The document discusses the stakeholder analysis methodology as part of strategic leadership, emphasizing the importance of creating a shared reality and vision among followers. It outlines various tools for analyzing stakeholders, understanding organizational culture, and anticipating change, while also focusing on external trends and challenges in education. The aim is to improve leadership effectiveness by understanding both internal and external environments to prepare for and implement strategic change.

1. Module 2
SESSION 3:
Conducting a Stakeholder Analysis
John Pisapia
Florida Atlantic University
Tony Townsend
Griffith University
Principals as Strategic Leaders

2. “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

3. 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

4. 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 g
Why?

5. The Question to be answered:
What is going on here?
Look

6. LOOK
LISTENINTERNAL EXTERNAL
Challenges
Inside Stakeholder Analysis
What is Going on Here?

7. Competitors
“Think for themselves”
Give Constructive Criticism
Dodge Responsibility
Require Constant Supervision
Colleagues
“Think for themselves”
Give Constructive Criticism
Take Initiative
Assume Ownership
LAGGARDS
Don’t Think
Must be Told what to do
Dodge Responsibility
Require Constant Supervision
Subordinates
Take Direction
Don’t Challenge Leader
Get Job Done without Supervision
after told what to do
Independent Critical Thinking
Dependent Critical Thinking
PASSIVE
ACTIVE
Takeaway: Leadership is a relationship between a leader and a
colleague; not a leader and a follower.
Look Inside
Find the Keys to the system
Tool # 1 : What type of follower are you!

8. Legend: I = Innovators, EA = Early Adopters, EM = Early Majority
LM = Late Majority, and L = Laggards
I
EA
EM LM
L
Look Inside
Tool #2 Are our People Ready for change?

9. Adopter
Category
Salient Values Personal
Characteristics
Communication Behavior Social
Memberships
Innovators Venturesome
Willing 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

10. Gathering Social Intelligence
Stages of the Adoption Process
Awareness
Learns about a
new idea or
practice
Interest
Gets more
information
about it
Evaluation
Tries it out
mentally
Trial
Uses or tries it
a little
Adoption
Accepts 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

11. How Fast Can Change Occur in this Organization?
Legend: I = Innovators, EA = Early Adopters, EM = Early Majority
LM = Late Majority, and L = Laggards
I
EA
EM
L

12. How Fast Can Change Occur in this Organization?
Legend: I = Innovators, EA = Early Adopters, EM = Early Majority
LM = Late Majority, and L = Laggards
I
EA
EM
LM
L

13. 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?

14. 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
36
Network Analysis: Org #1

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Legend Opinion Communicator Member
Leader
36
Tool #4 who are the Players
Network Analysis: Org #2
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03
57

17. Look Inside
Find 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?

18. 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!

19. Look Outside
There 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

20. LOOK
LISTENINTERNAL EXTERNAL
Challenges
Outside Stakeholder Analysis –
Tool #4 Strategic Listening
Strategic
Listening

21. 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?

22. THE Stakeholder Analysis: CHALLENGES AND OPPORTUNITIES OFFERED BY OUR ENVIRONMENTS
UNIVERSITY/District STATE/State PROFESSIONAL/Professional
What do others
expect from us?

23. 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.

24. 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?

25. Now its your Turn
PaSL 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?

26. 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 Recap
The Structural and Process Components of Strategic
Thinking
√

27. 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 Tools
Situational and Stakeholder a
Analysis
Look Outside – Strategic Listening
Look 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 Tools
Strategic Conversations
Strategy Canvas
I-SWOT Analysis
Action Framework
Synthesizersinputs Statement of
Intent