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In their new book Change Anything, authors Kerry Patterson, Joseph Grenny, David Maxfield, Ron McMillan and Al Switzler, all affiliated with the consulting firm VitalSmarts, present research and insights about how to change bad personal habits. Readers of MIT Sloan Management Review may recognize this finding from an article called  "How to Have Influence," which was written by Grenny and Maxfield, along with Andrew Shimberg, and published in the Fall 2008 issue of MIT Sloan Managment Review.
In that article, which won MIT SMR's Richard Beckhard Memorial Prize, Grenny, Maxfield and Shimberg reported that executives who used a combination of four or more different influence strategies to try to change a "nagging organizational problem" were "10 times more likely to succeed than those who relied on a single source of influence" in their change attempts.
To learn more about these six sources of influence within organizations, read "How to Have Influence."     To learn more tips about changing personal bad habits, here's more information about the book Change Anything. The Real Lessons From Kodak’s DeclineThe key lessons from Kodak’s failure to adapt to digital disruption aren’t what you think they are. Lessons from Kunduz: Prevent Disaster by Paying Attention to the Little PictureOrganizations that fail to heed their vulnerabilities are more likely encounter catastrophes. Managing Tensions Between New and Existing Business ModelsStaying competitive may mean exploring new business models — but watch out for internal tensions. The concept of stakeholder participation and consequently of stakeholder analysis as a first step was adopted by the public sector in the 1980's and 1990's.. A stakeholder analysis made without the participation of the actual stakeholders is usually the first step.
Since stakeholder identification is a consequential matter, analyses done without participation are likely to reflect the interests and agenda of the agency directing the exercise in social assessment. While legitimacy (=normative appropriateness) is an important variable, two other factors must be considered when mapping out stakeholder class relationships.
Marketing has to address demanding and dangerous stakeholders, and try to win dominant, dependent and definite stakeholders.

For public participation, the groups a project needs to cooperate are the dominant and definitive stakeholders; their ownership of the activities has to be won. In turn, if you employ multiple "sources of influence" when attempting to change behavior, you are more likely to be successful. However it is possible to turn an organization around quickly to create a new future - one where people think and behave differently and deliver extraordinary results together.
The entire notion of clearly defined stakeholder groups is a model which helps to reduce complexity for planning. However, elected or self-declared representatives can never entirely refrain from their own perception of reality.
One factor consists in power defined as the ability to influence the actions of other stakeholders and to bring out the desired outcomes. Whether you are the chairman, a board director or an aspiring senior executive, The Little Black Book of Change provides a practical, concise and insightful guide to understanding your organization and inventing something extraordinary. The word now refers to anyone significantly affecting or affected by someone else's decision-making activity. Ownership of processes means that stakeholders see these as part of or supplement to their own livelihood strategy. People belong to many different groups (economic, social, ethnic, religious, age, etc.), and the individual mix of interests and economic objectives can never be exactly the same between two persons.
Therefore, each statement that is made on behalf of other stakeholders is no more than an assumption which yet has to be proven.
This is done through the use of coercive-physical, material-financial and normative-symbolic resources at one's disposal.

People need the confidence (efficacy expectations) that they can handle every twist if the situation begins to spin out of control. Economic theory centered on notions of stakeholder relations goes back to the beginnings of industrialism and is embedded in ideals of 19th century cooperative movement and mutuality. Change management theory has established that many well-conceived public initiatives fail because of lack of ownership and consequent widespread resistance of stakeholders.
However, stakeholder analysis assumes that there are common denominators of people belonging to the same stakeholder group.
The notion that SA is a one-shot, quick-and-dirty exercise constitutes a disservice to the programme as a whole.
This is the ability to impress the critical and pressing character of one's claims or interests, goals that are time-sensitive and will be costly if delayed. The approach was designed then and continues to be used nowadays by firms and organizations to factor in stakeholder interests in order to enhance the enterprise's relationship with society and secure better prospects of financial success.
With the help of SA, firm decisions can profit from views that go beyond the narrow interests of stockholders and shareholders investing in a business.

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