Mapping Stakeholder Relations

Transition Design argues that stakeholder relations are the “connective tissue” within wicked problems, and and these nuanced “systemic relations” must be ‘mapped’ and analyzed to serve as the basis for problem resolution

There are many well documented approaches used to identify and resolve stakeholder relations, including Needs-Fears Mapping, Conflict Analysis Tools, and Multi-Stakeholder Processes, (MSP) to name a few.

The roots of many wicked problems are connected to relations of conflict and power imbalances among stakeholder groups. These complex stakeholder relations are also barriers to societal/organizational transitions

Stakeholder relations of conflict and opposition always require the greatest investment of time and energy to resolve, but relations of affinity, agreement and alignment (that are always present) often go unseen and acknowledged. Transition Design argues that relations of affinity and alignment are the “low hanging fruit” in a system and show us wh... See more

Transition Design attempts to reveal and map power relations among stakeholder groups in order to: 1) understand which groups have what types of power in the system (sometimes a group has the power/reason to keep the problem unresolved); 2) identify which groups have little power/are disenfranchised (the work is to help build their capacity and giv... See more

Transition Design attempts to reveal and map power relations among stakeholder groups in order to: 1) understand which groups have what types of power in the system (sometimes a group has the power/reason to keep the problem unresolved); 2) identify which groups have little power/are disenfranchised (the work is to help build their capacity and giv... See more

Therefore understanding power dynamics and mapping the ways in which they manifest in a system (wicked problem) and among stakeholder groups is crucial to problem resolution.

To think politically, you have to look at your organization as a web of stakeholders. For each stakeholder, you need to identify her: • Stake in the adaptive challenge at hand. How will she be affected by resolution of the challenge? • Desired outcomes. What would she like to see come out of a resolution of the issue? • Level of engagement. How muc

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