Lower costs and higher employee satisfaction are some of the benefits driving organizations to adopt dispersed and virtual working arrangements. Despite these advantages, product design engineering teams—those who develop physical products—have not widely adopted this working style due to perceived critical dependence on physical facilities and the belief that it is ineffective to communicate technical details virtually. This paper uses the mass shift in working conditions caused by the COVID-19 pandemic to explore the feasibility of virtual and distributed work in product design engineering. We conducted 20 semi-structured interviews with product design engineers working virtually to uncover current challenges of, and the beginning of promising strategies for, effective virtual engineering work. We categorize and analyze Tangible Design activities, Intangible Design activities, and Communication and Project Management activities throughout the product design process. Contrary to present opinions, we found that much of a product design engineer's work is realizable in a virtual and distributed setting. However, there are still many challenges, especially when attempting Tangible Design activities—those that require physical products and tools—from home. These challenges, missing from existing virtual product design engineering literature, include but are not limited to individuals’ lessened sense of accountability, fewer de-risking opportunities before product sign-off, and limited supervision of production staff. Product design engineers described novel strategies that emerged organically to mitigate these challenges, such as creating digital alternatives for engineering reviews and sign-offs and leveraging rapid prototyping. Recent advances in technology, an increased commitment to reducing environmental impact, and better work-life balance expectations from new generations of workers will only push society faster towards a distributed working model. Thus, it is critical that we use this opportunity to understand the existing challenges for distributed product design engineers, so that organizations can best prepare and become resilient to future shocks.

Enterprise social network messaging sites are becoming increasingly popular for team communication in engineering and product design. These digital communication platforms capture detailed messages between members of the design team and are an appealing data set for researchers who seek to better understand communication in design. This exploratory study investigates whether we can use enterprise social network messages to model communication patterns throughout the product design process. We apply short text topic modelling (STTM) to a data set comprising 250,000 messages sent by 32 teams enrolled in a 3-month intensive product design course. Many researchers describe the engineering design process as a series of convergent and divergent thinking stages, such as the popular double diamond model, and we use this theory as a case study in this work. Quantitative and qualitative analysis of STTM results reveals several trends, such as it is indeed possible to see evidence of cyclical convergence and divergence of topics in team communication; within the convergence–divergence pattern, strong teams have fewer topics in their topic models than weaker teams; and teams show characteristics of product, project, course, and other themes within each topic. We provide evidence that the analysis of enterprise social networking messages, with advanced topic modelling techniques, can uncover insights into design processes and can identify the communication patterns of successful teams.

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Conflict can be both a productive and detrimental reality of design collaboration. While most studies on conflict characterize findings by type (conflict about the task, process, or interpersonal relationships), we extend this typology to understand the causes, topics, and outcomes of conflict. To do so, we analyze communications in a virtual chat platform, collected in a hybrid work environment. A thematic analysis on over 6000 messages between student design teams on the enterprise communication platform Slack revealed three emergent conflict themes: Engineering Design, Project Management, and Communication. A mapping of the themes to a widely-cited typology of conflict found an over- representation of task (productive) and process (detrimental) conflict in the Engineering Design and Project Management themes, respectively. The distribution of types of conflict in the Communication theme is representative of the entire dataset, suggesting that communication can be a cause and outcome in all types of conflict. Overall, our classification of conflict is the first step towards describing triads of the causes, topics, and outcomes of conflict, a contribution which will drive the development of interventions for design team conflict.

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