Source: Isaksen et al. (1994).

In some situations, the same factor can be both a source of assistance and a source of resistance. For example,

if you are unaware of a key decision maker’s attitude toward the idea, such as the boss, then this person may be listed as a possible assister and possible resister. After generating as many possible sources of assistance and resistance as you can, you will need to identify those that will have the greatest potential impact, both positive and negative, on the proposed change or solution. A convergent tool like Hits is useful for this. These key sources of assistance and resistance would then be used to help identify the necessary action steps to carry out the change or to implement the solution. Action steps that take advantage of the sources of assistance and overcome sources of resistance should become part of the implementation plan (see Chapter 12 on Formulating a Plan).

Stakeholder Analysis

Mason and Mitroff first introduced Stakeholder Analysis in 1981. Since its introduction, Stakeholder Analysis has been widely adopted in strategic planning efforts. Figure 11.2 on page 216 shows Stakeholder Analysis Worksheet that was created by an organizational consultant, Tim Switalski (personal communication, September 16, 2004) and is based on the work of Mason and Mitroff (1981).

There have been discussions in Buffalo, New York, since the aftermath of September 11, 2001, about whether the Peace Bridge, which connects downtown Buffalo to Fort Erie, Canada, should be replaced by a signature bridge or maintained as it is with the addition of a duplicate bridge. Many agreed there was a need to upgrade the situation, particularly given the need for increased security, but there was some debate about the best way to proceed. The content in Figure 11.2 is based on the assumption that the Bridge Authority has decided that the best option is a signature bridge and that they now wish to move this idea forward for acceptance. We present this merely as an example to illustrate how Stakeholder Analysis works and not as a data-based example. The example shows the key stakeholders and an estimation of current levels of support, along with projections as to what level of support is needed to initiate the project successfully. Note that even when the stakeholder is exactly where you wish, such as the Tourism Board in this example, it may still be useful to think about how this stakeholder can help to have a positive influence on others.

To use Stakeholder Analysis:

1. Generate a list of all stakeholders. Stakeholders are those individuals, groups, or organizations that have a vested interest in the proposed solution or change. They are in a position of decision-making authority or are influential with respect to the success of the idea. If a long list of stakeholders is

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generated through divergent thinking (more than 20), it might be useful to trim the number down to those that seem most crucial before carrying out an analysis. Evaluation of too many stakeholders can be overwhelming, particularly when action steps are placed into a plan for implementing the solution or change.

2. Identify their current levels of support. Once all stakeholders have been generated, identify their current levels of support for the solution or change.

3. Estimate where levels of support need to be. Once you identify where you believe a stakeholder’s current level of support is, then estimate where the stakeholder needs to be to ensure the successful adoption of the solution or change. Ask yourself, “Where do I think this stakeholder needs to be in order for me to have this solution or change successfully implemented?” Ask the same question of each identified stakeholder.

4. Generate action steps to close the gaps. Finally, action steps are identified to close the gap between where each stakeholder is and where the stakeholder’s level of support needs to be.

Figure 11.2 Stakeholder Analysis Example: Building a Signature Bridge

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CONVERGENT THINKING TOOLS FOR EXPLORING ACCEPTANCE

The two divergent tools presented in this chapter have a common core structure. Each operates like a ledger, tracking the assets and liabilities that are likely to influence the eventual success of a proposed solution or change. At the beginning of this chapter, we indicated that the purpose of the Exploring Acceptance step is to help individuals and teams take some time to reflect before leaping to implementation. This time of reflection allows you to scan the environment in which you are introducing a new solution or change so that, later, you are not surprised by what appears. Divergence in Exploring Acceptance encourages a broad search for many factors that need to be taken into consideration for the solution or proposed change to be effective. Convergent Thinking allows you to focus on those factors that will be most crucial to consider as you go forward. It would probably be difficult to build an action plan around 40 anticipated sources of resistance, 53 stakeholders, and 13 helping forces. We recommend using tools like Hits to narrow down a larger set of options to a smaller, more manageable, number. For instance, Hits could be used to identify key sources of assistance and resistance or key stakeholders.

WHAT’S NEXT IN THE CREATIVE PROBLEM SOLVING PROCESS

What comes next after Exploring Acceptance? Before we answer that question, let’s first focus on the outcome of this step. After completing Exploring Acceptance, you should have a sense for what to take into consideration as you roll out your solution or change. What are the helpful aspects and the potential hurdles? With these insights in mind, you may decide that you need to formulate a more systematic and explicit plan. For example, if the situation involves greater complexity or when you are working with a team, the implementation needs to be coordinated more fully. In such cases, we recommend using information gained through Exploring Acceptance to inform the action steps in implementation. When Contextual Thinking precedes the development of an implementation plan, it injects greater wisdom and foresight into the process—ultimately enhancing the probability of success. As we noted earlier, the outcomes of the Exploring Acceptance step lead quite naturally into the Formulating a Plan step. If you feel you are not prepared to go into the Formulating a Plan step, then use If- Then Process Analysis found in Chapter 6 to make your next process decision.

APPLYING WHAT YOU’VE LEARNED

At the heart of leadership is the ability to facilitate and lead change. To successfully introduce creative change, leaders must be keenly aware of the environment. They must possess an astute ability to anticipate those forces that will support or impede the proposed change. This anticipatory thinking may prevent failure and, in some cases, disaster. To paraphrase Confucius, people who take no thought about what is distant will find sorrow near at hand.

Here are some activities to try:

1. Practice scanning your context to see how astute you are at noticing details, reactions, and environmental clues. Observe a meeting or social interaction, and jot down behavioral indicators of how people might be feeling or what they are thinking about the topic or situation. Pay particular attention to

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nonverbal signals (tone of voice, gestures, of engagement withdrawal, etc.) that might show assistance or resistance to the topic or idea. How effective were you at reading the situation?

2. Think of a time when you (1) successfully interpreted and (2) unsuccessfully interpreted the context or environment into which you introduced an idea or change that others were not prepared for. Analyze what worked and what didn’t in each situation. List what you might have done differently.

3. Identify a solution you have developed and are ready to implement. Review the sources of assistance and resistance to making this solution a reality. Generate ideas to overcome the key sources of resistance, and consider how you might leverage your assisters to overcome any resistance. Note what new insights you have gained from using this tool.

4. As the leader of a team, consider a decision or action you want to implement that requires that all members of the team are on board and committed. Using the Stakeholder Analysis, review where you believe each individual team member currently stands on this issue and where they need to be for it to be successfully implemented. What do you need to do to move individuals to different positions?

5. Find a newspaper article in which a new idea is being proposed. Read through the article, and identify sources of assistance and of resistance in regard to the idea addressed in the article. Consider what you might do to overcome the sources of resistance.

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