1 Power-Interest Matrix

One of the simplest and most popular stakeholder mapping techniques is the power-interest matrix, which categorizes stakeholders based on their level of power (or influence) and interest (or importance) in your project or initiative. The matrix usually has four quadrants: high power and high interest, high power and low interest, low power and high interest, and low power and low interest. Each quadrant implies a different communication strategy: for example, you should manage stakeholders with high power and high interest closely, while you should monitor stakeholders with low power and low interest periodically.

2 Salience Model

Another stakeholder mapping technique is the salience model, which considers three attributes of stakeholders: power, legitimacy, and urgency. Power is the ability to influence your project or initiative, legitimacy is the degree to which the stakeholder has a valid claim or right to be involved, and urgency is the extent to which the stakeholder's claim or interest requires immediate attention. The salience model uses a Venn diagram to show how these attributes overlap and create seven types of stakeholders: dormant, discretionary, demanding, dominant, dangerous, dependent, and definitive. Each type of stakeholder requires a different communication approach: for example, you should prioritize stakeholders who are definitive, meaning they have high power, legitimacy, and urgency.

3 Influence-Impact Grid

A third stakeholder mapping technique is the influence-impact grid, which assesses stakeholders based on their influence (or ability to affect your project or initiative) and impact (or degree to which they are affected by your project or initiative). The grid typically has four sections: high influence and high impact, high influence and low impact, low influence and high impact, and low influence and low impact. Each section suggests a different communication tactic: for example, you should collaborate with stakeholders who have high influence and high impact, while you should inform stakeholders who have low influence and low impact.

4 Stakeholder Circle

A fourth stakeholder mapping technique is the stakeholder circle, which visualizes stakeholders based on their proximity (or closeness) and support (or attitude) to your project or initiative. The circle consists of a series of concentric rings, with the innermost ring representing the core project team and the outermost ring representing the external environment. The circle also uses colors or symbols to indicate the level of support or opposition of each stakeholder. The stakeholder circle helps you identify the most relevant and influential stakeholders and how to engage them: for example, you should focus on stakeholders who are close to the project and supportive of it, while you should manage stakeholders who are distant from the project and opposed to it.

5 Stakeholder Map

A fifth stakeholder mapping technique is the stakeholder map, which is a more flexible and customizable way of representing stakeholders based on various criteria and dimensions. The stakeholder map can use any shape, size, or format to display stakeholders, such as a table, a chart, a diagram, or a network. The stakeholder map can also use any criteria or dimensions to categorize stakeholders, such as their roles, relationships, needs, expectations, or preferences. The stakeholder map allows you to create a more nuanced and comprehensive picture of your stakeholders and how to communicate with them: for example, you can use a stakeholder map to show how stakeholders are connected, how they influence each other, or how they respond to different messages or channels.

6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?