Actor Analysis
Multi-Actor Environment: some form of cooperation between parties ir required; the actors are interdependent.
Actor Analysis = Stakeholder Analysis
Possibly contributions of actor analysis to policy analysis activities
Research and analyze
mobilize knowledge and information from a board actor base
Design and recommend
create ideas for alternative strategies. Find common ground and shared fundamental values
Advise Strategically
assess the feasibility and potential to implement policy options providing insight into the opportunities and threats that actors pose for problem solving.
Mediate Conflicts
Democratize
all important actors and its particularities are included
Clarify values and arguments
Conceptual Framework for Actor Analysis
Actor: is a social entity, a person or an organization, able to acto on or exert incluence on a decision. Are social entities that have an interest in a system, and/or have some ability to influence that system, either directly or indirectly.
Three Basics Dimensions that explain Actor behavior
Networks: more or less stabel patterns of social relations between interdependent actors, which take shape around policy and/or policy programs. In these networks, the institutional context and rules limit and structure the possible range of activities.
Perceptions: the image that actors have of the world around them, both of other actors and networks, and of the substantive characteristics of a policy problem. Causal beliefs, cognitions or frames of reference. Perceptions here refer only to "neutral" theories of how the world operates, and not to normative beliefs about what is good and desirable (values)
Values: these provide directions in which actors would like to move; they describe the internal motivations of actors.
Resources: the practical means that actors have to realize their objectives. They have control and interest. Power of influence.
Step 1. Use problem Formulation as Point of Departure
Step 2. Inventory of Actors
Problem owner (is an actor)
Cleft / Dilemma
Cause
Dilemma
Actor identification Techniques:
Influence
Use your causal diagram and system diagram; which actors can influence the important factors?
Interest
who has an interest in or is affected by the problem situation or the possible solutions?
Look at the System Diagram
Position: formal positions
Reputation
Opinion leadership
Demographic characteristics
Balance with level chosen in problem analysis/system model
Balance between different interests and positions
Rule of thumb: between 10-20 actors
Iterative: you can always add or remove actors from your list. Actors may change roles. Initial actors list need to be checked in regular intervals for appropriateness
Imperative
Composed Actors:
when different units of an organization are involved with a problem based on their own, distinctive objectives and responsabilities, it is wise to include all these units as separate actores.
one unit or the whole organization? use the appropriate level, usually the higher without loosing information in the process.
Avoid actors on the level of "government"or the "trade and industry"
Setting Netwrok Boundaries:
Ensure that the actor network is in line with the chosen level of problem analysis.
Ensure that the list of actors covers a balanced set of interests and roles. If possible, at least two or three actors with different roles should be identified for each interest. Using different classificaiton schemes.
between 10 e 20 different actors
Problem onwer is an actor
Structuring a list of actors
may be beneficial divide actors into categories
for example, classification based on the role and possition in a governance system.
actors'interests in the problem
position in a production chain
energy cosumption
energy provision
environmental conservation
economic development
etc
Step 4. Interests, Objectives and Perceptions
Step 3. Mapping Formal Relations
Characteristics and positions of actors and their mutual relations have a formal and informal side.
Legislation + Hierarchy
it is good to know which laws and procedures actors have or will have to deal with.
formal authorities are also a type of resource
Formal Chart
Step 5. Interdependencies
Step 6. Confront the Initial Problem Formulation with the Findings
Describing the formal positions of actors and their tasks and responsabilities.
Specifying formal relations between actors, when possible by exhibiting an organization chart with clarification.
Describing in short the most important laws, legislation, procedures and authorities tha tplay a role in the problem situation.
Objectives
What/When actors do want to achieve in a concrete situation?
Interests (or fundamental Objectives)
Why do actors want to achieve these things?
Why do they care?
Perceptions
Individual view based on selective information and social background/group pressure
Drafting Problem Formulations of Actors
are the issues that matter the most to an actor
Have a clear direction and are relatively stable
are the translation of an actor's interests into specific, measurable terms.
What is the actor's perception of the problem?
What are the main causes of the problem according to an actor? (max 3)
What possible solutions do they distinguish with regard to the problem situation and its causes? max 3
Make a Systematic Comparison
identify similarities and differences
common objectives and shared interests
potential conflicts
Seeks to investigate the dependency of the problem owner on the actors in his environment
Determined by:
the importance to the problem owner of resources of other actors
the extent to which those resources are replaceable
the degree to which the interests and objectives of other actors are similar
how importante and urgent the problems is to other actors
identify critical actors, someone the problem owner needs to rely on because of its resources
inventory of resources of various actors
formal and informal means available
formal: authority, instruments (subsides)
informal: information, knowledge, manpower, money,
resource dependency
actor with power of realization
actor with blocking power
Assess Dedication:
Do actors have a real itnerest in the problem or the solutions?
Do they want to be engaged?
Are they willing to use their means?
Perception:
Do actors have the same objectives as the problem owner?
Do their interests align?
Do they support the problem owners preferred solution?
Difficulties, Risks and Limitations of Mapping Actor Dependencies
undecided actors, no position
position change constantly, dynamically, the mapp is static
self fulfilling prophecy
Need for constant update
polarizing effect
risk of losing sight of ethical considerations
Consequences Related to Content
find differnet core of the problem
Consequences Related to Dealing with Actors
indicate consequences of problem formulation
Consequences Regarding Research Activities
knowledge gaps
new info is obtained
Limitations of Actor Analysis
Trustworthy Sources of Information
Actor Analysis Produces a Snashot Only