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When managing an implementing change, many people will be affected while going through the change. Some people will also have an influence and their part to play in the realisation of the project. Having the support of all stakeholders is key and knowing who they are before starting the change plan is vital. It is important to identify stakeholders but even more so to consider their interest and power levels regarding the project itself.  The Stakeholder Power and Interest Mapping (Bryson, 2004) tells us there are four types of stakeholders:• High power/high interest – they are incredibly important stakeholders. They need to be kept informed and close throughout the development of the project.• High power/low interest – since their power over the project is high and can influence its progress, these stakeholders need to be kept satisfied. However, having a low interest means that their influence is likely to be kept to a minimum.• Low power/high interest these stakeholders can offer support in the project which means they should be kept informed of the progress. • Low power/low interest – these stakeholders are easily monitored since they cannot influence your project and are unlikely to be involved.This tool is extremely useful to focus on the right people with the correct amount of energy and time. Communication is important with all stakeholders as it will maintain their engagement throughout the process of change. However, it is also necessary to be strategic and know who is more likely to support and positively influence the project so that we spend the appropriate amount of effort with the relevant people. Making informative decisions is vital in succeeding at a task. Gathering information from the relevant people will make a change plan run more smoothly. This is what the Stakeholder Salience model (Mitchell, 1997) sets to help doing.This model consider three parameters: power, legitimacy and urgency. By defining their power (i.e how much influence they have over decisions), how much authority and involvement they have and finally the time constraints they might impose, the most important stakeholder will naturally appear. If this model only highlight the stakeholder to look out for, organisation following this model will still need to consider other stakeholders. It is recommended to monitor ‘dominant’ stakeholders, those who have a high power and legitimacy but low urgency over the project.

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