Question

Choose an organization with which you're familiar or one you would like to know more about. Create a table identifying potential stakeholders of this organization. Then indicate what particular interests or concerns these stakeholders might have.

Answer 1

Let's take an example of any business organisation.

This step in the process includes taking thorough and sometimes lengthy answers from the interviews and organizing them in a more descriptive and systematized manner. In doing so, the working group will finally establish explicit distinctions between the various stakeholders and communicate this information in a coherent way to the policymakers who will use it. The interview answers will first be translated into the stakeholder table to perform these distinctions and evaluations. The correct transfer of interview responses to the table involves that all the resources produced to be used by the working group: the completed interview guides for each stakeholder, the reference map, the definitions and the stakeholder table. It is helpful to have certain working group members who served as interviewers participating in this process because they can usually remember the context in which comments of other stakeholders were made. However, group members should evaluate the exact answers written in the questionnaire of each stakeholder and should not depend on their memory. The working group will provide, with each definition, an clarification on how to fill in the stakeholder table for each word during the process of adapting the method. These instructions are included in the definitions but the process of translating the more complex elements, such as position and control.

Since a stakeholder's main source of power is its resources and ability to use them, the power index is extracted from the study of the two resource columns in the stakeholder table. For each stakeholder to fill in the "strength" column, therefore, the working group must first identify the resource columns according to the concept for each stakeholder. The category of resources is divided into two parts: the number of resources a stakeholder has within their organization or region, and the capacity to mobilize those resources. The information needs to be reviewed until the stakeholder table is complete. Such a review would concentrate on comparing information and drawing conclusions about the relative significance, expertise, desires, roles and possible allies of the stakeholders with respect to the policy in question. The working group will be able to infer from the details in the stakeholder table the following:

Who are the most relevant stakeholders?

What is the policy awareness of the stakeholders?

What are the views of the stakeholders on the relevant policy?

What do stakeholders see as future policy advantages or disadvantages?

What stakeholders could form partnerships?

How to identify potential stakeholders of the organisation:

A stakeholder is a person, group of people or organization that can positively or negatively influence or be influenced by your project. You need to identify them first before you can involve the project stakeholders. Then you classify them to bring them into classes that are acceptable. This will then help you build the best approach during the project to connect with those classes.

The benefits of recognizing and thoroughly assessing the correct stakeholders are:

You can enhance the project's efficiency because stakeholders will provide you with critical information to ensure that you don't miss something important.
Through having stakeholders supporters rather than barriers to gaining consent you will prevent delays.
Supporters may give you additional support for the project.

Failure to identify and involve the right stakeholders may potentially result in the project running over budget, meeting substantial deadlines, wasting the time and resources of the people delivering the project and, finally, marking a failure and shelving the project.

Identify Potential stakeholders of the Organisation.

Mind mapping gives you a way to create and handle the knowledge you need to define and evaluate stakeholders visually.

Step 1: Worm the partners with a brainstorm.
Open a new map for each stakeholder name, and simply click and hit return. It's a fast way to grab names and keep up to the flow of ideas.

Step 2: Assign your categories

Select the name on the diagram, then pick that person's correct category. You can consider pre-installed the groups High Power / High Interest, High Power / Low Interest, Low Power / Low Interest. They can also create their own categories.
Step 3: Filter the categories

Pick the category by which you want to filter your map using the Fast Filter button in the Research Ribbon.

Interests or Concerns of stakeholders:

Interest from stakeholders can vary. The interests of some stakeholders may be better served by carrying forward the initiative, while others may be served by halting or reducing it. There may be competing concerns even within the same group's stakeholders. Any of the many ways interest from stakeholders will manifest themselves:

Potential beneficiaries may vigorously endorse an initiative, see it as an opportunity or a road to a better life ... or they may be ambivalent or resentful about it. They may be humiliated by the initiative or interference (e.g., adult literacy), or may seem burdensome. We might not understand it, or they may not see the benefit it would bring. They may be scared to try something different, assuming they're going to fail, or end up getting worse off than they are. They may be wary of any individuals or organisations involved in such an endeavour and believe they are being looked down upon.

Some stakeholders may have financial or economic concerns. Often such fears are simply selfish or greedy – as in the case of a company with billions in annual income unable to invest a small portion of that money to avoid polluting its factories – but they are real in most instances.

Economic issues may also work for an initiative. An effort to create one or more community clinics will provide construction jobs, medical equipment orders, medical and paraprofessional employment, and community economic benefits. It could also be supported, primarily for economic purposes, by employers, machinery suppliers, technical associations and local government.

Organizations may have reservations about issues like universal health care or legislation. Although these may be beneficial for the general community, some companies may potentially get harmed. This is a major problem particularly for very small business, where a marginal shift in earnings does not mean a collapse in share price, but the inability to maintain one's life. In the other direction too, companies can have economic concerns. Prevention of violence could bode well for businesses in places where people hesitate to visit due to the fear of violence, and it could also minimize the risk of injuries and physical damage to business owners themselves. Therefore their strong belief in an ongoing attempt to deter violence.

Organizations, organizations, and institutions may have a financial interest in an initiative due to issues about funding. Their willingness to be compensated for effort-related tasks can mean the difference between laying off and maintaining team members, or even between survival and closing doors.

Efforts addressing topics that are divisive for cultural purposes, such as abortion and marriage, can be vigorously embraced by some population groups and firmly opposed by others. Although these hot-button issues might not be resolvable, it is necessary to consider stakeholder positions on both faces.