Environmental Analysis

1. Focusing too much on the present

The analysis describes the current situation but does not take sufficient account of future developments such as policy, elections or social trends.

 

2. Analysing only the project environment

Important external developments are overlooked, such as national politics, media coverage or societal debates.

 

3. Carrying out the analysis only once

The environment is constantly changing, meaning the analysis quickly becomes outdated.

 

Issue analysis

1. Confusing symptoms with issues

Angry residents are not an issue; the underlying cause must be identified.

 

2. Coming up with solutions too quickly

This leads to an insufficient understanding of why an issue is actually arising.

 

3. Failing to prioritise issues

All issues are given the same attention, meaning that important risks are overlooked.

 

Stakeholder Analysis

1. Confusing positions with interests

A position states what someone wants; an interest explains why someone wants it.

 

2. Making assumptions

Interests are assumed without consulting stakeholders.

 

3. Focusing solely on conflicting interests

This means opportunities for collaboration and mutual gains remain unseen.

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Stakeholder Analysis

1. Focusing on names rather than influence

The analysis becomes a mere list of names with no strategic value.

 

2. Overlooking relationships between stakeholders

Informal power, coalitions and influence are left out of the picture.

 

3. Failure to update

New stakeholders or changing interests are not taken into account.

 

Participation Analysis

1. Viewing participation as an end in itself

Participation is organised because it has to be, not because it contributes to the task at hand.

 

2. Treating everyone the same

Not every stakeholder requires the same level of participation.

 

3. Uncertainty about influence

Stakeholders do not know what they can or cannot have a say in.

 

Strategic Environmental Management

1. Starting with stakeholders rather than the task at hand

This results in a lack of coherence between the task, the issues and the interests.

 

2. Treating analyses as separate documents

This prevents the formation of a comprehensive picture and strategic guidance.

 

3. Failing to probe deeper into the ‘why’

Positions are managed rather than interests being linked.​​