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The collective mind between action and decision: design and risk management

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  • Arlette Bouzon
  • Joëlle Devillard

Abstract

In a constantly evolving context, team working situations during the design of new products pose the awkward question of achieving a match between the activities (supposed to generate innovation while managing unpredictability) and individuals (with multi-faceted expertise and availed of an essential autonomy of action). What enables them to work together, within a project team for example, and take part actively in 'risk-free' innovative collective production? What determines the action of each within such a process of concerted design? In order to answer these questions, we pursued a communicational scientific analysis of professional interactions 'as they emerge' within a design team working in the aeronautical sector. The design activity for a complex system is mainly distributed between specialised players. This coordination fits into relations of mutual prescription that are expressed by intermediate objects reflecting the current status of the design activity. The present article adopts the approach of recent works on the theme of naturalistic decision making. Theories of the cognitive approach and situated action seem however to be complementary and not contradictory.

Suggested Citation

  • Arlette Bouzon & Joëlle Devillard, 2014. "The collective mind between action and decision: design and risk management," International Journal of Business Continuity and Risk Management, Inderscience Enterprises Ltd, vol. 5(1), pages 72-83.
    • Handle: RePEc:ids:ijbcrm:v:5:y:2014:i:1:p:72-83
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    References listed on IDEAS

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    1. Catherine Durnell Cramton, 2001. "The Mutual Knowledge Problem and Its Consequences for Dispersed Collaboration," Organization Science, INFORMS, vol. 12(3), pages 346-371, June.
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