How Software Developers Destroy Business Value.pptx
Stakeholder Mapping LCC21.pptx
1. BMC’s QI Hub is your resource for all things quality improvement.
Visit bucme.org/BMCQIHUB or email QIHub@bmc.org for access to professional coaching,
educational tools, support, mentorship, and much more!
3. Learning Objectives
• Employ stakeholder analysis technique to individual project in order to:
• Recognize stakeholder groups that may be directly involved or impacted by your
project
• Employ an engagement strategy that matches a given stakeholder’s interest and
desired involvement
• Identify representatives of stakeholder group who may be appropriate for your
core QI team
5. Stakeholder Analysis
• A methodology for identifying stakeholders, assessing their
needs and concerns, and creating a plan to communicate
with them
6. Step 1: Identify your stakeholders by name and/or
profession HPV
Vaccination
Example
• Review your aim/goal
• Make a list of all the
professions that “touch” the
process
Don’t forget non-clinical
staff, if applicable!
(e.g. EVS)
Front Desk
Medical
Assistant
MDs/NPs
Registered
Nurse
7. Step 2: Identify your stakeholders’ role in relationship
to your project
• Core QI Team Member Your dream team that meets regularly
• Consultants
• Process Experts
• Shingo Principles: Respect every individual – lead with humility
• Clinical/Administrative Leaders & Executive Sponsors
Patients/Families
8. Step 3: Reflect on the stakeholder’s interest,
desired involvement in, and influence over your
project
Interest: What matters to this stakeholder? (personally,
professionally)
o How does your project align with their priorities?
o What is their position on the change? (+/-, neutral)
Involvement: How involved does this stakeholder want to be
in the project?
• Influence: What is their influence over the project?
9. Step 4: Determine your engagement strategy
What will be your strategy for engaging them? How
frequently? (e.g. monthly 1:1s; membership on core project
team)
11. Apply Stakeholder Mapping
Stakeholder
Name/role at the
organization
Role
• What is their role in
relationship to your project?
• What are their expected
contributions?
Interest, Desired Involvement,
Influence
• Interest: What matters to this
stakeholder? (Personally, professionally)
• How does your project align with
their priorities?
• Involvement: How involved does this
stakeholder want to be in the project?
• Influence: What is their influence over
the project?
Engagement Strategy
• What will be your strategy for engaging
them? How frequently? (e.g. monthly 1:1s;
membership on core project team)
Karin Leschly, MD
– Medical Director
of QI at EBNHC
Clinical Quality Leader -Interest: Population health management; C3
ACO quality goals/HEDIS measures. Very
supportive of project.
-Involvement: Aware of the project and wants
to be involved
-Influence: Approve changes/allocate
resources/could block if competing demands
for other quality outcomes
-Would like to have monthly status updates;
encourages monthly staff meeting
Your Turn!
• Let’s move into breakouts – we’ll put you in a breakout room with one other learner, QI Hub faculty member, and
your assigned students
• Take some quiet time to jot down ideas about the stakeholders unique to your project
• Take turns sharing about your project and the stakeholders you’ve identified
The success of your improvement depends on working with individuals who have intimate knowledge of the system you want to improve, and who have a vested interest in what you are doing. That means you have to form a team!
Parks and Rec: https://www.themarysue.com/wp-content/uploads/2015/02/parksandrec.jpg Atlas: https://i.pinimg.com/736x/2d/54/12/2d5412d76a64f28c66bb470e064c1758--port-merion-greek-statues.jpg
We borrowed this visual from Kate Hilton, who is an IHI faculty member and co-author of the Psychology of Change framework--they have an excellent white paper, and we'll be integrating concepts here. The framework is grounded in many disciplines, including organizing. It derives in part from the work of Marshall Ganz, a veteran community organizer; he organized with the United Farm Workers, was a part of Obama's 2008 campaign, and a Harvard professor. He has a great way of breaking this down online if you google his name, you'll turn up some resources under Resistance School. But really what this is saying is:
First, we need to take inventory of our own interests - we need to be clear on what's in it for ourselves, and why we're doing this
Then, ask: Who are my people? And thinking about what assets and resources they bring. You may seek out certain stakeholders based on certain specialized skillsets (IT folks)
Then ask: What are the problems they face from their lived experience? What's the change they need? What matters to them?
Which culminates in: How can I leverage my own assets in the service of this shared vision? How can I enable them to turn their resources into the power they need to achieve that change? This relational exchange helps us grow our power.
