1. ©J Davison, D A Deeks University of Sunderland 2004 PISO ® Stakeholder Identification and Analysis Introducing PISO ® Stakeholder Identification and Analysis Introducing PISO ® Stakeholder Identification and Analysis ‘Process Improvement for Strategic Objectives’, PISO®, pisoSIA® and ‘workplace creativity driven by strategy’ are the property of The University of Sunderland. PISO® trademark design by Abdul Ali and Matthew James refer pisoSIA ® course file section 1 … workplace creativity, driven by strategy

2. workplace creativity, driven by strategy Stakeholder analysis refers to a range of methods for the identification and description of stakeholders based on their attributes, interrelationships and interests in a particular concern or resource (Ramirez 1999) PISO ® Stakeholder Identification and Analysis (pisoSIA ® ) pisoSIA® is a method designed to aid in the identification and analysis of stakeholders to support projects such as …  process improvement  change management  systems development … beginning with an identified ‘problem area’.

3. workplace creativity, driven by strategy Stage 0 Identification of problem area Identify problem area 0.1 Once the problem area has been identified … PISO ® Stakeholder Identification and Analysis (pisoSIA ® ) Like PISO ®, pisoSIA ® is presented as a framework of stages and steps. Stage 2 Analysis of stakeholders Analyse stakeholders in terms of attributes and influence Identify likely system changes Consider effects of system changes upon stakeholders Identify potential areas of negotiation prior to recommending system changes 2.3 2.4 2.12.2  analysis Stage 1 Identification of stakeholders Identify initial stakeholders Gain further information about problem area Consider boundaries and further identify stakeholders 1.2 1.3 1.1  identification it uses a specially developed ‘matrix’ to facilitate stakeholder … refer section 1 p1

4. workplace creativity, driven by strategy PISO ® Stakeholder Identification and Analysis (pisoSIA ® ) Note: elements adapted from (1)Sharp et al (1999), (2)Mitchell et al (1997). identification analysis Stage 1 Stakeholder Identification Stage 2 Stakeholder Analysis Stakeholder groups (1) Stakeholders (Steps 1.1, 1.3) Stakeholder attributes (2) (Step 2.2) Stakeholder influence (2) (Step 2.2) Stakeholder changes (Step 2.3) Negotiation areas (Step 2.4) PowerLegitimacyUrgency System engagers Facilitators Decision makers Outside Agencies refer section 1 p2 The pisoSIA ® matrix

5. workplace creativity, driven by strategy pisoSIA  can be integrated with PISO ® …  strengthening steps that involve stakeholder aspects.  agreeing ‘current system’ diagrams  agreeing/refining strategic objectives  developing operational objectives  confirming ‘new system’ solutions  engaging with the PISO ® framework as follows … PISO ® Stakeholder Identification and Analysis (pisoSIA ® )

6. workplace creativity, driven by strategy PISO ® Stakeholder Identification and Analysis (pisoSIA ® ) pisoSIA ® integrating with PISO ® Identify general ‘problem area’ Define problem area boundaries 0.2 0.1 Identify/refine strategic objectives 1.1 Gather information about current system 2.1 Prepare physical dfd of current system Conduct stakeholder analysis 1.2 Discover how stakeholder groups define strategic objective(s) Establish operational objectives 1.4 Define dfd objectives 1.5 Logicalise dfd for strategic objectives Analyse and resolve conflicts between strategic objectives 3.2 Prepare physical dfd of recommended system 3.3 Logicalise dfd for systems efficiency 3.1 2.3 2.2 1.3 pisoSIA pisoSIA® Stage 1 Identification of stakeholders pisoSIA pisoSIA® Stage 2 Analysis of stakeholders pisoSIA pisoSIA® Stage 0 Identification of problem area refer section 1 p2

7. workplace creativity, driven by strategy System A notion of an area of data handling operations and those involved within its scope Composed of human behaviour and information-related activities A number of processes connected in some way PISO ® Stakeholder Identification and Analysis (pisoSIA ® ) refer section 1 p3

8. workplace creativity, driven by strategy Stakeholders “….groups or individuals who can significantly affect or are significantly affected by an organisation’s activities” (R. E. Freeman 1984) “This definition is broad and identifies almost anyone” (Mitchell et al 1997, Sharp et al 1999) PISO ® Stakeholder Identification and Analysis (pisoSIA ® ) ‘System’ oriented definition: “A stakeholder is someone who has an interest in a system or system development and who can affect or is affected by that system and/or development” (J Davison 2001) refer section 1 p3

9. workplace creativity, driven by strategy Stage 0 Identification of problem area Identify problem area 0.1 First identify the problem area … PISO ® Stakeholder Identification and Analysis (pisoSIA ® ) Stage 2 Analysis of stakeholders Analyse stakeholders in terms of attributes and influence Identify likely system changes Consider effects of system changes upon stakeholders Identify potential areas of negotiation prior to recommending system changes 2.3 2.4 2.12.2  analysis Stage 1 Identification of stakeholders Identify initial stakeholders Gain further information about problem area Consider boundaries and further identify stakeholders 1.2 1.3 1.1  identification then use the pisoSIA  ‘matrix’ to facilitate stakeholder … refer section 1 p1

10. workplace creativity, driven by strategy The need to identify stakeholders To know who we are dealing with To know who is pertinent to a system being improved To know who could influence any decision being made To ensure no-one is overlooked in discussions To ensure the correct information is being retrieved PISO ® Stakeholder Identification and Analysis (pisoSIA  )

11. workplace creativity, driven by strategy Stage 0 Problem area identification Identify problem area 0.1 A problem area can be defined as ‘a stakeholder perspective of a situation as it is, compared with how it is hoped it could be’ The problem area may arise from … well-known aspects that have scope for improvement a need to change working practices as a result of outside intervention PISO ® Stakeholder Identification and Analysis (pisoSIA  ) refer section 2 p3

12. workplace creativity, driven by strategy Identify problem area 0.1 Stage 1 Stakeholder identification Identify initial stakeholders Gain further information about problem area Consider boundaries and further identify stakeholders 1.2 1.3 1.1 PISO ® Stakeholder Identification and Analysis (pisoSIA  ) Uses the pisoSIA  matrix as follows …

13. workplace creativity, driven by strategy The pisoSIA  matrix – identification PISO ® Stakeholder Identification and Analysis (pisoSIA  ) pisoSIA  Stage 1 Stakeholder Identification Stakeholder groups Stakeholders (Steps 1.1, 1.3) System engagers Facilitators Decision makers Outside Agencies Main stakeholders directly affected by project; most impact on, interest in and claims on a system; those who carry out, are served by or serve a process. Those responsible for aiding redesign, guiding PISO ® method, and interacting with other groups Government, regulatory bodies, outside consultancies Management or body who enable change, or how change came about ‘direct’ stakeholders ‘indirect’ stakeholders ‘interface’ stakeholders refer section 2 p1

14. workplace creativity, driven by strategy Direct stakeholders Interface stakeholders Indirect stakeholders System Boundary Organisational Boundary Wider External Boundary System Engagers Outside Agencies Decision Makers Facilitator(s) Key: Stakeholder boundary diagram (© Jean Davison 2002, Adapted from Coakes and Elliman 2001) PISO ® Stakeholder Identification and Analysis (pisoSIA  ) refer section 2 p2

15. workplace creativity, driven by strategy PISO ® Stakeholder Identification and Analysis (pisoSIA  ) refer section 2 p3 System Boundary Organisational Boundary Wider External Boundary System Engagers Outside Agencies Decision Makers Facilitator(s) Key: Direct stakeholders Interface stakeholders Indirect stakeholders Stakeholder boundary diagram - variation (showing possibility of decision makers and outside agencies engaging directly with the system) (© Jean Davison 2002, Adapted from Coakes and Elliman 2001)

16. workplace creativity, driven by strategy The pisoSIA  matrix – identification PISO ® Stakeholder Identification and Analysis (pisoSIA  ) pisoSIA  Stage 1 Stakeholder Identification Stakeholder groups Stakeholders (Steps 1.1, 1.3) System engagers Patients GP Receptionist GPs Consultants Senior nurse Medical records manager Outpatient receptionist Medical secretary Waiting list officer Nurse co-ordinator Service co-ordinator Facilitators Project manager Clinicians Project leader (Angela Dixon) Decision makers General manager Outpatient manager Outside Agencies Government Outside consultancy refer section 2 p4 refer section 5 append 1 & 2

17. workplace creativity, driven by strategy Stage 0 Identification of problem area Identify problem area 0.1 PISO ® Stakeholder Identification and Analysis (pisoSIA ® ) Stage 1 Identification of stakeholders Identify initial stakeholders Gain further information about problem area Consider boundaries and further identify stakeholders 1.2 1.3 1.1 pisoSIA  … identifying stakeholders … refer section 1 p1

18. workplace creativity, driven by strategy The need to identify stakeholders To know who we are dealing with To know who is pertinent to a system being improved To know who could influence any decision being made To ensure no-one is overlooked in discussions To ensure the correct information is being retrieved PISO ® Stakeholder Identification and Analysis (pisoSIA  )

19. workplace creativity, driven by strategy Stage 0 Problem area identification Identify problem area 0.1 A problem area can be defined as ‘a stakeholder perspective of a situation as it is, compared with how it is hoped it could be’ The problem area may arise from … well-known aspects that have scope for improvement a need to change working practices as a result of outside intervention PISO ® Stakeholder Identification and Analysis (pisoSIA  ) refer section 2 p3

20. workplace creativity, driven by strategy PISO ® Stakeholder Identification and Analysis (pisoSIA  ) The need to analyse stakeholders To assess the impact a stakeholder has on a system / system development To assess the relevance of a stakeholder to a system development Utilises the application of three attributes Power Legitimacy Urgency

21. workplace creativity, driven by strategy analysis attributes influence The pisoSIA  matrix – PISO ® Stakeholder Identification and Analysis (pisoSIA  ) refer section 3 p1 refer section 5 append 1 & 2 Stakeholders (steps 1.1, 1.3) Stakeholder Attributes (step 2.2) Stakeholder Influence (step 2.2) PowerLegitimacyUrgency Patients GP Receptionist GPs Consultants Senior nurse Medical records manager Outpatient receptionist Medical secretary Waiting list officer Nurse co-ordinator Service co-ordinator Project manager Clinicians Project leader (Angela Dixon) General manager Outpatient manager Government Outside consultancy

22. workplace creativity, driven by strategy Three Stakeholder Attributes … 1. The stakeholder’s power to influence an organisation or project 2. The legitimacy of the stakeholder’s right to be there; relationship with organisation or project 3. The urgency of the stakeholder’s claim on the organisation or project; degree to which delay in receiving attention is unacceptable to stakeholder; or if system requires attention from a stakeholder. (Based on stakeholder typology of Mitchell et al 1997) PISO ® Stakeholder Identification and Analysis (pisoSIA  ) refer section 3 p2

23. workplace creativity, driven by strategy PISO ® Stakeholder Identification and Analysis (pisoSIA  ) attributes are used … powerlegitimacy urgency x x x xx xx xx xx x (from Mitchell et al, 1997) 1 Dormant 2 Discretionary 3 Demanding 4 Dominant 5 Dependent 6 Dangerous 7 Definitive … to determine seven influence types refer section 3 p3

24. workplace creativity, driven by strategy analysis attributes influence Stakeholders (steps 1.1, 1.3) Stakeholder Attributes (step 2.2) Stakeholder Influence (step 2.2) PowerLegitimacyUrgency Patients GP Receptionist GPs Consultants Senior nurse Medical records manager Outpatient receptionist Medical secretary Waiting list officer Nurse co-ordinator Service co-ordinator xxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxx Dependent Definitive Dependent Definitive Dependent Project manager Clinicians Project leader (Angela Dixon) xxxx xxxxxx xxxxxx Definitive Dependent Definitive General manager Outpatient manager xxxx xxxx xxxx Definitive Government Outside consultancy xxxxx xDefinitive Discretionary The pisoSIA  matrix – PISO ® Stakeholder Identification and Analysis (pisoSIA  ) refer section 3 p4 refer section 5 append 1 & 2

25. workplace creativity, driven by strategy Stakeholder changes PISO ® Stakeholder Identification and Analysis (pisoSIA  ) refer section 4 p1,2 Three ways people are affected by system change (Judson 1991) 1.Operational effects (the way work is carried out) 2.Psychological effects (the way stakeholders relate to change) 3.Social effects (the way changes may affect relationships) “People Problems” often cited as a main cause of failure in system change Conflict factors ‘It is a natural reaction to resist change’ (Judson 1991)

26. workplace creativity, driven by strategy … analysis of changes Stakeholder changes (step 2.3) The pisoSIA  matrix … PISO ® Stakeholder Identification and Analysis (pisoSIA  ) refer section 4 p2

27. workplace creativity, driven by strategy Resistance to change PISO ® Stakeholder Identification and Analysis (pisoSIA  ) refer section 4 p2,3 Selective Perception – individuals’ interpretations of a situation can differ Habit – familiarity is a form of comfort and security Inconvenience and loss of freedom – any change that is bothersome or impinge on freedom may incite conflict Economic Implications – reduction in pay or rewards Security in the past – confusion or the unfamiliar may result in retention of familiar ways Fear of the unknown – may cause anxiety and fear

28. workplace creativity, driven by strategy … analysis of negotiation areas Negotiation Areas (step 2.4) PISO ® Stakeholder Identification and Analysis (pisoSIA  ) The pisoSIA  matrix … refer section 4 p3, and section 5

29. workplace creativity, driven by strategy Further factors PISO ® Stakeholder Identification and Analysis (pisoSIA  ) refer section 4 p4 Close involvement of stakeholders means they are more likely to be committed to change Maintain channels of communication Do not impose a system on stakeholders The knowledge to change a system resides in every member of that system (Kelly and Weber 1995)