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

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.