SCARF Augmented Stakeholder Analysis
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Transcript of SCARF Augmented Stakeholder Analysis
AugmentingStakeholder Analysis
with SCARF
Jeff Stankiewicz
www.ProficiencySystems.com
2 © 2014 by Proficiency Systems, Inc.
A method to identify all parties – persons, departments, or organizations – who may have influence upon a project and take the necessary steps to manage their interests and expectations so that the project runs as smoothly as possible
What is Stakeholder Analysis?
An important project management tool toproactively and effectively manage risk, potentially impacting the delivery ofdesired results on time, within budget, that last
3 © 2014 by Proficiency Systems, Inc.
Lack of stakeholder buy-in is one of the most common project failure modes
Proactively analyzing stakeholder buy-in allows issues to be addressed early on, helping to ensure they don’t hinder project success
Why Stakeholder Analysis?
4 © 2014 by Proficiency Systems, Inc.
Stakeholder Analysis Process
Should be conducted early on, and updated throughout the project as understanding of stakeholders' influence and attitude evolves
When to Do Stakeholder Analysis?
Stakeholder Analysis Process
Stakeholder Analysis Process
Stakeholder Analysis Process
Stakeholder Analysis Process
Project Life
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1. Identify stakeholders
2. Assess their attitudes and degree of influence
3. Develop the Plan to address buy-in issues of high-influence stakeholders
4. Execute the plan
5. Monitor for evolving attitudes and influence
Stakeholder Analysis Process
Stakeholder Analysis Process
6 © 2014 by Proficiency Systems, Inc.
Stakeholder Analysis – Assessment Grid
High-InfluenceResisters
Low-InfluenceResisters
Low-InfluenceAdvocates
High-InfluenceAdvocates
Degree of Influence
Att
itude
Tow
ard
Pro
ject
Arik S.
NW Mfg
AndeS.
NigelM.
R&D
Jane D.
JayZ.
JohnM.
PhilF.
Sales
Leverage these stakeholders to help influence buy-in of High-Influence Resistors
Develop a plan to improve the attitude (buy-in) of these stakeholders
7 © 2014 by Proficiency Systems, Inc.
A stakeholder’s attitude toward the project is determined based on a consensus best guess of their emotional position relative to the change
– There is no defined criteria to assess why they may or may not be bought-in; it’s just “yes” or “no”
– Without more defined criteria to consider when assessing degree of buy-in, there is increased risk in a misdiagnosis and unexpected (potentially damaging) stakeholder behavior later in the project
Issues with Traditional Stakeholder Analysis
When High-Influence Resister stakeholders are identified, there is no guidance on how to effectively manage them
8 © 2014 by Proficiency Systems, Inc.
Augment the traditional Stakeholder Analysis tool with the SCARF model
Our Suggestion for Improvement…
Stakeholder Analysis Process
Augment with SCARF
9 © 2014 by Proficiency Systems, Inc.
SCARF is a brain-based model for collaborating with and influencing others
Developed from hundreds of neuroscience studies
Enabled by the advent of functional Magnetic Resonance Imaging (fMRI) in 1992, which made it possible to study the mental processes of subjects by looking at brain activity
What is SCARF?Status
Certainty
Autonomy
Relatedness
Fairness
10 © 2014 by Proficiency Systems, Inc.
The SCARF model was developed by David Rock
What is SCARF? (Cont.)
http://www.your-brain-at-work.com/files/NLJ_SCARFUS.pdf
http://www.youtube.com/watch?v=isiSOeMVJQk&feature=youtu.be
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The “minimize danger and maximize reward” overarching, organizing principle of the brain– If a SCARF element increases, the brain’s
approach response increases
– Likewise, if a SCARF element decreases, avoidance responses are triggered
Foundation of the SCARF Model
Adapted from various lectures, presentations, and papers discussed in the NeuroLeadership Institute’s Certificate in the Foundations of NeuroLeadership course
12 © 2014 by Proficiency Systems, Inc.
Status is about perceived relative importance compared to others
The brain’s reward circuitry is activated when someone feels ‘better than’ another person, leading to a flood of dopamine. A reduction in status appears to trigger the same brain regions that correspond to physical pain
Status
Tips:
When considering a workplace change, seek to understand the, often subtle, factors impacting individual employees’ perceived status
Allow people to give themselves performance feedback, instead of you giving them feedback
Provide opportunities for people to learn and improve – and recognize it when it happens
Adapted from various lectures, presentations, and papers discussed in the NeuroLeadership Institute’s Certificate in the Foundations of NeuroLeadership course
13 © 2014 by Proficiency Systems, Inc.
Certainty helps meet the brain’s need for identifying recognizable patterns, to be used in the prediction of the near future
Any uncertainty triggers an alert to the Orbital Frontal Cortex, diverting attention to the abnormality
Certainty
Tips:
Build and communicate business plans, strategies, and maps
Make more things explicit
Work to provide pockets of certainty in uncertain times
Adapted from various lectures, presentations, and papers discussed in the NeuroLeadership Institute’s Certificate in the Foundations of NeuroLeadership course
14 © 2014 by Proficiency Systems, Inc.
Autonomy is the perception of one having control over their environment
Having perceived control feels rewarding, however a perceived reduction can result in an intense threat response linked to the perceived inability to influence outcomes
Autonomy
Tips:
Don’t micromanage employees
Be aware that working in a team naturally results in a reduction of autonomy. This perceived threat can be counteracted with increases in status, certainty, and relatedness
When necessary, seek out ways to provide “structured” autonomy. For example, instead of stating “this is the solution”, provide two options and ask “which would you prefer”
Adapted from various lectures, presentations, and papers discussed in the NeuroLeadership Institute’s Certificate in the Foundations of NeuroLeadership course
15 © 2014 by Proficiency Systems, Inc.
Relatedness involves the perception of others being ‘in’ or ‘out’ of a social group
People appear to a have a pre-disposition – probably driven by millions of years of tribal living – for forming and seeking to belong to groups, where they achieve a sense of belonging and protection. Correspondingly, ‘outsiders’ were viewed as being a threat
When someone does not feel an adequate amount of relatedness a threat response, in the form of feeling lonely, is generated– Interestingly, countering this loneliness by seeking
relatedness to a new individual often triggers an additional automatic threat response
Relatedness
Adapted from various lectures, presentations, and papers discussed in the NeuroLeadership Institute’s Certificate in the Foundations of NeuroLeadership course
16 © 2014 by Proficiency Systems, Inc.
Relatedness (Cont.)
Tips:
When meeting someone new, offer a handshake, swap names, discuss something in common, etc. to generate some feeling of closeness, triggered by the release of oxytocin
Provide team members opportunities to share personal aspects of themselves
Utilize formal buddy, mentor, and/or coaching programs to help foster safe connections
Adapted from various lectures, presentations, and papers discussed in the NeuroLeadership Institute’s Certificate in the Foundations of NeuroLeadership course
17 © 2014 by Proficiency Systems, Inc.
Fairness, as exhibited by a number of studies on fair exchanges, has been shown to be intrinsically rewarding
Unfair exchanges can generate a strong threat response, sometimes linked to the same brain region involved with triggering the emotion of disgust
Fairness
Tips:
Provide increased transparency
Establish clear expectations and ground rules
Provide a perception of fairness by sharing the burden
Adapted from various lectures, presentations, and papers discussed in the NeuroLeadership Institute’s Certificate in the Foundations of NeuroLeadership course
18 © 2014 by Proficiency Systems, Inc.
2. Assess:
For each influential stakeholder, instead of simply rating his or her level of buy-in, explore how the changes resulting from the project will likely impact the stakeholder’s SCARF dimensions; either positively (approach) or negatively (avoid)
How to Integrate SCARF into the Stakeholder Analysis Process
Stakeholder Analysis Process
19 © 2014 by Proficiency Systems, Inc.
3. Plan: For each High-Influence Resister stakeholder, instead of simply
brainstorming for ways to improve buy-in, use the SCARF model to develop a more scientific based action plan
Develop a plan that maximizes each of the SCARF dimensions (in the positive direction) for the stakeholder
How to Integrate SCARF into the Stakeholder Analysis Process (Cont.)
Stakeholder Analysis Process
20 © 2014 by Proficiency Systems, Inc.
Let’s assume that a team is conducting an analysis on an influential stakeholder
This stakeholder's office will need to be moved as part of a larger improvement. The team comes up with the following:
SCARF Augmented Stakeholder Analysis Example
21 © 2014 by Proficiency Systems, Inc.
For stakeholder with a moderate to high degree of negative SCARF impacts the team should explore ways to eliminate or offset the negatives and to maximize the positives:
SCARF Augmented Stakeholder Analysis Example (Cont.)
[email protected] www.ProficiencySystems.com