Enabling Participatory Design in a Hierarchical, Tightly Integrated Setting

Abstract

Can the participatory design model be useful in the context of a traditional "command and control" manufacturing firm that purchases large, complex software from outside vendors? This question is discussed using a case study of an American aerospace manufacturer and defense contractor. Three features of this context make rethinking participatory design essential: a hierarchical work organization unlikely to suppon open moves towards "industrial democracy", large computer systems bought from outside vendors, and the presence of many different user constituencies that must share a common system. Expanding participatory design to include issues of organizational context and resources usually neglected in the user participation literature opens up new possibilities and strategies for participation in the design of work with and around infonnation systems.