1. Stakeholder Management
The case of Umgeni Water
7 October 2016

2. Mapping your stakeholders
Using a systems map
What are the boundaries of the domain? Who is included and who excluded.
A hierarchy of purposes

3. An awareness of mental models
What are the different discourses
What are the contributions to the narratives.

4. An awareness of outputs and outcomes
Intended outputs and their optimisation
Constraints
Unintentional outcomes
Intentional outcomes

5. Ulrich’s four groups of stakeholders
Beneficiaries
Designers
Decision takers
Witnesses

6. Customers or Beneficiaries
Those who are intended to benefit from the organisations core purpose
Those who depend on the organisation as employer
The upstream and downstream beneficiaries
Leveraged beneficiaries

7. Designers
Designers of hard systems
Designers of soft systems

8. Decision takers Those responsible for Determining priorities
Planning and scheduling work
Securing resources
Managing supply chains
Monitoring work
Complying with regulations

9. Witnesses Those responsible for political oversight
Those who hold professional perspectives
Those responsible for accountability issues
Those who articulate responses in the public media

10. Ulrich’s 12 boundary questions (Is vs ought)
Who is the client of system S to be designed or improved?
What is the purpose of the system S? What goal state is envisaged?
What is the measure of success of S?
Who is the decision taker re the measure of improvement?
What components of S are controlled by the decision taker?
What resources and conditions are part of the environment? (Outside direct control)
Who is the designer of S?
Who are the experts and what expertise do they bring?
Who is the guarantor for the designer of S?
Who are the witnesses representing concerned citizens affected?
How are the affected given a chance to make significant inputs?
What worldview is being privileged by S?

11. Dynamics
Professional, administrative and legal norms vs cultural, social and economic norms of those affected

12. Planning collaborative action
Collaborative action requires applying systems thinking principles:
Advocacy, participation and responsiveness to learning together
Sensitivity to stakeholder perceptions
Sensitivity to prevailing conditions
Co-construction of project pathways
A continuing process of co-learning and learning transfer

13. Seven steps of SSM Situation considered problematical
Problem situation expressed
Root definitions of relevant purposeful activity systems\Conceptual models of the relevant systems (holons) named in root definitions
Comparisons of models and the real world
Changes: systematically desirable and culturally feasible
Action to improve the problematical situation

14. Collaborative learning tools
Rich pictures
Root definitions
CATWOE
Application and critiquing of root definitions
Building new Human Activity Systems (HAS)

15. CATWOE Customers or beneficiaries Actors Transactions (from – to)
Worldview
Owners
Environment

16. Tests for actions Is it effective? Is it efficacious? Is it efficient?
Is it ethical?

17. Root definition
A system to do P by Q in order to contribute to achieving R
What to do?
How to do it?
Why do it?