1.5 - About University

Examples are groups such as purchasing, legal, human resources, regulatory or governmentalcompliance groups, safety, systems groups, and so on. Rather than consideringthese groups as roadblocks, you need to understand that they are rightfully trying touphold the standards of the organization.5. Coach stakeholder(s):They help you understand and work within the informal stakeholder system.The most unusual stakeholders, these people are particularly needed if you work atarm’s length from other stakeholder groups (e.g., from head office to field). They cancome from any level of the organization and be any person, from highly-placed executiveswho may coach you, right through to an office clerk. The role of coaches is tohelp you and your project get approval. Their basic question is: “How can we get the jobdone?” These people will help you navigate around obstacles in other stakeholder systems,and help you understand unwritten rules: “how things work around here.” Theywill also give you blunt feedback about what is and is not working. The more complexthe project, the more valuable coaches become.T YPES OF STAKEHOLDER MAPSStakeholder maps can range from simple box-and-arrow arrangements to very creative drawings.Keep in mind the issue is clarity of stakeholders and how to deal with them. Creativemaps can lead to creative discussions and actions. Henry Mintzberg in his book Mintzberg onManagement drew a very creative map of an organization.Reprinted with permission from Henry Mintzberg’s Mintzberg on Management. The Free Press, a Division of Macmillan, Inc., 1989, p.100.SECTION 5 TOOLS FOR LEADING CHANGE 157