Just launched: Enterprise Change Management Platform


Change Stakeholder Analysis

Who will be affected by change?

This module shows how the use a stakeholder analysis helps those people managing and leading change initiatives. It allows them to consider the needs of all individuals and groups affected by a potential change initiative and make them better at adjusting their approach to the various groups that wield influence over the change success.



17 page facilitator guide
5 engaging training activities
26 slide presentation deck
04:30 min summary video
11 handouts
6 resources in reading guide



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Materials included


Summary Video


Explains concepts in a concise, memorable manner. Includes a bulleted summary at the conclusion and matching job-aid handout PDF.


Facilitation Guide


Comprehensive yet easy-to-follow instructions for facilitating workshops with the above training activities. Includes useful tips and sample answers to questions. No expertise in the topic area is required.


Presentation Slide Deck


For use during workshops in both PDF & editable PPT formats. Slide numbers for each activity are referenced in the Facilitation Guide.


Reading Guide


Useful for participants wishing to deep dive into the module topic with links to the web's best articles, books and tools. PDF format.


Activity Handouts

Everything you need to facilitate successful training activities.

  • Infographic: Visual Guide to Change Stakeholders
  • Commitment to change postcards
  • Guess who stakeholder cards
  • Guess Who worksheet
  • Job-aid summary
  • Stakeholder cards
  • Stakeholder map (editable PPT)
  • Stakeholder profile
  • Terminology flash cards
  • Types of Change poster (4 pages)


Tools & Templates

Used during training activities. These can also be used for change implementation.

  • Stakeholder map
  • Stakeholder profile document


This module will activate your organization to:

  • ensure that those people driving a change initiative have considered the expectations and needs of all stakeholders inside and outside of the organization in relation to a potential change prior to investing efforts into the creation of a change plan
  • motivate change leaders to take a systematic approach to considering stakeholders to minimize the potential of any stakeholders or stakeholder groups being unintentionally omitted
  • demonstrate that change managers must view an organization as a complex system comprising of a multitude of relationships and interdependencies before devising an approach to the shift towards the desired state
  • make sure that change leaders understand the strategic approach to stakeholder management that is provided by stakeholder mapping, devising an approach to various groups of stakeholders based upon their level of influence (power) and likely level of interest (attitude)
  • ensure that those people promoting a change initiative understand the importance of completing a stakeholder analysis and addressing concerns that are identified before moving ahead with change activities
  • understand how the stakeholder analysis feeds into later activities including change readiness assessment, gap analysis and the creation of a communication strategy and learning plan

This module will empower your teams and individuals to:

  • acknowledge that stakeholders of change initiatives are all individuals and groups that are affected by the change
  • understand that stakeholder analysis allows change management leaders to systematically consider which groups and individuals are likely to be affected and in what way
  • awareness of the use of stakeholder mapping in the early formulation of stakeholder management plans
  • understanding that stakeholder analysis findings are used during the change readiness assessment, in the formulation of a communications strategy as well as when creating a learning and coaching plan

This module is ideal for use at this stage of change implementation:

Pre-implementationDuring ImplementationPost-implementation

Training Activities


Summary Video & Discussion

TARGET AUDIENCE: All learners SUGGESTED TIMING: 15 - 30 minutes

The module subject-matter is introduced using a short animated video. The knowledge check and personal reflections questions are then used to explore learners’ understanding and experience before moving on to other connected activities.

Facilitators can make use a range of techniques such as brainstorming or debates to explore the knowledge check questions.

Use examples of learners’ experiences in the supplementary activity which follows.


Identify stakeholders for your change initiative

TARGET AUDIENCE: Those planning a change initiative SUGGESTED TIMING: 15 - 30 minutes

This activity invites learners who are currently planning a change initiative or potentially will be doing so in the future to consider whether they can identify the various stakeholders and stakeholder groups for that change initiative or a hypothetical change initiative.


Guess Who? The Stakeholder is

TARGET AUDIENCE: All learners SUGGESTED TIMING: 10 - 15 minutes

This activity uses a ‘Guess Who?’ style game to help attendees identify the various types of stakeholders and stakeholder groups that may be involved in a change.

Split the attendees up into pairs. Each learner has 5 stakeholder cards, which list typical characteristics of those stakeholder groups (or individual stakeholders). They are also given a worksheet showing 20 various stakeholders.

The aim of the game is to be the first person in the pair who identifies the card held by their partner.

In turns, learners ask their partners questions about their partner’s stakeholder card that can only be answered with ‘yes’ or ‘no’. For example “Is the stakeholder’s level of feeling ‘actively advocates’?”

By process of elimination learners identify which stakeholder card their partner has.

When one partner is ready to guess who the stakeholder is they ask the yes/no question “Is your stakeholder [name]?”

If they are correct, their opponent puts down the card and moves on to the second card, otherwise the game continues as before.

The winner of the game is the first person to guess each of their opponent’s stakeholders.


Stakeholder Mapping

TARGET AUDIENCE: L earners new to change SUGGESTED TIMING: 45 - 60 minutes

In this activity, a stakeholder mapping grid is created either for the fictional stakeholders and stakeholder groups in the ‘Guess Who?’ game (in Activity 2), or for the set of stakeholders and stakeholder groups identified in the first activity by those learners currently planning a change initiative.

Learners should work in small groups and the activity should end with each group presenting their stakeholder map to the other groups and receiving feedback from their fellow learners.

If this activity is to be followed by the stakeholder profile activity (which is suitable for more experienced learners), ensure that the stakeholder maps produced relate to stakeholders with whom the learners already have experience in the context of their own change initiatives, as these will be used in the profiling activity.


Creating a Stakeholder Profile

TARGET AUDIENCE: Executives, experienced change agents, sponsors SUGGESTED TIMING: 20 - 30 minutes

In this activity, experienced change leaders, executives and managers work in small groups to profile stakeholders of present, future or hypothetical change initiatives.

The activity ends with each group presenting their completed stakeholder profiles to the other groups and receiving feedback from their fellow learners.


Compatibility Guide

This module will boost engagement levels during the following change methodology stages:

Change Management MethodologyStage / phase
AIM (Accelerated Implementation Methodology)Define the Implementation
Kurt Lewin’s Three Stage Change ModelUnfreeze: Determine what needs to change
Prosci Enterprise Change Management ModelVision: Assess current state
Bridges Leading Transition Model for ChangeThe Neutral Zone: Develop temporary roles
John Kotter Eight Step Model for ChangeCreating the Guiding Coalition
The Change Leader’s Roadmap modelPhase III – Assess the Situation to Determine Design Requirements
LaMarsh Change Management ModelIdentify the Change
Viral Change Roadmap ModelDevelopment
General Electric Change Acceleration Process (CAP)Shaping a Vision