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The Dynamics of Collaborative Design: Insights from Complex Systems and Negotiation ResearchSloan School of Management, Massachusetts Institute of Technology, Cambridge MA 02139, USA, m_klein{at}mit.edu
Department of Human Communication, University of Electro-Communications, 1-5-1 Chofugaoka, Chofu, Tokyo 182-8585, Japan
Laboratory for Computer Science, Massachusetts Institute of Technology, Cambridge MA 02139, USA
New England Complex Systems Institute, 24 Mt. Auburn Street, Cambridge MA 02138, USA Almost all complex artifacts nowadays, including physical artifacts such as airplanes, as well as informational artifacts such as software, organizations, business processes, plans, and schedules, are defined via the interaction of many, sometimes thousands of participants, working on different elements of the design. This collaborative design process is typically expensive and time-consuming because strong interdependencies between design decisions make it difficult to converge on a single design that satisfies these dependencies and is acceptable to all participants. Recent research from the complex systems and negotiation literatures has much to offer to the understanding of the dynamics of this process. This paper reviews some of these insights and offers suggestions for improving collaborative design.
Key Words: collaborative design dynamics complex systems non-linear negotiation
Concurrent Engineering, Vol. 11, No. 3,
201-209 (2003) This article has been cited by other articles:
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