Integral Stakeholder Analysis Tool
for Major Initiatives
Ece Utkucan Anderson, M.Sc. and Barrett C. Brown, Ph.D.
MetaIntegral Academy
There are numerous stakeholder analysis
methodologies available. This tool is an adaptation of
the stakeholder analysis method that is used in the
Sustainable Management Development Program by
Center for Disease Control and Prevention (CDC) of
U.S. Center for Global Health. The basic parts of the
stakeholder analysis have been kept as they are and
new parts bringing an integral perspective have been
added.
Why Integral Stakeholder Analysis 1
Stakeholders can greatly influence the intended
outcome and success of any major initiative. Their
involvement can take place during any stage of the
project; however, performing a stakeholder analysis
during the planning stage can greatly influence the
development of a project strategy.
Many organizations express support of stakeholder
involvement by promising participation, but gaining
stakeholder involvement is not always easy. Careful
and thorough planning is essential to identify the right
stakeholders and to ensure stakeholders participate in
1
appropriate and effective ways.
Stakeholder analysis can help make a project successful
by:
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Providing valuable information regarding
needs, resources, realistic objectives, and
practical considerations for a project;
Recognizing hidden items that might not be
obvious in the planning stage;
Identifying points of opposition and prevent
problems during implementation;
Encouraging a sense of ownership in the
project and involvement during the
implementation stage;
Ensuring the focus of a project remains on the
people it is meant to support/serve.
Conducting a stakeholder analysis with an integral
approach allows for a deeper understanding of the
stakeholders and ensures a healthier engagement
throughout the initiative. By understanding the
respective worldviews and the “primary quadrant Adapted from “ Stakeholder Analysis, Introduction” (n.d.)
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orientation”2, it is possible to:
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Step 2- Stakeholder Categorization
Find the common ground that serves different
interest groups in a way that suits them the
most;
Identify points of most resistance through a
developmental perspective3 and assume a
well-informed, strategic approach in dealing
with them;
Understand invisible dynamics that can both
hinder or support the initiative;
Find the key individuals with the most aligned
worldviews to the project and partner up with
them to ensure a smoother communication
and/or negotiation process ;
Strategically manage energy and resources by
catering appropriate communication to all
different worldviews and value systems of all
stakeholders.
This document defines the steps involved in conducting
an Integral Stakeholder Analysis. After the description
of the process, an example4 and a blank exercise sheet
for the practitioner to complete is provided (Please
refer to Appendix E for the exercise sheet).
Conducting an Integral Stakeholder Analysis
Step 1- Identification of all potential Stakeholders
Step 2- Stakeholder Categorization
Step 3- Integral Stakeholder Mapping
Step 4- Determining the Engagement Strategy
Step 1- Identification
Stakeholders
of
all
potential
Stakeholders are individuals, groups, or institutions
likely to be affected by a proposed project (negatively
or positively), or those who can affect the outcome of
the project. They are persons who might be involved or
be impacted by the project.5 The first step includes
producing a complete inventory of all stakeholders
who might be involved or impacted; both directly and
indirectly.
2
Divine, “ Looking AT and looking AS the client: The
Quadrants as a type structure lens ,” 2 009, p.p.29-36
3
“Developmental perspective” pertains to the knowledge of
adult psychological development which is used in the study
of “5 Common Worldviews” that i s referred to i n through out this document.
4
The example that is provided in this document is an
adaptation of the example that is provided in the original
CDC document - “Stakeholder Analysis, Introduction” (n.d.).
5
“Stakeholder Analysis, Introduction” (n.d.).
The second step includes bringing deeper clarity by
categorizing the stakeholders as Beneficiaries ,
Supporters, Opponents, Resource Providers,
Vulnerable Groups, Indifferent Groups or other. These
categories can be defined specifically to fit the needs of
the project in question. Here are some suggested
definitions for the categories:
Beneficiaries: Parties who will directly benefit from
your initiative. This group can also involve the active
drivers (i.e. the management team) of the project.
Supporters: Parties who might not directly benefit
from the initiative but support it for indirect gains or
because of their value systems.
Opponents: Parties who oppose your project due to
real or perceived negative impacts .
Resource Providers: The persons, groups, organizations
that possess resources they are willing to share for the
project.
Vulnerable Groups: Parties who might be negatively
affected by the project and have no direct power or
say over the project.
Indifferent Groups: Parties that are under direct or
indirect influence of the project yet don’t have a preference about the faith of the project.
Other: Any other parties that might require recognition
and inclusion for the specific project in question.
Step 3- Integral Stakeholder Mapping
After having identified the various stakeholders and
having categorized them, a number of matrixes and
models can be used to map the stakeholders . Three
that are most useful are chosen here: the Integral
Stakeholder Profile Matrix, the Power/Influence &
Interest Matrix and the Relationship Model. While
doing all three would produce a more accurate
stakeholder map to navigate with, a comprehensive
Integral Stakeholder Profile Matrix designed with the
right questions can also be useful on its own. Please
see Appendices A through D for examples of each.
Integral Stakeholder Profile Matrix (ISPM): This matrix
can include but is not limited to the following types of
information (Please refer to Appendix A for an
example):
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Motivation for being in the project: How will
the project benefit them?
Perceived expectations and goals in relation to
the project: Do the stakeholders goals and
expectations support or conflict with the
project goals?
Potential Negative Impact on the Project:
What can the stakeholder prevent from
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
happening? Are there any stakeholder
interests that conflict with project goals?
Intended use of the Project or the Project
Results: How will the stakeholder directly
benefit from the project and how will this
affect the stakeholder’s motivation?
To be integrally informed, the stakeholder profile can
be completed by the following types of information:


Estimated Worldview or Action Logic of the
stakeholder: Which of the 5 most common
worldviews or action logics does the
stakeholder associate with?
Estimated Primary Quadrant Orientation 6 of
the stakeholder: Which one of the four
quadrants does the stakeholder primarily view
the world from? (A summary about Primary
Quadrant Orientation is provided in Appendix
B).

Level of Importance for the success of project:
What resources might the stakeholder bring
to the project? What is the stakeholder willing
to organize for the project?
Relationship Model: Creating a relationship model of
all/important stakeholders allows better understanding
of invisible dynamics that might be in place through a
visual picture of what the project will look like in terms
of stakeholders and their importance and influence8
(Please refer to Appendix D for an example).
The relationship model addresses the following
questions:9
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What is the relationship
Stakeholders?
Who influences whom?
Who has control over whom?
between
Step 4- Determining the Engagement Strategy:
Power/Influence & Interest Matrix (PIIM): This matrix
maps the stakeholders according to the level of impact
they might have on the project by considering the
power and influence they have compared with their
level of interest in the project through the use of a grid
(Please refer to Appendix C for an example).
This matrix is especially useful for creating a well informed engagement strategy for the stakeholders.
By placing the stakeholders on the PIIM, it is possible
to determine which Level of Participation is best fit for
each one. The engagements strategy and Levels of
Participation are described under Step 4.
In filling the PIIM, the following questions 7 can be
considered:

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Intention to participate according to the
Project Design: Does the stakeholder want to
be involved or merely need to be informed?
How much does the stakeholder need to
participate to make the project a success?
Level of Influence over the Project for decisionmaking: What is the s takeholder’s power and status in relation to the project? Does the
stakeholder have informal influence or
personal connections that will affect the
project? What power does the stakeholder
have over implementation of the project or
over other stakeholders?
Determining an engagement strategy is done
separately for stakeholders (or stakeholder category
groups) based on their individual profiles. The process
is two-fold:

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Identify the best-fit practical strategies by
using the Ladder of Participation.
Pick the appropriate methods for stakeholder
engagement.
To guide this process, the concept of the Ladder of
Participation can be used. After the stakeholders are
linked with their appropriate level of participation,
determine the methods with which to engage them.
The concept of the Ladder of Participation allows
project planners to determine what types of
participation is appropriate for varied stakeholders.
The ladder contains six levels. Managers can identify
those areas, which are most appropriate for each
specific project. The ladder begins with the lowest level
of participation – Information Sharing – and climbs to
the highest level of participation – SelfActualization/Empowerment.10
Information Sharing: Stakeholders are provided
information about a project but do not have the
opportunity to influence the project because the
information is shared with them after decisions have
been made.
8
6
Divine, “ Looking AT and looking AS the client: The
Quadrants as a type structure lens ,” 2 009, p.p.29-36
7
Questions excerpted from “Stakeholder Analysis,
Introduction” (n.d.)
“Stakeholder Analysis, Introduction” (n.d.)
“Stakeholder Analysis, Introduction” (n.d.)
10
This paragraph and the definitions of the levels in the
Ladder of Participation are excerpted from “Stakeholder Analysis, Introduction” (n.d.)
9
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Participation by Consultation: Stakeholders participate
by being consulted for their views, which are then
incorporated into the project at the discretion of the
project planner. The project planner defines both
problems and solutions, and may modify these after
considering the s takeholders’ responses but is under no obligation to agree with or incorporate the
stakeholders’ views.
Participation through Material Incentives: Stakeholders
participate by conducting an activity or providing labor
in return for food, cash, or other material incentives.
Functional
Participation: Group Formation
Stakeholders participate by forming groups to meet
predetermined objectives related to a project. Their
involvement usually occurs after major decisions have
been made. These groups tend to be dependent on
external factors (e.g., donor funding) but may become
independent.
Interactive Participation/Collaboration: Stakeholders
participate in joint analysis with the project planner.
Typically, this leads to joint goal and objective setting,
action planning, and the formation and strengthening
of groups. This level involves multiple perspectives
between all members of the group and the planner.
Groups can take control over project planning
decisions, thus allowing stakeholders to influence the
implementation and structure of a project.
Self- Actualization/Empowerment (Active Inclusion):
Stakeholders have control over decisions and resources
and participate in lead roles for the project.
Stakeholders are the original designers of project ideas
and may take control at a given point in the project.
The Ladder of Participation
Self-Empowerment /
Active Inclusion
Interactive Collaboration Functional Participation: Group Formation
Participation through Material Incentives
Participation by Consultation
It is important to keep in mind that stakeholders may
participate in multiple categories and varying levels of
participation.
When the varied levels of participation have been
identified, the strategies or methods can be
determined to encourage stakeholder participation.
Some examples of methods that have been used to
encourage stakeholder participation include:11
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11
Workshops
Questionnaires
Interviews
Dramas, role plays
Brainstorming discussions
Open-ended discussions
Round discussions (i.e., everyone in the group
shares one or more ideas)
Small group discussions
Surveys
“Stakeholder Analysis, Introduction” (n.d.)
Information Sharing
Conclusion
Performing a stakeholder analysis can help you
recognize the importance of stakeholders in your
project and begin the process of stakeholder
participation. The process is an ongoing process as new
stakeholders might be added and the roles of the
current stakeholders throughout the project cycle may
shift.12
Adopting an integral approach in a stakeholder analysis
will allow for a deeper understanding of the
stakeholders, while ensuring a healthier and a more
effective engagement throughout the initiative.
12
“Stakeholder Analysis, Introduction” (n.d.)
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APPENDIX A: Example Integral Stakeholder Profile Matrix, Polio Eradication Project by CDC13
Stakeholder
Category
Beneficiaries
Supporters
13
Stakeholder
Role in Project
Motivation
Perceived
expectations &
goals
Potential negative
impacts of the
stakeholder
How will they use
the project for their
benefit?
Estimated Worldview
Estimated
Primary
Quadrant
14
Orientation
Best suited type of
engagement and
method of
engagement
Minister of Health
Overall decision
maker
Status for CDC
funds, success
means keeping
his job
In line with a polio
eradication
project: a
knowledgeable
minister
Could pull the
project if another
donor priority
prevails
District Health Officer
Implementer,
responsible for
outputs
Job related
success or
failure, no
financial
incentives
Helped design
project; informed
and supportive of
project goals and
objectives
Could lose interest
or be assigned
other priorities
Promotion if the
project is successful
Amber
Lower Right
Health Professional
(Doctor, Nurse)
Implementer
Financial
incentive
overtime
Believes in polio
inoculations
agrees with the
project
Minimal
Ease of workload
Orange
Upper Right
Parent
Receiver/Client
Good heath of
child
Fear of illness
because of foreign
medicines
introduced to
child
Could refuse the
inoculations for the
child
Peace of mind for
children
Amber or
Orange
Upper Left
Child
Receiver/Client
Health no polio
Fear of shots; lack
of knowledge
about polio
Unlikely unless the
parents refuse the
inoculation
No polio
Red
Upper Left
Not required at
this point
Cultural
Influence
Beliefs based on
correct or
incorrect
information
Wants to be
certain that
religious practices
are not violated
High potential if the
religious leader says
that polio
inoculations could
cause harm
Lower Left
Help with
implementation
(Check on how
best to
communicate with
Amber)
Religious Leader
Status for new
project funding
Possible increased
credibility
Green
Amber
Lower Left
Provide project
document for
signature
Help with
implementation
(Check on how
best to
communicate with
Amber)
Help with
implementation
(Check on how
best to
communicate with
Orange)
Start a social
awareness
campaign on Polio
(Check on how
best to
communicate with
Amber)
Example adopted from “Stakeholder Analysis, Introduction” (n.d.)
Primary Quadrant Orientations that are assigned here are done so just to give examples, they have been added to an existing example and do not pertain to a real scenario. Divine, “ Looking AT
and looking AS the client: The Quadrants as a type structure lens ,” 2 009, p.p.29-36
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14
APPENDIX B - Primary Orientation: Our Quadrant Preference15
Individuals tend to continuously access all four quadrants throughout the day. However, each of us has a preferred quadrant t hrough
which we engage the world. This is called our primary orientation. For example, if someone primary orients from the UL quadrant,
then any task required to accomplish an action plan will need to have a significant meaning to that person. On the other hand , if a
different person primary orients from the LL quadrant, the first thing that arises in relation to that same task is how it will benefit the
entire family or a larger group. In the first case, the person sees the world largely through the UL quadrant, and relates activities,
other people, and even systems and structures to the essential elements of that quadrant (like meani ng, value, experience). In the
latter case, the second person privileges the LL quadrant, and so everything is seen through the lens of that quadrant and needs to
relate to it in some way (such as via relationship, communication, or shared meaning).
Our experience is that many professionals are not aware of the primary quadrant of orientation for the people they work with. If
anything, there is a strong chance that she may assume the person prefers the same sort of quadrant orientation that she hersel f
does. Therefore, it is important to understand not only the other person’s primary orientation, but a lso one’s own. So how does one determine an individual’s primary orientation? The quadrant through which a client predominantly orients is directly reflected in his actions. For example, if someone is facing discrimination in the workplace, he might choose to take different
actions depending upon his primary orientation:
UL (Upper Left) – He may source moral and emotional strength within himself to avoid conflict about this issue in the workplace;
UR (Upper Right) – He may come up with a behavioral change strategy or demand behavioral change from others;
LL (Lower Left) – He may talk to a HR representative and other employees to gain insights
about the situation, and make it a collective issue;
LR (Lower Right) – He may identify books or websites that offer insights on discrimination, and look to policies and procedures
that could be put in place.
In summary, if we do not take into cons ideration the primary orientation of someone during assessment and initiative design, then
we miss out on seeing a significant way that he relates to his experience. Additionally, by identifying someone’s primary orientation,
it is possible to better tailor communication to him and better customize his involvement.
15
Text excerpted from Brown & Brown, “ The Four Worlds of Crossing Cultures: Towards a more Comprehensive Approach to
Intercultural Programs” 2 012 and the diagram e xcerpted from Brown, “ Five Common Worldviews and Related Ecological Selves, and
How to Communicate with them About Sustainability,” 2 011. Original concept from Divine, L. (2009). Looking AT and looking AS the
client: The Quadrants as a type structure lens. Journal of Integral Theory and Practice, 4 (1), 21-40.
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APPENDIX C – Power/Influence and Interest Matrix
Note that stakeholder positions can change, so they should regularly be revi ewed, and also that new stakeholders should be added
as they emerge.
High
Participation
through Material
Incentives
Interactive
Collaboration
Active Inclusion
Some
Information Sharing
Information Sharing
Participation by
Consultation
Little
Power/Influence
In the Polio Eradication Project example the Health Minister, the District Health Officer and the Health Profes sional would be
included in the “High Power/Influence” and “ High Interest” s lot. That would i ndicate that their engagement strategy would be one
of “Active Inclusion.” And finally, the methods to engage with them would be chosen accordingly.
Information Sharing
Information Sharing
Information Sharing
Little
Some
High
Interest
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APPENDIX D – The Relationship Model16
This Venn Diagram serves as the relationship model for an example Polio Eradication project. It is a visual model that allows you to
see a complete picture of all stakeholders and their relationships to one another. It will also help you determine and develop
strategies to relate with each stakeholder.
The Project is drawn as the big circle. The Stakeholders are the smaller circles inside and outside of the big circle. Their different sizes
represent the s takeholder’s l evel of importance and influence in the project. If it is important for the stakeholder to have interactions
and relationships with each other, the circles are drawn as interlocking with other stakeholders.
16
“Stakeholder Analysis, Introduction” (n.d.).
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APPENDIX E: Exercise – Fill out the Integral Stakeholder Profile Matrix for your Initiative
Stakeholder
Category
Stakeholder
Role in Project
Motivation
Perceived
expectations &
goals
Potential negative
impacts of the
stakeholder
How will they use
the project for their
benefit?
Estimated Worldview
Estimated
Primary
Quadrant
Orientation
Best suited type of
engagement and
method of
engagement
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References
Stakeholder Analysis, Introduction (n.d.). Sustainable Development Management Program, Center for Disease Control
and Prevention. Retreived September 21, 2012, fromhttp://influenzatraining.org
Stakeholder Analysis Toolkit (n.d.). Manchaster Metropolitan University. Retreived September 21, 2012, from
http://www.mmu.ac.uk/bit/docs/Stakeholder-analysis-toolkit-v2.pdf
Divine, L. (2009). Looking AT and looking AS the client: The Quadrants as a type structure lens. Journal of Integral Theory
and Practice, 4 (1), 21-40
Brown, Barrett (2011). Five Common Worldviews and Related Ecological Selves, and How to Communicate with them
About Sustainability.
Brown, Barrett (2011). The Quadrants: Four Territories that Corporate Sustainability Leaders Must Navigate Effectively.
Brown, Barrett & Brown, Rita. (2012). The Four Worlds of Crossing Cultures: Towards a more Comprehensive Approach
to Intercultural Programs .
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