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Freeman and the stakeholder approach

The event will be stopped by the person nobody spoke to: whoever looks after the room, the lecturer in the next hall, the club whose date you took. There is almost always such a person, and you can almost always find them in advance.

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R. Edward Freeman (b. 1951) · 1984
How it works

A single event of yours has at least eight stakeholders, and most club crises come from the one nobody wrote down.

One of your eventsEach party affects it or is affected by it.
  • The audienceThe one interest anybody normally thinks about.
  • Speakers and guestsThey arrive with an expectation that is easy to forget.
  • The sponsorYou know what they want only once you have asked. Otherwise you are guessing.
  • Faculty administrationCan stop the event two days out.
  • Whoever keeps the roomThe person nobody has usually spoken to.
  • The neighbouring clubThe one whose date you took, and the lecturer through the wall.
Against each party write two things — what they want and whether they can stop you; your volunteers belong on this list too.
What you do first

In twenty minutes, list everyone your next event touches — by name or role, not by category — and write two things beside each: what they want, and whether they could stop it. Write to the one nobody has spoken to this week, not the day before.

Who thought of it
REF1984
R. Edward Freeman (b. 1951)
1984

The full biography is on the public version →

No freely licensed likeness of this person exists, so this is a generated emblem. It is not a portrait.

Where this runs in the platform

These screens carry out this specific work. Every published work in the library also has at least an exercise — it is at the foot of this page.

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What this connects to

These works are related to the one you just read — and not by accident:

The Social Change Model — the Seven C's
HERI Working Ensemble, UCLA (Alexander W. Astin, Helen S. Astin, Susan R. Komives, Carole Leland et al.) · 1996

same competency: Impact and responsibility

Cicero's De Officiis: the useful and the honourable cannot stay apart for long
Marcus Tullius Cicero (106–43 BC) · 44 BC

same competency: Impact and responsibility

Carroll’s pyramid of responsibility
Archie B. Carroll · 1991

same competency: Impact and responsibility

Elkington’s triple bottom line
John Elkington (b. 1949) · 1994 · 1997 · 2018

same competency: Impact and responsibility

Competencies
Impact and responsibilityStrategy
On your club's competency map
Impact and responsibility Strategy

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The public version
Freeman and the stakeholder approach

The same work written at length: what it claims and what its evidence is worth.

Check it yourself

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