Stakeholder analysis can illustrate how the initial organization of the Puget Sound Water Quality Authority produced the fundamental failure that would ultimately lead to the dissolution of the Authority, and might suggest ways in which it could have more effectively achieved its ends. * The governor initially appointed the head of the citizen action group whose action motivated the creation of the Authority. * other authority members represented orgs & agencies that wanted clean water * sought out and consulted major and minor organizations that want clean water * did not seek out business community * curiously, also did not seek out scientists immediately elaborate on the significance of * organizing representative groups * the background of the chair & how that would affect role decision * retention of power & responsibility and implications thereof power v interest & planning participation matrix creating a strong coalition out of an array of interested, but less powerful orgs, and went out of their way to draw in other orgs with more power and less interest (EPA, Seattle Times, etc). They were ultimately attempting to help the legislature, the most powerful actor, according to the diagram, form a policy. This diagram blah, blah, blah. criteria of power, urgency, and legitimacy. To the Authority, there were a number of legitimate, urgent organizations, (list), and a single legitimate powerful organization (legislature). They assumed a role of using the urgency of the many legitimate organizations to inspire urgency in the legislature. given their failure to involve the business community in the process, the coalition they built, and their desire to impose strong regulation on the businesses, they likely regarded these interests powerful and urgent, yet illegitimate. They may well have seen themselves like a sheriff rounding up a posse to catch a band of outlaws. It seems likely that the authority failed to consider the legitimacy that the legislature would accord to . doing it on the organizing stage. the initial choice of chairs put the environmentalists and citizens who'd formed the grass roots groups to initiate this action in the hot seat. They then proceeded to organize around themselves, and exclude their opponents from prior roles. On the advisory committee they did not include the industrial dumpers. scientific review panel established later viewed as a political problem outreach staff managed all connections with persons not part of the program. process for producing plan: generate support, prevent and reduce obstacles and conflicts, respond flexibly to changes authority made decisions, staff provided inforamiot.n scoping, background papers, final report. I suspect the authority, and in particular, the chairwoman, had the problem structured, framed, and a solution in mind from the get go. The problem was that these companies, and some municipalities were dumping toxic substances in the river. The solution was to make them stop and hopefully clean up the mess that had already been produced. She and the rest of the authority had enough saavy to realize that they needed more than just that to get it to work, tohugh. So they sensibly pulled in, educated, and organized those with views similar to their own. The industries which were engaged in the dumping formed an institutional blindspot for the organization. They were unable to consider any other factor about the organization than the fact that they dumped these chemicals, and that they were capable of organizing powerful resistance to the authority's authority. Implicit in this viewpoint is the definition of these dumpers as criminals, without redeeming qualities. No mention of the products they produced, and how these related to the wastes they dumped, nor any mention of the jobs sustained by the workings of these factories. Further, there was no apparent awareness of the costs faced by these organizations. power: legislature authority local governments citizen groups state agencies fishing industry polluting industry interest: fish ind/authority/cit group polluting ind local govts legislature Initial organization Appointed head of cit group w/ exp in govt. Organized groups she was familiar with and groups that had an interest in protecting the sound. She did not include the polluting companies. (hypothesis being that she viewed it like a posse to bring an outlaw to justice.) retaining power and responsibility Engaged in extensive education & consultation with various groups throughout its organizational phase. Attempting to bring people to the same viewpoint and organize them, actions that fit in well with the mission of citizen action group.