What:
Interviews with key stakeholders using structured questions designed to bring to the surface assumptions and understanding of underlying issues.

Why:
Everyone makes decisions based on how they understand and perceive the world. At the start of large projects it is important to understand the various viewpoints of key stakeholders. A good design process should challenge stakeholders to go beyond their current assumptions, ambitions and knowledge.

When:
At the start of the project.

How:
As our own assumptions are often hidden from ourselves interviewers need to ask the right kinds of questions designed to bring to the surface:

Knowledge and understanding
What is the central issue/challenge?
What knowledge is missing?
Mental maps and assumptions about the wider world
What are their assumptions and concerns about the future?

Point of departure
In what context does the company/service currently operate?
What contradictions and tensions exist?
What are the current strengths, weaknesses and vulnerability?

Example:
Interviews can highlight organisational blind-spots. What is not said is sometimes the most important thing to notice. In interviews for the BBC Kids ID project, paedophiles were unmentioned by interviewees despite being seen to be the biggest threat to children on-line. As a result the team consulted charities and trusts working with paedophiles and their victims.

A huge assumption had been made internally that the main threat to children comes form adults. Interviews with Childline revealed that a substantial threat comes from other children - both sexual abuse and bullying.

Stakeholder interviews also revealed that people who make policies to safeguard children seldom consult children directly.