The purpose of this assignment is to identify key stakeholders within your organization who are affected by, have influence over, or have an interest in solving the problem you are attempting to address with your action research project.
Stakeholder analysis requires you to examine a number of variables in relation to each individual or group you have identified. Use the “Stakeholder Brainstorming” resource provided as a tool to assist you in completing the “Stakeholder Analysis” Excel spreadsheet.
In the analysis, list titles and groups of stakeholders. Do not list names of specific individuals. It is important to note the role each stakeholder has in the problem and in solving the problem. Determine whether or not the individual or group has a negative, indifferent, positive, or very positive predisposition about the problem.
Within the “Stakeholder Analysis” spreadsheet, there is a tab labeled “Current-State Matrix.” Study the terminology related to influence and support and think about how each block describes the feelings a stakeholder may have about the problem and proposed solution. For example, there may be a group or individual that has a high degree of support with regard to solving the problem. If you know such person or group also has a high level of influence in how the problem is solved, it is important to think about how you will approach this person or group in terms of seeking information and presenting potential solutions. Taking time to rank the level of influence and support for each stakeholder is critical as you proceed, because it may have a large role in determining whether or not specific problem solutions can be implemented.
Take the time necessary to conduct research that will help you determine possible stakeholder reactions and issues related to potential solutions. Think about the motivation, drivers, and expectations of exchange for each stakeholder, the problem, and the proposed solutions. Finally, consider the role of the stakeholder, including when the stakeholder needs to be involved in the change effort, any stakeholder management activities, and stakeholder deliverables and timelines. If a stakeholder will ultimately end up having a designated role in implementing the solution, the ability to articulate the role, scope, and timeframe will be of utmost importance.
Complete the “Stakeholder Analysis” spreadsheet and along with a 500-word summary of your findings. In the summary, discuss the following:
- Summarize stakeholder attitudes about the identified problem and support your summary with specific data from your collection tool.
- Summarize stakeholder attitudes or experiences related to previously implemented problem solutions and support your summary with specific data from your collection tool.
- Summarize stakeholder ideas for potential solutions and support your summary with specific data from your collection tool.
- Who are the stakeholders you will seek to act as sponsors to support you in the implementation of a problem solution? Provide specific reasons why these stakeholders are key to implementing a solution.
- Who are the stakeholders that will likely be directly affected by solving the problem? Provide specific ways these stakeholders could be directly affected by solving the problem.
- Who are the stakeholders who could pose potential roadblocks to solving the problem? Provide specific reasons why these stakeholders could pose potential roadblocks and what those roadblocks could be.
APA style is not required, but solid academic writing is expected.
Current-State Matrix
| INFLUENCE | Negative | High | Positive | ||||||||||||||||||||||||||||||||||||||||||||
| Negative Support/ | Moderate | Positive Support/Moderate Influence (Plan) |
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| Negative Support/ | Low | Positive Support/Low Influence (Maintain) |
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| SUPPORT |
Stakeholder Template
| Name of Stakeholder | Description of Stakeholder | Role of Stakholder | Level of Knowledge in Program | Available Resources, Information, Influence, Money, Staff, Technology, etc. | Level of Interest | Level of Support | Level of Influence | Action Plan for Stakeholder Engagement | Level of interest | ||
| Example: Call Center Manager | Leader of the Call Center in Phoenix | Project Sponsor | High level of knowledge | Funding of project and internal resources from call center | Maintain regular communication with stakeholder on progress and updates. | ||||||
Understanding Stakeholders
What is a stakeholder? According to Cambridge Dictionary “A stakeholder can be an employee, customer, or citizen who is involved with an organization, society, etc. and therefore has responsibilities towards it and an interest in its success.”
While this definition appears generally broad, the stakeholders involved with an implementation can be numerous. This section reviews different types of stakeholders, introduces tools for both stakeholder identification and analysis towards both priorities and stakeholder support.
There are two different types of stakeholders, internal and external. Internal stakeholders are those involved day to day in the program. These are individuals associated with the actual project or specific problem. External stakeholders are those outside of the organization who are influenced or impacted by the project or issue. There may also be external stakeholders that may be part of the project depending on the issue.
There are many different stakeholders and it is important to understand the interest and influence of each. The first step is to brainstorm and identify all the potential stakeholders. Figure 1 is an example of a stakeholder diagram depicting the target audience call center quality issue. The second ring of circles represents the individuals or organizations that have a direct connection with the interests of the primary stakeholder impacted by the initiative. The other rings around the secondary group are tertiary stakeholders who have a direct connection with the interest of the secondary stakeholders in support of the primary stakeholders.
The key purpose of this brainstorming tool is to ensure that you have not missed a stakeholder group. First you must revisit the problem statement to ensure that you have the focus of the issue. Below the example problem statement is an example of brainstorming for internal and external stakeholders.
Problem: Many call center representatives are not achieving quality standards, thereby contributing to the overall low-quality rating (9
2
%) for the call center. Through data and process evaluation, it was determined that the training time for call center representatives is 30% less than other similar call centers, which may contribute to lack of skills training. In addition, the online tools available to the call center representatives are not updated frequently with procedural changes and do not contain all required information necessary for representatives to perform their job. The low quality over the past 6 months has resulted in a 2% decrease in customers and a $550,000 loss in annual revenue. Decreased employee satisfaction in the call center due to the issue has contributed to a 5% increase in voluntary attrition, which costs the business $80,000 annually. There is an opportunity to improve quality and reduce both customer and employee attrition by addressing the skills training and resource issue in the call center.
Figure 1
Once the stakeholder individuals or organizations are identified, they require analysis for interest and support. The other critical aspects of this analysis are to understand what the stakeholder is contributing and identification of an action plan. Reference the “Stakeholder Analysis Template” in the course materials for an example.
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Writing a Problem Statement
Original problem or focus question
Low morale within military
Stakeholders who are most affected by the problem
Military personnel and their families
Impact to stakeholders
Low morale within military personnel can have serious consequences for both the individuals and the organization as a whole. Low morale may have a negative effect on production because soldiers may lose interest in or enthusiasm for doing their jobs properly. There may be an increase in absenteeism if soldiers aren’t inspired to show up for work. Additionally, low morale can contribute to increased rates of attrition, as soldiers may choose to leave the military in search of a more fulfilling and supportive work environment. The decreased job satisfaction and motivation can also negatively impact employee retention, as soldiers may be less likely to stay with the military for the long-term. Low morale can also lead to decreased commitment to the mission and lower levels of trust in leadership, which can have far-reaching consequences for the organization and its ability to achieve its goals. Ultimately, addressing the issue of low morale is critical for promoting the well-being of military personnel and ensuring the effective functioning of the organization.
Type of problem
The problem in the military is one of attitude, specifically, low morale among personnel. This is due to a lack of recognition for their contributions, inadequate support in their duties, and poor leadership that fails to address their needs and concerns. These issues can lead to decreased productivity, higher rates of absenteeism and attrition, and decreased job satisfaction and motivation. It is crucial that the military addresses these problems in order to promote a positive work environment, improve performance, and retain valuable personnel.
Suspected cause(s) of the problem
Poor leadership, inadequate support, lack of recognition and resources
Goal for improvement and long-term impact
The overall morale of soldiers is aimed to be raised to 85% during the next 2 years as a means of addressing the problem of poor morale in the military. This can be achieved through various initiatives such as providing regular recognition and appreciation for their hard work, improving support systems for the personnel, and enhancing leadership skills through training and development programs. With improved morale, military personnel will have a higher level of job satisfaction and motivation, resulting in increased productivity, reduced absenteeism and attrition rates. This, in turn, will have a positive long-term impact on the overall efficiency and effectiveness of military operations and maintenance of the high standards and values of the military.
Proposal for addressing the problem and determining impact from Christian worldview perspective
From a Christian worldview perspective, addressing low morale in the military should involve not just improving work conditions, but promoting human flourishing and creating a positive work environment. A comprehensive leadership training program is crucial in this process, as it will equip leaders with the skills and knowledge necessary to effectively support and motivate military personnel. Providing adequate support and resources to military personnel and their families is also crucial in improving morale, as it demonstrates the value placed on the well-being of military personnel. Recognizing the achievements and contributions of military personnel is another important aspect, as it boosts their sense of self-worth and motivation to perform at their best. Overall, a holistic approach to addressing low morale in the military, grounded in a Christian worldview, will have a positive impact on the well-being and productivity of military personnel, and ultimately contribute to the success of the military organization.
Final problem statement
Low morale within the military has a significant impact on military personnel, leading to decreased productivity, higher rates of absenteeism and attrition, decreased job satisfaction, and motivation. The root causes of low morale include poor leadership, inadequate support, lack of recognition, and resources. To increase overall morale to 85% within the next 2 years and promote human flourishing, a comprehensive leadership training program, adequate support and resources, recognition of achievements and contributions, and a positive work environment are needed.
Documentation of sources
Kerns, Z. D. (2021).
A Crisis of Low Morale: Support for the Military in America’s Working Class. US Army School for Advanced Military Studies.
© 2019. Grand Canyon University. All Rights Reserved.
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Brainstorming with an Affinity Diagram
Problem/Issue: Low morale within military
“Why” Question: Why are soldiers within the military experiencing low morale?
Favoritism
Multitasking
Time away from families
Long hours
Lack of vision/goals
Hostile work environment
Too-heavy work demands
Poor management
Improper training
Conflicting systems
Themes based upon commonalities
Systems
Leadership
Progression
Compensation and Benefits
Employee Training and Tools
Low compensation
Improper training
Conflicting systems
Hostile work environment
Favoritism
Time away from families
Multitasking
Too-heavy work demands
Lack of vision/purpose
Poor management
Connection
The majority of the members agree that there is a need to improve leadership training, hence this group has a lot in common with the Employee Training & Tools group.
Defined Problem: Low morale and productivity among Soldiers
Why are soldiers within the military experiencing low morale?
· Workers report a deficiency of direction and believe their efforts are being wasted.
Why is that?
· Employees believe that many managers are not providing effective leadership.
Why is that?
· A large number of employees believe that their supervisors are more interested in furthering their own careers than in achieving the organization’s objectives.
Why is that?
· Workers have a negative impression of their workplace climate.
Why is that?
· People are promoted to positions of authority over which they have neither prepared nor expertise.
Why is that?
· Because of personnel turnover caused by promotions or transfers, many leaders feel pressured to find replacements for vacant positions. Every tier of management has to have its own set of tests and training, but it’s easy for poor performers with toxic qualities to slip through the cracks when there are so many people to choose from.
Validate of root causes
Low morale is a result of the effects of toxic leadership, which may be witnessed in the military. There is evidence that working under a negative manager may lead to a decline in both effort and quality (by up to 38 percent) (Kerns, 2021). This lowers morale and has knock-on effects on teamwork, efficiency, and preparedness for missions. In order to solve this problem, Army supervisors at all levels must strictly enforce laws and promote open-door systems where undesirable behavior may be reported. The promotion of managers might be based on personality tests like those employed by large civilian organizations. Leaders who fail to deliver and have a negative influence on morale and productivity should be removed from their positions as soon as possible because they are a threat to both the training and battle environments.
Reference
Kerns, Z. D. (2021).
A Crisis of Low Morale: Support for the Military in America’s Working Class. US Army School for Advanced Military Studies.
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