Comprehensive Stakeholder Management Strategies for Effective Organizational Decisions

1. Stakeholder Management The case of Umgeni Water 7 October 2016

2. Mapping your stakeholders • Using a systems map • What are the boundaries of the domain? Who is included and who excluded. • A hierarchy of purposes

3. An awareness of mental models • What are the different discourses • What are the contributions to the narratives.

4. An awareness of outputs and outcomes • Intended outputs and their optimisation • Constraints • Unintentional outcomes • Intentional outcomes

5. Ulrich’s four groups of stakeholders • Beneficiaries • Designers • Decision takers • Witnesses

6. Customers or Beneficiaries • Those who are intended to benefit from the organisations core purpose • Those who depend on the organisation as employer • The upstream and downstream beneficiaries • Leveraged beneficiaries

7. Designers • Designers of hard systems • Designers of soft systems

8. Decision takers • Those responsible for Determining priorities Planning and scheduling work Securing resources Managing supply chains Monitoring work Complying with regulations

9. Witnesses • Those responsible for political oversight • Those who hold professional perspectives • Those responsible for accountability issues • Those who articulate responses in the public media

10. Ulrich’s 12 boundary questions(Is vs ought) • Who is the client of system S to be designed or improved? • What is the purpose of the system S? What goal state is envisaged? • What is the measure of success of S? • Who is the decision taker re the measure of improvement? • What components of S are controlled by the decision taker? • What resources and conditions are part of the environment? (Outside direct control) • Who is the designer of S? • Who are the experts and what expertise do they bring? • Who is the guarantor for the designer of S? • Who are the witnesses representing concerned citizens affected? • How are the affected given a chance to make significant inputs? • What worldview is being privileged by S?

11. Dynamics • Professional, administrative and legal norms vs cultural, social and economic norms of those affected

12. Planning collaborative action • Collaborative action requires applying systems thinking principles: Advocacy, participation and responsiveness to learning together Sensitivity to stakeholder perceptions Sensitivity to prevailing conditions Co-construction of project pathways A continuing process of co-learning and learning transfer

13. Seven steps of SSM • Situation considered problematical • Problem situation expressed • Root definitions of relevant purposeful activity systems\Conceptual models of the relevant systems (holons) named in root definitions • Comparisons of models and the real world • Changes: systematically desirable and culturally feasible • Action to improve the problematical situation

14. Collaborative learning tools • Rich pictures • Root definitions • CATWOE • Application and critiquing of root definitions • Building new Human Activity Systems (HAS)

15. CATWOE • Customers or beneficiaries • Actors • Transactions (from – to) • Worldview • Owners • Environment

16. Tests for actions • Is it effective? • Is it efficacious? • Is it efficient? • Is it ethical?

17. Root definition • A system to do P by Q in order to contribute to achieving R • What to do? • How to do it? • Why do it?