The document outlines a 9-step approach to stakeholder analysis. It describes each step in detail: 1) describe the organization, 2) identify key stakeholders, 3) identify stakeholder interests, 4) identify likely stakeholder claims, 5) prioritize stakeholders, 6) conduct a SWOT analysis, 7) determine organizational strategy, 8) determine policy, and 9) recommend specific actions. Examples and categories of stakeholders are also provided. Guidelines for designing stakeholder maps are given to help conceptualize an organization's strategic environment.

1. Stakeholder Analysis
A Nine Step Approach
The Nine Steps
• Step 1: Describe and define your organization
• Step 2: Identify the key stakeholders
• Step 3: Identify the stakeholders’ interests and
concerns
• Step 4: Identify the claims that stakeholders are likely
to make on the organization
• Step 5: Identify which stakeholders are most
important to your organization
• Step 6: Conduct a SWOT Analysis of your organization
• Step 7: Determine organizational strategy
• Step 8: Determine organizational policy
• Step 9: Recommend specific action

2. Step 1: Describe your organization
• What is the name of the organization whose
stakeholder environment you are analyzing?
• Is this organization a profit-based company, a
non-profit organization, a hybrid organization,
or a governmental agency?
• Briefly describe what this organization does
(its mission).
Step 2: Identify the key stakeholders
• Are they internal or external?
• Are they claimants or influencers?
• How would you categorize them?
Some Categories of Stakeholders
• Customers
• Suppliers
• Employees

3. • Adversaries
• Competitors
• Allies
• Consumer Groups
• Trade Unions
• Local Communities
• Government Regulators
• General Public
• Prospective Employees
• Stockholders
• Partners
• Special Interest Groups
• Political Parties
• Other Agencies
• Trade Associations…
Step 3: Identify stakeholders’ interests and
concerns

4. • Are their interests the same or different than
those of your organization?
• What stakeholder concerns are important to
your organization?
• What stakeholder concerns are not important
to your organization?
Step 4: Identify the claims that stakeholders are
likely to make on the organization
• Are these claims legitimate?
• To what extent should your organization consider these
claims?
• What would likely happen if you don’t consider the
claims?
• What would likely happen if you do consider them?
What may be some unanticipated consequences?
Step 5: Identify which stakeholders are the most
important to your organization
• Which ones are the most important?

5. • Why are they important?
• Which ones are not as important?
• Why not?
Step 6: SWOT Analysis of Your Organization
• What are the strengths of my organization?
• What are the weaknesses of my organization?
• What are some of the opportunities that my
organization may be able to exploit?
• What are some of the threats faced by my
organization?
Step 7: Determine Organizational Strategy
• How do we best use our strengths to achieve the goals

6. of our organization?
• How do we minimize or eliminate the weaknesses of
our organization?
• How can we best exploit the opportunities to our
advantage?
• How can we prevent, respond to, or mitigate the
threats faced by my organization?
Step 8: Putting it all together - Policy
• Based on your conclusions in Step 7, briefly describe (in just
a few words) what the fundamental policy of your
organization is/should be.
• Some examples of policy statements:
– “War on Terror”
– “Containment”
– “Mutual Agreed Destruction”
– “Balance of Power”
– “Gain a competitive advantage”
– “No negotiations”
– “Appeasement”

7. Step 9: Recommend Specific Actions
• Based on your policy statement in Step 8, what specific
actions should your
organization take?
• Some examples of organizational actions:
– Negotiate an agreement
– Do not negotiate
– Arrest or indict
– Ignore the stakeholder’s demands
– Make a pre-emptive attack
– Counter punch or counter attack only if attacked
– Fight a war of attrition
– Hibernate until the problem goes away
– React to the stakeholder’s demands
– Demobilize and/or retreat
– Mobilize and/or reinforce
– Reach out to your allies
– Make friends with your adversaries…
Guide for Designing Stakeholder Maps
The purpose of a stakeholder map is to provide strategic
planners and
policy makers with a simple illustration of a complex system on
a single

8. page.
By doing so, planners can get a simplified perspective of the
overall “big
picture” of their strategic environment.
Stakeholder maps are useful because they show us what we
already
know, but in a different light. Sometimes, the mere act of
putting
something on paper, helps us to conceptualize and understand
our
organization’s overall strategic environment.
Guide for Designing Stakeholder Maps
In addition to helping us conceptualize our strategic
environment,
stakeholder maps are also a useful tool for showing others a
simplified
illustration of the organization’s “big picture”. It puts things in
a way that
may not have ever been thought of before.
Stakeholder maps are a good way of identifying and
categorizing an
organization’s competitors, potential adversaries, allies,
suppliers,
customers, and organizations with common interests.
Stakeholder maps may also prompt creativity and innovation by
depicting things in a manner that had never been thought of
before.

9. Guide for Designing Stakeholder Maps
There is no “right” or “wrong” way for designing a stakeholder
map. If
you give 100 people an assignment to design a stakeholder map
for an
organization, you will likely get 100 different versions of the
stakeholder
environment.
Nevertheless, there are some general principles that should
apply to all
designs.
As discussed in the lecture notes, organizations (and systems)
are
comprised of two fundamental constructs:
• Elements
• Processes
Below are some simple ways that may help you to conceptualize
the
differences between an element and a process:
Elements
• Are the boxes in the diagram
• Are “things” that you cans see, hear,
and touch (like a tree branch swaying

10. in the wind)
• Includes: organizations,
departments, agencies, divisions,
people, places, objects, etc.
• “ELEMENTS are measurable things
that can be linked together. They are
also called objects, events, patterns,
or structures” 1
Processes
• Are the lines that connect the boxes
• Are things that you cannot see, hear,
and touch (like the wind)
• Includes: communication
(information flow), coordination,
cooperation, command, etc.
• “PROCESSES change elements from
one form to another. They may also
be called activities, relations, or
functions” 1
1 University of Washington (2006). Systems Theory. Retrieved
on December 10, 2007, from
http://silvae.cfr.washington.edu/ecosystem-
management/Systems.html
The following diagrams depict several different ways of
designing

11. stakeholder maps.
MDPD
Tourists
Residents
(Unincorporated)
Residents
(Incorporated))
Motorists
(Commuters)
Chambers of
Commerce
Tourism
Industry
Agriculture
Industry
Import/Export
Industry

12. Banking
Industry
Transportation
Industry
Small
Businesses
Criminal
Courts
Public Defender’s
Office
State Attorney’s
Office
County
Commissioners
Team Metro
Crime Victims
Jails
Juvenile

13. Assessment
Advocate Groups
(ACLU)
Independent
Review Panel
ATF
Region 7
FDLE
FBI
Dept. of
Homeland Security
Immigration
U.S.
Coastguard
U.S. Central
Command
Air Force Base
Energy
Industry

14. U.S.
Secret Service
Sports
Industry
Entertainment
Industry
FHP
Municipal
Police Departments
Map of Miami-Dade Police Department stakeholder interests
Hospitals
Metropolitan
Fire Rescue
Federal Governmental Quadrant
Public Quadrant
Local Governmental Quadrant
Private Business Quadrant

15. Designating “quadrants” or categories of
stakeholders
• The preceding diagram illustrates the stakeholder
environment of a police organization that depicts
four distinct quadrants or “spheres” (federal
government, local government, private business,
and the general public).
• The next diagram shows how a police
organization creates specialized units to meet the
needs of certain stakeholders.
Specialization to meet the demands of multiple constituencies…
Mothers
Against
Drunk
Drivers
MPD
Tourists
National Football League/
Stadium
Cargo Industry
Agriculture
Industry
Public
Schools

16. Shopping
Malls
Domestic
Violence
Victims
Small
Businesses
Cruise Lines
Metro Rail
Riders
The next simple diagram depicts the manner in
which one police department organized its
forces to meet the challenges posed by
different types of protestors anticipated for the
Free Trade Area of the Americas (FTAA)
conference in Miami, Florida (2003).
Note that the police response to the particular
threat was based on those groups’ past
behaviors, and not on their political views.
Flexible Response to Meet Each Threat
• Green groups SERT Teams
• Yellow groups Cut Teams

17. • Red groups Field Forces
• Terrorist groups SWAT/Bomb Squad
Matching Command Structures to Mission Spheres
Stadium
Operations
(On-site ICP)
Event
Operations
(Off-site ICP)
Region-wide
Operations
(JOC)
Hospitals
Airports
Electric
Utilities
Water
Utilities
Local
Government
Facilities

18. Community
Neighborhood
Colts
Football Team
Area Traffic
Area Schools
Stadium
Restricted
Airspace
Federal
Government
Facilities
Event Staging
Areas
Other Related
Events
NFL
Area
Businesses
Bears
Football Team
Fans

19. CBS Sports
The preceding diagram depicts the manner in
which one police department organized
multiple rings of incident command to meet the
challenges posed by different levels of
stakeholders during the week-long Super Bowl
events.
Other stakeholder maps may use a variety of ways to depict
stakeholder elements and processes.
Supplier Manufacturer Customers
Rotary Clubs
Local Charities
Environmental
Organizations
Progress Energy
(utility
company)
Boat Race
Promoters
Supply Chain Diagram Symbiotic Relationship Diagram

20. More ways to depict stakeholder elements and processes.
State EOC
Unified Command
(at the JOC)
Incident Command
(at the ICP)
Tactical Command
(at the TOC)
Federal
Agencies
State Police
Agencies
Joint Task
Forces
Local Police
Departments
Partial List of Stakeholders
For the Democratic-Republican
National Convention

21. Claimant Stakeholders
Miami-Dade Police
Miami-Dade Fire Rescue
Miami-Dade Corrections
District Court
City of Miami PD
City of Miami Fire
Miami-Dade Government
State Attorney’s Office
Public Defender’s Office
Metro-Rail
DRNC Committee on
Arrangements (COA)
Miami-Dade Host Committee
Miami-Dade Chamber of
Commerce
Port of Miami
Miami Int. Airport
American Airlines Arena

22. Jackson Memorial Hospital
FBI
ATF
FDLE
U.S. Secret Service
Joint Terrorism Task Force (JTTF)
FHP
U.S. Coast Guard
U.S. DHS
RDSTF (Region 7)
44th Civil Support Team
U.S. Dept. of Energy
Florida DOT
Southeast Florida Fusion Center
Florida Power & Light
Bayside Shops
Intercontinental Hotel

23. Hyatt Regency Hotel
Miami-Dade College
Downtown Miami Businesses
Influencer Stakeholders
ACLU
Independent
Review Panel
Greenpeace
Amnesty
International
AFL-CIO
Teamsters
Opposition
Political Party
Anarchists
al Qaida
Al-Shabaab

24. Ruckus Society
Aryan Nations
NBC
CBS
CNN
FOX News
ABC
Miami Herald
South Florida Joint Terrorism Task Force
JTTF
FBI
Miami-Dade
Police
Broward
County
Sheriff’s
Office

25. Miami Police
Palm Beach
County
Sheriff’s
Office
Florida Dept.
of Law
Enforcement
(FDLE)
U.S.
Attorney’s
Office
Internal
Revenue
Service (IRS)
U.S.
Immigrations
and Customs
Enforcement
U.S. Secret
Service
ATF