PA 5920 Stakeholder Analysis/SWOT Analysis/Causal Mapping



11-9-16PA 5920Stakeholder Analysis Tools for Policymakers and PlannersSyllabusSpring Semester 2017Saturday, February 4, 2017, 8 to 5 pmRoom 35 Humphrey School.5 creditInstructors: Lee Munnich and Wendy Wustenberg“Any ideas about how a problem should be understood and remedied must be developed and refined in concert with an array of stakeholders, since successful navigation of the policy change cycle requires the inspiration and mobilization of enough key stakeholders to adopt policy changes and protect them during implementation.” Leadership for the Common Good, Crosby and Bryson (2005), p. 166“Planning in a shared-power situation hardly ever follows a rigidly structured sequence from developing problem definitions and solutions to adopting and implementing proposals. Serious difficulties arise when people try to impose any rigidly sequential approach on a situation in which no one is in charge. Nonetheless, to be steadily effective, leaders must have an organized approach of some sort (Abramson and Lawrence, 2001).” Ibid, Preface xx“Looking for both positive and negative effects on each constituency enhances your credibility as a decision maker by showing that a wide variety of views of claims and supporting concerns and considerations have been sought out and carefully considered. This helps you to mobilize support and makes it easier to defend an action that may disadvantage some stakeholders.”Why Decisions Fail, Nutt (2002)Students will use research-based planning tools to explore the importance of stakeholders in a day of hands-on analysis of a real-world case for a nonprofit client. This skills class includes an active workbook on Moodle that requires approximately four hours of pre-class work: case study briefing; excerpted readings; selection of one stakeholder from the online list (or students can creatively nominate a new stakeholder); research that stakeholder’s interest in the case; and, prior to class, post a 90-second video using the Moodle Slip Grid tool that introduces you and summarizes the stakeholder’s interest in the case. The Class Day will be spent in “serious play” with the client present, using various planning tools to learn how to analyze and mobilize stakeholders. The final paper will be a memorandum written for the Client with a completed Participation Planning Matrix that includes recommendations about how to involve at least one stakeholder in a strategy to accomplish state funding. It is intended that the experiences of this skills class will transfer to new ways of working that add value to graduate school coursework, professional jobs, and volunteer leadership and staff work. Learning objectivesDevelop expertise in management of stakeholder relationships:Lecture will introduce research about the role of input in successful decision processes (Paul Nutt, Why Decisions Fail);Lecture will introduce research about stakeholders in public policy formulation (Barbara Crosby and John Bryson, excerpted readings)Build empathy for diverse viewpoints among stakeholders through Stakeholder Role Play of a case study. Develop skills to engage individuals, small groups, and organizations using shared-power planning tools to understand an issue and inform effective decision-making:Lecture will survey the variety of stakeholder planning tools available today; Develop competence using Stakeholder Identification & Analysis; Develop competence using Power v. Interest Grid; Develop competence using SWOT analysis; Develop competence creatively nominating ideas that will be evaluated by small and large group in a Criteria Grid that includes criterion provided by the Client. Develop skills in seeking out diverse stakeholder input and building coalition to accomplish action in the public arena. Students will choose a stakeholder from a list or their own research to research and represent in class during role play exercises; Apply conflict management skills, as needed, to develop coalition and identify possible solutions to the case problem; Learn how planning tools can help make diverse viewpoints visible for the purpose of convening people together. Equip participants with stakeholder tools in a durable form with skills to use them in future class or workplace settings. MATERIALS PROVIDED FOR CLASS: Moodle Site (online readings, case briefing, case supplemental readings; stakeholder list; select stakeholder tools to use before and during class; Slip Grid video site for posting a pre-class 90 sec. video); In Class Resources Provided: nametags; markers; facilitator pads for eight work groups; markers; masking tape; Post-it-Notes?; two easels in front of room or whiteboard; projector and screen for PowerPoint and Slip Grid. Class Agenda8:00 amIntros: Munnich & Wustenberg – enjoy today’s “serious play” (Crosby)8:05 amIntro the Clients: Sue Hunter-Weir, Chair of Minneapolis Pioneers & Soldiers Memorial Cemetery8:20 amGene Ranieri, City of Minneapolis – City Position on State Funding8:30 amQ&A with Clients8:40 amStudent Introductions on Slip Grid Video (90 sec. per max)9:40 amBREAK9:55 amLecture 1: “Leaders need to figure out what’s going on.” (Terry)Wustenberg – Paul Nutt “Why Decisions Fail” 10:10 am “What’s Going On” Exercise 1: Stakeholder Analysis Munnich Introduction & One example to explain how it works. 10:20 am Small Group Work: Analyzing what the Stakeholders Think About the Client & The Case 10:40 amSmall Group Reporting – Wustenberg Records ResultsClass Comments11:00 am“What’s Going On” Exercise 2: Power v. Interest Grid -- Munnich Power V Interest Grid as a Tool 11:10 am Students will each nominate their stakeholder for a position on the grid and explain why that placement makes sense relying upon their analysis. Post-It-Notes with the Stakeholder’s name will create a visual map. 11:25 amSmall Group analysis: What does this diagram mean for our Case Study? 11:40 amSmall Group Reporting (Wustenberg recording) 11:55 amComments & ObservationsNoon LUNCH (Independent) (Students are encouraged to create coalitions of shared interest for the afternoon strategic sessions). 1:00 pm“What’s Going On” Exercise 3: SWOT/C Analysis (Munnich)Lecture overview about what SWOT/C is, and why it’s a powerful tool.* Students will role-play as advocates for their stakeholder in this exercise.1:10Individual Work: Generating a fast list of ideas (7 +/- 2 ideas; Pauling). 1:20SWOT/C Exercise – Small Groups create map of ideas & ID top 5 in eachcategory to put on Post-It-Notes (voting with dots) 1:40Break1:55Reporting on Small Group SWOT/C – Creating the Master SWOT/C2:15Class Discussion: What does it mean for the Case? 2:25STAKEHOLDERS PANEL: Two legislative leaders will beinvited to offer perspective on the prospects for funding the case in 2017. 2:55BREAK3:10“What’s Going On” Exercise 4: Multicriteria Assessment Grid (Wustenberg & Client criterion pre-set before class)Designing the grid with Client criteria. Identifying ideas to evaluate from the day’s exercises.Discussion of options that can be used to “vote” on options.3:25Small Groups: Identify the solutions that would satisfy your small groupof stakeholders and evaluate to identify the most preferred options. 4:00Small Group Reporting 4:15Volunteers to upload photos of each small group’s work to Moodle. 4:20The Assignment: Memorandum to the Client with a completed Participation Planning Matrix from Moodle for your stakeholder(Inform*Consult*Involve*Collaborate*Empower). 4:30Feedback and discussion4:45Course evaluation5:00 CloseReadings:** Required readings will be provided on Moodle site. **Bryson, John M., and Crosby, Barbara C. Leadership for the CommonGood Fieldbook, University of Minnesota Extension. Bryson, John M. (2004). “What To Do When Stakeholders Matter: A Guide to Stakeholder Identification Techniques.” Public Management Review, 6(1), 21-53.Nutt, Paul C. (2002). Why Decisions Fail: Avoiding the Blunders and Traps That Lead to Debacles. Chapter 3: Decision-Making Processes Prone to Success and Failure. San Francisco: Berrett-Koehler Publishers, Inc. Recommended:Bryson, John M. (2011). Strategic Planning for Public and Nonprofit Organizations. 4th ed. San Francisco: Jossey-Bass, Resources A and D.Bryson, John M., Ackermann, Fran, Eden, Colin, and Finn, Charles. (2004). Visible Thinking. New York: John-Wiley & Sons. Crosby, Barbara C. and Bryson, John M. (2005). Leadership for the Common Good. 2nd ed. San Francisco: Jossey-Bass.Nutt, Paul C. (2002). Why Decisions Fail: Avoiding the Blunders and Traps That Lead to Debacles. San Francisco: Berrett-Koehler Publishers, Inc. Case Study Resources (TBD) ................
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