The Influence Agenda by Palgrave Macmillan Professional Business

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© Mike Clayton 2014 All rights reserved. No reproduction, copy or transmission of this publication may be made without written permission. No portion of this publication may be reproduced, copied or transmitted save with written permission or in accordance with the provisions of the Copyright, Designs and Patents Act 1988, or under the terms of any licence permitting limited copying issued by the Copyright Licensing Agency, Saffron House, 6–10 Kirby Street, London EC1N 8TS. Any person who does any unauthorized act in relation to this publication may be liable to criminal prosecution and civil claims for damages. The author has asserted his right to be identiﬁed as the authorof this work in accordance with the Copyright, Designs and Patents Act 1988. First published 2014 by PALGRAVE MACMILLAN Palgrave Macmillan in the UK is an imprint of Macmillan Publishers Limited, registered in England, company number 785998, of Houndmills, Basingstoke, Hampshire RG21 6XS. Palgrave Macmillan in the US is a division of St Martin’s Press LLC, 175 Fifth Avenue, New York, NY 10010. Palgrave Macmillan is the global academic imprint of the above companies and has companies and representatives throughout the world. Palgrave® and Macmillan® are registered trademarks in the United States, the United Kingdom, Europe and other countries. ISBN 978–1–137–35584–3 This book is printed on paper suitable for recycling and made from fully managed and sustained forest sources. Logging, pulping and manufacturing processes are expected to conform to the environmental regulations of the country of origin. A catalogue record for this book is available from the British Library. A catalog record for this book is available from the Library of Congress. Typeset by MPS Limited, Chennai, India.

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Contents

List of Figures

ix xii

List of Templates

xiii

Acknowledgements

xiv

Introduction: Why You Need The Inﬂuence Agenda The Origin of Stakeholders

The Process is Trivial: The Implementation is Not

Who are Your Stakeholders?

More than Just Power: Analysing Your Stakeholders

What are You Doing? Crafting Your Message

Gentle Persuasion: Soft Power

Hidden Power: Behavioural Economics

A Dozen Reasons Why You’re Wrong: Handling Resistance 157

Your Inﬂuence Agenda: Campaign Planning

Making it Work: Campaign Management A Call to Action

26 40

111 136

174 197

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vi i

List of Tables

vi ii

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Appendix 1: Scenarios for the Inﬂuence Agenda Appendix 2: Stakeholder List

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Appendix 3: Additional Stakeholder Analysis Tools

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Appendix 4: Stakeholder Engagement Communication Methods Appendix 5: Ethical Stakeholder Engagement Appendix 7: Selected Glossary

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Appendix 6: Rules, Rules, Rules

238

Appendix 8: Learn More: Bibliography

243

Appendix 9: Hear Mike Clayton Speak about The Inﬂuence Agenda 245 Appendix 10: Also by Mike Clayton Index

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Why You Need The Influence Agenda Do you need to make change happen? If you do, you probably have a wide range of different people to deal with in the process. Some will be natural supporters of what you are trying to achieve, but others may oppose you. Some will have strong opinions about what you are doing and how you should go about it, while others will adopt a wait-and-see approach. You will find people who are affected profoundly by what you are doing, yet say nothing, while some will make a ruckus, despite having little to do with you. Project management and the leadership of change are tough enough at the best of times, but it is the varying demands, opinions and attitudes of the people you will come across in the process that will make them harder still. The hardest thing of all is the soft stuff. Most project management books and books on change will talk about the need to manage stakeholders – the people who are affected by your project. And books on change management will cover how to prepare people for change and take them with you. But if you aspire to practise project management or lead change at a high level, all the while honing your skills, neither of these will be enough: this is the gap into which The Influence Agenda steps.

What you will get The Inﬂuence Agenda does ﬁve things. After reading it, you will be able to:

1. chart a clear path for the process of engaging and inﬂuencing your stakeholders;

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2. conﬁdently identify your stakeholders and understand what drives their choices and how to prioritise them accurately; 3. build structured communication programmes and craft messages that inﬂuence and persuade people; 4. handle resistance to what you are doing in a respectful manner to turn people’s views around; 5. embed your improved stakeholder engagement processes to enhance the way in which all of your projects and initiatives deliver change.

The Influence Agenda is strategic in scope What The Influence Agenda can do that a single chapter of a project or change management text cannot is to look at stakeholder engagement as strategic activity. It places stakeholders at the heart of projects, change and, indeed, business as usual, recognising them as a vital part of creating successful change and running an effective business or operation. So, you will need a strategic approach to how you engage with groups and individuals, selecting which to prioritise and thinking about how you will develop relationships and build long-term engagement. The Influence Agenda sees projects and change as a strategic tool for developing your organisation and propelling it towards a designed future. This makes stakeholders essential players in selecting and developing projects from the outset. Consequently, it places stakeholder engagement as a central role of an organisation rather than as a specific function of a few individuals within it. That is why The Influence Agenda ends with the biggest stakeholder agenda of all: considering how to go about creating a stakeholder engagement culture in your organisation and how to measure its maturity.

The stakeholder engagement process at the heart of The Influence Agenda The Influence Agenda is arranged around a simple five-step process, which we will outline here and will give in more detail in Chapter 1.

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Why You Need The Inﬂuence Agenda

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1. Identify Who are your stakeholders? And what are your strategic stakeholder engagement goals? By the end of Chapter 2, you will be able to answer these questions.

2. Analyse The next step is to analyse your stakeholders to equip you to engage with them effectively. You also need to prioritise them so that you can focus your limited time and resources where they can have the greatest effect. And what resources do you have available? List the assets, skills, character, abilities and commitment of your team – and of yourself – and match these up to your stakeholder challenges. This will be a key factor in your success. By the end of Chapter 3, you will be able to assess your stakeholder landscape precisely and accurately.

3. Plan Now it is time to build a structured yet ﬂexible plan to achieve the strategic results you need. An essential component of your plan will be the messages you convey at each stage, along with your choice of media and the tone you want to strike. Communication is at the heart of stakeholder engagement. By the end of Chapter 4, you will be able to create compelling, persuasive and powerful messages and deliver them effectively. And, by the end of Chapter 8, you will be able to plan an engagement and communication campaign that will put you in control.

4. Act Ultimately, you need to get out there and engage with your stakeholders… You have to listen, ask, persuade, cajole, tease, induce, counter, appease, collaborate and more. As you do that, you will have successes and setbacks. Sometimes you will have to deal with resistance: resistance to your ideas, to your leadership and to the change you are trying to promote. By the end of Chapters 5, 6 and 7, you will be able to speak and argue persuasively, and handle resistance conﬁdently.

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5. Review Sustainable success comes about through perseverance. You will need to monitor what you are doing and evaluate the results you are achieving (or not). This knowledge must lead to revised plans. By the end of Chapter 9, you will be able to keep on top of the constantly changing engagement environment and, as a bonus, you will also be able to start the conversations about changing the stakeholder engagement culture of your organisation.

What you get with The Influence Agenda The Influence Agenda is not a ‘how to’ book, spelling out one sequence of actions to follow – stakeholder engagement is far more complicated than that. It does offer a master process, which works. But, more than anything else, it is a source book; a toolkit of resources for people who need to engage with stakeholders, influence their choices and manage the process. Consequently, you don’t just get nine chapters of ideas, techniques and practical tools, you also get a whole array of resources: ● ● ● ●

10 appendices; 63 figures created for this book; 8 tables; 15 templates – all of which (and more) can be downloaded from The Influence Agenda website at www.theinfluenceagenda.co.uk.

Getting started with The Influence Agenda As with all good books, Chapter 1 is where The Influence Agenda starts. In this chapter will answer five essential questions: 1. 2. 3. 4. 5.

What … is The Influence Agenda? Why in principle … the benefits of The Influence Agenda. Why in practice … the evolution of power in organisations. How in principle … the stakeholder engagement process. How in practice … a roadmap through The Influence Agenda.

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Why You Need The Inﬂuence Agenda

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But before you get on to that, I invite you to read a short preliminary chapter, ‘The Origin of Stakeholders’. It is only a short chapter and it is partly for fun – well, I enjoyed researching it – but I think you will learn something new and interesting. And it will introduce the ﬁrst of my ten Stakeholder Rules.

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Index

auditory representations authenticity 116 authority 70, 97, 240 availability 145

101

background 55 balanced scorecard 206, 238 Bandura, Albert 148 Bangalore City Police 144 bargaining 135 basal stakeholders 58, 238 baseline 207 BATNA 134 BBC World Service 114 behavioural change 129 behavioural economics 24, 136–156, 238 behavioural intentions 128 being believed 117–118 believability, see being believed Bender, Leon 147 beneﬁts realisation plan 89 beneﬁts register 89, 238 Benn, Tony 26 Berle, A.A. 8 bias 140, 155, 158 Big Six stakeholder characteristics 57, 78 Big Xs 19 Big Ys 19

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Abrams, Frank W. 8 activity 102 advertising 97, 100, 129, 140, 144 advocates 76 affect 132, 150, 238 affiliation 148 AIDA 88 Ajzen, Icek 128–129 altruistic culture 183 amiable style 130 analytical style 130 angels 76 Ansoff, Igor 8, 9 answers 96, 107 apex agonists 57 apex neutrals 57 apex stakeholders 57, 60, 61, 133, 185, 238, 239, 240, 241 apex supporters 57 appearance 131 appreciative inquiry (AI) 212, 238 apprentice 23 Ariely, Dan 141 Aristotle 88, 97 assertiveness 129 attitude 54, 55, 72, 78, 84, 207–209, 238 deﬁnition 43 attraction 115, 118, 133 audit, see stakeholder engagement audit

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Blair, Tony 9, 10, 28 bloggers 196 body language 120 borrowed inﬂuence 133 borrowing authority 54 Bound to Lead (book) 113 brain 139 brainstorming 33 brainwriting 33, 71 branding 95 Brent Spar 11 Brilliant Inﬂuence (book) 15, 247 Brilliant Project Leader (book) 246 Brilliant Stress Management (book) 246 Brilliant Time Management (book) 246 British Council 114 broadcast media 194–195 bullying 170 business case 89, 215 for stakeholder engagement 15, 215 business change manager 187 bystanders 238 call log 121 call sheet 121 campaign management 197–217 campaign plan 174–196 Cannibals with Forks (book) 29 car park 44, 70 career progression 214 Carnegie, Dale 15 case study 53, 119, 135, 156, 174–175, 205 Cassandra stakeholder 66 caution 151 certainty 124 change agents 129, 154 change management 1, 89, 218 character 98 charisma 116

charm 118–119 charter 156, 234–235 Chicago School of Economics 137–138 choice 103, 150 choice architecture 137, 140–142 choices 138, 142, 144, 238 Cialdini, Robert 15 Cicero 88 Clarkson Principles 156, 238 Clarkson, Max 156, 238 Clayton, Mike 245, 246 clients 123, 213 closing 135 Coalition Government 141 coercion 155 coercive culture 183 coercive power 17, 40, 42, 239 cognitive rigidity 165, 169 collaboration 91, 125–126 commitment 55, 78, 84, 103, 146, 149, 152 commitments 131, 146 commonplaces 99 communication 21, 85, 86, 215, 232–233 communication approach 190 communication channels 78 communication plan 188–189 communication strategy 106 community of interests 78 comparisons 152 compelling 95, 104 compelling, persuasive and powerful messages 95, 104 competition 149 complex messages 177 complex projects 66 complex systems 19 complicity 148 concessions 135 Concorde 26 concreteness 97

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confidence 84, 98, 151 confidentiality 107 confirmation bias 140–141, 239 conflict 25, 99, 100, 126, 133, 158, 171, 173 connecter stakeholder 65 connection power 42, 54 consequences for stakeholder 53 Conservative Party 141 consistency 98 conspiracy 85 constructive engagement 133 consultation meeting 186 contemporaneous record 121 continuing professional development (CPD) 117 contractogram 66–67 contractors 66 contractual relationships 66 control 124, 146, 164, 200 control of resources 53 core allies 126 Corporate Strategy (book) 9 counter-arguments 99 courtesy 131 credibility 86, 97, 98, 133, 146 crisis 107–110, 177, 178 crisis management 107–110 crisis plan 107 CRM software 38 cross-cultural stakeholder engagement 39 culture 56, 113, 183, 218 culture shift 216 curiosity 96, 160 customer relationship management, see CRM software customers 123, 213 data analysis 207 data collection 206 database tools 38 daybook 121

Index

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De Gaulle, Charles 26 deadlines 103 decision-makers 76 decisions 56, 97, 146, 164, 213 defaults 147 Deming Cycle 201, 239 Deming, W. Edwards 201, 239 democratic legitimacy 134 demographics 56, 78, 113 deontology, see moral duties desire 100 The Diffusion of Innovations (book) 59 digital representations 101 disaster plan 107 disgust 148 diversity 33, 69 documentation 214 Dodd, E. Merrick 8 dress codes 118 Drive (book) 123 drivers 76 driving style 131 Dubner, Stephen J. 147 Dutton, Kevin 15 duty 122, 235 early adopters 60, 61, 215, 239 early majority 60 economic influence 112–113 economic power 122, 140 economics 136–138, 199 econs, see rational agents Elkington, John 28–29 emotional control 98 emotions 97, 150 empty the hopper 168, 239 enemies 76 engagement 91 enrol and employ 46–47, 80 environment of influence 115 equity 113 escalation of conflict 173 ethics 24, 98, 156, 213, 234–235

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ethos 88, 96, 97, 98 Etzioni, Amitai 18, 40, 42, 123 evaluation criteria 203 evidence procedure 30 existence bias 158 expectation 150 expert power 41 expertise 117 experts 98 expressive style 130 extrinsic motivators 122, 214 facilitation 69–70, 207 factions 55 failure 108 false compliance 168 familiarity 158 fans 76 favours 126 fear 100, 103, 158, 163, 165, 169 fear of failure 154, 165 feedback 178, 198, 213 feeder 65 final question 74 Fisher, Roger 134 five-step process 2–4 Flipnosis (book) 15 floating voters 48, 54, 76, 80, 239 flow 96 focus group 75, 77, 207 foot in the door 146 force-field analysis 82–83 Ford, Henry 117 foreign policy 114 forum 207 foundational motivators 122 Four-D approach to stakeholder engagement 12 fragmentation of power 18 frame 69–71, 93–95, 102, 127, 151, 161, 239 freedom of choice 155 Freeman, R. Edward 9

French, John 40, 240 frequency 102 Friedman, Milton 8 FROGS 118 fun 149 gambler’s run bias 151 gatekeepers 76 gentle persuasion 128 Getting to Yes (book) 134 The Gift Relationship (book) 137 goals 20–21, 27, 56, 78, 178, 205 smart, see smart goals wise, see wise goals Gödel, Escher, Bach: An Eternal Golden Braid (book) 153 gossip 85 governance 214 Greenpeace 11 group internal dynamics 55 groups 55 habit 154 Handling Resistance Pocketbook (book) 173, 247 Heath, Chip and Dan 97, 241 ‘Hello old friend’ 118 herd attitude 207 heuristic/rational model of thinking 139 heuristics 138, 141, 239 The Hidden Persuaders (book) 140 hidden power 136–156, 239 hierarchical authority 134 hierarchical culture 183 Hofstadter, Douglas 153, 239 Hofstadter’s Law 153, 239 honesty 98, 107, 235 horizon scanning 35 How to Manage a Great Project (book) 246 How to Speak so People Listen (book) 246

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Index

How to Talk to Anyone (book) 118 How to Win Friends and Influence People (book) 15 hub stakeholder 65 hyperbole 117 Iago 116 ice-breaker 70 impact 43, 53, 54, 72, 78, 87, 239 definition 43 impression plan 192 inappropriate behaviour 166 incentives 147, 214 inequity 113 influence 42, 54, 78, 112, 239 definition 42 Influence Agenda stakeholder map 80–82 influence map 78 Influence: The Science and Practice (book) 15, 24 influencer–sponsor relationship 31–33 inform and coach 47, 80 information power 41 innovators 60 integration manager 187 integrity 80, 86, 98, 116, 142, 146, 150, 234 intelligent persistence 197, 239 intensity of stake 54 interest 42, 52, 53, 78, 228–229 definition 43 interface network 230–231 interviews 73, 74, 77, 206 intrinsic motivators 122, 123 intuition 52 investigation 109 involvement 146 issue inter-relationship map 66–67 jargon 98 job descriptions

214

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Johnson, Eric 145 journeyman 23 judgement 138, 150 Kahneman, Daniel 138–139, 155 Kennedy, John F. 85 Keynote 151 kinaesthetic representations 101 Knetsch, Jack 155 knowing-doing gap 22, 240 Kramer, Roderick 124 labelling stakeholders 75 laggards 60 late majority 60 leadership 13, 214 legitimacy 55, 227 legitimate power 41 lessons learned 211–212 Levitt, Steven D. 147 liberal paternalism 147 lie 85 liking 111, 146 listening 117, 119–120, 127, 131, 160, 162, 163–164, 178 logo 95 logos 88, 97, 99 long game 185 longevity effect 158 losing momentum 170 loss aversion 154, 158, 162 love-hate analysis 227 Lowndes, Liall 118 loyalty 148 Macmillan, Harold 26 Made to Stick (book) 97 maintenance cycle 200–201 management 214, 215, 216 Management Models Pocketbook (book) 247 marginal stakeholder 240 marketing 95

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master 23 master schedule 177 mastery 149 maturity 17 maturity model 217 meaning 123 media, the 107, 178, 194–196 media training 195 medium 105–107, 177, 190–191, 232–233 memory 100, 102 mental accounting 153 mere exposure effect 158 Merrill, David 129 message 86, 121, 190–192 message calendar 192 messenger 146 Meyerson, Debra 124 microscope objections 168, 240 middle option gambit 152 minority interests 226 misbehaviour 166 mission 56 momentum 103 monitor and control loop 22, 25, 178, 197–198, 200, 240 monitor and outvote 47–48, 80 mood 150 moral authority 134 moral duties 138, 239 moral obligations 138 Morwitz, Vicki 145 MoSCoW analysis 38 motivation 84, 100, 102, 103, 115, 122, 123, 133, 137, 142, 176 motivators, see motivation Motorola 19 muffins 74 myopia 169

needs 52, 78 negotiation 24, 134 network power, see connection power neutral stakeholders 76, 240 New York Times Magazine 147 news in the loos 105 newsletters 186 Nobel Prize in Economics 137–138 Nolan, Jessica 144 normative power 18, 42, 123, 240 norms 147 notes 75 novelty 102 nudge 141–142, 149, 155, 240 Nudge (book) 141, 147 business ethics 156 Nye, Joseph S. 113

name 120 of projects 95 natural disaster 109

Packard, Vince 140 partisanship 55 pathos 88, 97, 99

Obama, Barack 141 objections 167–168, 239 obligation 122, 148 one more thing 99 onion model of resistance 25, 159–167, 240 operational processes 56 opinion formers 76, 146 opinion leaders, see opinion formers opposition 133 optimism 150 optimistic bias 150, 152 Oreg, Shaul 159, 164–165, 169 ostrich behaviour 205 Othello 116 outlier stakeholder 33, 65, 240 over-conﬁdence 152 over-conﬁdence bias 152 ownership 53 Oxford English Dictionary 6

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Perceptual Positions Analysis 50–52, 73, 240 performance review 214, 216 persona 77, 240 persona cards 77 personal power 42 Personal Styles & Effective Performance (book) 129 personality 78, 112, 129 persuasion 112 cycle 200, 201–202 persuasive 95, 97, 104 pessimism 150 bias 150 phone 121 physical environment 143 pictures 195–196 pilot 108, 124, 132, 149, 186, 216 Pink, Daniel 123 planning fallacy 153 plans 164 playing games 169 point of view 104 polarisation 133 policies 178 politics 55, 62, 100, 169, 199, 240 polls 207 portfolio management 218 power 40–42, 54, 78, 113, 134, 227, 228–229, 240 deﬁnition 41 power bases 40, 54, 134, 228–229, 240 powerful 100, 104 power-interest diagram 228–229 PowerPoint 151 praise 119 Predictably Irrational (book) 141 press release 195–196 pressure to conform 144 primacy 102 primary stakeholders 58, 240, 241 priming 144

Index

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print media 195 prioritisation 106, 180–181 priority 68, 72 product recall 109 programme 89 board 187 management 218 management office (PMO) 188 manager 186–187 progression plan 193–194 project board 185 project management 1, 218 project manager 186–187 project support office 188 prototype 108, 132, 149, 162, 170 proximity map 229 psychological environment 144 psychology 103, 138 public relations (PR) 194–196 purpose 21, 123 Quaker-run businesses 18 questionnaires 36, 75 questions 96, 107, 132 radio 194–195 rapport 74, 118–119, 135 rational agents 137–138, 239 rational choice theory 137 rationality 137–38 Raven, Bertram 40, 240 reasoning 97 recency 102 reciprocation 113 referent power 42 Reid, Roger 129 relationship chart 230 relationship mapping tools 62–68 relationships 115, 122, 124, 125, 133, 185, 197 reporting 209–210 reputation 107–108, 115, 116, 122, 133, 149

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resilience 178 resistance 22, 24, 99, 123, 154, 157–173, 171, 240 resistance, onion model, see onion model of resistance resource power 42 respect 86, 234 response cycle 200, 202–203 responsibility 125, 186 responsiveness 129 review 198, 200 reward power 40, 42 rights 53 risk 132, 154, 214, 218, 230 risk aversion 151 Risk Happens! (book) 69, 246 risk workshop 69 Rogers, Everett 59, 239 role play 73, 90 roles 186 Rosen, Sherwin 136–137 routine 164 Royal Mail 145 rumour 85 sabotage 170 saboteurs 54, 76 salience 145 salience map 227 save face 153 scenarios 34 Schmittlein, David 145 SCOPE method 195 second position 50, 118 secondary stakeholders 58, 241 self-control 154 self-image 153 self-interest 100 service failure 109 shared interests 148 Shell 11 Shewhart Cycle 201, 239, 241 Shewhart, Walter 201–202, 241

similarity and difference 101 simplicity 97, 118 Six Sigma 19 sleeping giants 76 smart goals 29 Smart to Wise (book) 246 smile 119 social capital 213 social environment 144 social influence 112 social media 106, 112, 186, 196 social motivators 122 social network diagram, see sociogram social power 40 social relationships 112 social styles 129–131 society 123, 199 sociogram 63–66, 241 Socrates 86 soft power 24, 112–135, 140, 149, 241 Soft Power (book) 113 soundbites 195 special needs 52 SPECTRES 35–36, 199 spin 85 spokesperson 107 sponsor 31, 185–187, 215 square relationship 32 stability 164 stakeholder analysis framework 48–49 analysis tools 76 analysis workshop 68–73 balance sheet 210 benefits matrix 89–90, 100 definition 6, 241 economy 9, 28 engagement audit 203–211, 241 engagement culture 17, 25, 197, 212–217, 241 engagement goal 27–28 engagement management 241

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engagement manager 185, 187 engagement plan 178 engagement process 19–23 step 1: identify 20–21, 33–36, 71 step 2: analyse 21, 42–84, 71–2 step 3: plan 21, 72 step 4: act 21–22 step 5: review 23 engagement strategies 46–48, 91–93, 184 engagement strategy planner 83 engagement strategy questionnaire 93 etymology 8 forums 74 gains and losses statement 210 impact chart 228 interests map 226 list 34 management (compared with stakeholder engagement) 12 mapping 78–83, 241 meetings 73 model 12–13 register 36–38, 68, 76–77 Rules Rule 1 10, 236 Rule 2 12, 236 Rule 3 85, 163, 236 Rule 4 87, 105, 236 Rule 5 159, 236 Rule 6 185, 236 Rule 7 236 Rule 8 236 Rule 9 237 Rule 10 237 strategy 182 theory 156 triage 42, 68, 69, 71–72, 241 standard stakeholder map 79 Stanford Research Institute 9 Stanovich, Keith 139 statement 107

Index

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status 122, 123 imbalance 113 inﬂuence 112–113 status quo 159, 161 bias 158, 162–163 sticky 97, 241 storytelling 34, 96, 132 Strategic Management: A Stakeholder Approach (book) 9 strategic posture 180, 182, 190 strategic relationships 185 strategic scope 16 strategy 175, 200, 205 strategy development and deployment cycle 17 stress 164 Studies in Social Power (book) 40 style 56 subcontractors 66 success 103 Sunstein, Cass 141, 147 suppliers 66 supporters 76, 207 survey 75, 207 swift trust 124–25, 241 System 1 139, 140, 141, 151, 152, 154, 158, 161, 162, 165, 241 System 2 139, 150, 151, 152, 154, 158, 161, 163, 165, 241 tactical approach to stakeholder engagement 16, 18 Tarde, Gabriel 59 task-by-task assessment 35 team 83, 185–186, 188, 211–212, 214, 215 team-member relationship map 186 telescope objections 168, 242 television 194–195 terms of reference 203–204 test 108 Thaler, Richard 136–138, 141, 147, 155, 239

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Thames Valley Police 144 Theory of Planned Behaviour 128–129 Thinking: Fast and Slow (book) 139 Three-D approach to stakeholder engagement 12 Titmus, Richard 137 tone 91 tough messages 171 tough nuts 90 training 214, 215 transformers 242 transition buddy 166 trapezoidal relationship 31 triad of inﬂuence 112 triage, see stakeholder triage triangular relationship 32 Triple Bottom Line 28 true neutral stakeholders 48, 80 trust 98, 124, 132, 146, 241 Trust in Organizations (book) 124 Tupolev Tu-144 26 Tversky, Amos 138–139 uncertainty 86 unexpectedness 97

urgency 55, 227 Ury, William 134 US Army 151 utilitarian power 18, 40, 241 values 56, 205 virtual stakeholder group 73 vision 56 vision statement 104 visual representations 101 voice of the customer 213–214 Volkswagen 149 Voluntary Service Overseas (VSO) 114 wants 52 web technologies 106 Weick, Karl 124 West, Richard 139 wise goals 29–30 woo and win 46, 81 workshop, stakeholder analysis, see stakeholder analysis workshop The Yes/No Book (book)

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