Participatory Design

Revision as of 14:16, 19 February 2023

Abstract

The purpose of this article is to provide the reader with a deeper understanding of the key concepts of participatory design, where it comes from, and how it can be applied practically to project management to improve project outcomes.

Overview

• Participatory design is a design approach that includes users in system design

• Participatory design originated in Scandinavia in the 1970s ^[1]

Application

Why it works

Opponent vs Adversarial Processing

• Opponent-process theory originated from 19th century German physiologist Ewald Hering as a way of understanding how our visual systems process information. He found that in order to see color, we have three sets cone cells in our retina, each sensitive to different colors. He also noted that the stimulation of one type of cone cell inhibited activity in it's opposite. Since then, we have found countless psychological and neurological examples of this concept (sympathetic vs. parasympathetic nervous sub-systems, pleasure-pain centers, etc.) The key idea here is that incorporating differing frames of reference when it comes to information processing has an overall adaptive benefit to the organism. These sub-systems, although opposing, are not adversaries. They are both in service of a transcendent process, the adaptation and success of the organism that they are a part of.

• Adversarial processing, on the other hand, is something commonly seen in legal proceedings or other competitive situations where two or more parties have conflicting interests. This frame presumes a zero-sum game in which for one side the win, the other must lose. Imagine a situation where our nervous system is engaged in adversarial processing. The sympathetic "fight or flight" sub-system does everything in its power to defeat the parasympathetic. It finds ways to constantly sabotage the other side until it finally prevails. The result? It's host goes into cardiac arrest and perishes. Both systems cease to be.

• If we take a moment to zoom out and consider managing projects in a larger organization, these same concepts apply. Each key stakeholder or user involved in a process is like a type of cone in the retina. Each has their unique perspective and values, which contribute integrally to the success of the overall process. It is vital as project managers, that we develop this frame of opponent processing. When we understand that others hold a perspective that can fill in the gaps of our understanding, we can value their input and treat it as a contribution to the greater whole rather than trying to undermine others and work to get our idea to "win". Allowing and encouraging opponent processing in participatory design leads to better project outcomes (ref)

Addressing Cognitive Bias

• Show how cognitive bias can negatively affect design process outcomes if participatory design is not applied.

When it works

• Investigate how participatory design is generally applied. What fields currently benefit from implementing these practices?

Transforming the Workplace

• Explore whether participatory design could be used effectively in the context of managing planned organizational change.

How to Start

• Give practical advice on how to incorporate participatory design in project management.

Limitations

• Present some of the contextual constraints affecting the application participatory design.

Social Factors: Anonymity

• Discuss the drawbacks of including large numbers of users through means other than direct (ideally face-to-face) communication.

References

1. ↑ Elizabeth B.-N. Sanders & Pieter Jan Stappers (2008) Co-creation and the new landscapes of design, CoDesign, 4:1, 5-18, DOI: 10.1080/15710880701875068