Positioning charts show the relationships among people, groups, or other elements of a problem in terms of their positions. A positioning chart is a good first stakeholder analysis tool. The chart usually shows two factors important to the problem, with the people or alternatives arranged in the chart according to where they fit on the two dimensions.

As shown below, placing stakeholders on a positioning chart helps identify what different approaches or strategies will be most effective for the different positions. For the sample chart, different strategies can be chosen for dealing with different stakeholders according to whether they support or oppose the proposal and by their importance to its success. This kind of analysis can show that resources could be wasted on trying to generate greater support from those with low ability to help, or failing to recognize antagonistic stakeholders who could damage prospects for success.

Exercises to classify stakeholders along key dimensions. Positioning charts can be useful in mapping where particular stakeholders fit into the project. Knowing who has the inclination to champion the project and who has power and/or inclination to bring it to a halt can be helpful as you develop a project management plan.

Understanding potential influences. This type of chart allows you to better understand how various stakeholders can influence your initiative and gives you a start on developing strategies that take those influences into account.

Communication. Representing this kind of analysis in a positioning chart is not only a good planning exercise, it is also an effective device for communicating the results to others. Equally important, because it tells you important things about various stakeholders, it helps you devise communication strategies for working with each one.

Somewhat arbitrary process. Placing stakeholders on the chart is often an inexact, even arbitrary process that relies on experience and judgment. Wrong assumptions and lack of confirming information can lead to substantial errors in positioning, which results in flawed conclusions.

Oversimplify relationships. A chart may also oversimplify relationships in a complex setting, especially when more than two dimensions are involved or the relationships are not stable over time.

Bryson, John M. (1995). Strategic Planning for Public and Nonprofit Organizations. San Francisco, CA: Jossey-Bass.