Method – Radical transactiveness

Description

Radical transactiveness is a way of snow-ball sampling to identify fringe stakeholders. Radical transactiveness is a dynamic capability which seeks to systematically identify, explore, and integrate the views of stakeholders on the “fringe”—the poor, weak, isolated, non-legitimate, and even non-human—for the express purpose of managing disruptive change and building imagination about future competitive business models1)Hart SL, Sharma S, Engaging fringe stakeholders for competitive imagination, Academy of Management Executive, 2004, Vol18, No 12)Reed, M.S., Graves, A., Dandy, N., Posthumus, H., Hubacek, K., Morris, J., Prell, C., Quinn, C.H. and Stringer, L.C. (2009) Who’s in and why? A typology of stakeholder analysis methods for natural resource management, Journal of Environmental Management 90, 1933-19493)Hermans LM, 2005, Actor Analysis for Water Resources Management, putting the promise into practice, ISBN 90-5972-091-1, Eburon, 2005.

Strengths

  • Systematical approach
  • A way to include all stakeholders
  • It identifies stakeholders and issues that might otherwise be missed and minimizes risks to the future of the project

Weaknesses

  • It is time-consuming

Use in decision framework

Stakeholder analysis

Input

This method requires involvement and input of earlier defined stakeholders.

Outline

  • Start with a few earlier defined stakeholders during for example interviews
  • Ask these stakeholders to name new stakeholders names, organizations and categories.
  • Use their contacts in order to reach the new stakeholders
  • A comprehensive list of stakeholders and categories can be made. Based on budget and time a decision can be made who should be involved. For a good understanding it is recommended to objectively and critically analyse who are the stakeholders that eventually are to be included in the analysis (and who are not) 4)Reed, M.S., Graves, A., Dandy, N., Posthumus, H., Hubacek, K., Morris, J., Prell, C., Quinn, C.H. and Stringer, L.C. (2009) Who’s in and why? A typology of stakeholder analysis methods for natural resource management, Journal of Environmental Management 90, 1933-19495)Hermans LM, 2005, Actor Analysis for Water Resources Management, putting the promise into practice, ISBN 90-5972-091-1, Eburon, 2005.

Output

Identify new stakeholders and new issues that might otherwise be missed and minimizes risks to the future of the project.

Footnotes   [ + ]

1. Hart SL, Sharma S, Engaging fringe stakeholders for competitive imagination, Academy of Management Executive, 2004, Vol18, No 1
2. Reed, M.S., Graves, A., Dandy, N., Posthumus, H., Hubacek, K., Morris, J., Prell, C., Quinn, C.H. and Stringer, L.C. (2009) Who’s in and why? A typology of stakeholder analysis methods for natural resource management, Journal of Environmental Management 90, 1933-1949
3, 5. Hermans LM, 2005, Actor Analysis for Water Resources Management, putting the promise into practice, ISBN 90-5972-091-1, Eburon, 2005
4. Reed, M.S., Graves, A., Dandy, N., Posthumus, H., Hubacek, K., Morris, J., Prell, C., Quinn, C.H. and Stringer, L.C. (2009) Who’s in and why? A typology of stakeholder analysis methods for natural resource management, Journal of Environmental Management 90, 1933-1949