module 2 session 3 stakeholder analysis
TRANSCRIPT
Module 2 SESSION 3:
Conducting a Stakeholder Analysis
John PisapiaFlorida Atlantic University
Tony TownsendGriffith University
Principals as Strategic Leaders
“The most successful leaders see a picture not yet actualized. They see things that belong in the present picture but are not there yet. They make co-workers see that it is not their purpose which is to be achieved but a common purpose born of the activities of the group.” Mary Parker Follett
Learn to Anticipate
Strategic Leaders Find the Future and Make it Happen!
The SL Methodology
The Stakeholder Analysis
.A key premise of SL is that leaders must create a shared reality and then a shared vision if they wish followers to join in the quest for excellence.
In this PaSL session we focus on using tools to create a shared reality.
Philosophy
Strategic Thinking Capability
Context Matters! It does not simply affect what leaders do - it constrains
and enables what they can do, and how they can do it. Remember Ferdinand de Lesseps? How about Barack
Obama? The Takeaway - Leaders must anticipate changes in the
messages from their context and begin a process of adapting their schools and tactics.
Tool: Stakeholder Analysis
A n t i c i p a t i n gWhy?
The Question to be answered: What is going on here?
Look
LOOK
LISTENINTERNAL EXTERNAL
Challenges Opportunities
Inside Stakeholder Analysis
What is Going on Here?
Competitors“Think for themselves”
Give Constructive CriticismDodge Responsibility
Require Constant Supervision
Colleagues“Think for themselves”
Give Constructive CriticismTake Initiative
Assume Ownership
LAGGARDSDon’t Think
Must be Told what to doDodge Responsibility
Require Constant Supervision
SubordinatesTake Direction
Don’t Challenge LeaderGet Job Done without Supervision
after told what to do
Independent Critical Thinking
Dependent Critical Thinking
PASSIVE
ACTIVETakeaway: Leadership is a relationship between a leader and a
colleague; not a leader and a follower.Look Inside
Find the Keys to the systemTool # 1 : What type of follower are you!
Legend: I = Innovators, EA = Early Adopters, EM = Early MajorityLM = Late Majority, and L = Laggards
I
EAEM LM
L
Look InsideTool #2 Are our People Ready for change?
Adopter Category
Salient Values Personal Characteristics
Communication Behavior Social Memberships
Innovators VenturesomeWilling to accept risks
Youngest age; highest social status; largest and most specialized operations; wealthy
Closest contact with scientific information sources; interaction with other innovators; relatively greatest use of impersonal sources
Some opinion leadership; very cosmopolite
Early Adopters
Respect; regarded by many as role model
High social status; large and specialized operations
Greatest contact with local change agents
Greatest opinion leadership of any category in most social systems; very localite
Early Majority
Deliberate; willing to consider innovations only after peers have adopted
Above average social status; average-sized operation
Considerable contact with change agents and early adopters
Some opinion leadership
Late Majority
Skeptical; overwhelming pressure from peers needed before adoption occurs
Below average social status; small operation; little specialization; small income
Secure ideas from peers who are mainly late majority or early majority; less use of mass media
Little opinion leadership
Laggards Tradition; oriented to the past
Little specialization; lowest social status; smallest operation; lowest income; oldest
Neighbors, friends, relatives with similar values are main information source
Very little opinion leadership; semi-isolates
Gathering Social IntelligenceStages of the Adoption Process
AwarenessLearns about a
new idea or practice
InterestGets more information
about it
EvaluationTries it out mentally
TrialUses or tries it
a little
AdoptionAccepts it for full
scale and continued use
Mass Media Mass Media Friends and Neighbors
Friends and Neighbors
Personal Experience
Experts Friends and Neighbors
Experts Experts Friends and Neighbors
Advocates Experts Advocates Advocates Experts
Friends and Neighbors
Advocates Mass Media Mass Media Advocates
Mass Media
How Fast Can Change Occur in this Organization?
Legend: I = Innovators, EA = Early Adopters, EM = Early MajorityLM = Late Majority, and L = Laggards
I EA
EMLM
L
How Fast Can Change Occur in this Organization?
Legend: I = Innovators, EA = Early Adopters, EM = Early MajorityLM = Late Majority, and L = Laggards
I
EAEM
LML
Tool # 3 Who are The Players?
SOCIAL NETWORKS Strategic leaders need a mental map of the invisible ties that link individuals together. The Strategic Questions used to analyze social networks: How does information flow within our
organization? To whom do people turn for advice? Have subgroups emerged that are not sharing
what they know as effectively as they should?
Tool – Social Network Analysis Who is playing in the sandbox?
Strategic leaders need a mental map of the invisible ties that link individuals together. The Strategic Questions used to analyze social networks: How does information flow within our
organization? To whom do people turn for advice? Have subgroups emerged that are not sharing
what they know as effectively as they should?
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Legend Opinion Liaison Communicator Member Leader
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Network Analysis: Org #1
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Legend Opinion Communicator Member Leader
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Tool #4 who are the Players
Network Analysis: Org #2
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Look InsideFind the Keys to the system
Not all cultures are ready for change.The Strategic Questions to Discover the Culture!
Do the Leaders and Work Groups value Flexibility and Adaptability or Stability and Control?Do Leaders and Work Groups value Internal Focus and Integration or External Focus and Differentiation?Is there a cultural conflict between leaders and followers?
The Inside Takeaways!!
1. IS MY TASK TO BRING CHANGE OR CREATE THE READINESS FOR CHANGE?
2. THE “JOIN-IN” OF OPINION LEADERS IS THE MOST IMPORTANT DETERMINANT OF WHETHER PROGRAMS SUCCEED OR FAIL!
Look OutsideThere is a Chinese Proverb that says, "To know the road ahead, ask those
coming back."
Well, there is also a SLN Proverb that says, "To find the future ask those who
are there AND those who aren't."
A basic tool SLers use to find the future is called Strategic Listening
LOOK
LISTENINTERNAL EXTERNAL
Challenges Opportunities
Outside Stakeholder Analysis –
Tool #4 Strategic Listening
Strategic Listening
Tool #5 Use The M- SWOT to Listen to the Outside
Opportunities• What trends do you see in
education? • What trends do you
foresee? • What trends might impact
your school? • What long term trends
present interesting opportunities?
• What recent trends might present an opportunity?
Challenges• What obstacles do you face? • What is the competition
doing that you're not? • What challenges can be
turned into opportunities? • Are external economic,
social, political, and/or technological forces affecting your school’s ability to perform?
• Additional challenges?
THE Stakeholder Analysis: CHALLENGES AND OPPORTUNITIES OFFERED BY OUR ENVIRONMENTSUNIVERSITY/District STATE/State PROFESSIONAL/Professional
What do others expect from us?
What do others Expect from Us?UNIVERSITY STATE PROFESSIONAL
Limited, declining, and inequitable distributions of resources, yet expectations continue to rise.
Increased need for ongoing,meaningful professional development for leaders and teachers. Much focus is on translating policy into practice; business/ Management skills; teaching and learning.
Help people to Learn how to learn
Prepare people for world that is changing; digital, virtual communities, ambiguity, and a global workforce. Encourage transforming and personal learning.
What knowledge or capacity do we have that people will spend their money on outside of our courses?
Measurable outcomes Clear measurable outcomes are what count. A Department is recognized on faculty research and scholarship and alumni who are recognized for performance in their profession.
Accountability will get sharper It’s all about results. Standards & Prescriptive Procedures
Accountability/credibility Accountability is growing presence in higher education. Professor role is changing
Unclear mission and vision leads to competing expectations and a broken, fragile infrastructure. University in transition.
Differentiation How are we different? How do we wish to be different?
Distinctive signature What identity and expertise make EDL unique to the College, University, the field, and the profession? Do people see value in your program? What is the impact of our alums and their contributions?
Top down hierarchical structure strengthens bureaucracy. Centralized is thought to be better than decentralized.
Climate of Competition Role changes via community colleges and universities. Many providers Private for profit colleges /universities -Online degrees -Certification programs.
Leadership is an applied field. Programs must address this through coursework research about practice. Focus on actual problems not just case studies of others.
Reactive and not proactive Research Initiatives Need solid relevant research that is distributed in a timely fashion to practitioners.
The Outside Takeaway
IS THERE A STRATEGIC FIT BETWEEN OUR SCHOOL AND THE EXPECTATIONS FROM ITS ENVIRONMENT.
HOW CAN WE STRENGTHEN IT, OR,CREATE IT?
Now its your TurnPaSL A s s i g n m e n t f o r t h e T h i r d M o d u l e :
Prepare a Stakeholder Analysis for your School
Consider – The strategic forces impacting your school?
Chart them – and come to consensus on them Decide – if a strategic fit between your school and
its environment is present?
Structural Components Process Components Navigating
Committee Work plans Data Types Statement of Intent Design Team
Transparency Situational Analysis Look Outside
• Stakeholder Analysis Look Inside
Strategic Listening Social Intelligence
Learn Strategic
Conversations Analysis - Decision
Making
Let’s RecapThe Structural and Process Components of Strategic Thinking
√
The Strategic Thinking Protocol
Goal #3 Learn: Synthesize - Filter out the NoiseThe Strategic Thinking Method Learn: Filter out the Noise –Synthesize - Create Statement -
Use the Input ToolsSituational and Stakeholder a AnalysisLook Outside – Strategic ListeningLook Inside – Determine Readiness
The Navigating
Team
A shared statement of intent forms a psychological contract with members and guides the leader’s and organization member actions.
Use the Decision ToolsStrategic Conversations
Strategy CanvasI-SWOT Analysis
Action Framework
Synthesizers inputs Statement of Intent