Power, politics and stakeholder management - Revision history

Tkokotas at 17:34, 16 November 2018

2018-11-16T17:34:46Z

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			''Developed by Joachim Schou Larsen''


	==Abstract==		==Abstract==

Joachim Schou Larsen: /* Limitations */

2018-02-26T21:26:57Z

Limitations

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	Different issues regarding limitations for the article is presented below:		Different issues regarding limitations for the article is presented below:

	• '''Context:'''The position of different stakeholders in the power/interest matrix is highly possible to vary from different situations and issues. Therefor is it important to understand the context of which the analysis is performed and not as a manager be blind for new and unseen situations and approaches.<ref name="Fun"/>		• '''Context:'''The position of different stakeholders in the power/interest matrix is highly possible to vary from different situations and issues. Therefor it is important to understand the context of which the analysis is performed and not as a manager be blind for new and unseen situations and approaches.<ref name="Fun"/>

	• '''Understanding of power:''' The five forces do not integrate other parameters of power into its theory. A well renowned research regarding power is the model of national culture and power distance by Geert Hofstede. <ref>Jones G., George J. ''Essentials of Contemporary management, Sixth Edition'', 2015</ref> This study examines more than 100.000 people from 64 different countries and concludes that many different dimensions can have an impact such as: individualism vs. collectivism, power distance, and uncertainty tolerance, etc. Therefore a manager should also consider in which cultural arena he/she is operating in with regards to affect power on stakeholders.		• '''Understanding of power:''' The five forces do not integrate other parameters of power into its theory. A well renowned research regarding power is the model of national culture and power distance by Geert Hofstede. <ref>Jones G., George J. ''Essentials of Contemporary management, Sixth Edition'', 2015</ref> This study examines more than 100.000 people from 64 different countries and concludes that many different dimensions can have an impact such as: individualism vs. collectivism, power distance, and uncertainty tolerance, etc. Therefore a manager should also consider in which cultural arena he/she is operating in with regards to affect power on stakeholders.

Joachim Schou Larsen: /* Application */

2018-02-26T21:11:05Z

Application

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	In this stage power acquisition or/and exercising is highly relevant as the stakeholder mapping indicates where the manager should focus with regards to Hayes’ five factors of power. From the mapping process the manager should be able to determine which stakeholders are in the scope of being influenced by the power of the manager.		In this stage power acquisition or/and exercising is highly relevant as the stakeholder mapping indicates where the manager should focus with regards to Hayes’ five factors of power. From the mapping process the manager should be able to determine which stakeholders are in the scope of being influenced by the power of the manager.

	Ex. stakeholders with high power should be approached with the factors regarding “Minimizing managers dependence on others” and “Building collaborative relationships”. With these factors the manager should examine alternatives for stakeholders with a negative approach ~~with~~ the intention of minimizing the possible power of the current stakeholder. In some cases this attitude to high power stakeholders can be difficult as some stakeholders is too involved in the project, and therefore the factor of “Building collaborative relationships” will be the more sensible strategy for the manager. With this power strategy, building close relationships should create the possibility of exploiting needed resources for both parties. Creating better and more trusted relationships, with ''“a basis for negotiation and trade”''.<ref name="Hayes"/>		Ex. stakeholders with high power should be approached with the factors regarding “Minimizing managers dependence on others” and “Building collaborative relationships”. With these factors the manager should examine alternatives for stakeholders with a negative approach, as the intention is to minimizing the possible power of the current stakeholder. In some cases this attitude to high power stakeholders can be difficult as some stakeholders is too involved in the project, and therefore the factor of “Building collaborative relationships” will be the more sensible strategy for the manager. With this power strategy, building close relationships should create the possibility of exploiting needed resources for both parties. Creating better and more trusted relationships, with ''“a basis for negotiation and trade”''.<ref name="Hayes"/>

	==Limitations==		==Limitations==

Joachim Schou Larsen: /* Application */

2018-02-26T21:09:03Z

Application

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	3. As the third and last stage of the stakeholder mapping the manager should evaluate all key stakeholders and determine how they are likely to respond in different situations as foreseen by the manager.<ref name="PMI"/> This should be done to plan how the project/company can influence and enhance potential support from the stakeholders and diminish potential negative effects.		3. As the third and last stage of the stakeholder mapping the manager should evaluate all key stakeholders and determine how they are likely to respond in different situations as foreseen by the manager.<ref name="PMI"/> This should be done to plan how the project/company can influence and enhance potential support from the stakeholders and diminish potential negative effects.
	In this stage power acquisition or/and ~~usage~~ is highly relevant as the stakeholder mapping indicates where the manager should focus with regards to Hayes’ five factors of power. From the mapping process the manager should be able to determine which stakeholders are in the scope of being influenced by the power of the manager.		In this stage power acquisition or/and exercising is highly relevant as the stakeholder mapping indicates where the manager should focus with regards to Hayes’ five factors of power. From the mapping process the manager should be able to determine which stakeholders are in the scope of being influenced by the power of the manager.

	Ex. stakeholders with high power should be approached with the factors regarding “Minimizing managers dependence on others” and “Building collaborative relationships”. With these factors the manager should examine alternatives for stakeholders with a negative approach with the intention of minimizing the possible power of the current stakeholder. In some cases this attitude to high power stakeholders can be difficult as some stakeholders is too involved in the project, and therefore the factor of “Building collaborative relationships” will be the more sensible strategy for the manager. With this power strategy, building close relationships should create the possibility of exploiting needed resources for both parties. Creating better and more trusted relationships, with ''“a basis for negotiation and trade”''.<ref name="Hayes"/>		Ex. stakeholders with high power should be approached with the factors regarding “Minimizing managers dependence on others” and “Building collaborative relationships”. With these factors the manager should examine alternatives for stakeholders with a negative approach with the intention of minimizing the possible power of the current stakeholder. In some cases this attitude to high power stakeholders can be difficult as some stakeholders is too involved in the project, and therefore the factor of “Building collaborative relationships” will be the more sensible strategy for the manager. With this power strategy, building close relationships should create the possibility of exploiting needed resources for both parties. Creating better and more trusted relationships, with ''“a basis for negotiation and trade”''.<ref name="Hayes"/>

Joachim Schou Larsen: /* Application */

2018-02-26T21:03:54Z

Application

← Older revision		Revision as of 21:03, 26 February 2018
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	3. As the third and last stage of the stakeholder mapping the manager should evaluate all key stakeholders and determine how they are likely to respond in different situations as foreseen by the manager.<ref name="PMI"/> This should be done to plan how the project/company can influence and enhance potential support from the stakeholders and diminish potential negative effects.		3. As the third and last stage of the stakeholder mapping the manager should evaluate all key stakeholders and determine how they are likely to respond in different situations as foreseen by the manager.<ref name="PMI"/> This should be done to plan how the project/company can influence and enhance potential support from the stakeholders and diminish potential negative effects.
	In this stage power acquisition or/and usage is highly relevant as the stakeholder mapping indicates where the manager should focus with regards to Hayes’ five factors of power. From the mapping process the manager should be able to determine which stakeholders are in the scope of being influenced by the power of the ~~managers~~.		In this stage power acquisition or/and usage is highly relevant as the stakeholder mapping indicates where the manager should focus with regards to Hayes’ five factors of power. From the mapping process the manager should be able to determine which stakeholders are in the scope of being influenced by the power of the manager.

	Ex. stakeholders with high power should be approached with the factors regarding “Minimizing managers dependence on others” and “Building collaborative relationships”. With these factors the manager should examine alternatives for stakeholders with a negative approach with the intention of minimizing the possible power of the current stakeholder. In some cases this attitude to high power stakeholders can be difficult as some stakeholders is too involved in the project, and therefore the factor of “Building collaborative relationships” will be the more sensible strategy for the manager. With this power strategy, building close relationships should create the possibility of exploiting needed resources for both parties. Creating better and more trusted relationships, with ''“a basis for negotiation and trade”''.<ref name="Hayes"/>		Ex. stakeholders with high power should be approached with the factors regarding “Minimizing managers dependence on others” and “Building collaborative relationships”. With these factors the manager should examine alternatives for stakeholders with a negative approach with the intention of minimizing the possible power of the current stakeholder. In some cases this attitude to high power stakeholders can be difficult as some stakeholders is too involved in the project, and therefore the factor of “Building collaborative relationships” will be the more sensible strategy for the manager. With this power strategy, building close relationships should create the possibility of exploiting needed resources for both parties. Creating better and more trusted relationships, with ''“a basis for negotiation and trade”''.<ref name="Hayes"/>

Joachim Schou Larsen: /* Application */

2018-02-26T21:03:21Z

Application

← Older revision		Revision as of 21:03, 26 February 2018
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	3. As the third and last stage of the stakeholder mapping the manager should evaluate all key stakeholders and determine how they are likely to respond in different situations as foreseen by the manager.<ref name="PMI"/> This should be done to plan how the project/company can influence and enhance potential support from the stakeholders and diminish potential negative effects.		3. As the third and last stage of the stakeholder mapping the manager should evaluate all key stakeholders and determine how they are likely to respond in different situations as foreseen by the manager.<ref name="PMI"/> This should be done to plan how the project/company can influence and enhance potential support from the stakeholders and diminish potential negative effects.
	In this stage power acquisition or/and usage is highly relevant as the stakeholder mapping indicates where the manager should focus with regards to Hayes’ five factors of power. From the mapping process the manager should be able to determine which stakeholders are in the scope of being influenced of the managers ~~power~~.		In this stage power acquisition or/and usage is highly relevant as the stakeholder mapping indicates where the manager should focus with regards to Hayes’ five factors of power. From the mapping process the manager should be able to determine which stakeholders are in the scope of being influenced by the power of the managers.

	Ex. stakeholders with high power should be approached with the factors regarding “Minimizing managers dependence on others” and “Building collaborative relationships”. With these factors the manager should examine alternatives for stakeholders with a negative approach with the intention of minimizing the possible power of the current stakeholder. In some cases this attitude to high power stakeholders can be difficult as some stakeholders is too involved in the project, and therefore the factor of “Building collaborative relationships” will be the more sensible strategy for the manager. With this power strategy, building close relationships should create the possibility of exploiting needed resources for both parties. Creating better and more trusted relationships, with ''“a basis for negotiation and trade”''.<ref name="Hayes"/>		Ex. stakeholders with high power should be approached with the factors regarding “Minimizing managers dependence on others” and “Building collaborative relationships”. With these factors the manager should examine alternatives for stakeholders with a negative approach with the intention of minimizing the possible power of the current stakeholder. In some cases this attitude to high power stakeholders can be difficult as some stakeholders is too involved in the project, and therefore the factor of “Building collaborative relationships” will be the more sensible strategy for the manager. With this power strategy, building close relationships should create the possibility of exploiting needed resources for both parties. Creating better and more trusted relationships, with ''“a basis for negotiation and trade”''.<ref name="Hayes"/>

Joachim Schou Larsen: /* Big idea */

2018-02-26T20:52:06Z

Big idea

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	• Close relationships gives the manager the opportunity to identify resources and information that others may need, but currently does not have. Hereby creating new possible dependencies in favour of the manager to provide.		• Close relationships gives the manager the opportunity to identify resources and information that others may need, but currently does not have. Hereby creating new possible dependencies in favour of the manager to provide.

	• Projects can have problems with limited recourses, not because they need more but the problem lies with those handling the resources, not knowing they are needed. Communication improvements facilitated by the manager should ~~solve~~ the problem.		• Projects can have problems with limited recourses, not because they need more but the problem lies with those handling the resources, not knowing they are needed. Communication improvements facilitated by the manager should improve the problem.

	• Improved relationships can also give a possibility of others using the new collaborative networks to impact third parties that elsewise would be unreachable for the management.		• Improved relationships can also give a possibility of others using the new collaborative networks to impact third parties that elsewise would be unreachable for the management.

Joachim Schou Larsen: /* Big idea */

2018-02-26T20:50:30Z

Big idea

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	The fourth factor examines the relationships between managers and those they are dependent on. Building collaborative relationships within this area should improve the manager’s ability to influence other stakeholders, as the relationships should support the agenda from the manager. The bullets below are essential for achieving this:		The fourth factor examines the relationships between managers and those they are dependent on. Building collaborative relationships within this area should improve the manager’s ability to influence other stakeholders, as the relationships should support the agenda from the manager. The bullets below are essential for achieving this:

	• Close relationships gives the manager the opportunity to identify resources and information that others may need, but currently does not have. Hereby creating new possible dependencies in favour of the manager.		• Close relationships gives the manager the opportunity to identify resources and information that others may need, but currently does not have. Hereby creating new possible dependencies in favour of the manager to provide.

	• Projects can have problems with limited recourses, not because they need more but the problem lies with those handling the resources, not knowing they are needed. Communication improvements facilitated by the manager should solve the problem.		• Projects can have problems with limited recourses, not because they need more but the problem lies with those handling the resources, not knowing they are needed. Communication improvements facilitated by the manager should solve the problem.

Joachim Schou Larsen: /* Big idea */

2018-02-26T20:49:02Z

Big idea

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	• Identify alternative sources of the given assets the manager requires		• Identify alternative sources of the given assets the manager requires

	• Test existing agreements both internal and external where the manager sees stakeholders exercising power, ~~because of~~ current dependency relationships.		• Test existing agreements both internal and external where the manager sees stakeholders exercising power on them, and challenge these current dependency relationships.

	'''Building collaborative relationships'''		'''Building collaborative relationships'''

Joachim Schou Larsen: /* Big idea */

2018-02-26T20:40:55Z

Big idea

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	'''Minimizing managers dependence on others'''		'''Minimizing managers dependence on others'''

	After looking at the dependences stakeholders have ~~in relation~~ to the manager, it is also important to consider own dependencies to others and minimize these as much as possible. Therefore the manager needs to identify to whom they have these dependencies and how to change the current situation. This can be done by looking at the following:		After looking at the dependences stakeholders have to the manager, it is also important to consider own dependencies to others and minimize these as much as possible. Therefore the manager needs to identify to whom they have these dependencies and how to change the current situation. This can be done by looking at the following:

	• Identify alternative sources of the given assets the manager requires		• Identify alternative sources of the given assets the manager requires