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