Change and Stakeholder Analysis

Change and Stakeholder Analysis Charles E. Wilson, Ph.D.Change (s) in how we perform work often seems to invite resistances. Asked to change how we use our products or services processes, how we follow practices, policies or procedures of our business, often seem make us uncomfortable and put us at a disadvantage. Resistance to change (s) can affect timing, resource allocations, morale, costs, and a host of other less welcomed barriers to the desired results of change. We are likely aware that “Failing to plan is a plan to failure.” Failing to involve those that would be affected or impacted by change proposals should be a natural part of a planning process. This should be done “before” implementation of major changes involving how we do our business. Stakeholder Analysis should be a discovery process, an essential assessment and a wonderful investment into investigation as to how stakeholders (your internal customers) might affect or be affected by proposed change (s). Investing into people’s emotional bank account in this manner can reap large rewards and smooth the way for successful changes. Leaders gain an understanding of the relationships between stakeholders and the results intended of problem solving or breakthrough performance improvement change (s). One might consider stakeholder analysis as a “cause and effect analysis”, the Y = f (X) understanding, of input variables as each impacts the other and as each input (X) impacts the outcome (Y) of a process.We are all in the “people business”, no matter if you are manufacturing, production, service, for profit or non-profit. People are actively involved in all we do in our organizations. We expect our people to have a focus on a constancy of purpose and a resolve for excellence in all they do towards delighting our customers. “All that we do” must be directly aligned with our organizations strategic plans. Any changes to the way business is done should involve stakeholders as a first step. If we desire to build pride, loyalty, trust, integrity and high performance in others we must lead by example and model desired behaviors. If we treat internal customers with respect and professionalism, most likely they will respond in kind. Hence, we become players on the team, sharing responsibility towards attaining organizational desired business results. Celebrations are important and generally come after desired results are accomplished. These meld performances to positive affirmations and hook us into the hunt for continued success. Does it make good sense to involve all on the team in planning before the change(s) are put into action? Without stakeholder’s involvement and understanding of desired objectives, end to end, it would be similar to having them bowl while blindfolded. We would ensure they have little chance of successfully gaining a good score. There they stand blindfolded and carefully listening to the leader shouting out instructions as to corrective actions needed for gaining a better score. In the background they can hear theme music from “Mission Impossible” playing full tilt. They know all is riding on performance and that scoring is set by external customers. There is little room of error in this game of work. What chances have they to be successful? In leaders haste to quickly and efficiently put changes into play, they often fail to involve others that are potentially affected by the changes. In this manner, these leaders have effectively set the wheels of failure into motion. Perhaps we will get lucky and the performer will be able to see “some” of the playing field and realize a slight opportunity to score successfully. Most often change causes fear of loss in our personal and position power. Change creates uncertainty, which lends to a shift in our individual and shared paradigms. Change creates the potential to contribute to failure (s) of our problem solving or improvement implementation processes. Without involving our people, up front, we are asking them to take a leap of faith off a well establish playing field, away from known boundaries, and as well the understanding of rules as to how the game is played successfully. How many will take that leap of faith?Taking time to complete a well planned stakeholder analysis can payback great dividends in many ways. A clear plan that includes reflections of all stakeholders can assist the project team to accurately assess and understand the capacity and desire of different organizational stakeholders to participate in the desired change process. Managing Stakeholder Analysis is critical to the success of each problem solving or improvement implementation, other quality initiatives or change management issues. Stakeholder Analysis assists the project team in gaining the full benefit (s) of the proposed change (s). Stakeholder analysis satisfies the needs of your internal stakeholder customers by identifying and addressing real or perceived issues and/or concerns. If management listens to and addresses my concerns, then I am more likely to actively support those proposed changes.Many times project teams spend a great deal of resources getting their “plan” together for implementation only to see it fall short of the desired deliverables and expectations. This is often due to the resistance by those directly affected or impacted by the proposed change (s). Stakeholder analysis can resolve resistance and can bring about commitments rather than compliances. Failures are frustrating and costly. They can also cost in terms of demoralizing the stakeholder confidences regarding managements care and concern for the welfare of all concerned. This is a missed opportunity to address the needs or concerns of those affected by the intended change (s) and avoid all the nasty side effects they can bring. The simple process of performing a stakeholder analysis could sidestep and avoid all of the cost of poor quality and people management issues often associated with making changes in how we do our business. How we play the game of work to win must involve all on the team. About the Author Charles E. Wilson, Ph. D. is President/CEO of Lakota Training & Development. As well he owns and operates LTD Publishing and Six Sigma Doctor. WIlson is the author of several books, including "Six Sigma Deployment". He serves on TreQna Board of Directors, the Board of Directors for Brazoria County Dream Center, and has responsibility for knowledge development for TreQna University. Dr. Wilson holds multiple degrees in Psychology. He is a motivational speaker, training facilitator, training developer, management coach, business improvement consultant, and author. Charlie has 36 years of experience in the business and coaching worlds. 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