stakeholders to partners - unlocking hidden value by nurturing stakeholder relationships
TRANSCRIPT
AKeyConcept
Businessanalysisisthepracticeofenablingchange inanenterprise bydefiningneeds andrecommendingsolutionsthatdelivervaluetostakeholders.
Agrouporindividualwitharelationshiptothechange,theneed,orthesolution.
Stakeholdersareoftendefinedintermsofinterestin,impacton,andinfluenceoverthechange.Stakeholdersaregroupedbasedontheirrelationshiptotheneeds,changes,andsolutions.
Whoisimpacted?• Determinewhoisimpactedbythechange
Whatistheirinterest?• DeterminetheirInterestintheChange
Whatistheirinfluence?• Definelevelofinfluencethestakeholdershouldhaveoverthechange
AFrameworkforDefiningStakeholderInterest
Stakeholdersthat“dothework”areclassifiedasResponsible
StakeholdersthatmakethefinaldecisionsareclassifiedasAccountable.
StakeholdersthatareconsultedaboutthecompletenessorcorrectnessofrequirementsorthesuitabilityofasolutionordesignasclassifiedasConsulted.
StakeholdersthatonlyneedtobeinformedoftherequirementsorthedesignareclassifiedasInformed.
AFrameworkforDefiningStakeholderInterestStakeholder Stakeholder Interest
SantaClaus AsatheHead ofChristmasGiftEnterprises,SantaClausisaccountablefortherequirementsdefinedinthisdocumentandassuchisthefinaldecisionmakerwithregardstotherequirementsforthenewToyProductionAutomationSystem.
Mrs.Claus AstheVice PresidentofChristmasGiftEnterprises,Mrs.Clausisconsultedtoensurethattherequirementsrepresentalltheneedsoftoyrecipientsandtoymanufacturersworld-wide.
AlabasterSnowball AsHeadElf, AlabasterSnowballisresponsiblefordocumentingtherequirementsofthenewToyProductionAutomationSystem.
Bushy Evergreen AsElf Representative,BushyEvergreenisconsultedtoensurethatthenewToyAutomationSystemwillmeettherequirementsoftheElves.
AllElves Astoyproducers,allelvesareinformedoftherequirementsofthenewToyProductionAutomationSystem.
AFrameworkforDefiningStakeholderImpact
AffectedExternalStakeholders
Enterprise
AffectedOrganisationalUnit
SolutionDelivery ProjectTeamandothersdirectlyinvolvedwithcreating solution.
Endusersandotherstakeholdersdirectlyimpacted bythechange.
Stakeholdersthatinteract withtheusersimpactedbythechange.
Customers,suppliers,regulatorsandotherexternalstakeholdersimpactedbythechange,.
AFrameworkforStakeholderManagementStrategies
Ensure StakeholderRemainsSatisfiedWorkclosely withstakeholdertoensurethattheyareinagreementwithandsupportthe
change.
Monitorstakeholderinterest orinfluencedonotchange.
Keepinformed;stakeholder islikelytobeveryconcernedandfeelanxiousaboutlack
ofcontrol.
ImpactonStakeholder
High
High
Low
Influ
enceof
Stakeh
olde
r
BasicListeningSkills
Mimicking
Rephrasingthecontents
ofthestatement
Reflectingthefeelingofwhatwas
said
Rephrasingwhatwassaidand
reflectingthefeelingofthestatement
GoodListeningvs.BadListening
BadListening GoodListeningSpeakingtoo muchornotspeakingatall
Periodicallyaskingquestionstoconfirmourunderstanding
Beingpassiveorcriticalintheconversation
Include interactionsthatbuildthespeaker’sself-esteem
Makingdefensive comments CooperativeConversation
Makingsuggestions Makingsuggestions
GoodListening– APositiveValueChain
ListeningtoUnderstand
UnderstandingStakeholderNeedsandPerceptionof
Value
RealisingValue
Good listeners are like trampolines. They are someone you can bounce ideas off of –and rather than absorbing your ideas and energy, they amplify, energize and clarifyyour thinking. They make you feel better not by passively absorbing, but by activelysupporting. This lets you gain energy and height, just like someone jumping on atrampoline.
JackZenger&JosephFolkman
TenBasicRulesofConversation
Don’tMultitask
Don’tPontificate
UseOpen-EndedQuestions
Gowiththeflow
Ifyoudon’tknow,sayso
Don’tequateyourexperience
Trynottorepeatyourself
Stayoutoftheweeds
Listen
Bebrief
TheBoredorDisengagedStakeholderCombatingboredom• Determine why they are bored, then
steer the conversation in ways that address the boredom or disengagement.
Whyweneedtocombatboredom• Boredommeansadisengaged
stakeholder• Disengagedstakeholderwillnot
committotheprocessandmakebaddecisions
ThesignsofBoredom:• Handrestinginpalm• Bodyturnedawayfromsourceof
conversation• Lookingaround• Lookingatwatch,handsetc.• Tappinghandsorclickingpen
TheConfusedStakeholderThesignsofConfusion:• Scratchinghead• Scratchingthebackoftheneck• Frowning
WhyConfusionmustbeaddressed• Sounddecisionmakingisimpossiblewhenthe
decisionmakerisuncertainofordoesnotunderstandthefacts
• Confusionhasthepotentialtoleadtohostility
AddressingConfusion• Determine why they are bored, then steer
the conversation in ways that address theboredom or disengagement.
TheDefensiveStakeholderThesignsofDefensiveness:• FoldingArms• Correctingorplayingwithawristwatchor
otheraccessoriesontheotherarm• Holdingitemsinfrontofthebody(book,bag,
podium)• Holdingamugorglasswithbothhands.
Whythereasonfordefensivenessmustbefoundout• Adefensivestakeholderisoften
withholdingvaluableinformation.• Astakeholder’sdefensivenesscould
revealthatthestakeholderfeelsthreatened.Addressingthestakeholder’ssenseofbeingthreatenediscrucialtosecuringthestakeholder’sbuy-in.
Breakingthroughthedefences• Identify the root cause for the
defensiveness by asking leadingquestions.
• Once the root cause of thedefensiveness is found, identify whetherthe threat is real or perceived.
• Address the real/perceived threataccordingly to allay the fears of theindividual.
ATrustingStakeholder Thesignsthatastakeholdertrustsyou:• Open/vulnerablebodylanguage• Nobarriers(includingfoldedarmsorcrossed
legs)• Openpalms• Relaxed,openface
Whyitisimportanttoknowwhethersomeonetrustsyou• Thetrustofstakeholdersisvitaltoensure
successfuldelivery• Gaugingtheleveloftrustgivesusanidea
ofwhatweneedtodobuildmoretrust.
SeparatethePeoplefromtheProblem
FocusonInterests,NotPositions
InventOptionsforMutualGain
InsistonUsingObjectiveCriteria
TheCognitiveBiasesthatmakeusIrrational
AversiontoLoss
Commitment
ValueAttribution
DiagnosisBias
Fairness
PracticesthatBuildTrust
Thevalueofalwayskeepingcommitments
Thevalueofmakingcommitmentsthatwecankeep
Thevalueofunderstandingourstakeholdersanddemonstratingthatunderstanding
Thevalueofshowingincrementalprogress
Thevalueofdeliveringvaluetotherightstakeholders
Thevalueofbeingfrankaboutfailures
WhyUnderstanding,TrustandEngagementisImportant
Understandingourstakeholdersleadstotrust
Trustleadstobetterengagement
Engagedstakeholdersensurethatwedelivervalue
Sources
• AGuidetotheBusinessAnalysisBodyofKnowledgeVersion3.0• GiovanniFocarracio– It’sagoodthingbusinessanalystsdon’tperformbrainsurgery(PostonLinkedIn,July2016;Accessedonlinkedin.comon20August2016)
• CelesteHeadlee– 10waystohaveabetterconversation(TEDTalkFebruary2016)• RogerFisher– GettingtoYes:NegotiatingandAgreementwithoutGivingIn• LeslieJohn– NegotiatingwithaLiar(ArticleinHarvardBusinessReview,July2016)• StephenR.Covey– The7HabitsofHighlyEffectivePeople• JackZenger&JosephFolkman– WhatGreatListenersReallyDo(ArticleinHarvardBusinessReview,July2016;Accessedonhbr.orgon9August2016)
• OriBrafman&RomBrafman– Sway:TheIrresistiblePullofIrrationalBehaviour