Page 46 - DP-2-3

Design+ Speculative and participatory stakeholder mapping

A replicable pattern emerges from the findings: to This finding was validated by the final workshop, during
identify and map stakeholders creatively, the research team which participants applied the proposed methodology and
should invite people to actively consider the interests and provided positive feedback about the experiment.
needs of a vast array of speculative characters. This finding In particular, the organization managed to identify
finds a vast echo in established literature in organizational stakeholders that can create value for the organization,
behavior and management studies, which has emphasized stakeholders, and the broader IP ecosystem. In addition,
for nearly a century the need to understand and consider the findings suggest that the design-driven approach
other people’s interests. 47,48 This research builds upon and overcomes the limitations of the organizational
extends those conclusions by suggesting that the interests management perspective. In this case study, stakeholder
of fictitious characters within speculative scenarios should identification emerged as a naturally evolving and iterative
be considered to identify and map an organization’s process. Users of the Stakeholder Mapping Cone can add,
stakeholders effectively. Thought exercises are useful for delete, or move stakeholders at any moment.
creating a framework that supports creative and empathetic
thinking, while what-ifs help participants to broaden and Participants’ feedback revealed that they appreciated
refine their ideas. In this sense, thought exercises and the ample discussion time in all participatory workshops,
what-ifs complement each other, and both are effective in and the clear clarification of the aims of the identification
stimulating creative and critical reflections. exercise, that is, establishing the concrete questions,
issues, or activities relating to which individuals’ and
Some limitations of the research must be acknowledged. organizations’ stakes are examined. This research
27
Regarding the workshop in Phase 4, in particular, the contributes to the understanding that when participants
limited number of participants (seven people), their are involved in defining the aims of the stakeholder
exclusive affiliation with the organization, and the identification process, conditions are more conducive to
absence of external validation represent key constraints. productive discussions and richer outcomes. The findings
46
Such limitations were mainly due to the limited time further suggest that stakeholder identification produces
and resources available for the project, as well as the more creative results when participants not only determine
organization’s decision – not to involve external partners at the overarching aims of the project but also help establish
that stage – to validate the methodology and its outcomes. the values underpinning the identification process.
The overall timeframe (10 weeks, including the Christmas
break, effectively reduced to 8 weeks) also prevented any Finally, a future-looking approach added significant
long-term validation. As such, a further limitation is that value to the project. Speculative design thinking encouraged
the method’s practical impact over time has not been the organization to explore new stakeholder possibilities,
assessed. Nevertheless, there are plans to replicate the moving beyond a limited and familiar list of pre-identified
method with other organizations to evaluate its long-term stakeholders. The speculative and value-based approach,
effects and impacts. rooted in projections into the future and combined with
active participation, is the most outstanding aspect of the
6. Discussion research project. This finding contributes to the literature
on stakeholder identification with a design-oriented
The research project addressed several challenges associated
with stakeholder identification using a design approach approach that shows not only the desirability but also the
based on participation and speculation. This section feasibility of identifying stakeholders in a participatory,
focuses on three aspects of the research: first, it reflects dynamic, and iterative way.
on the research question in light of the findings; second, 6.2. The role of the designer: An active facilitator
it explores the role of the designer within the project;
and finally, it offers a commentary on the application and As a research team, the first task was to create conditions for
43
implications of the speculative design approach adopted. interaction among the organization’s members involved
in the project. This was initiated through preliminary
6.1. Using participatory and speculative design for individual interviews with key staff members to ensure
stakeholder identification a clear understanding of the project’s objectives and to
The research reveals that participatory design and foster engagement. These individuals were subsequently
speculative design (thinking) are suitable methods to encouraged to interact with the research team and, more
design a methodology and process to identify stakeholders. importantly, to collaborate with their colleagues during the
By the end of the project, it became evident that the workshops.
organization was capable of creatively and critically While recognizing that the practices of design
identifying its stakeholders using the proposed approach. facilitation have not been extensively examined in the

Volume 2 Issue 3 (2025) 10 doi: 10.36922/DP025060011