Stakeholder Identification And Salience Theory Article

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I appreciated the Stakeholder identification and Salience Theory article most of all. Too often our definition of stakeholder is either too broad or narrow to fit in our analysis for change. The broad definition of stake or stakeholders limits an analysts scope to the individual or group who can and are affected by the achievement of an organization (Mitchell, Agle, Wood, 1997). However, on the narrow side of the definition, a stakeholder analyst can “pigeon hole” their scope to those who are voluntary, those who have invested some form of capital, or involuntary, those who are placed at risk by the organizations activities (Mitchell, Agel, Wood, 1997). Yet, this analysis only scratches the surface of stakeholder identification. This information is enlightening to me as this aids in identifying change agents, champions, and those who would on the guiding coalition or core change team, depending on which change model one uses. Kotter (2007) states that 15 to 50 individual are needed in to for successful transformation to see fruition. This could be a daunting number and without some form of analysis, the selected individuals may not provide a strength enough team for successful transformation. Through the application of Stakeholder Salience Theory, that 15 to 50 individuals across the organization becomes a lot easily to identify in terms of their stake to change. In addition, if Stakeholder Salience Theory were coupled with Kotter’s Eight Step Model, establishing a sense of urgency those who are definitive, dependent, dominate, or dangerous stakeholders will be self-identified in the process (Mitchell, Agel, Wood, 1997).

I reviewed the “Transformation Efforts Fail” article from Kotter when I initially posted about his Eight Ste...

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...lp but think about Tony Stewart and his encounters with David Duke, specially how Tony used the walk to raise money against Duke’s movement. Thought verbal jujitsu and disruptive self-expression are easy concepts to read, the application is much harder to practice.

These are just three of the articles that resonated me with. Overall, all eight articles provided me with different levels of insight into the beginning stage of change or why there is a need for change when things are good. I remember Michael states that one of his organizations values is Urgency. Urgency not in terms of getting products or people moving fast, but being able to identify the need for change and doing so quickly. “If we need to make a change, let’s do it now rather than later”, is what I believe Michael said at one point. Hemp and Stewart (2004) would strongly agree with that view point.

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