Download The Changing Organisation Power, Politics and

Session 7
Stakeholders
Stakeholders are any individuals or
groups who can affect or will be affected
by the outcome of a change.
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Planning the stakeholder journey
Phases of Change
Post Implementation
Successful
Change
Implementation
Concept & Design
Business Need
Awareness
©PROSCI
Desire Knowledge
Ability
Reinforcement
Journey for those affected
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Power Politics & Stakeholder
Management
●When thinking about managing change, some people assume that
organisations are well integrated entities within which everybody
works harmoniously together.
●Some also believe that decisions are made logically and rationally,
that people share similar views of the world around them and that
they act to promote the interests of the organization as a whole.
●This is rarely the case.
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Politics & Power
Politics
This refers to internal organisational politics.
Up to now we have discussed processes, structures, leadership and
culture.
Organisations ‘can be conceptualised as a collection of
constituencies, each pursuing their own objectives.’ (Hayes 2010 p 143)
Power
The ability to change the behaviour of others (McClelland 1975)
• Personal power
• Positional power
• Power of the group
Political Behaviour is most intense at times
of change
• Change upsets the balance of power
• Some will defend the status quo and others will seek change to
improve their position
•
People will resist change because of
• Threat from anticipated future state
• Threat from process used to secure change
●
Implications for Change Managers
● In order to manage change successfully change managers need
to be alert to the identity of important stakeholders and to their
predisposition to either support or resist the change.
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Jawahare & McLaughlin (2001)
• At any given life cycle stage certain stakeholders become more
important than others because of their potential to satisfy critical
organizational needs,
• It is possible to identify which stakeholders are likely to be more
or less important at each stage of the life cycle.
• The strategy that will be used to deal with each stakeholder will
depend on the importance of that stakeholder relative to other
stakeholders.
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• Resource requirements will vary depending on the stage of the change
project life cycle
• When the fulfilment of resource requirements is threatened change
managers adopt a loss frame and interact proactively with those
stakeholders who control the critical resources.
•
... and ignore or act in a defensive mode towards other
stakeholders
• When the flow of resources is not threatened, change managers adopt a
gain frame, pursue a risk-averse strategy, and actively address the
concerns of all stakeholders.
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Managing Stakeholders
Key steps are:
● a stakeholder analysis to identify important stakeholders
● the development of a strategy for persuading influential stakeholders to support the
change.
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Managing Stakeholders
Owners
Authorities
Stakeholder Mapping
Management
Suppliers
Customers
Company
Financial
Institutions
Competitors
Employees
Partners
Environment
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Identifying power of stakeholders
•
assess how much power and influence each stakeholder has.
•
assessing stakeholders’ attitudes towards the proposed change.
Positive attitude
(Potential sponsors)
Weak
support
Low
power
Weak
opposition
Strong
support
(champions)
Strong
opposition
(blockers)
High
power
Negative attitude
(Potential blockers)
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