Module 2 SESSION 3:

Conducting a Stakeholder Analysis

John PisapiaFlorida Atlantic University

Tony TownsendGriffith University

Principals as Strategic Leaders

“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

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

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 gWhy?

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

Look

LOOK

LISTENINTERNAL EXTERNAL

Challenges Opportunities

Inside Stakeholder Analysis

What is Going on Here?

Competitors“Think for themselves”

Give Constructive CriticismDodge Responsibility

Require Constant Supervision

Colleagues“Think for themselves”

Give Constructive CriticismTake Initiative

Assume Ownership

LAGGARDSDon’t Think

Must be Told what to doDodge Responsibility

Require Constant Supervision

SubordinatesTake Direction

Don’t Challenge LeaderGet Job Done without Supervision

after told what to do

Independent Critical Thinking

Dependent Critical Thinking

PASSIVE

ACTIVETakeaway: Leadership is a relationship between a leader and a

colleague; not a leader and a follower.Look Inside

Find the Keys to the systemTool # 1 : What type of follower are you!

Legend: I = Innovators, EA = Early Adopters, EM = Early MajorityLM = Late Majority, and L = Laggards

I

EAEM LM

L

Look InsideTool #2 Are our People Ready for change?

Adopter Category

Salient Values Personal Characteristics

Communication Behavior Social Memberships

Innovators VenturesomeWilling 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

Gathering Social IntelligenceStages of the Adoption Process

AwarenessLearns about a

new idea or practice

InterestGets more information

about it

EvaluationTries it out mentally

TrialUses or tries it

a little

AdoptionAccepts 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

How Fast Can Change Occur in this Organization?

Legend: I = Innovators, EA = Early Adopters, EM = Early MajorityLM = Late Majority, and L = Laggards

I EA

EMLM

L

How Fast Can Change Occur in this Organization?

Legend: I = Innovators, EA = Early Adopters, EM = Early MajorityLM = Late Majority, and L = Laggards

I

EAEM

LML

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?

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

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Network Analysis: Org #1

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Tool #4 who are the Players

Network Analysis: Org #2

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Look InsideFind 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?

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!

Look OutsideThere 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

LOOK

LISTENINTERNAL EXTERNAL

Challenges Opportunities

Outside Stakeholder Analysis –

Tool #4 Strategic Listening

Strategic Listening

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?

THE Stakeholder Analysis: CHALLENGES AND OPPORTUNITIES OFFERED BY OUR ENVIRONMENTSUNIVERSITY/District STATE/State PROFESSIONAL/Professional

What do others expect from us?

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.

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?

Now its your TurnPaSL 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?

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 RecapThe Structural and Process Components of Strategic Thinking

√

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 ToolsSituational and Stakeholder a AnalysisLook Outside – Strategic ListeningLook 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 ToolsStrategic Conversations

Strategy CanvasI-SWOT Analysis

Action Framework

Synthesizers inputs Statement of Intent