This poster presents findings from an ongoing research project into an understanding of organizations as artefacts. The overall research aim of the project is to provide insights into the hidden design activities and behaviours through which members of an organization contribute to its shape.
Small sample qualitative multi case study research (Stake 2005) was chosen as research strategy. This poster focuses on a retrospective study of a building project that took place at a higher education institution in the UK. Analysis
was partially grounded, sympathising with facets of Grounded Theory represented by authors such as Glaser (1978) and Charmaz (2006). An approach was chosen that prioritises an understanding emergent from the data itself rather than applying a specific concept to identify themes accordingly. However, fundamental indicators of design found in literature were used to elicit and discuss findings.
The table on the right hand side shows definitions of design indicators (aspects of design change) deducted from literature and variations elicited from data analysis.
These form parts of the three characteristics of design change in temporary organisation visualised in the section below: 1. transformiing existing into preferred configurations, 2. emergence of vision and preferred state, 3. temporary organization as continuously evolving design.