Abstract
A number of designers of different nationality and design backgrounds were interviewed about their experiences working in teams made up mostly of designers of either a Sino or occidental background. The aim was to identify key issues that are at play with the management of multinational design teams and how they can best be managed for greater success. Key findings included evidence that background (cultural, national and economic) can affect how a designer approached problems and works. This is especially so with regards to framing and goal analysis. This in turn can affect how successful a designer can be when they are working in a team with designers from another background, who operate differently. Designers with a low level attitude toward design and a lower level of emotional intelligence tend to be less able to work in such teams. However, the chance of success can be increased with the introduction of information technology tools to increase shared cognition and situational awareness. Further, through the use of constraints on design practice via standardisation, differences can cause fewer real issues. Finally, while it was found that background did affect design skill and practice, the evidence also suggests that this is not permanent.
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