STR.10:4.2 - Find who or what can bear a material consequence

Trace what the proposed action, failure, recovery or exit could change. Begin with the directly involved people and systems, then examine a plausible route beyond the familiar stakeholder list when it could alter the decision.

For example, a new support promise may divert staff from existing customers; ending one service may create transition work for a customer’s operations. Keep the pathway and its evidential status explicit. A possible consequence is not an observed event or an established causal effect.

Use FPF A.1.CSD when discovering an omitted consequence-bearing system is the missing contribution. Use a qualified domain discovery result when it already covers the question. The label “community” or “ecosystem” does not by itself identify the actual bearer or establish a consequence.

Stop extending the search when further attainable discovery would not change the present comparison enough to warrant its burden. Return a consequential unknown when the pathway cannot yet be supported.