Stakeholder Mapping (Power/Interest Matrix)

Stakeholder mapping is an analytical workshop inspired by the power/interest matrix, based on Aubrey Mendelow's work. Participants identify the individuals and groups affected by a project, then position them according to their power to influence and their interest in the project. The matrix reveals four strategies: manage closely, satisfy, keep informed, or monitor. The exercise helps clarify vague impressions to build targeted communication actions.

Walkthrough

1. 1

   Frame the project and the rules of engagement

   5 to 10 min

   The facilitator begins by naming the project being analysed and checks that everyone is discussing the same scope. They say: "We will map the individuals and groups affected by this project, then decide how to engage them. This is not a value judgment; it is a useful snapshot for action." They present the two axes: influence power from low to high, and interest in the project from low to high. Participants can ask clarification questions before producing the post-its.

   Tip — Have the exact scope of the project written at the top of the board; this prevents some from placing stakeholders in relation to the entire organisation and others in relation to a much narrower initiative.

2. 2

   List the stakeholders

   10 to 15 min

   Each participant notes all the stakeholders they can think of, with one person or group per post-it. The facilitator specifies: "Think broadly: decision-makers, users, impacted teams, partners, intermediaries, groups directly or indirectly concerned." Participants work first in silence to avoid groupthink, then display their post-its. The goal is completeness before any discussion on importance.

   Tip — If the group gets stuck, prompt with circles: who decides, who uses, who funds, who implements, who can block, who suffers the consequences? Keep these prompts verbal to avoid limiting the thought process.

3. 3

   Group and clarify the actors

   5 to 10 min

   The facilitator reads the post-its aloud and groups duplicates or similar formulations. They ask: "Is this the same stakeholder or two actors with different interests?" Participants merge only when the group agrees; otherwise, the post-its remain separate. This step ensures that the mapping is based on sufficiently precise actors to decide on useful actions.

   Tip — Avoid overly broad categories like 'management' if they obscure different positions. Better to have two distinct post-its than a vague actor that cannot be engaged properly.

4. 4

   Place on the Power/Interest Matrix

   15 to 25 min

   The facilitator draws a matrix with two axes: horizontally, interest in the project from low to high; vertically, influence power from low to high. For each post-it, the group quickly debates and positions it where they believe is most accurate. They remind: "Power refers to the ability to influence the project; interest refers to the level of attention or perceived stakes for this actor." Disagreements are noted or resolved by provisional placement.

   Tip — Ask for observable facts before moving a post-it: possible decision, budget, key expertise, actual use, impact suffered. This avoids placements based solely on reputation or emotion.

5. 5

   Read the four zones and assign strategies

   10 to 15 min

   The facilitator names the four zones of the matrix and writes the associated strategy. High power and high interest: manage closely. High power and low interest: satisfy. Low power and high interest: keep informed. Low power and low interest: monitor. The group reviews each post-it in light of this strategy and checks that the placement produces a coherent action.

   Tip — Emphasise that 'monitoring' does not mean ignoring and that 'satisfying' does not mean over-engaging. The words are dosage strategies, not definitive labels.

6. 6

   Add the stakeholders' attitudes

   5 to 10 min

   The facilitator suggests adding a colour or symbol to qualify the current attitude of each actor: supporter, neutral, or opponent. They say: "We are not judging individuals but trying to understand their visible posture today regarding the project." Participants collectively choose the colour or symbol and add it to each post-it. This layer makes visible the allies, the actors to reassure, and the resistances to address.

   Tip — If the group hesitates between neutral and opponent, ask: "What would this actor do if the project started tomorrow?" The behavioural response helps move beyond assumptions.

7. 7

   Define communication actions

   10 to 20 min

   For each priority stakeholder, the group defines a suitable communication action based on their zone and attitude. The facilitator guides: "What do we need to do, with what message, through which channel, and who is responsible?" Actors to manage closely require active attention; those to satisfy need just enough information to remain favourable; those to keep informed need visibility; those to monitor are followed lightly. Actions are noted directly next to the post-its or in a table.

   Tip — Start with actors with high power/high interest, then high power/low interest. This is often where the most costly political or decision-making risks lie.

8. 8

   Close and transform the map into a living plan

   5 min

   The facilitator asks the group to review the complete matrix and identify the three main lessons. They say: "This map is not fixed: it will need to be reviewed when the project, the actors, or their attitudes evolve." Participants validate the next actions, the responsible parties, and the points needing verification. The closure transforms the collective analysis into a concrete support for steering and communication.

   Tip — Photograph the matrix or export the table immediately, then set a revision date. Without this ritual, the map quickly becomes a forgotten deliverable rather than a project management tool.

Variants

• Quick version in 45 minutes: limit the list to major actors, place them directly on the matrix, then define only one action for stakeholders with high power.
• In-depth version in 90 minutes: systematically add the attitude of supporter, neutral, or opponent, then build a mini-communication plan for each actor with a responsible person and next step.
• Remote variant: use a collaborative whiteboard with a prepared matrix, one virtual post-it per stakeholder, and a colour for the attitude. Have them produce in silence, then facilitate the movements via screen sharing.
• Team alignment variant: first have individuals place the same actors, then compare the positioning gaps. The gaps become the main discussion material.