Managing participants in co-design : A case study investigating empowerment, ownership and power dynamics in a design consultancy context

Abstract: This case study provides new insights on the designer role in co-design processes. Co-design has shifted the designer role into a facilitator, which requires a new skillset. In this thesis, this new role is investigated through the three psychological constructs; empowerment, ownership and power dynamics. The process consists of two main parts: pre-study and case study. In the pre-study, designers with different roles are interviewed about co-design. In the case study, three co-design sessions are observed and the facilitators interviewed in retrospect. Several strategies and actions are identified for empowering participants, some for the participants to feel ownership and almost none for balancing out power dynamics. The identified strategies include using straightforward methods and having a selfless mindset. However, there are indications that long term relationships are prioritized over actual outputs. This notion might be explained by the fact that the case companies are consultants. The need to always satisfy the clients makes the facilitators disregard some of the power differences in the room.