Bratteteig / Wagner Disentangling Participation

Power and Decision-making in Participatory Design
2014
ISBN: 978-3-319-06163-4
Verlag: Springer International Publishing
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 122 Seiten

Reihe: Computer Supported Cooperative Work

Providing a critical view on user participation in design, disentangling decision making and power in design, this book uses fieldwork material from two large participatory design projects: one experimental in the field of urban planning, the other a product development project within health care. Addressing power issues in participatory design is critical to providing a realistic view of the possibilities and limitations of participation. Design is decision-making: during a design process a huge number of decisions taken before the designers end up with a design result - an artefact or system. All decisions are a choice between possibilities and selecting one of them and making it concrete as a change in an artefact is a demonstration of the capacity to transform, which is a key aspect of power. Participatory designers are committed to empowering users and facilitating a design process where users are able to take part in all types of decisions. This volume explores the challenges for practitioners of participatory design arising from this commitment by asking what participation really means: who should participate and in which parts of a design process; what does it mean to share power with users; how are decisions to be made in a participatory way and what is it that users participate in? The book provides a conceptual framework for understanding these issues as well as a fresh look at participation.

Autoren/Hrsg.

Bratteteig, Tone

Wagner, Ina

Inhaltsverzeichnis

1;Preface;6
2;Contents;7
3;Chapter-1;9
3.1;Introduction;9
3.1.1;1.1 About Participation in Design;11
3.1.2;1.2 About Power and Decision-Making in Design;14
3.1.3;1.3 The Cases;15
3.1.4;1.4 Overview of the book;17
3.1.5;References;18
4;Chapter-2;21
4.1;Decision-Making in Design;21
4.1.1;2.1 About Decision Making;21
4.1.2;2.2 Making Choices;23
4.1.3;2.3 The Role of Imagination;24
4.1.4;2.4 Decision-Making in PD;27
4.1.5;2.5 Summary;29
4.1.6;References;29
5;Chapter-3;31
5.1;The Cases;31
5.1.1;3.1 Collaborative Urban Planning;32
5.1.1.1;3.1.1 The ‘Umbrella’ of a European Research Project;32
5.1.1.2;3.1.2 IPCity in Brief;33
5.1.2;3.2 Collaborative Symptom Assessment;38
5.1.2.1;3.2.1 Sisom: The Idea;38
5.1.2.2;3.2.2 Sisom in Brief;39
5.1.2.2.1;3.2.2.1 Evidence-Based Collection of Symptoms;40
5.1.2.2.2;3.2.2.2 Participatory Design of the User Interface;40
5.1.2.2.3;3.2.2.3 Games as Genre;41
5.1.2.2.4;3.2.2.4 Drawing the User Interface;42
5.1.2.2.5;3.2.2.5 Children’s Categorization of Symptoms;43
5.1.2.2.6;3.2.2.6 Prototyping in a Real Life Setting;43
5.1.2.2.7;3.2.2.7 User Testing;45
5.1.3;3.3 Summary;46
5.1.4;References;46
6;Chapter-4;47
6.1;Kinds of Decisions;47
6.1.1;4.1 Kinds of Decisions: The Case of Urban Planning;47
6.1.1.1;4.1.1 Decisions on Values and Concepts;48
6.1.1.1.1;4.1.1.1 Openness;48
6.1.1.1.2;4.1.1.2 Stakeholder Participation;48
6.1.1.1.3;4.1.1.3 Immediacy;49
6.1.1.1.4;4.1.1.4 Urban concepts;49
6.1.1.2;4.1.2 Decisions on How to Implement The Vision;51
6.1.1.2.1;4.1.2.1 Haptic Engagement: Working With Tokens;51
6.1.1.2.2;4.1.2.2 Tracking Framework;51
6.1.1.2.3;4.1.2.3 Bringing MR Outdoors;52
6.1.1.2.4;4.1.2.4 Panoramas as Representations of the Site;53
6.1.1.2.5;4.1.2.5 Developing a ‘New’ Visual Language;54
6.1.1.2.6;4.1.2.6 Working with Sound;56
6.1.1.3;4.1.3 Decisions Requiring Negotiations with the Outside World;57
6.1.2;4.2 Kinds of Decisions: The Case of Collaborative Symptom Assessment;58
6.1.2.1;4.2.1 Decisions on Values and Concepts;58
6.1.2.1.1;4.2.1.1 A Tool for the Doctor-Patient Meeting;58
6.1.2.1.2;4.2.1.2 Translation;59
6.1.2.1.3;4.2.1.3 Evidence-Based;59
6.1.2.2;4.2.2 Decisions on How to Implement the Vision;60
6.1.2.2.1;4.2.2.1 Vocabulary;60
6.1.2.2.2;4.2.2.2 Navigation mechanisms;60
6.1.2.2.3;4.2.2.3 Representation;61
6.1.2.3;4.2.3 Decisions Requiring Negotiation With the Outside World;61
6.1.3;4.3 Summary;62
6.1.4;References;63
7;Chapter-5;64
7.1;Streams of Decisions;64
7.1.1;5.1 Decision Linkages;64
7.1.2;5.2 Handling Streams of Interrelated Issues;65
7.1.3;5.3 Decisions and Nondecisions;69
7.1.4;5.4 Nondecisions in a PD Project;70
7.1.5;5.5 Summary;71
7.1.6;References;72
8;Chapter-6;73
8.1;Power, Influence, Trust and Loyalty;73
8.1.1;6.1 Power in Organizations;75
8.1.2;6.2 How much and What Kinds of Power?;78
8.1.2.1;6.2.1 The Influence of Structural Arrangements;78
8.1.2.2;6.2.2 The ‘power players’;80
8.1.2.3;6.2.3 Ways of Aligning Work and Different Positions;82
8.1.3;6.3 Power/Knowledge;84
8.1.3.1;6.3.1 The Ubiquity of Power;84
8.1.3.2;6.3.2 The Power of Competing Discourses;88
8.1.4;6.4 Shades of ‘power to’;90
8.1.5;6.5 Summary;92
8.1.6;References;93
9;Chapter-7;96
9.1;Participation;96
9.1.1;7.1 What is Participation?;96
9.1.2;7.2 How to View Participation in PD;101
9.1.3;7.3 Who was Involved?;102
9.1.4;7.4 Participation in Different Kinds of Decisions;104
9.1.5;7.5 How Participatory were the Design Results?;109
9.1.6;7.6 Summary;111
9.1.7;References;113
10;Chapter-8;115
10.1;Conclusions;115
10.1.1;8.1 Looking Back at How Power was Enacted;115
10.1.2;8.2 Looking Back at Decision-Making;117
10.1.3;8.3 Looking Back at Participation;118
10.1.4;8.4 The Importance of a Participatory Vision;119
10.1.5;8.5 Disentangling Participation;121
10.1.6;References;122