Where the power lies: multiple stakeholder politics over natural ...

Foreword
The The workings workings of of power power pervade pervade our our dealings dealings in in in everyday everyday life life and and and we we ignore ignore
ignore
them them at at our our peril… peril… (Slocum (Slocum et et et et et al. al. al. al. al. 1995:20)
1995:20)
Negotiations, promises, none attendance, inducements, vote buying, lobbying,
threats (intimidation) or bargains constitute some of the many ways stakeholders
use to resolve choices and priorities in relation to each other within a group. Often
relations within and among the stakeholders are highly complex and very dynamic
depending on the nature of the resource being managed. The more valuable and
contested the resource, the more complex and volatile the relations. Often the
distribution of power in these groups is skewed towards certain stakeholders and in
some cases they wield this power unchallenged by others. Inequitable distribution of
power is a reality of many multiple stakeholder groups, but the challenge facing
researchers and practitioners working in -multiple stakeholder groups is finding ways
to enhance wider stakeholder participation in decision making and action so that no
one stakeholder or faction holds absolute power (Box 1). Participation is often
associated with the distribution of power in society, as it is power which enables a
group to determine which needs and whose priorities need to be considered.
Box 1. What is a stakeholder?
Stakeholder is a term, which over the last few years, has come into common usage by
most donor organizations: it was first used in business management theory and has since
been widely adopted as a further refinement to the user concept. It is an umbrella term,
which covers all the people and organizations who have a stake in and may be affected by
an activity, a development program or situation or who may have an impact on it. (Hobley
and Malla 1996:97)
To be successful in facilitating wider participation, it is critical that one is able to
diagnose the relative power of the various stakeholders and comprehend the patterns
of interdependence (Pfeffer 1992). Further, Pfeffer notes that the knowledge of the
power distribution is itself an important source of power, and that an accurate
perception of distribution of power is a necessary prerequisite for any stakeholder
seeking powerful support for their demands. In this dynamic power-laden process
there are no neutral parties; everyone is engaged (Long and Long 1992, Slocum et al.
1995). We can focus on a number of key questions to understand power relations:
Whose cooperation and support is necessary to achieve my objectives?
Whose opposition would derail or stall my plans?