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At Clarity, we work in partnership with our clients, sharing a commitment to success and delivering impactful results.

Stakeholder activism is here to stay
By Sara Murray. Associate Director – Communications

 

Why leaders need to consider stakeholder risk in the face of increasing activism.Expectations on organisations are higher than ever, and the immediacy and connectivity of social media sits at the heart of this. Never before have individuals or groups opposed to projects had such ease in finding each other, joining forces and then applying pressure to projects, developments or corporations almost immediately. Activism has fundamentally shifted – it no longer relies on placards and physical presence – individuals can signal support, share content, donate and organise at scale with a few clicks, and from the comfort of home.

Campaigns are also becoming increasingly sophisticated – those opposing projects are combining legal interventions, digital mobilisation and public investment pressure to halt, delay or reshape major developments. Further, counter-narratives (often misleading or simply wrong) can spread faster than traditional governance and decision-making processes can respond, allowing perceptions to take hold before the risks are properly assessed or decisions made.

Why this matters in Western Australia

In WA, these dynamics are converging. The State remains a global leader in resources with an estimated $122 billion1 in capital projects in the medium to long-term pipeline. At the same time, Perth is undergoing rapid urban transformation to accommodate a projected population of 3.5 million. As the State and its communities change, traditional support for major projects is no longer a given, with a growing and diverse population increasingly weighing the trade-offs of growth against environmental and social impacts.

From reactive communications to anticipatory leadership 

In this environment, reactive communication is not enough. Organisations need to anticipate pressure points, build credibility early, and reduce the risk of activism escalating before a project has even begun.

This starts with reframing how risk is understood.

1. Risk informed by sentiment, not just process 

Traditional risk assessments focus on approvals, budgets and timelines, which is no longer sufficient.

Leaders should also be asking:

  • What are the likely stakeholder / community “hot buttons” specific to this project?
  • What trust gaps already exist based on our reputation?
  • What information could be taken out of context and spread quickly?
  • What is the plan if opposition against the project mobilises overnight?

2. Relationships beyond consultation

When activism emerges, relationships matter and they cannot be built at the point of crisis.  Understanding ‘who’ you need a relationship with for the project to be successful has to be developed early – not once the project is rolling along. Real relationships make escalation harder and dialogue easier. Consistency and honesty matter:

  • Show up early and often – small, consistent touchpoints beat one big town hall (and help to foster trust).
  • Listen to what stakeholders and the community is saying – ensuring you reflect back what you heard.
  • Be clear on what you can change, what you can’t, and why.

 3. Look for shared community goals 

Opposition is to be expected. What matters is how well the project balances different community needs. Projects are more robust when the community can see themselves in the outcome.

  • Clarify the benefits and upsides for the local community in plain terms that can be easily understood (ensuring you are including what the community is interested in).
  • Equally be clear on the trade-offs, what will change and how impacts will be mitigated.
  • Ensure there are both measures and timeframes on commitments so there is always a next step or engagement for the community to look towards.

 4. An adaptable communications toolkit 

At the heart of all good communications is a credible answer to the ‘why’. The answer must be consistent, evidence based and adaptable for different audiences:

  • A clear project story – what it is, why it matters, what changes, what safeguards exist.
  • One size does not fit all – create stakeholder specific messaging that works for social media, can be spoken to, or formalised for a Board or Government.
  • A brief ‘myths vs facts’ sheet that is calm and evidence-led before misinformation spreads.

 5. Equip your people

Employees and partners are often your most trusted voices – and your most exposed. They need clear, accurate information in a human tone, so they can confidently respond in everyday conversations, while never putting themselves in situations that may put them at risk. Don’t be afraid to also be clear on the challenges of a project, and opposition that is coming through. Transparency internally builds confidence externally.

 6. Focus on the undecided, not just the loudest 

The loudest voices are rarely the ones you will win over. Those ‘sitting on the fence’ can help generate momentum and support for your project – understanding who they are, what matters to them and how you can talk to them is vital. This still needs to be done credibly and with a focus on generating trust through transparency, not defensiveness or message control.

The leadership challenge

There is no single activity that mitigates activism. Just like good communications, it is an ongoing, adaptable approach that is underpinned by transparency and consistency.

Organisations that plan early, align behaviour with narrative, and treat activism as a strategic risk, not a communications inconvenience, are best placed to succeed. For leaders, the question is no longer if activism will emerge, but how prepared you are when it does.