The step of mapping stakeholders cannot be taken lightly. Misplacement will have an impact on mishandling when a crisis occurs.
According to Managing Director and President of Kiroyan Partners Anton Rizki, stakeholders can be interpreted as the first to receive the impact of the policies set by the company. It is important to note that if the Public Relations (PR) map stakeholders are too broad, then everyone can become a stakeholder. Vice versa, if it is too narrow, it can produce stakeholders who have a sustainable survival. This fact surfaced at the PR INDONESIA Jamboree (JAMPIRO) #4 workshop in Semarang, Thursday (8/11/2018).
In order not to take wrong steps in making decisions, PR needs to make a stakeholder mapping. This step is also important to simplify and streamline the task of PR when developing a communication strategy. For this reason, Anton gave three important notes that should be the attention of PR when doing stakeholder mapping.
First, the power or ability of stakeholders in influencing the company. Second, urgency, namely how much impact will be obtained on company policy. Finally, legitimacy, related to how far stakeholders are willing to accept and acknowledge company policies. “The main stakeholders are those who have these three things at once,” said the man who was born in Tehran, Iran.
By understanding the three points above, it will be easier for PR work to map stakeholders who are relevant and have a big influence on the company. Others are no less important, understanding the issues that are considered important to them. The goal is to avoid making decisions that are not based on strategic considerations.
The “disease” of PR when mapping stakeholders is susceptible to bias. Anton divides the phenomenon of bias into four types. First, elite bias. Usually occurs when public relations practitioners determine the status of a stakeholder based on the strategic position someone has held. “Assuming a group elite already represents all of its members, even though it is not necessarily true,” he said.
Second, power bias. This condition occurs when someone in the group is already considered as a person who has very strong power. Whereas behind that there are marginal people who have no less strong power and are more worthy of being a stakeholder, only they do not have access to talk and express themselves. Third, interest bias. Namely, when someone is the center of attention of the entire organization, he/she has the potential to create bias in the stakeholder mapping process. “We have to get out of the bias of the people we face,” he said.
Fourth, the purpose bias that can make PR tends to pay more attention to those who have a big share behind the company.
“We have to practice continuously so as not to fall into bias,” said Anton advised.
Managing Director & President, Kiroyan Partners
This article has been published in PR Indonesia magazine 45th Edition, issued on December 2018, page 31.
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