Of many design methods learned this semester, stakeholder analysis in my opinion was the most dominant in my learning development. 

 

Gathering information on the engagement of stakeholders prior to identifying them is crucial for success of co-creation. For example, the table below suggests three stages an organization can be described by, which ultimately influences their engagement of the whole process (in our case project). Understanding their mindset to co-creating with other stakeholders is crucial when going about a project; being open to co-create from the offset can affect us as a multidisciplinary team and alter our approach. From here, we can take a careful approach from the outset, to minimise any confrontations and determine the most relevant solutions to be addressed.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Initially I used stakeholder mapping analysis in Projects ABC. With Project Mind, I adapted stakeholder mapping to determine how each team member could contribute.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

It is my strong belief, that to create maximum potential for a project, the need to convince stakeholders to change is second to none. Establishing relationships, motivations and common issues between us and within each stakeholder will enable me as a connector-integrator to challenge the brief  and build strong relationships with all stakeholders. Identifying such key stakeholders as early as possible, allows a project team to gain a clear insight into the main objectives and therefore a more focused strategy.Transparency is vital for us as a project team, to produce the most effective results. Feedback taken from each consultation with a stakeholder should be taken seriously and prevent mistrust, causing a hostile environment.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

A review of online methodologies including social media as a tool for qualitative research show promising results (Rubenstein, 2011). Contextualised interviews showing true consumer/employee behaviour is possibly the closest we can get to unbiased results. 

 

We use an iterative, co-creative process involving stakeholders whenever possible. This allows all project work to evolve, particularly after direct engagement with stakeholders through workshops using a variety of design methods. Uncovering their importance and influence to change can allow a clearer direction for the project. In addition, their intentions (or value creation) can determine the outcome. If chasing monetary value, a stakeholder may be prone to negative assumptions about change due to investment. However, this co-creative process is now considered vital for businesses to achieve innovative, competitive strategies by working with the consumer through active participation. (Nuttavuthisit, 2010) Should I venture into business after the course, this methodology would be invaluable to my professional development. A summary of design methods can be found here.

 

As client communication was often minimal, refining solutions proved difficult. It would depend on the quality of workshops to determine next steps and keep alignment with their desired outcome. Remaining on the same page with clients wasn't so much an issue, as all client presentations have been met with praise. However, if done differently, I would have performed an internal stakeholder analysis, due to key members within a particular stakeholder group. A good example of this is Project ABC. Relationships between members seemed resistant, and we only had contact with the CEO. By gathering other key members' perspectives of their proposed direction could have brought about a different outcome. I perceived that as the CEO, his judgement could be clouded through ego.

 

Research from Mark Bailey, of Northumbria University, claims higher education institutions should "...play a multi-functional role in leading innovation across many cultural and economic levels in our postmodern society." (Authors, 2016) This notion of a 'creative consortia' allows multidisciplinary teams to be the driving force behind effective social innovation. I took this idea and implemented it well in Project ABC. Ammar, of ABC, exclaimed his social enterprise had losses of six figures. I realised this was not sustainable and developed the 'Four leaf clover model,' where I acted as a connector-integrator. My ambition of this project was to instill a strong, co-creative relationship between ABC and universities, which potentially would generate funds to support social, innovative projects and thus create societal value.

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My methodology to innovation is different to most on the cohort, which benefits us from a multidisciplinary perspective. I apply discovery-driven planning in project work, as it's my belief where true innovation lies. From a fundamental perspective, innovation begins with an idea, or creative thinking. While definitions of creativity are heavily debated, I hold the opinion that the whole process is too organic to create a framework or model. I feel that to 'reverse-engineer success' is the best approach. (McGrath & Macmillan, 1995) also state that for new ventures, companies must adopt the mentality to envision the unknown and discover ways to achieve the desired vision. Project Azione was a prime example of such a process. It ensures a product/service is new and different and open for modification to achieve success. Some projects may only want to produce incremental innovation however, therefore this process may not be applicable as such. Moreover, if the main stakeholder is risk-averse and has heavily invested in a venture, they may wish to oppose such a radical change. It is the need to convince them that to be different, you have to do something different.

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This is my main strength in this knowledge strand. I feel members of the course lack ambition at times and this can hinder our innovative solutions. Another strength in my methodology is the design research phase - due to my psychology expertise. From a multidisciplinary perspective, this helps other creative members of the course to produce stunning, visual work to convince the client to instill change.

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I import critical, emotional and generative design methods, combined with positive deviance and a blue ocean mindset to inform others. From there, the implementation stage is backed by solid research. If a project begins with a strong basis in design research, the outcome will be more effective.

 

An improvement for next semester would be to explain to other members the theory and methods I apply but more clearly, so we are on the same page and keep an iterative approach to projects.