Considering and understanding stakeholders and then acting to engage them is generally agreed as being one of the most critical parts of any managed change initiative. Unless a thorough account is taken of the stakeholders in the project, there is the chance of later disruption to plans. The literature is full of examples of major corporations falling foul of some elementary rules on stakeholder management. In one Swedish example, a rail improvement project was set back almost seven years because the project manager decided that it was unnecessary to consult those who would be affected; after all, they were mere householders, so what could they do? There is often a simple reason for stakeholder relationships to fail: it can be put down to the lack of a systematic analysis and the tools for this purpose. As this Lucid Thought shows, a deep understanding of stakeholders can be achieved through a more developed approach than, for example, the rather simple power vs. interest model.