stakeholder-power-map

name	stakeholder-power-map
description	Use when a decision depends on named people, sponsors, blockers, buyers, approvers, influencers, or hidden veto rights. Use when applying the Stakeholder Power Map consulting method and when a user asks for Stakeholder Power Map, method execution, structured diagnosis, or action planning.
license	Apache-2.0

Stakeholder Power Map

Use this skill to run Stakeholder Power Map as a practical consulting method, not as a generic framework explanation.

Method Notes

• Classify formal power separately from informal influence.
• Do not confuse friendliness with support.
• Always separate confirmed stance from inferred stance.

Required Inputs

Collect or infer these inputs before execution:

• stakeholder list
• decision to be influenced
• known facts about power, interest, stance, incentives

If an input is missing, do not block automatically. Mark it as missing, state the assumption used, and add a validation action.

When Not To Use

Do not use to present inferred motives as facts or when a simple responsibility assignment is the real need. Map formal authority, informal influence, stance, and evidence separately.

Adjacent Methods

• power-interest-grid: use for a quick power-and-interest engagement classification.
• account-plan: use for the broader commercial relationship and growth plan.
• raci-matrix: use for responsibility after the decision and work are defined.

Step-by-Step Execution

Step	Required input	How to execute	Output
Define the decision arena	Decision, decision owner, deadline, desired outcome.	State what decision must move and what support means in observable terms.	Decision arena and support definition.
List stakeholders	Names, titles, formal roles, relationship facts, source evidence.	Create one row per stakeholder and mark facts vs assumptions.	Stakeholder inventory.
Score power and stance	Authority, budget control, veto power, influence, current stance.	Rate formal power, informal influence, interest, stance, and confidence.	Power/stance table.
Diagnose incentives and concerns	Known goals, risks, constraints, relationship history.	Infer what each person gains, fears, protects, or may resist.	Needs, concerns, and likely objections.
Plan engagement moves	Priority stakeholders, access paths, message options, timing.	Choose next ask, channel, sponsor path, fallback, and validation signal.	Stakeholder action plan.

Output Template

### 1. Decision Arena
Decision:
Observable support needed:
Deadline:
Decision owner:

### 2. Power And Stance
| Stakeholder | Formal power | Informal influence | Stance | Evidence / confidence |
|---|---|---|---|---|
|  |  |  |  |  |

### 3. Incentives And Concerns
| Stakeholder | Gain sought | Loss feared | Likely objection |
|---|---|---|---|
|  |  |  |  |

### 4. Engagement Plan
| Priority | Stakeholder | Next ask | Channel / sponsor | Timing | Signal / fallback |
|---|---|---|---|---|---|
|  |  |  |  |  |  |

### Evidence And Next Decision
- Confirmed facts:
- Assumptions:
- Missing evidence:
- Next action, owner, and timing:
- Expected signal and decision threshold:

Quality Gate

• Produce the method-specific outputs for Decision Arena, Power And Stance, Incentives And Concerns; do not substitute a generic framework summary.
• Tie every material score, causal claim, or stakeholder judgment to evidence or label it as an assumption.
• Include at least one disconfirming check, sensitivity, alternative explanation, or failure condition appropriate to the method.
• Convert the result into a named action or decision with an owner or stakeholder, timing, and observable signal.
• State missing inputs and the smallest validation action instead of inventing precision.
• Keep wording professional and plain enough that a smart non-specialist can use the output directly.