MARY TSCHIRHART is Assistant Professor in the School of Public and Environmental Affairs at Indiana University.

" ... shows an organic connection that joins problem context, problem type, and problem solution in a single process of problem management ... this book is an excellent primer on method in its economy and precision and in its consistent progress from presentation of concept, to cogent analysis of data, and back to concept." - Nonprofit and Voluntary Sector Quarterly

• I. Managing Relationships with StakeholdersOrganization and Stakeholder CongruenceTypes of Problems with Stakeholders Experienced by OrganizationsBenefits of Studying Congruence ProblemsResponses to Problems with StakeholdersOther Organizational Literature Offering Stakeholder-Management FrameworksLiterature Related to Stakeholder Management by Nonprofit Organization ScholarsSummaryII. Predicting Responses to Problems with StakeholdersInfluence of Stakeholder Importance on Responses to ProblemsInfluence of Stakeholder's Decision-Making Authority on Responses to ProblemsInfluence of Stakeholder's Information on Responses to ProblemsInfluence of Stakeholder's Interaction on ResponsesInfluence of a Mission Threat on Responses to ProblemsInfluence of Artistic Quality Concerns on Response to ProblemsInfluence of Organizational Age on Responses to ProblemsInfluence of Organizational Size on Responses to ProblemsInfluence of Problem Seriousness on ResponsesSummary of HypothesesThe Scanning, Interpreting, and Responding ProcessSummaryIII. Finding Patterns in the Management of ProblemsCorrelations amoung the ResponsesCorrelations amoung the PredictorsWhen do Organizations Adapt in Response to Problems with Stakeholders?When Do Organization Leaders Try To Change Stakeholders?When Do Organizations Cut or Weaken Ties to Stakeholders?When Do Leaders Misrepresent or Conceal Information in Response to Problems with Stakeholders?Refining the Stakeholder Management ModelConsequences of the ResponsesSummaryIV. Exploring Challenges Associated with Stakeholder GroupsStakeholder MappingIssues and Responses for Key Stakeholder GroupsProblems with Board MembersSummaryV. Artful LeadershipThe Deliberate and Emergent Nature of Problem ManagementStatements of Values and Goals for Stakeholder RelationshipsAnalysis of History of Problems with Stakeholders and Relevant TrendsGoals and Responsibilities Guiding the Problem ManagementLeader's Network PerspectiveApplicability of the Problem Management Model to Other Fields and SectorsThe Practice of Artful LeadershipAppendix A Study MethodologyAppendix BAppendix CReferencesIndex

MARY TSCHIRHART is Assistant Professor in the School of Public and Environmental Affairs at Indiana University.

" ... shows an organic connection that joins problem context, problem type, and problem solution in a single process of problem management ... this book is an excellent primer on method in its economy and precision and in its consistent progress from presentation of concept, to cogent analysis of data, and back to concept." - Nonprofit and Voluntary Sector Quarterly

• I. Managing Relationships with StakeholdersOrganization and Stakeholder CongruenceTypes of Problems with Stakeholders Experienced by OrganizationsBenefits of Studying Congruence ProblemsResponses to Problems with StakeholdersOther Organizational Literature Offering Stakeholder-Management FrameworksLiterature Related to Stakeholder Management by Nonprofit Organization ScholarsSummaryII. Predicting Responses to Problems with StakeholdersInfluence of Stakeholder Importance on Responses to ProblemsInfluence of Stakeholder's Decision-Making Authority on Responses to ProblemsInfluence of Stakeholder's Information on Responses to ProblemsInfluence of Stakeholder's Interaction on ResponsesInfluence of a Mission Threat on Responses to ProblemsInfluence of Artistic Quality Concerns on Response to ProblemsInfluence of Organizational Age on Responses to ProblemsInfluence of Organizational Size on Responses to ProblemsInfluence of Problem Seriousness on ResponsesSummary of HypothesesThe Scanning, Interpreting, and Responding ProcessSummaryIII. Finding Patterns in the Management of ProblemsCorrelations amoung the ResponsesCorrelations amoung the PredictorsWhen do Organizations Adapt in Response to Problems with Stakeholders?When Do Organization Leaders Try To Change Stakeholders?When Do Organizations Cut or Weaken Ties to Stakeholders?When Do Leaders Misrepresent or Conceal Information in Response to Problems with Stakeholders?Refining the Stakeholder Management ModelConsequences of the ResponsesSummaryIV. Exploring Challenges Associated with Stakeholder GroupsStakeholder MappingIssues and Responses for Key Stakeholder GroupsProblems with Board MembersSummaryV. Artful LeadershipThe Deliberate and Emergent Nature of Problem ManagementStatements of Values and Goals for Stakeholder RelationshipsAnalysis of History of Problems with Stakeholders and Relevant TrendsGoals and Responsibilities Guiding the Problem ManagementLeader's Network PerspectiveApplicability of the Problem Management Model to Other Fields and SectorsThe Practice of Artful LeadershipAppendix A Study MethodologyAppendix BAppendix CReferencesIndex

MARY TSCHIRHART is Assistant Professor in the School of Public and Environmental Affairs at Indiana University.

" ... shows an organic connection that joins problem context, problem type, and problem solution in a single process of problem management ... this book is an excellent primer on method in its economy and precision and in its consistent progress from presentation of concept, to cogent analysis of data, and back to concept." - Nonprofit and Voluntary Sector Quarterly

• I. Managing Relationships with StakeholdersOrganization and Stakeholder CongruenceTypes of Problems with Stakeholders Experienced by OrganizationsBenefits of Studying Congruence ProblemsResponses to Problems with StakeholdersOther Organizational Literature Offering Stakeholder-Management FrameworksLiterature Related to Stakeholder Management by Nonprofit Organization ScholarsSummaryII. Predicting Responses to Problems with StakeholdersInfluence of Stakeholder Importance on Responses to ProblemsInfluence of Stakeholder's Decision-Making Authority on Responses to ProblemsInfluence of Stakeholder's Information on Responses to ProblemsInfluence of Stakeholder's Interaction on ResponsesInfluence of a Mission Threat on Responses to ProblemsInfluence of Artistic Quality Concerns on Response to ProblemsInfluence of Organizational Age on Responses to ProblemsInfluence of Organizational Size on Responses to ProblemsInfluence of Problem Seriousness on ResponsesSummary of HypothesesThe Scanning, Interpreting, and Responding ProcessSummaryIII. Finding Patterns in the Management of ProblemsCorrelations amoung the ResponsesCorrelations amoung the PredictorsWhen do Organizations Adapt in Response to Problems with Stakeholders?When Do Organization Leaders Try To Change Stakeholders?When Do Organizations Cut or Weaken Ties to Stakeholders?When Do Leaders Misrepresent or Conceal Information in Response to Problems with Stakeholders?Refining the Stakeholder Management ModelConsequences of the ResponsesSummaryIV. Exploring Challenges Associated with Stakeholder GroupsStakeholder MappingIssues and Responses for Key Stakeholder GroupsProblems with Board MembersSummaryV. Artful LeadershipThe Deliberate and Emergent Nature of Problem ManagementStatements of Values and Goals for Stakeholder RelationshipsAnalysis of History of Problems with Stakeholders and Relevant TrendsGoals and Responsibilities Guiding the Problem ManagementLeader's Network PerspectiveApplicability of the Problem Management Model to Other Fields and SectorsThe Practice of Artful LeadershipAppendix A Study MethodologyAppendix BAppendix CReferencesIndex