Why do(n't) actors in collaborative design understand each other? An empirical study towards a better understanding of collaborative design

Kleinsmann, Maaike; Valkenburg, Rianne; Buijs, Jan

doi:10.1080/15710880601170875

Cited by 57 publications

(52 citation statements)

References 24 publications

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“…Brereton in particular pointed out the role of social negotiation in the design process and attributed how well the design functions to the success with which the team was able to negotiate the collaborative design process (Brereton et al 1996). This earlier finding has been echoed in more recent work as well (Strickfaden et al 2006, Kleinsmann et al 2007). We can also see similar dynamics in Svihla's examination of how students learn collaborative design practices (see Svihla 2010).…”

Section: Introductionsupporting

confidence: 55%

Situating design as social creation and cultural cognition

Dantec

2010

CoDesign

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Video and transcripts of two architectural design meetings are presented in an analysis of a specific design process. The focus of the analysis presented here is the social and cultural aspects of cognition in design. The argument begins with a discussion of the parallels in design studies and cognitive science as each has begun to consider the importance of environmental influences on how we design and how we think. By applying three situated frameworks to understand the situated nature of design meetings, the analysis shows that notions of social creation and cultural cognition are complementary and necessary for a holistic understanding of the collaborative design process.

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Section: Introductionsupporting

confidence: 55%

Situating design as social creation and cultural cognition

Dantec

2010

CoDesign

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“…they don't go into it and look at it from their perspective, it's essential, they'll never reach a start point unless they understand it from our point of view, they see exactly what we are doing and understand it then provide [a] solution. (Respondent 20, code 3.8.00) Shared understanding is a form of pragmatic intersubjectivity that indicates there is similarity of perceptions about the content of the design concepts, processes or ideas (Kleinsmann et al 2007, Vande Moere et al 2008. Similarity of perceptions may be produced prescriptively through using process guidelines to remove emotion and establish fair working practices (Adelson 1999) or through graphical illustrations of team behaviour that can support self-reflection (Vande Moere et al 2008).…”

Section: Shared Understandingmentioning

confidence: 97%

Professional perspectives on collaborative design work

Feast

2012

CoDesign

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Collaboration has become more important owing to the challenges designers face to compete in fast-paced global markets. Designers need to capitalise on the strengths of different stakeholders to develop shared knowledge and practices to better deal with the complexity of problems facing society today. This study builds on research concerning social processes in design activity through exploring professional designers' perspectives on the significance of collaboration in their work. Twenty-three semi-structured in-context interviews were conducted with professional designers from 13 different professional specialisations. The interview data were analysed using a grounded theory interpretive approach. The insights developed from the analysis suggest that the development of support for collaborative design should target not only methods of solving design problems, but also informal and social interactions that bring together different stakeholders while respecting their differences. Further research in this area would enhance the effectiveness of collaboration and increase designers' ability to participate in the early stages of product development for complex problems.

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“…From the study of Kleinsmann et al (2007) or Dougherty (1992), for example, it is evident that awareness about the existence of different thought worlds of NPD participants is not always present in NPD. However, if such an awareness does exist, then it can be assumed that this should affect the ability to bridge differences in understanding in a positive manner.…”

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

Factors Affecting Organisational Acceptance of Formal NPD Processes

Holzweißig

Rundquist

2017

Int. J. Innov. Mgt.

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Formal new product development (NPD) processes have become an important tool in NPD management. However, our understanding of what makes formal NPD process implementation successful in terms of acceptance and performance is still limited. This paper contributes to an improved understanding of factors affecting the acceptance and use of formal NPD processes. Our results show that acceptance of formal NPD processes is determined by several factors, such as ease of use, transparency of discourse, continuous improvement, involvement of NPD actors, and the ability to bridge differences in thinking. Furthermore, that acceptance of formal NPD processes affects NPD performance positively. These results draw on data from a survey posted to employees working for nine large manufacturers of commercial vehicles worldwide. The results should encourage managers to consider and enhance the factors affecting acceptance. This could be done through using new media for publication to increase transparency and perceived ease of use of the NPD process. Further acceptance of the formal NPD process is increased if it mirrors an operative reality and if organisational structures for improvement of the process are implemented and inclusive to employees involved in NPD.

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Why do(n't) actors in collaborative design understand each other? An empirical study towards a better understanding of collaborative design

Cited by 57 publications

References 24 publications

Situating design as social creation and cultural cognition

Situating design as social creation and cultural cognition

Professional perspectives on collaborative design work

Factors Affecting Organisational Acceptance of Formal NPD Processes

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