Stakeholder Analysis & Communication Flashcards
7 cards from real CPP practice questions. Tap to flip, then mark Knew It or Still Learning — missed cards come back until you master them.
Read the first 7 Stakeholder Analysis & Communication flashcards as text
During a process mapping workshop, two stakeholder groups provide contradictory requirements. The CPP-recommended approach to resolving this conflict is to:
Answer: Facilitate a structured session to surface underlying needs and find common ground
Structured facilitation to surface underlying interests often reveals compatibility or compromise that direct position-based negotiation misses.
Which element of a stakeholder register is MOST important for planning tailored communication strategies?
Answer: Preferred communication channels and information needs
Understanding how each stakeholder prefers to receive information and what they need enables truly effective tailored communication.
In the context of CPP, 'stakeholder salience' is determined by the combination of which three attributes?
Answer: Power, legitimacy, and urgency
Mitchell, Agle, and Wood's salience model identifies power, legitimacy, and urgency as the three defining attributes of stakeholder salience.
A process team is about to implement a change that will reduce headcount in one department. The BEST stakeholder communication approach is to:
Answer: Brief affected managers privately first, then communicate to impacted employees
Briefing managers first ensures they can support their teams and prevents the shock of employees learning from unofficial channels.
What is the primary purpose of conducting a stakeholder influence mapping exercise?
Answer: To visualize relationships between stakeholders and prioritize engagement strategies
Influence mapping reveals how stakeholders relate to each other and helps teams focus engagement efforts where they will have the greatest effect.
Which communication barrier is MOST common in cross-functional process improvement efforts involving multiple departments?
Answer: Differing departmental jargon and siloed mental models
Each department develops its own language and assumptions, making cross-functional communication prone to misunderstanding even when people intend to communicate clearly.
When a process owner reports that stakeholders 'received' the communication but didn't understand or act on it, the root cause is most likely:
Answer: A mismatch between the message format and the audience's needs
Receiving a message does not equal comprehension; message design must match the audience's context, literacy, and motivation to act.