is essentially a snapshot of an evolving environment thus it needs to be constantly updated during the program's life cycle in order to continue to be accurate.		Organizational longevity depends now, more than ever, on its ability to adapt to the ever changing environment. Change Initiatives, which consist one of the three major Program categories<ref name="APPM">Oehmen, Josef ''Introduction to Program Management (Part 1)'', DTU 42433: Advanced Engineering Project, Program and Portfolio Management,Lecture Slides.</ref>, orchestrate the required adjustments in order for the organization to continue to prosper. One of the main elements that can influence the outcome of a change program, is the stakeholder management during its life cycle. The two major components of stakeholder management are stakeholder analysis and stakeholder engagement. Stakeholder analysis includes the identifying analyzing, mapping and prioritizing of the stakeholders while stakeholder engagement involves the formulation of action plans in order to optimally interact with the most important ones. A variety of tools can be used during the steps of stakeholder management including Grundy’s methodology for influencing stakeholders to support the change program. Despite its importance, stakeholder management faces various limitations including the fact that stakeholder analysis is essentially a snapshot of an evolving environment thus it needs to be constantly updated during the program's life cycle in order to continue to be accurate.
	== Importance of stakeholders in change programs ==		== Importance of stakeholders in change programs ==

Z4p2od: /* Analyzing */

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Analyzing

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	===Analyzing===		===Analyzing===
	Once the list of stakeholders has been conducted, the next step involves further analysis of each stakeholder in order to determine their relation to the change program, the links between each other as well as their importance, based on a chosen set of criteria. Multiple criteria have been proposed and being used in practice and their selection depends on the specific case and the background of the people conducting the analysis. Some of the most common criteria are<ref name="CM"></ref>:		Once the list of stakeholders has been conducted, the next step involves further analysis of each stakeholder in order to determine their relation to the change program, the links between each other as well as their importance, based on a chosen set of criteria. Multiple criteria have been proposed and being used in practice and their selection depends on the specific case and the background of the people conducting the analysis. Some of the most common criteria are<ref name="CM"></ref>:
	*Support towards the change program		*Support towards the change program (attitude)
	*Ability to influence the outcome of the change program (power)		*Ability to influence the outcome of the change program (power)
	*Awareness regarding the change program		*Awareness regarding the change program

Z4p2od: /* Importance of stakeholders in change programs */

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Importance of stakeholders in change programs

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	Organizational change initiatives are programs, that aim to provide benefit for the organization by helping it adapt, in order to survive and prosper in the ever-changing environment. Those programs can either be a result of anticipating change in the environment, where the organization acts proactively in order to be prepared or a reactive response to a clear and pressing need<ref name="CM">Hayes, John ''The Theory and practice of change management'', Palgrave Macmillan, 4th edition, 2014.</ref> . The intensity of these programs varies from incremental ones that involve small changes and fine-tuning of existing operations, to complete transformations of the organization. Despite the fact that change programs vary highly between each other they all share the attribute that, to some extent, they alter the status quo of the organization. Thus, organizational change programs can be perceived by groups or individuals as an opportunity to disrupt the existing internal or inter-organizational balance of power. Those individuals that can affect or be affected by the change program are called stakeholders.		Organizational change initiatives are programs, that aim to provide benefit for the organization by helping it adapt, in order to survive and prosper in the ever-changing environment. Those programs can either be a result of anticipating change in the environment, where the organization acts proactively in order to be prepared or a reactive response to a clear and pressing need<ref name="CM">Hayes, John ''The Theory and practice of change management'', Palgrave Macmillan, 4th edition, 2014.</ref> . The intensity of these programs varies from incremental ones that involve small changes and fine-tuning of existing operations, to complete transformations of the organization. Despite the fact that change programs vary highly between each other they all share the attribute that, to some extent, they alter the status quo of the organization. Thus, organizational change programs can be perceived by groups or individuals as an opportunity to disrupt the existing internal or inter-organizational balance of power. Those individuals that can affect or be affected by the change program are called stakeholders.
	Stakeholders can react in various ways during the lifespan of a change program. Some examples include		Stakeholders can react in various ways during the lifespan of a change program. Some examples include:
	*Members of the organization capitalize on the program as way to obtain power.		*Members of the organization capitalize on the program as way to obtain power.
	*Members of the organization resist the change process because it reduces their power.		*Members of the organization resist the change process because it reduces their power.

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	* [[Stakeholder Analysis Process]]		* [[Stakeholder Analysis Process]]
	* [[Stakeholders from a dynamic and network perspective]]		* [[Stakeholders from a dynamic and network perspective]]
			* [[Managing communication through Network mapping]]
			* [[The relevance of management organizational change]]
			* [[The Role of Program Management in an Organisational Change]]


	==Annotated Bibliography==		==Annotated Bibliography==

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	==Limitations==		==Limitations==
	One of the main limitations of stakeholder analysis is that it provides a snapshot of a dynamic field. Relationships between stakeholders as when as their power interest and attitude are subject to change through the life cycle of the change program. As a result stakeholder analysis should be constantly revisited and updated. Moreover, caution should be exercised when results of older stakeholder analysis are deployed during the process of a newer one. Furthermore, the success and objectivity of the analysis depends heavily on the position and background of the persons who conduct it. For example if the analysis is made by external consultants it might be more objective regarding external stakeholders but lack insight on the internal ones. On the contrary an analysis conducted by members of the organization could be really detailed concerning the internal stakeholders but prone to subjectivity due to personal views or emotions. Other limitations of the stakeholder analysis lie on assessing the stakeholders based on the chosen criteria. Firstly, most of the commonly used criteria are qualitative and no quantitative. Thus they can not be measured objectively and can only give a taxonomy based on the relative "results" between the stakeholders. Moreover certain stakeholders could have high power to influence a certain side of the change program and low on others. Finally stakeholders might have hidden agendas, making the assessment of their interest for the program hard.		One of the main limitations of stakeholder analysis is that it provides a snapshot of a dynamic field. Relationships between stakeholders as when as their power interest and attitude are subject to change through the life cycle of the change program. As a result stakeholder analysis should be constantly revisited and updated. Moreover, caution should be exercised when results of older stakeholder analysis are deployed during the process of a newer one. Furthermore, the success and objectivity of the analysis depends heavily on the position and background of the persons who conduct it. For example if the analysis is made by external consultants it might be more objective regarding external stakeholders but lack insight on the internal ones. On the contrary an analysis conducted by members of the organization could be really detailed concerning the internal stakeholders but prone to subjectivity due to personal views or emotions. Other limitations of the stakeholder analysis lie on assessing the stakeholders based on the chosen criteria. Firstly, most of the commonly used criteria are qualitative and no quantitative. Thus they can not be measured objectively and can only give a taxonomy based on the relative "results" between the stakeholders. Moreover certain stakeholders could have high power to influence a certain side of the change program and low on others. Finally stakeholders might have hidden agendas, making the assessment of their interest for the program hard.

			==Further Reading==
			* [[Stakeholder Management]]
			* [[Stakeholder Analysis]]
			* [[Stakeholder Analysis Process]]
			* [[Stakeholders from a dynamic and network perspective]]

	==Annotated Bibliography==		==Annotated Bibliography==

Z4p2od: /* Stakeholder Analysis */

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Stakeholder Analysis

Z4p2od: /* Actions for influencing stakeholders to support the change program */

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Actions for influencing stakeholders to support the change program

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	John Heyes<ref name="CM"></ref> based on a stakeholder analysis process developed by Tony Grundy <ref name="Grundy">Grundy, Tony ''Strategy Implementation Through Project Management'', Thorogood, 2001.</ref> proposed a list of actions that could help the change program obtain the maximum level of support. Grundy mapped the stakeholders on two dimensions based on their power to influence the change program (high, low) and their attitude towards the change (positive, negative). Once the stakeholder analysis based on these criteria is performed, the following actions could take place.		John Heyes<ref name="CM"></ref> based on a stakeholder analysis process developed by Tony Grundy <ref name="Grundy">Grundy, Tony ''Strategy Implementation Through Project Management'', Thorogood, 2001.</ref> proposed a list of actions that could help the change program obtain the maximum level of support. Grundy mapped the stakeholders on two dimensions based on their power to influence the change program (high, low) and their attitude towards the change (positive, negative). Once the stakeholder analysis based on these criteria is performed, the following actions could take place.
	#'''Gaining the support of stakeholders that have negative attitude towards the change but have high power to influence the program'''. This could be managed by involving them more in the change process, bargaining with them or provide them with information that could persuade them about the necessity of the program. It is important for the program manager to try and understand the point of view of those who oppose the change and even giving the skeptics an opportunity to express and discuss their thoughts could lessen their negative attitude and prevent firm opposition due to stubbornness.		#'''Gaining the support of stakeholders that have negative attitude towards the change but have high power to influence the program'''. This could be managed by involving them more in the change process, bargaining with them or provide them with information that could persuade them about the necessity of the program. It is important for the program manager to try and understand the point of view of those who oppose the change and even giving the skeptics an opportunity to express and discuss their thoughts could lessen their negative attitude and prevent firm opposition due to stubbornness.
	#'''Increasing the influence of the supporters'''. In order to achieve this a program manager could try to allocate supporters on positions with high power, or in decision making groups.		#'''Increasing the influence of the supporters'''. In order to achieve this a program manager could try to allocate supporters on positions with high power, or in decision making groups. As a result individuals with a positive attitude towards the change program would be able to materialize their support through actions aided by the power of their organizational position.
	#'''Reducing the influence of powerful stakeholders who oppose the change'''. This can be achieved by preventing individuals from being part of decision making groups regarding the change program or if possible transfer them to another part of an organization. Moreover they can challenge their arguments or openly counter-argue their criticism.		#'''Reducing the influence of powerful stakeholders who oppose the change'''. This can be achieved by preventing individuals from being part of decision making groups regarding the change program or if possible transfer them to another part of an organization. Moreover they can challenge their arguments or openly counter-argue their criticism.
	#'''Forming coalitions of stakeholders who support the change'''. Even though a stakeholder can have small influence as one entity a group of stakeholders working together could have a strong impact. A program manager can influence the formation of such coalitions by successfully communicating the vision of the change program and highlight the mutual benefits that individual stakeholders would achieve by working together towards the implementation of the change.		#'''Forming coalitions of stakeholders who support the change'''. Even though a stakeholder can have small influence as one entity a group of stakeholders working together could have a strong impact. A program manager can influence the formation of such coalitions by successfully communicating the vision of the change program and highlight the mutual benefits that individual stakeholders would achieve by working together towards the implementation of the change.

Z4p2od at 20:49, 26 September 2016

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	Organizational longevity depends now, more than ever, on its ability to adapt to the ever changing environment. Change Initiatives, which consist one of the three major Program categories, orchestrate the required adjustments in order for the organization to continue to prosper. One of the main elements that can influence the outcome of a change program, is the stakeholder management during its life cycle. The two major components of stakeholder management are stakeholder analysis and stakeholder engagement. Stakeholder analysis includes the identifying analyzing, mapping and prioritizing of the stakeholders while stakeholder engagement involves the formulation of action plans in order to optimally interact with the most important ones. A variety of tools can be used during the steps of stakeholder management including Grundy’s methodology for influencing stakeholders to support the change program. Despite its importance, stakeholder management faces various limitations including the fact that stakeholder analysis is essentially a snapshot of an evolving environment thus it needs to be constantly updated during the program's life cycle in order to continue to be accurate.		Organizational longevity depends now, more than ever, on its ability to adapt to the ever changing environment. Change Initiatives, which consist one of the three major Program categories<ref name="APPM">Oehmen, Josef ''Introduction to Program Management (Part 1)'', DTU 42433: Advanced Engineering Project, Program and Portfolio Management,Lecture Slides.</ref>, orchestrate the required adjustments in order for the organization to continue to prosper. One of the main elements that can influence the outcome of a change program, is the stakeholder management during its life cycle. The two major components of stakeholder management are stakeholder analysis and stakeholder engagement. Stakeholder analysis includes the identifying analyzing, mapping and prioritizing of the stakeholders while stakeholder engagement involves the formulation of action plans in order to optimally interact with the most important ones. A variety of tools can be used during the steps of stakeholder management including Grundy’s methodology for influencing stakeholders to support the change program. Despite its importance, stakeholder management faces various limitations including the fact that stakeholder analysis is essentially a snapshot of an evolving environment thus it needs to be constantly updated during the program's life cycle in order to continue to be accurate.
	== Importance of stakeholders in change programs ==		== Importance of stakeholders in change programs ==

Z4p2od: /* Actions for influencing stakeholders to support the change program */

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Actions for influencing stakeholders to support the change program

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	#'''Gaining the support of stakeholders that have negative attitude towards the change but have high power to influence the program'''. This could be managed by involving them more in the change process, bargaining with them or provide them with information that could persuade them about the necessity of the program. It is important for the program manager to try and understand the point of view of those who oppose the change and even giving the skeptics an opportunity to express and discuss their thoughts could lessen their negative attitude and prevent firm opposition due to stubbornness.		#'''Gaining the support of stakeholders that have negative attitude towards the change but have high power to influence the program'''. This could be managed by involving them more in the change process, bargaining with them or provide them with information that could persuade them about the necessity of the program. It is important for the program manager to try and understand the point of view of those who oppose the change and even giving the skeptics an opportunity to express and discuss their thoughts could lessen their negative attitude and prevent firm opposition due to stubbornness.
	#'''Increasing the influence of the supporters'''. In order to achieve this a program manager could try to allocate supporters on positions with high power, or in decision making groups.		#'''Increasing the influence of the supporters'''. In order to achieve this a program manager could try to allocate supporters on positions with high power, or in decision making groups.
	#'''Reducing the influence of powerful stakeholders who oppose the change'''. This can be achieved by preventing individuals from being part of decision making groups regarding the change program or if possible transfer them to another part of an organization. Moreover they can challenge their arguments or openly counter-argue their criticism		#'''Reducing the influence of powerful stakeholders who oppose the change'''. This can be achieved by preventing individuals from being part of decision making groups regarding the change program or if possible transfer them to another part of an organization. Moreover they can challenge their arguments or openly counter-argue their criticism.
	#'''Forming coalitions of stakeholders who support the change'''. Even though a stakeholder can have small influence as one entity a group of stakeholders working together could have a strong impact. A program manager can influence the formation of such coalitions by successfully communicating the vision of the change program and highlight the mutual benefits that individual stakeholders would achieve by working together towards the implementation of the change.		#'''Forming coalitions of stakeholders who support the change'''. Even though a stakeholder can have small influence as one entity a group of stakeholders working together could have a strong impact. A program manager can influence the formation of such coalitions by successfully communicating the vision of the change program and highlight the mutual benefits that individual stakeholders would achieve by working together towards the implementation of the change.
	#'''Breaking apart existing coalitions which oppose the change or preventing their formation.''' This might be achieved by turning key players of the coalition into supporters as discussed on the first action.		#'''Breaking apart existing coalitions which oppose the change or preventing their formation.''' This might be achieved by turning key players of the coalition into supporters as discussed on the first action.

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	* [[The relevance of management organizational change]]		* [[The relevance of management organizational change]]
	* [[The Role of Program Management in an Organisational Change]]		* [[The Role of Program Management in an Organisational Change]]


	==Annotated Bibliography==		==Annotated Bibliography==

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	Stakeholder analysis typically involves the following four steps<ref name="BSR"></ref>:		Stakeholder analysis typically involves the following four steps<ref name="BSR"></ref>:
	#Identifying: Listing the individuals or groups that can be affected by and/or affect the change program.		#'''Identifying''': Listing the individuals or groups that can be affected by and/or affect the change program.
	#Analyzing: Formulating an understanding of the stakeholders, regarding their point of view, ambitions, power etc.		#'''Analyzing''': Formulating an understanding of the stakeholders, regarding their point of view, ambitions, power etc.
	#Mapping: Visualizing the results of the previous step.		#'''Mapping''': Visualizing the results of the previous step.
	#Prioritizing: Ranking the relevance/importance of stakeholders in order to decide with which to engage.		#'''Prioritizing''': Ranking the relevance/importance of stakeholders in order to decide with which to engage.

	===Identifying===		===Identifying===
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	The objective of the first step is to produce a list of the stakeholders relevant to the organizational change program. Various tools and methods can be used on this stage such as:		The objective of the first step is to produce a list of the stakeholders relevant to the organizational change program. Various tools and methods can be used on this stage such as:
	*Brain Storming: Where people are asked to write down any individuals/groups that come to mind as relevant and then the results are gathered and sorted.		*'''Brain Storming''': Where people are asked to write down any individuals/groups that come to mind as relevant and then the results are gathered and sorted.
	*Mind Mapping: A visualization technique used to organize information. A mind map is hierarchical and illustrates the relationships between pieces of the whole. Broad categories can be used as a starting point such as the OGC stakeholder categories <ref name="BIS">UK Office of Government Commerce, Department for Business Innovation and Skills ''Understanding programs and Program Management", 2010 Cited 18.09.2016,https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/31978/10-1256-guidelines-for-programme-management.pdf</ref> (users/beneficiaries, governance, influencers & provider) and be expanded until a list of stakeholders is composed		*'''Mind Mapping''': A visualization technique used to organize information. A mind map is hierarchical and illustrates the relationships between pieces of the whole. Broad categories can be used as a starting point such as the OGC stakeholder categories <ref name="BIS">UK Office of Government Commerce, Department for Business Innovation and Skills ''Understanding programs and Program Management", 2010 Cited 18.09.2016,https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/31978/10-1256-guidelines-for-programme-management.pdf</ref> (users/beneficiaries, governance, influencers & provider) and be expanded until a list of stakeholders is composed
	*Experience from previous projects/program: Utilize a stakeholder analysis that have been conducted during a previous project/ program. However, this should be performed with caution since the dynamics of stakeholders can change over time and also because stakeholders that are relevant considering one project/program are not necessarily relevant regarding another.		*'''Experience from previous projects/program''': Utilize a stakeholder analysis that have been conducted during a previous project/ program. However, this should be performed with caution since the dynamics of stakeholders can change over time and also because stakeholders that are relevant considering one project/program are not necessarily relevant regarding another.
	*~~Organization~~ charts: These can be especially helpful for identifying the internal stakeholders i.e. those entities within the organization		*'''Organizational charts''': These can be especially helpful for identifying the internal stakeholders i.e. those entities within the organization

	===Analyzing===		===Analyzing===