How can you avoid the
biggest pitfalls in various analyses?
Produce more robust analyses by avoiding these pitfalls
Environmental analysis
1. Look ahead, not just at today
Examine not only the current situation, but also future developments such as elections, policy, legislation and social trends.
2. Analyse the full context
Look beyond the project area and take into account administrative, social, legal and economic developments.
3. Make the analysis dynamic
Update the analysis periodically so that new developments are identified in good time.
Issue Analysis
1. Look for the cause behind the symptom
Keep asking questions until it is clear why an issue is arising and what interest lies behind it.
2. Postpone solutions
Understand the problem first before exploring possible solutions.
3. Prioritise issues
Not every issue requires the same level of attention. Focus on impact, urgency and the extent to which the issue can be influenced.
Interest Analysis
1. Always probe to find out the ‘why’
Behind every position lies a stake. Focus on the stake rather than the stated wish.
2. Actively test assumptions
Engage in dialogue with stakeholders and do not assume their stakes yourself.
3. Look for shared stakes
It is precisely shared stakes that form the basis for Mutual Gains solutions.
Stakeholder analysis
1. Analyse influence and relationships
Don’t just look at who is involved, but also at who influences whom.
2. Identify informal networks
Coalitions, ambassadors and influencers are often more important than formal positions.
3. Update regularly
New stakeholders and changing interests require an up-to-date analysis.
Participation analysis
1. Link participation to an objective
Only organise participation if it contributes to better decisions or solutions.
2. Tailor your approach to each stakeholder
Not everyone needs to be involved in the same way.
3. Be transparent about influence
Make it clear in advance what stakeholders can and cannot have a say on.
Overarching: Strategic Environmental Management
1. Start with the challenge
Begin by understanding the challenge before identifying stakeholders.
2. Link the analyses
Do not view analyses as separate documents but as a single, coherent whole.
3. Keep asking questions
The strength of Strategic Environmental Management lies in understanding the underlying interests behind issues and viewpoints.
Practical SOM check
Check periodically whether the analysis is still up to date, whether stakeholders’ interests have been sufficiently validated, whether the most important issues are being prioritised, and whether public participation is actually contributing to the objectives of the project. If these questions can be answered in the affirmative, this creates a solid foundation for consensus-based decision-making and successful implementation.
Want to know more?
Schedule a 20 minute call with Rutger
Wondering how a stakeholder engagement can enhance your project? Schedule an informal chat and demo with Rutger den Hartog, managing partner of Dialog and expert in strategic stakeholder engagement. He will be happy to think along with you about a smart approach that works in your practice.
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Many environmental analyses, stakeholder analyses and participatory processes fail to deliver their full potential. This is not because the method is flawed, but because common pitfalls arise during implementation. In this article, we outline the key pitfalls for each type of analysis and explain how they can be avoided in accordance with the principles of Strategic Environmental Management (SOM).