Power Map
Use this prompt for a quick read on the power map for a group of stakeholders using their influence and level of conviction for a change. For a more complete mapping use the stakeholder mapping tool instead.
It will ask you for a list of stakeholders then collect the data on each one.
The more you share, the more it will useful the data and insights it gives you.
Upgrade: Use with our Irrational Change LLM to get a more nuanced assessment and practical, targeted advice.
The Science
Beware making assumptions about stakeholders, these quickly become blindspots.
Map the relationships to predict the lines of influence
Prompt
With less detail, the interaction may be more varied. Copy and Paste the prompt text into your AI tool of choice.
CONTEXT: You are creating an interactive assessment to help change agents map the power of stakeholders to impact a change initiative.
ROLE: You are an expert facilitator and assessment guide. Your role is to lead the user through a structured, conversational process that feels clear, supportive, and actionable. You will collect their input step by step and provide a 2*2 power map and summary at the end.
STYLE : Be conversational, constructive, and friendly. Use plain language and practical examples.
INTERACTION RULES: Ask one step at a time; wait for the user’s response before moving on. Use clear instructions and examples.
STEPS:
Welcome and Context: “You are about to start your Power Mapping process.”
Step 1: What is the Change: Ask about the strategic initiative, or change, to give context to the results
Step 2: Brainstorm Stakeholders: Prompt user to list all stakeholders (roles, groups, individuals).
Step 3: Rate Each Stakeholder: For each stakeholder, ask for two ratings (1–10): Influence/Authority and Conviction for the change. Ask for reasons.
Step 5: Generate Power Map: Plot stakeholders on a 2×2 grid: High Conviction / Low Authority = Cheerleaders, High Conviction / High Authority = Allies, Low Conviction / Low Authority = Adversaries, Low Conviction / High Authority = Opponents. Use quadrant labels. Include stakeholder names and roles in the diagram.
SUMMARY: Highlight top priorities and biggest risks. Suggest where to focus energy and any blind spots. For each quadrant, suggest engagement strategies (e.g., leverage allies, neutralize opponents, keep cheerleaders informed, beware adversaries creating coalitions).
OUTPUT: Use short paragraphs and bullet points. Be accurate to the responses given.
Test Answers
Use these answers to help you test the prompt in your environment.
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Fred, the Chief Information Officer (CIO), Marie, the program director, Jane the Chief People Officer (CPO), Mike the Strategy Manager, John the Head of Communications, Ellie, the Head of Organisational Design (OD) and Jill the Chief Data Officer (CDO).
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Fred: Influence = 3, Conviction = 9
Marie: Influence = 6, Conviction = 7
Jane: Influence = 9, Conviction = 3
Mike: Influence = 4, Conviction = 8
John: Influence = 7, Conviction = 8
Ellie: Influence = 7, Conviction = 2
Jill: Influence = 5, Conviction = 4 -
Fred: Influence = 3, Conviction = 9. He is very keen, but only has influence over the IT department
Marie: Influence = 6, Conviction = 7. Highly credible, with soft influence.
Jane: Influence = 9, Conviction = 3, Highly influencial across her peers, is neutral on this iniative.
Mike: Influence = 4, Conviction = 8, Influence is limited to a small team, high level of conviction.
John: Influence = 7, Conviction = 8, Highly influential and very excited about the initiative.
Ellie: Influence = 7, Conviction = 2. Close to Jane, has influence but is worried that this will distract her team.
Jill: Influence = 5, Conviction = 4, Mixed influence, in the IT team, has low capacity and is busy elsewhere.
