Walker, D H T; Bourne, L M and Shelley, A (2008) Influence, stakeholder mapping and visualization. Construction Management and Economics, 26(6), pp. 645-658. ISSN 1466433X
Abstract
Stakeholder identification, management and engagement are recognized as key project management skills; however, this is a 'soft' skill that requires both intuition and a strong capacity for analysis. There are few tools and methodologies to which people undertaking stakeholder management activities can turn. Highly complex problem solving activities, such as stakeholder management, can benefit from high level conceptual approaches that allow those involved to see clearly or to visualize the situation being examined. Metaphors, particularly highly visual representations of complex situations, can be very helpful in triggering simplification of complex situations to a level where understanding of the situation can yield fruitful results in moving forward to developing plans and actions. Visualization tools for stakeholder management can be of great value. Describing stakeholder visualization tools that can be used to develop a stakeholder engagement strategy can therefore raise awareness of these tools. The development and use of two such tools are described. While they are both independently useful they could be effectively combined. This prospect could reduce the chances of project failure and enhance success through having clearer pictures of stakeholder influence patterns.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | organization behaviour; organizational politics; stakeholder management |
| Index terms: | mapping, methodology, problem solving, visualization, stakeholder management, stakeholder identification, intuition, stakeholder engagement strategy, project failure, politics, simplification, project management |
| Subjects: | project completion, participation process, project management theory and practice, design practice, management, research methods, spatial and geospatial analysis, decision-making and reasoning, political science, cognitive psychology |
| Topics: | Research Practice, Project Management, Business Strategy, Governance, Stakeholder Management, Design Practice |
| Descriptive scope: | 3 PCT |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here