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PARTICIPATIVE DESIGN WORKSHOP
| Purpose/ outcomes |
To enable the organization to function in an interrelated structure of self-managing work groups. |
| Number of participants |
- 5 - 12 people per workshop
- Successes reported with groups up to 25
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| Type of Participants |
People from the entire value chain:
- Entire work group (usually 2-3 adjacent organizational levels, starting at the bottom)
- Cross-level, multi-function or same function
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| Typical Duration |
Preparation: 2 weeks - 4 months
Event: 1 - 3 days per organizational grouping
Total Transition: Ongoing organizational support of new way of operation
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| Brief Example |
A major marketing research firm used PDWs to combine 6 departments into one group that functioned as a self-managing team. As a result of the Participative Design Workshop, the group's productivity increased 160% within the first 7 months. |
| When to Use |
- An organization wishes to increase levels of commitment, productivity and effectiveness
- Senior management is committed to a structure of interrelated self-managing work groups
- Senior management supports the culture changes identified above
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| When Not to Use |
- Senior management is not committed to dramatically higher performance through intelligent redistribution of power and decisions to relevant groups
- Senior management will not support the changes identified above
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| Impact on cultural assumptions |
- No supervision from above the working group
- Leadership is an activity not a position
- Work groups organize their work
- Flatter organization
- Higher-ups provide information and resources to groups, NOT coordinate and control the work
- Groups are held accountable, not individuals
- Increased assumption of power and negotiating
- The basic performance unit is the work group, not the individual
- Career progressions made by lateral assignments and new skills and competency acquisition
- "We're all in this together" attitude, need to change compensation and reward system to reflect that (e.g., group rewards)
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| Creator(s) |
Fred Emery & Merrelyn Emery |
| Creation Date |
1971 |
| Historical Context Theory |
Coal mines in England; one outperformed the other with less technology and money spent on the operation. Research revealed the principles now embodied in the PDW. |
for more information about Participative Design Workshop contact the Fred Emery Institute at:
http://www.fredemery.com.au
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