The recent Covid-19 pandemic created an unprecedented transition to distributed design team collaboration in education and industry, and with the sudden change in working environments, researchers must consider novel risks introduced to the design process. This research established that student perception of risk differs through personal experience and the impact of risks are greater when working online. Recommendations are made on how these risks could be mitigated further to allow the successful implantation of distributed design through computed-supported environment in education.

Understanding team diversity has become essential for modern-day organisations. This study explores the impact of knowledge diversity in design teams through computational simulations. By analysing design space characteristics, we study how diverse teams perform compared to less diverse counterparts. Results reveal that highly diverse teams exhibit increased efficiency, quicker convergence, and larger but sparser design spaces. This work contributes to understanding the impact of knowledge diversity in design teams and sets the stage for future systematic studies of diversity.

This work studies the perception of the impacts of AI and human process managers during a complex design task. Although performance and perceptions by teams that are AI- versus human-managed are similar, we show that how team members discern the identity of their process manager (human/AI), impacts their perceptions. They discern the interventions as significantly more helpful and manager sensitive to the needs of the team, if they believe to be managed by a human. Further results provide deeper insights into automating real-time process management and the efficacy of AI to fill that role.

The aim of this study was to compare behaviours in distributed design teams today to the existing literature to see if previously identified challenges faced by distributed teams have been overcome. Recordings of teams’ online idea sharing sessions were transcribed and split into idea sharing instances (units). A scoring system analysed the effectiveness of each unit. Having a clear structure with formal idea discussion, an assertive leader, and no time limits led to higher scores. Whilst instances of informal speaking and the wide variety of tools used had no link to the unit scores.

Teamwork quality (TWQ) is often associated with project success. Therefore, understanding TWQ is crucial to have better design project outcomes. Since most of the studies in the past have presented a cross-sectional analysis of TWQ, the current work focuses on capturing TWQ in a longitudinal way for a project-based learning (PBL) course. The results showed that the 6 facets differed significantly during the first half of the course than towards the end. In later phases of the PBL, TWQ and team performance were positively correlated than at the beginning.

The design process in most organizations is often collaborative and interdisciplinary in nature. Yet most institutions of higher learning do not offer students the opportunity to work in multidisciplinary teams. This study follows an experiential service-learning project over 3 years to explore the role of multidisciplinary project teams on design education outcomes. Findings suggest that the quality of designs improved over time and students consider experiential learning in multidisciplinary teams to be a valuable component in their education, increasing their job readiness upon graduation.

To indicate the effective team-building activities implemented independently by the students in a project-based learning class in higher education in Japan, we conducted semi-structured interviews with the students of the Design Project class held at a Japanese graduate school in 2020 and 2021. The interviewees are 12 students belonging to the top three teams regarding the evaluation of the final presentation. Based on the classifications of the comments, we indicate the best practices of team-building activities corresponding to the timing and team characteristics.

Neglecting challenges of distributed collaboration can lead to significant efficiency and effectiveness losses in agile, distributed development teams. The EDiT method provides support for improving distributed collaboration of development teams. To ensure acceptance, applicability, and contribution to success in industrial development practice, it is necessary to validate the EDiT method. The goal of this contribution is the development of a process model for early and incremental validation of the EDiT method in the field finally leading to a validation of the EDiT method itself.

Social media influencers (SMI) are gaining interest and many are studying their influence on the online audience, little is known about the role played by them in offline teams. One such attempt to study the effect of influencers in co-design team is presented in this paper, where individuals who are confident in their abilities drive the team process. Thus, self-efficacy is considered for determining influencer behaviour. Results expose the relationship between self-efficacy and influencer status on the design process, besides briefly highlighting the effects on above-average teams.

A design rationale is a representation of the reasoning behind a design concept, explaining why the solution is designed the way it is. This makes design rationale a critical part of concept development. However, there is little exploration on how to build a design rationale. This study sheds light on professional designers’ reasoning in conceptual design, as we examine how design rationales for different concepts are built based on a longitudinal study in the context of two design studios. Particularly the study provides insight into how a design rationale is initiated, matured and finalized.

A new way of structuring and interpretation of multiple domain matrix is proposed as the basis for categorisation of design parameter relations complexity. Depending on the kind and the degree of coupling of the parameters, the developed methodology activates the appropriate coloured Petri net (CPN) models for semi-automatic support of communication between the members of the design team. The proposed extension of MDM combined with CPN is a novel approach to predicting and managing communication patterns necessary during teamwork coordination on critical interfaces between product components.

Human-computer hybrid teams can meet challenges in designing complex engineered systems. However, the understanding of interaction in the hybrid teams is lacking. We review the literature and identify four key attributes to construct design research platforms that support multi-phase design, hybrid teams, multiple design scenarios, and data logging. Then, we introduce a platform for unmanned aerial vehicle (UAV) design embodying these attributes. With the platform, experiments can be conducted to study how designers and intelligent computational agents interact, support, and impact each other.

This paper looks at the positive effects of partial status anonymity in face-to-face co-creation workshops. Results suggest that especially during the early phases of co-creation, i.e. idea generation, participants experience more freedom to express themselves without self-imposed barriers. We observed positive effects in terms of (1) lowering or even suspending the perceived status among team members, (2) increased motivation, (3) freedom to speak and positive disposition to listen, (4) willingness to consider perspectives from other team members.

The design process often requires work by teams, rather than individuals. During team based design it is likely that situations will arise in which individual members of the team have different opinions, yet a group decision must still be made. Unfortunately, Arrow’s impossibility theorem indicates that there is no method for aggregating group preferences that will always satisfy a small number of ‘fair’ conditions. This work seeks to identify methods of combining individual preferences that can come close to satisfying Arrow’s conditions, enabling decisions that are fairer in practice. First, experiential conjoint analysis was used to obtain individual empirical utility functions for drinking mug designs. Each empirical utility function represented individual members who were part of a design team. Then, a number of functions for constructing group preference were analysed using both randomly generated preferences and empirical preferences derived from the experiential conjoint survey. The analysis involved checking each of Arrow’s conditions, as well as assessing the potential impact of strategic voting. Based on the results, methods that should be used to aggregate group preference within a design team in practice were identified and recommended.

Prior research has identified set-based design as a method that accounts for the high level of uncertainty that is associated with the design of innovative products or systems. Rather than precisely specifying a system architecture in the early design stages, set-based design builds on designing a system and its architecture in an evolutionary way. The literature on set-based design has studied how a system's design evolves by moving from a number of optional design ideas to the final system through gradually eliminating unfeasible design ideas and continually developing design ideas for which engineers increasingly establish feasibility. However, little is known about how firms set up the design process and the organization to successfully create new products with set-based design. Our research contributes to closing this gap. First, we study how firms determine the number (i.e., portfolio) of design ideas to pursue, an important step of the early design process. Second, we study how firms organize for set-based design by assigning teams to develop design ideas and eventually design a system's architecture. Our research uses an exploratory case study approach, investigating five cases in three different firms. First, we find that the early design process is characterized by the absence of formal idea evaluation and selection. Instead, firms start to pursue all initially created design ideas, evaluating and selecting them in an evolutionary manner as the design project progresses. Second, we identify two organizational approaches associated with set-based design: assign one team to pursue all ideas or assign one team per design idea.

User-centered approaches to design can guide teams toward an understanding of users and aid teams in better posing design problems. This paper investigates the role of user-centered design approaches in design process and outcome within the context of design team projects. The value of interaction with users is examined at several stages throughout the design process. The influence of user-centered design on the performance of design teams is also explored. Results suggest that the quantity of interactions with users and time spent interacting with users alone is not linked with better design outcome, but that iterative evaluation of concepts by users may be of particular value to design prototypes. Suggestions are made based on the reflections from the authors after conducting this study.

This paper presents an ontological framework for situated design teams in which the team is both the subject and the object of designing. Team designing is modeled using the set of processes provided by the situated function–behavior–structure framework. This is a formal basis for understanding the drivers for change in the product to be designed and in the design team. We specifically focus on changes in a team's structure that emerge from interactions among individual team members and subteams.