Edited by Stephen P. Osborne and Louise Brown
Chapter 8: Managing stakeholders in the change and innovation process
This chapter focuses on how and why public managers might go about using stakeholder identification and analysis techniques in order to help their organizations effectively manage change processes. A range of stakeholder identification and analysis techniques is reviewed. The techniques cover: organizing participation; problem or opportunity formulation and direction setting; solution search; building a winning coalition around proposal development, review, and adoption; and implementing, monitoring, and evaluating strategic interventions. The chapter argues that wise use of stakeholder analyses can help frame issues that are solvable in ways that are technically and administratively feasible and politically acceptable and that advance the common good. Conversely, failure to attend to stakeholder interests, resources, and influence can stymie efforts to help organizations innovate to deal with or anticipate changes in their environment. Moreover, stakeholder involvement can help public managers improve innovation designs that may look good on paper but not be sufficiently attuned to conditions on the ground or to political forces. The chapter concludes with a number of recommendations for management research, education, and practice. It draws heavily on Bryson (2004, 2011), Bryson and Patton (2010), and Bryson et al. (2011).
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