The document outlines stakeholder management techniques, defining various types of stakeholders based on attributes such as power, legitimacy, and urgency. It introduces the salience model for classification, emphasizing the importance of tailoring engagement strategies according to stakeholders' characteristics. Additionally, it discusses the influence of national culture on stakeholder dynamics and management approaches.

1. Managing Stakeholders: From The
Disengaged To The Difficult
Agile Practitioners Association of Nigeria
Mahmoud Ghoz

4. Agenda
• Define stakeholders
• Determine stakeholders
• Stakeholder management
• How to deal with different stakeholder

5. What do we mean by stakeholders?

6. Who are the stakeholder in any project?

7. Stakeholders
Source: https://www.unitedutilities.com/

8. Methods to identify the Stakeholder
• Project/Product Charter
• Contract Documents if any
• Brainstorming Sessions
• Focus Groups
• Individual interviews
• Direct Observation

9. Are the stakeholders equally important?

10. What should we do then?

11. Why do you need to classify them?

12. How can we classify them?

13. Stakeholders classification

14. The Salience Model

15. What do Salience mean?

16. What is Salience model?
Salience model classify stakeholder into three category:
• Power: The authority and influence on the outcomes.

17. What is Salience model?
Salience model classify stakeholder into three category:
• Legitimacy: Their involvement is appropriate (morally, legally etc.).

18. What is Salience model?
Salience model classify stakeholder into three category:
• Urgency: Calls for immediate attention or pressing need.

19. Latent Stakeholders
• Those who possess only one of the 3 attributes - Power, Legitimacy, and
Urgency.
• Latent stakeholders are Dormant, Discretionary, Demanding.

20. Dormant Stakeholders
• Are the stakeholders who only possess power but have no legitimacy or
urgency.
• They do not require active engagement but need to be considered.

21. Discretionary Stakeholders
• Are the stakeholders who legitimate but have no power and their interests are
not urgent.
• They do not require much attention.

22. Demanding Stakeholders
• Are the stakeholders who have urgent demands, but no power or legitimacy.
• They create “noise” and can be irritants, but are not dangerous

23. Expectant Stakeholders
• Those who possess any 2 of the 3 attributes - Power, Legitimacy, and Urgency.
• They require active stakeholder engagement.
• Expectant stakeholders can also be of 3 types - Dominant, Dependent,
Dangerous

24. Dominant Stakeholders
• Are the stakeholders who possess both power and legitimacy, but not urgency.
• They have legitimate stakes and the power to act on those stakes.

25. Dependent Stakeholders
• Are the stakeholders who lack power but have urgent and legitimate.
• They can form an allay with other groups of stakeholders and achieve power.

26. Dangerous Stakeholders
• Are the stakeholders who possess power and urgency but do not possess the
legitimacy to their claims.
• They form a threat

27. Definitive Stakeholders
• Are the stakeholders who possess power and legitimacy and have an urgent need.
• They demand the utmost attention and need to be attended to in a timely
manner.

28. The Salience Model

29. Power-Interest Matrix

30. High power, high interest
• We called them Players
• These are your most important stakeholders
• You should keep them happy with your progress.
• You must collaborate and keep them fully engaged.

31. High power, low interest
• They are influencer
• They can offer great insights and ideas for the project
• You should work to keep these people satisfied.
• You could turn them off if you over-communicate with them.

32. Low power, high interest
• They are Context-setters
• They are heads of departments, for example
• They can have a lot of influence over the project
• You want to keep them regularly informed without involving
them into the details

33. Low power, low interest
• They are the crowd
• They require some ongoing communication but don’t overdo it.

34. Power-Interest Matrix

35. Influence and Interest stakeholder matrix

36. What if we add the attitude dimension?

37. Stakeholder Analysis – An Added Dimension

38. Stakeholder Analysis – An Added Dimension
• Trip Wire: Insignificant Passive Blocker Low Power, Low Interest, Negative Attitude
• Acquaintance: Insignificant Passive Backer, Low Power, Low Interest, Positive Attitude

39. Stakeholder Analysis – An Added Dimension
• Irritant: Insignificant Active Blocker, Low Power, High Interest, Negative Attitude
• Friend: Insignificant Active Backer, Low Power, High Interest, Positive Attitude

40. Stakeholder Analysis – An Added Dimension
• Time Bomb: Influential Passive Blocker, High Power, Low Interest, Negative Attitude
• Sleeping Giant: Influential Passive Backer, High Power, Low Interest, Positive Attitude

41. Stakeholder Analysis – An Added Dimension
• Saboteur/Terrorist: Influential Active Blocker, High Power, High Interest, Negative Attitude
• Savior: Influential Active Backer, High Power, High Interest, Positive Attitude

42. Stakeholder Analysis – An Added Dimension
• How to deal with a saboteur, timebomb and Irritants
• Focus on purpose: Vision, strategy and the stakeholder's goals
• Focus on process: Tactics and tools
• Focus on people: Create relationships and earn their trust

43. Stakeholder attitude and knowledge map

44. Stakeholder attitude and knowledge map
• Quadrant 1: Stakeholders who are
aware of your project and support
it.
• These are your “champion”
stakeholders.
• They generally don’t require much
attention but should not be taken
for granted.

45. Stakeholder attitude and knowledge map
• Quadrant 2: Stakeholders who are
aware of the project but are
opposed to it.
• These stakeholders may never be
supportive.
• Contingency measures may be
needed to manage the risks these
negative stakeholders may pose.

46. Stakeholder attitude and knowledge map
• Quadrant 3: Stakeholders who
oppose your project even though
they are largely ignorant of what it
entails.
• These stakeholders should be a key
focus because their attitude can
often be changed with the relevant
information.

47. Stakeholder attitude and knowledge map
• Quadrant 4: Stakeholders who
support your project but are largely
ignorant of what it entails.
• These stakeholders need to be
nurtured so they are not lost.

48. Stakeholder attitude and knowledge map
Stakeholders generally fall under 5 levels of support:
• Unaware: They are unaware of the project and its potential
impacts on them.
• Resistant: They are aware of the project but are opposed to it.
• Neutral: They are neither for nor against the project.
• Supportive: They are in favor of the project and want it to
succeed.
• Leading: They are actively engaged in ensuring the project’s
success.

49. Stakeholder attitude and knowledge map

50. What if we add the power and interest?

51. Power-Interest Matrix

52. Stakeholder attitude and knowledge map

53. The four dimension

54. How to deal with different stakeholder
• Do the right classification
• Make Agreements
• Break the Cycles of Mistrust
• Change Your Way of Being

55. Make Agreements
• Public and Visible
• Collaborative
• Short
• Updated Frequently
• Confront broken agreement

56. Break the Cycles of Mistrust

57. Change Your Way of being

58. Change Your Way of being
Once you treat them as human
• You can listen to them
• You can determine their motivation
• You will not take it personally
• You will keep it cool and be nice
• You can easily be on their side
• You can reach the root cause of the problem and solve it.

59. Bonus Slides
National Culture and management

60. Dimensions of national culture
• Developed by Dutch social psychologist Geert Hofstede
• It describes the effects of a society's culture on the values of its members, and how
these values relate to behavior.
• It ultimately provides evidence of the extent to which regular citizens, or those
working under another, will follow the whims of an authoritative figure.

61. Six different dimensions to every culture
• Power distance
• Individualism vs. Collectivism
• Masculinity vs. femininity
• Uncertainty avoidance
• Short term vs. long term
• Self-restraint vs indulgence

62. Power distance
• This dimension deals with the fact that all individuals in societies are not equal
• It expresses the attitude of the culture towards these inequalities amongst us.
• Power Distance is defined as the extent to which the less powerful members of
institutions and organizations within a country expect and accept that power is
distributed unequally.

63. Power distance

64. Individualism vs. Collectivism
• The fundamental issue addressed by this dimension is the degree of
interdependence a society maintains among its members.
• It has to do with whether people's self-image is defined in terms of “I” or “We”.
• In Individualist societies people are supposed to look after themselves and their
direct family only.
• In Collectivist societies people belong to ‘in groups’ that take care of them in
exchange for loyalty.

65. Individualism vs. Collectivism

66. Masculinity vs. femininity
• A high score (Masculine) on this dimension indicates that the society will be driven
by competition, achievement and success
• With the success being defined by the winner / best in field – a value system that
starts in school and continues throughout organizational life.
• A low score (Feminine) on the dimension means that the dominant values in society
are caring for others and quality of life.
• A Feminine society is one where quality of life is the sign of success and standing out
from the crowd is not admirable.
• The fundamental issue here is what motivates people, wanting to be the best
(Masculine) or liking what you do (Feminine).

67. Uncertainty avoidance
• This has to do with the way that a society deals with the fact that the future can
never be known.
• Should we try to control the future or just let it happen?
• This ambiguity brings with its anxiety and different cultures have learnt to deal with
this anxiety in different ways.
• The extent to which the members of a culture feel threatened by ambiguous or
unknown situations and have created beliefs and institutions that try to avoid these
is reflected in the score on Uncertainty Avoidance.

68. Short term vs. long term
• This dimension describes how every society must maintain some links with its own
past while dealing with the challenges of the present and future
• Societies prioritize these two existential goals differently.
• Normative societies, which score low on this dimension, for example, prefer to
maintain time-honored traditions and norms while viewing societal change with
suspicion.
• Those with a culture which scores high take a more pragmatic approach: they
encourage thrift and efforts in modern education to prepare for the future.

69. Short term vs. long term

70. Self-restraint vs indulgence
• One challenge that confronts humanity, now and in the past, is the degree to which
small children are socialized.
• Without socialization we do not become “human”.
• This dimension is defined as the extent to which people try to control their desires
and impulses, based on the way they were raised.
• Relatively weak control is called “Indulgence” and relatively strong control is called
“Restraint”.

71. Thank you
Mahmoud Ghoz

72. Q&A
Mahmoud Ghoz