Porównaj metody

	Stakeholder Analysis for Development	Logical Framework Approach
Dziedzina	Development Studies	Development Studies
Rodzina	Process / pipeline	Process / pipeline
Rok powstania	1997	1969
Twórca	Robin Grimble & Kate Wellard; Mark Reed and colleagues	Leon Rosenberg / Practical Concepts Inc. for USAID; later NORAD, GTZ, European Commission
Typ	Analytical method for identifying and characterising actors	Project planning, monitoring and evaluation framework
Źródło pierwotne	Reed, M. S., Graves, A., Dandy, N., Posthumus, H., Hubacek, K., Morris, J., Prell, C., Quinn, C. H., & Stringer, L. C. (2009). Who's in and why? A typology of stakeholder analysis methods for natural resource management. Journal of Environmental Management, 90(5), 1933-1949.	NORAD (1999). The Logical Framework Approach (LFA): Handbook for Objectives-Oriented Planning (4th ed.). Norwegian Agency for Development Cooperation, Oslo.
Inne nazwy	Stakeholder mapping, Power-interest analysis, Actor analysis, Influence-importance matrix	Logframe, LFA, Logical Framework Matrix, Objectives-Oriented Planning
Pokrewne	4	4
Podsumowanie	Stakeholder analysis in development is a structured method for identifying the actors with a stake in an intervention and characterising their interests, power, and influence, so that programmes can be designed and implemented with a clear view of whom they affect and who can affect them. Drawing on the natural-resource-management tradition of Robin Grimble and Kate Wellard and the methodological typology of Mark Reed and colleagues, it employs tools such as the power-interest grid, the influence-importance matrix, and Venn diagrams to make the social landscape of a project explicit.	The Logical Framework Approach (Logframe) is a structured planning, monitoring, and evaluation method that distils an intervention into a single four-by-four matrix linking a hierarchy of objectives to the indicators, evidence, and external conditions on which success depends. Originated by Leon Rosenberg of Practical Concepts Incorporated for USAID in 1969 and elaborated by agencies such as GTZ, NORAD, and the European Commission, it forces planners to make explicit the causal logic by which activities are expected to produce outputs, outcomes, and ultimately a development goal.