Making Radical Change Happen Through Selective Inclusion and Exclusion of Stakeholders

The purpose of this paper is to explore how political leaders can gain acceptance for radical reforms through selective inclusion and exclusion of stakeholders. We had inside access to the formulation of a radical reform in the Scandinavian context and found that radical change was not secured through extensive participation, but rather through selective inclusion and exclusion of stakeholders. Change leaders cannot always choose who to include and exclude in participative processes and both proponents and opponents can influence the content in ways that make it less radical. In the context of the public sector, it becomes particularly challenging to gain acceptance for radical reforms because of the influence from multiple stakeholders, many of whom have the right to be included in the process. Based on a study of a Norwegian regulatory reform, we identify five tactics change leaders can use to manage selective inclusion and exclusion. These include deleting stages in the process, including new stakeholders, alternating the process sequence, suppressing issues, and controlling the kind of influence. By consciously including and excluding stakeholders, change leaders can secure that the radicalness of a reform is preserved in the formulation process.