The strength of the SNA approach: it can be used to build a map of the relational ecosystem, bringing out the complexities and subtleties that need to be considered and addressed in engagement, particularly in a community change initiative with a large number of stakeholders and types. This approach goes deeper than the focus of the Power-Interest Grid on the bidirectional relationship between an organisation and a single stakeholder.

Facilitators/speakers/project team members are key enablers – how they engage in interviews, workshops and community meetings/events is crucial: putting their own views/bias to one side, focussing on listening, modelling respect for difference and promoting genuine interaction. These interpersonal qualities will increase the likelihood that the identification and engagement of stakeholders will be effectively implemented.

There are multiple alternative methods for engaging a broader group of stakeholders. I would suggest – particularly to engage the local community – townhall-style meetings; letterbox drops with information ways to contact the project team; door-knocking in locations which are likely to be most impacted, including local businesses; direct engagement at locations like malls or public transport hubs, etc. It will also be important to identify a range of views about the merits, or otherwise, of the project and ensure these views are represented.

Willing to identify and engage stakeholders in good faith, including activists and others who are not aligned to the plan / activity / vision

Multiple engagement methods to ensure the

Relationships are appropriately maintained once stakeholders are identified. And identifying when the relationship changes and the stakeholder management approach may need to change also

That said, I’d use SNA when relationships really matter, like in this case where stakeholders are highly interdependent and their roles change over time. It’s especially useful when you want to understand how people interact, not just who is important.

• Strong leadership support, you need backing to get access to stakeholders

• Good data and information sharing systems

• Clear stakeholder engagement processes

• Skills and capability in stakeholder analysis

• Open communication culture so stakeholders are willing to engage

• Time and resources allocated, this can’t just be a quick exercise

Useful methods could include:

• talking directly with residents, businesses and community groups

• using surveys, interviews, focus groups and drop-in sessions

• reviewing planning documents, complaints, policies and previous consultation reports

• asking current stakeholders who else should be included

• speaking with frontline workers and local leaders who know the community well

• checking that vulnerable or less visible groups are included, such as renters, elderly people, people with disability, low-income households and people with limited digital access

• reviewing the stakeholder list at every stage of the project

This would help make sure the project includes not only powerful or formal stakeholders, but also the people most affected by the urban renewal.

A power-interest grid is easier to use, especially at the start of a project. It helps sort stakeholders into groups, such as who needs to be closely managed, kept satisfied, kept informed or monitored.

In the Tianjin case study, SNA showed that stakeholder roles changed across the project. For example, the government’s role shifted, the public became more involved later, and some groups became disconnected during construction.

I would use SNA when:

• there are many stakeholders

• relationships are complex

• there are communication problems or mistrust

• informal influence is important

• the project runs for a long time

• stakeholder roles may change over time

I would use the power-interest grid first to create a simple engagement plan, then use SNA if I needed a deeper understanding of stakeholder relationships.

• Leadership support

• Clear roles and responsibilities

• Knowledge of the community

• Inclusive and accessible communication

• Accurate stakeholder records

• Regular consultation

• Trusting relationships

• Regular review of stakeholders

• A simple stakeholder analysis tool

These enablers help the organisation make sure the right people are included, especially people with disability and families who are directly affected by decisions.

-conduct community surveys with residents and business owners

-hold some workshops

-analysis of social media, community groups and local media to identify less visible stakeholders.

I also like someone else's comment around ensuring the stakeholder list is always updated as new stakeholders could emerge.

When it can be used:

-bring stakeholders together

-identifying influencers

-larger projects with numerous interconnected stakeholders

-clear governance processes

-access to stakeholder data

-strong leadership for stakeholder engagement