Designing a service system requires input from all stakeholders; which include internal stakeholders from the different organisational functions; as well as external stakeholders such as user groups and supply teams. When design specialists are involved; they are expected to bring skills and approaches that not only balance complex stakeholders‚Äô requirements but also create embodied solutions to meet these needs. Consequently; to achieve the best solution; acknowledgment and input from multiple stakeholders are essential to designer‚Äôs decision-making.
This paper reports emerging insights from some British Service Design practitioners who were interviewed as part of the empirical studies of an ongoing PhD research project. The project initially asked; ’How do designers; as external consultants; manage multiple stakeholder involvement in Service Design projects?’
In this paper; the theoretical and empirical contexts are briefly reviewed; which lead to three specific research questions. A three-stage qualitative research approach is then introduced of which two have so far been carried out. Two case studies are introduced; which lead to two emerging categories of designers’ approaches to multiple stakeholder management; namely leading and facilitating. In order to develop these emerging categories; further study is required; which forms the final stage of this research project and which is detailed at the end of this paper.