This chapter is about the actual processes applied in our work and ways in which we can reflect on different dimensions of the process. There is power in the way we apply tools and sequence activities, how we make decisions and who sits on the table when, as well as where in the world the project is.
Our work starts by intentionally acknowledging that we operate in the space of volatility, uncertainty, complexity and ambiguity.
When we think about process, timeline, team, budget, communication etc. we need to build in adaptability, flexibility and most of all a shared understanding of what operating in this space means. Leaders will not always have an answer, directions will be unclear.
Below diagram has been developed by thinkplace and explains the different voices we need to involve in a design process. Needs some more description
https://www.youtube.com/watch?v=kc2ek2_2KMM
Involving others in a process comes with a variety of power dynamics. Power comes in the form of: filled space in the room, access to bringing people together, making impactful decisions like deciding what is getting done, by who, who is getting paid in a process, who gets to prioritize intentions, needs to address, methods to apply, voices to be invited to the process. For example a Human centred design process, while focused on involving users in the process of design, can result in very different power dynamics and outputs depending on how people have been involved. While there is no right or wrong way, being explicit about how people are involved, what that means for them and for us and for the thing being designed is an important starting point. This section needs a bit more nuance (e.g. vulnerable groups)
A lot of work has been done already elsewhere to describe the different complementary approaches that are well suited to complement design. On such overview has been done as part of the designforhealth.org initiative:
https://s3.amazonaws.com/files.designforhealth.org/Complementary+Approaches.pdf