Facilitation Mapping tool
Maps stakeholders using justified power and interest and derives an appropriate, reviewable engagement strategy.
The grid separates power, the ability to affect decisions or delivery, from interest, the degree of concern, involvement, or impact. Positions are contextual, time-bound hypotheses. The quadrants guide contact strategy but must not hide rights, legitimacy, or vulnerable groups.
Who can affect the specific outcome, who is affected by it, and what form of engagement is appropriate?
Power means ability to influence; interest means concern, involvement, or impact. Scores remain justified, dated hypotheses and do not replace rights analysis.
Scope
Define the specific outcome, horizon, and affected groups that anchor the map.
Assess
Assess both dimensions with observable criteria and evidence.
Map
Place stakeholders while preserving boundary cases, coalitions, and rights.
Act
Set contact objective, channel, cadence, owner, and success criterion for priority stakeholders.
Reassess position and engagement after phase changes, new coalitions, or changed decisions.
Useful for a concrete decision or change scope. Add influence mapping for political networks, coalitions, or relational power.
Stakeholder positions with criteria, evidence, uncertainty, rights, and relevant relationships.
Contact objective, contribution sought, channel, cadence, owner, next interaction, and review trigger.
Fictional worked example
Preserve the rationale behind placement and connect it to a concrete engagement strategy.
| Stakeholder | Stakeholder and context | Power 1–10 | Interest 1–10 | Quadrant and uncertainty | Engagement plan |
|---|---|---|---|---|---|
| Works councilShift-planning rollout | Works council representing employees in a shift-planning system rollout. | 8/10: co-determination and delay ability, evidenced by the works-agreement process. | 9/10: working-time rules and transparency directly affect employees. | Manage closely; high-confidence placement. Co-determination rights remain binding regardless of quadrant. | Fortnightly co-design; papers 5 days ahead; owner Change Lead; review after draft agreement. |
Quadrants structure attention. Rights, legitimacy, impact, and relationships remain visible.
Start with the core question: Who can affect the specific outcome, who is affected by it, and what form of engagement is appropriate?
When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy.
The group places relevant actors along two axes and then examines which depth of relationship or form of communication makes sense for each quadrant. This makes stakeholder work manageable without overlooking important relationships.
The Power Interest Grid, often called the Mendelow Matrix, assigns stakeholders to four strategies, from Manage Closely through Keep Informed and Keep Satisfied to Monitor. It is often used at project kickoff and combined with stakeholder mapping. It makes clear that not every stakeholder needs the same level of attention.
Define power and interest together. Do not invite stakeholders to place themselves on the grid. Treat the artifact as confidential.
The method guide walks execution through 4 phases, timing, 4 pitfalls, and clear stop criteria.
Open method guideYour perspective
Your feedback helps shape the next improvements to methodatlas.
Plan Power-Interest Grid with real scope, suitable roles, and a clear decision objective.
To be confirmed
To be confirmed
Plan the full workshop Time: 45–60 minutes
Complete this worksheet on paper or in your own document during the work.
| Stakeholder | Person/group · context | score · criteria · evidence | score · impact · evidence | quadrant · uncertainty · rights | objective · channel · cadence · owner · review |
|---|---|---|---|---|---|
| Works council |
Ground scores in criteria and connect every position to an engagement plan.
UK Government Analysis Function: Stakeholder Mapping
Expected artifact: Stakeholder list
Scope · stakeholder · impact
Entry:
...
Expected artifact: Justified positions
Power · interest · evidence · uncertainty
Entry:
...
Expected artifact: Power-interest map
Position · quadrant · uncertainty · relationship
Entry:
...
Expected artifact: Engagement plan
Objective · approach · owner · cadence · next interaction · review
Entry:
...
...
Method guide: https://methodatlas.meierhoff-systems.de/en/methods/power-interest-grid/run-sheet
Fitting alternatives with decision guidance, followed by other related methods.
Instead of Power Interest Grid, choose Stakeholder Mapping when, besides influence and interest, stakeholders' stance, needs, or relationships also matter.
Moves group input, selection, and decision toward a concrete result through "prepare the stakeholder list", "define power, legitimacy, and urgency", and "derive strategy by class".
Makes goals, concerns, and open gaps visible so clarification steps can be planned deliberately.
Compares three perspectives in a shared picture and makes overlaps as visible as differences.
Collects the starting situation, assumptions, and boundaries, and turns them into a precise problem statement.
Clarifies purpose, roles, and working rules in a charter that makes collaboration tangible and verifiable.
