How to do Stakeholder Analysis

www.see.leeds.ac.uk/sustainableuplandsustainable Uplands

Learning to manage future changewww.see.leeds.ac.uk/sustainableuplands

Stakeholder Analysis

ustainable UplandsLearning to manage future change

Mark Reed


Learning to manage future change

Why stakeholder analysis?• We all have interests• We have a stake in the

things that interest us e.g. what happens to a landscape you walk in

• By holding an interest, we hold a stake: we are stakeholders



Why stakeholder analysis?• But without power…• We can never drive our

points/stakes home and we will never influence the decisions that affect us



• To affect change, we need interest and power



Answers key questions relevant to all spatial planning:• Who are the interested parties? Who has the power to

influence what happens? How do these parties interact? How could they work more effectively together?



What is stakeholder analysis?“A process that: i) defines aspects of a social and natural

phenomenon affected by a decision or action ii) identifies individuals, groups and organisations

who are affected by or can affect those parts of the phenomenon

iii) prioritises these individuals and groups for involvement in the decision-making process”

Reed et al. (2009)



Development of SA• Business management roots

– Stakeholders affect business– SA to mobilise, neutralise or defeat stakeholders, to

meet strategic objectives• Development studies and natural resource

management– Projects that didn’t understand stakeholders were

often hijacked or failed– Empowering marginal stakeholders to influence

decision-making processes transparently



Development of SA• Major contributions from development studies

and natural resource management:– Recognises that stakeholders and the issues that

interest them change over time– Advocates ongoing and evolving involvement of

stakeholders to meet needs and priorities– Capturing diversity of potentially conflicting views



Typology• Three types of methods for stakeholder analysis

Methods for:i) Identifying stakeholders ii) Differentiating between and categorising

stakeholdersiii)Investigating relationships between stakeholders



Focus Groups

Semi-structured interviews

Snowball sampling

Interest-influence matrices

Radical transactive-

ness

Stakeholder-led stakeholder

categorisation

Q methodology

Social Network Analysis

Knowledge Mapping

Identifying stakeholders Differentiating between and categorising stakeholders

Investigating relationships between stakeholders

Analytical categorisation

(top-down)

Reconstructive categorisation (bottom-up)

Normative Instrumental

Methods

Typology

Rationale



Interest/Influence MatricesHigh

Low

Influence

Context setters - highly influential, but have little interest. Try and work closely as they could have a significant impact

Key players – must work closely with these to affect change

Crowd – little interest or influence so may not be worth prioritising, but be aware their interest or influence may change with time

Subjects – may be affected but lack power. Can become influential by forming alliances with others. Often includes marginalised groups you may wish to empower

Level of Interest High



More complex matrices• Identify and evaluate stakeholders in turn:

– What is the nature of their stake?– Level of interest – H/M/L & explanatory text if needed– Level of influence – as above– The most effective ways to gain their active

involvement– Anything else we should know? Conflicts, likely issues

etc.• If many stakeholders, categorise in relation to

the nature of their stake & select representatives



CategorisingStakeholder categories from Sustainable Uplands project:• Water companies• Recreational groups• Agriculture• Conservationists• Grouse moor interests (owners/managers and

gamekeepers)• Tourism-related enterprises• Foresters• Statutory bodies



Name/ Organisation/ Group

Nature of stake

Interest H/M/L (comm-ents?)

Influence H/M/L (comm-ents?)

What would incentivise their involvement?

Things we should know (issues, conflicts etc)

Appropriate people (contact details)

StakeholderGroup/organisation/individual

Area ofconcernRepresented

SectorRepresented

PerceivedInterest inissue

Perceived Influence onissue

Commentsarising duringdiscussion

...adapt to your own needs



Exploring relationships• Social Network Analysis with 80-strong Moors

for the Future Partnership• Communication ties between individuals and

groups



Despite apparently polarised views on burning, upland stakeholders in the Peak District are highly connected…

And despite the fact that certain groups have little contact with each other…

The majority of individuals perceive considerable overlap between their views on upland management and the views of those they know from other groups

Water

Recreation Agriculture

Conservation

Grouse



Exploring relationships• Showed roles of individuals played and identified

more peripheral stakeholders• These groups were targeted for inclusion to

reduce bias, strengthen the legitimacy of the sample group, and include a variety of knowledges relevant to the research process



Summary



Find out more…Reed MS, Graves A, Dandy N, Posthumus H, Hubacek K, Morris J, Prell C, Quinn CH, Stringer LC (2009) Who’s in and why? Stakeholder analysis as a prerequisite for sustainable natural resource management. Journal of Environmental Management 90: 1933–1949

Reed MS (2008) Stakeholder participation for environmental management: a literature review. Biological Conservation 141: 2417–2431

How to do Stakeholder Analysis

Education

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