In a public design practice, designers and government professionals collaborate on complex societal challenges. However, they bring fundamentally different ways of working: designers operate in an exploratory and iterative way, while government organisations are oriented towards predictability and control. This tension can hinder collaboration, but it can also be the foundation for effective cooperation — provided the collaboration is set up well. This essay presents seven principles for collaboration that help teams turn these tensions into productive forces.
Who is this essay for?
- For policymakers, programme managers and other public professionals who want to collaborate effectively with designers on complex societal challenges.
- For designers who work within or alongside government and want to strengthen collaboration in order to increase their impact.
- For leaders and decision-makers who want to facilitate collaboration between disciplines and embed it sustainably within their organisation.
How will this essay help you?
Successful collaboration is a key factor in the effectiveness of public design practices. Working together as designers and government professionals requires more than good intentions — it requires deliberate attention, structure and ongoing care.
This essay helps you to:
- recognise and make constructive use of (potential) tensions in collaborations.
- use seven collaboration principles as concrete guidance for effective cooperation.
- explicitly design collaboration as part of the design process itself.
- create the right structure and space to experiment and learn.