First, read the article "Managing in Turbulent Times" down here:

Second, create the stakeholder map of this article & analysis to the discussion form?

Managing in Turbulent Times Introduction:

Bob Collingwood was President and Chief Executive Officer of the US subsidiary of Woodland International, a large multinational company headquartered in Europe. Bob was responsible for all of Woodlands activities in the U.S. His functional responsibilities included manufacturing as well as public affairs, as Woodland was fully integrated in its U.S. operations. Bob was measured on profitability as well as several other financial criteria. As he checked his appointment calendar for the upcoming two weeks, he could see that the schedule listed appointments with one external group after another, with agendas ranging from traditional labor management issues to concerns with Woodlands social responsibility.

On Monday a state legislature in the Northeast where Woodland has major manufacturing facilities would open two days of hearings on a bill requiring companies to notify the state government before moving a plan out of state. A test marketing program for a new product line would be launched on Thursday, and he needed to be involved with the marketing people on some last minute decisions. On Saturday, the leaders of a coalition of consumer organizations would arrive to hear his talk about the merits and safety of several of Woodlands products. And, on Sunday an environmental group was going to hold a demonstration to protest air pollution caused by a Woodland plant.

The following week Collingwood was scheduled to go to Washington, D.C. for a meeting concerning his compliance with the newest set of regulatory guidelines. When he returned, he was to meet with one of the local unions about their upcoming new contract. It was rumored that the union leadership had begun plans to unionize Woodlands large 9 to 5 workforce. Following the meeting with the union, Bob would discuss a summer jobs program for unemployed teenagers with several minority group leaders.

The Comptrollers report was also waiting for him on his desk. Sales were down 15 percent. His profit index was 20 percent short of his first quarter goal.

Bob Collingwood had risen rapidly at Woodland International, and was headed for stardom in company headquarters in Europe if he so desired. However, Bob did not feel prepared for the diverse mix of situations which he now faced. The dissimilar problems with the varied pressure groups each demanded an instantaneous solution. One, or all, of them could keep Bob and his best people working even longer hours than usual. While his people were both functionally and operationally competent, there just did not seem to be a way to pull the diverse management tasks together.

While Bob and his people had skills and abilities to meet each situation and to manage the crises when they arose, these skills were insufficient. Bob knew that he needed a framework and a strategy for managing diversity and turbulence, to get out of the crisis-reaction-crisis cycle.

Freeman, R. Edward (1984). Strategic Management: A stakeholder approach. Boston: Pitman.