Apply Stakeholder Theory (Freeman, 1984) and the Mitchell et al. (1997) salience model to identify, classify, and prioritize stakeholders based on power, legitimacy, and urgency.
SkillScore82Maintained
Automatic
◆Project Management pack
Last verified 8/28/2026
What it changes
Passed 18 of 22 test cases with the skill, and 17 of 22 without it.
Without skill77%
With skill82%
Checks it passed that the model alone missed
The report structures the engagement strategy table by stakeholder salience class rather than listing strategies per individual group.
1 fixed17 passed either way4 still failing0 broke
Pass-rate lift
+5 pp
Tokens
+15%
Agent turns
0%
Response time
-31%
Model gemini-3.6-flashMeasured 8/28/2026v118 of 22 cases passed with skill
Tokens, turns and time describe resource use, not a dollar price.
See it in action
A test case the skill fixed. Same model, same prompt, with and without the skill.
Prompt
We are planning to build a major new data center complex near a residential township, which has raised environmental, economic, and municipal concerns. Please evaluate our key stakeholder groups across their power, legitimacy, and time sensitivity to help us prioritize managerial focus. Provide a structured report featuring a detailed stakeholder map table (rating power/legitimacy/urgency and identifying stakeholder types/priorities), an engagement strategy section broken down by category, and a section outlining potential dynamic risks or shifting power dynamics.
What was checked, without and with the skill
Checked
Without skill
With skill
The stakeholder table uses H/M/L qualitative levels to rate power, legitimacy, and urgency.
Passed
Passed
Groups possessing power, legitimacy, and urgency concurrently are classified as definitive stakeholders requiring immediate prioritization.
Passed
Passed
The report structures the engagement strategy table by stakeholder salience class rather than listing strategies per individual group.
Missed
Passed
case-01 · gemini-3.6-flash · 8/28/2026 · answers are capped and redacted
What's inside
The instructions your model reads when the skill loads.
SKILL.md106 linessingle file
Stakeholder Theory
Overview
Stakeholder theory (Freeman, 1984) argues that firms must manage relationships with all groups who can affect or are affected by the organization — not just shareholders. Mitchell, Agle, and Wood (1997) introduced the salience model to solve the practical problem: which stakeholders deserve managerial attention?
When to Use
Mapping stakeholders for strategic decisions, projects, or crises
Prioritizing stakeholder demands when they conflict
Designing stakeholder engagement strategies
Evaluating CSR or ESG initiatives through a stakeholder lens
Assumptions
IRON LAW: Not all stakeholders are equal — salience determines
prioritization. A stakeholder's claim on managerial attention
depends on the combination of power, legitimacy, and urgency
they possess. Treating all stakeholders equally is strategically
incoherent.
Key assumptions:
Firms have obligations beyond shareholders
Stakeholder attributes (power, legitimacy, urgency) are variable, not fixed
Managers perceive and weigh stakeholder attributes — perception matters
Methodology
Stakeholder Identification
A stakeholder is any group or individual who can affect or is affected by the achievement of the organization's objectives.
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