Running head: STAKEHOLDER ANALYSIS 1

Stakeholder Analysis

Ryan Schwartz

Grand Canyon University PSC-495

08/12/2020
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Stakeholder Analysis

When conducting a stakeholder analysis, it is important to know what it actually is. A

Stakeholder Analysis is the first step in Stakeholder Management, an important process that

successful people use to win support from others” (Emerald Works, 2020). A Stakeholder is

someone who has stake or a vested interest in a particular thing, in this situation the action

research project. In my action research project (Recruitment) the stakeholders that have been

included are people who we lead (Team Leaders), Peer Group (Squad Leaders/ Recruiters), my

boss (Platoon Sergeant), my bosses boss (Command Sergeant Major), the Lieutenant Colonel

(The Battalion Commander), and the new recruits (people who we service). This is important

because, knowing who the stakeholders are is going to help with communication and who is, and

is not in support of the project. Conducting a stakeholder analysis is important because you want

the support of as many of the stakeholders as possible that you can move forward with less

resistance from them. Depending on stakeholders for key feedback will help with

acknowledging pitfalls, and solutions as this whole process unfolds; leaning on the stakeholders

will show them that you need them for their support and influence and this will help and this will

help with the completion of the project.

Table 1.

Predisposition
Title or Group Role Support Influence

- 0 + ++
Team Leaders people who we lead
x neutral neutral
Recruiters (Peer Group)
x positive positive
Station Commanders Supervisor
x positive positive
Lieutenant Colonel Commander
x positive positive
Command Sergeant Major Bosses boss
x positive positive
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new Recruits people who we service

x neutral neutral

Attitudes and Experiences

Role Anticipated Reaction and Issues

Title or Group

Team Leaders people who we Neutral feeling because they train new recruits. They don’t
lead see the bigger picture yet.
Recruiters (Peer Group) Want to make their numbers to have positive evaluations
Station Commanders Supervisor Positive, Want to recruit more civilians to help with
mission success
Commander Bosses Boss Positive, Wants to make mission and recruit as many as
possible
Command Sergeant Bosses Boss Positive, Supports anything that the commander wishes to
Major do
new Recruits people who we Neutral, New recruits who potentially might get
service/ disqualified due to not qualifying.
customers
Table 2.

Table 2. shows the anticipated reactions and issues from the stakeholders, there are mixed

reactions from each stakeholder due to their position and understanding of the overall picture.

The team leaders are the lowest ranking leaders as Sergeant E-5s and really do worry past there

scope of responsibility which is to conduct training. Recruiters are where the runner meets the

road and are the ones finding the possible new recruits conducting presentations and working

long hours to make mission they will have a positive attitude towards this. Station commanders

have the responsibility of pushing the recruiters to go out and find people to make mission and

be successful. The commander is the big boss who is in charge of the state, and all of the

recruiters, with the responsibility to make mission, and is held accountable for not doing so if

that is the case. They want to make the mission more than anyone because this directly reflects
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on them if they do not. They have the most influence on change to higher ups. The Command

Sergeant Majors sole role is to guide and mentor the Commander and support their decision

making process. They are the senior enlisted advisor to the Commander. They also have the

most influence on change. New Recruits are the customer. They want to join the Army with

little to no influence as far as direct change, however they are the reason for changes being made

so that they can join. They have all the influence and none at the same time because they are

who makes up the future of the U.S. Army.

Motivators, Drivers, Expectations, of Exchange

Table 3.

Title or Group Role Motivation, Drivers, Expectations of Exchange

Team Leaders people who we lead Will continue to train the influx of new recruits.
Recruiters Coworkers (Peers) Will have an easier time with recruiting people.
Station Commanders Supervisor Will motive the recruiters to prospect new recruits
Commander Bosses Boss Will be able to focus on resources for recruiters
Command Sergeant Major Bosses Boss Continue to support the commander and assist him
new Recruits people who we service Be able to join the army without fear of being disqualified.

The entire chain of command, from top to bottom will see the effect of the change of

allowing more Exception to Policy Memos (ETP) to allow more people in the Army so we can

maintain the Army that the President of the United States and Commander and Chief wants us to

have of 485,000 Soldiers at any given time (n.d., 2020). In addition, this will allow recruiters to

find more qualified volunteers and help with not over working them and burning them out with

long man hours. The roles of each leader will be effected in a positive manner this will be highly
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motivating and create drive for each recruiter because when the mission is being made, time off

is approved. Approving more ETP’s will allow more people to join, which will allow upper

leadership more time to develop more plans and ideas to maintain a good constant flow of

qualified volunteers, as well as handle soldiers issues that may arise in the organization. The

number one priority in (USAREC) is putting civilians in boots, when that is an issue all other

issues are set aside include soldier issues. Commanders can now focus on taking care of soldiers

and not have to worry about numbers or the mission. The new recruits may not directly see the

change because they just don’t know the process, however they will not have to worry about so

many things disqualifying them and can start their new life journey.

When does this stakeholder need to be involved in

Title or Group Role
the change effort?

Team Leaders people who we lead After the change has been implemented and the
new recruits begin training.
Recruiters Coworkers (Peers) From the beginning, they are the ones who inform
the recruits of the changes made
Station Commanders Supervisor Throughout the process
Commander Bosses Boss Throughout the process
Command Sergeant Major Bosses Boss Throughout the process
new Recruits people who we service From the beginning, they are the recruits and will be
working with the recruiters to get in the Army.

Stakeholder Involvement

Table 4.

Now that we have identified all of the stakeholders and their roles identified, reactions

and issues addressed along with what is going to motive each one, it is time to discuss at what

point they will take an active role in the change process. One example would be in my action
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research itself. Although the new recruits are an important stakeholder, they do not have an

active or direct impact on the change process themselves. However, they are the motivation for

change in order to get them in. All of the other stakeholders have an active role in the change

process and some from the very beginning and throughout the process. In my project, the Team

Leaders will only have an active role in training the new recruits when they become new soldiers

after basic training. The Recruiters will be the ones who work hand in hand with the new

recruits to get them in the Army. The Station Commanders will make sure all necessary paper

work is complete, and the recruiters are doing their job to get them in starting from the beginning

until they recruits are shipped off to basic training. The Commander and Command Sergeant

Major both pretty much have the most responsibility after the change since they have the mist

influence and say when it comes to making any changes that are needed to that the mission is a

success. They must continue to see any trends that are keeping new recruits from being able to

join and see if any ETP’s can be made to allow those recruits in so that numbers are made.

“Primary stakeholders are those who are part of the economic transactions of the business, while

secondary stakeholders are those who are affected by or can affect the business in some way”

(stakeholder Analysis, 2020).

Stakeholder Activities

Table 5.

Stakeholder Management
Title or Group Role
Activities

Team Leaders people who we lead No Activities

Recruiters Coworkers (Peers) Development/ Execution
Station Commanders Supervisor Reporting
Commander Bosses Boss Development
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Command Sergeant Major Bosses Boss Development

new Recruits people who we service No Activates

In the change process, not all stakeholders have an active role or activities. For

example, the new recruits do not have an active role in implementing the change, but are directly

affected by the change though. The team leaders do not have an active role as well in

implementing change due to the fact that they are the lowest enlisted ranking Soldiers and have

no influence on any change. The recruiters play an important role in the change because they

will be ones reporting what issues need to be addressed and what changes need to be made based

of trends that they see that are affecting the new recruits from joining. The Station Commander

reports all issues to the Commander and Sergeant Major and makes sure all steps are being taken,

all resources are exhausted, and all paper is completed. The Commander and Command

Sergeant Major have the biggest influence, and they report all issues to an even higher level so

that changes can be implemented such as moral, education, and medical waivers so that we can

increase the amount of recruits if we fall short.

Influence / Support Grid

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Table 6.

The influence/support grid is a two dimensional matrix that classifies and groups

stakeholders into six different support and influence groups. The Commander and Command

Sergeant Major have the most influence and will show the most support due to their position and

responsibility to the mission “nothing should come as a surprise to them publicly and all

recommendations and actions agreed should have been discussed with them” (Stakeholder

Analysis, 2020). The Station Commander and Recruiters also have positive support and

moderate to high influence due to them having direct interaction with the possible new recruits.

They report all issues to the commander and higher ups for changes to be made or ideas to be

implemented to help the mission success. The Team Leaders and New recruits both have the low

to no influence on change but both have neutral to positive support since one trains the new
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recruits once they become soldiers and the other wants to become a soldier. “These stakeholders

do not have a great deal of influence, not they have any interest in the proposed action”

(Stakeholder Analysis, 2020).

Conclusion

In closing, when it comes to conducting an action project, it is imperative to recognize

and understand all stakeholders and the role and influence that they play and bring.

Understanding who your stakeholders are and what influence they have will help you to be

successful in gaining their support and win over those who do not support your ideas for change.

There are many reasons why resistance can happen, resistance falls into three categories

concerning the content or substance of the change, the process through which change is

implemented, and the uncertainty that change can generate (Palmer, Dunford, & Buchanan,

2017). “A stakeholder is any party who may have an interest in an organization action or will be

affected by its outcomes” (Stakeholder Analysis, 2020). All six stakeholders I have mentioned

have a vested interest and a positive outcome one way or another, some greater than others but

all in a positive look in helping USAREC with getting more volunteers qualified to join the

United States Army.

References:
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Emerald Works Limited. (2020). Stakeholder Analysis: Winning Support for Your Projects. Mind

Tools. Retrieved on August 13, 2020 from:

https//www.mindtools.com/pages/article/newPPM_07.htm

Home. (n.d.). Retrieved August 05, 2020, from https://www.forscom.army.mil/

Palmer, I., Dunford, R., & Buchanan, D.A. (2017). Managing organizational change: A multiple

perspectives approach. (3rd ed.). New York. NY: McGraw-Hill/Irwin. ISBN-13:

9780073530536 URL: Retrieved from https://www.gcumedia.com/digital-

resources/mcgraw-hill/2017/managing-organizational-change_a-multiple-perspectives-

approach_3e.php