Participatory Design

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 collaborative design approach that involves users and key stakeholders in the design process of a product, service, or system to develop a result that reflects the requirements of both stakeholders and end-users.

• Participatory design originated in Scandinavia in the 1970s

Participatory Design as Opponent 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 to utilizing participatory design can address cognitive bias to improve project outcomes.

Application

General Application

• Participatory design has traditionally been applied to software development, product/service design, and urban planning. It can be applied in the following steps:

1. Identify Stakeholders

Start by identifying the key stakeholders involved in the project, including: end-users, project sponsors and project team members.

2. Gather Feedback

Take time to understand the requirements and expectations from each relevant stakeholder regarding the project. Some common methods include interviews, surveys, and focus groups.

3. Co-design

Collaborate to develop the project plan, define the scope, and identify key milestones. Work through each phase of the process and collaborate with all stakeholders to ensure their requirements are met.

4. Prototype and Test

Create a working prototype. It should be made clear that the purpose of this stage is to develop an initial "minimum viable product". Test and refine using feedback from the relevant stakeholders.

5. Implement and Iterate

Once the design has been refined, it can be implemented. Track performance with relevant KPIs and make adjustments until the project requirements are met. As conditions evolve, the model may need to adjust to internal and external changes. This will likely be an iterative process to find the optimal solution.

Participatory Design Practices

• Interview
• Peer Observation
• Cognitive Task Analysis
• Analogous Inspiration
• Survey

Transforming the Workplace

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

Incorporating Participatory Design in Developing and Implementing a Project Execution Model

• Managers attempting to implement project management methodologies across an organization face both technical and cultural challenges. On the technical front, they must have a deep understanding of organizational processes and the interdependencies of sub-systems within the organization. Culturally, they are challenged with making structural changes that can have myriad reactions from the various individuals affected by the change.

Incorporating participatory design practices in the development and implementation of a project execution model could help to address both of the major challenges described above (Ref). Below is a practical framework for to use how participatory design could be used to address these challenges.

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.