As a consultant, I often find myself in situations where co-creation is essential, whether with partner organizations, other consultants, or clients — NGOs, foundations, private or public entities.
The dilemma of co-creation begins with its definition within each person or entity. I most often encounter forms of work that are not co-creation but are considered internally to be.
Co-creation is a collaborative process where various stakeholders, such as organizations, customers, and end-users, work together to develop solutions, products, or ideas. It’s a concept that goes beyond simple participation, involving joint construction and knowledge exchange among all involved.
To illustrate co-creation more clearly, let’s consider a small team of four members: A, B, C, and D. This team operates without a formal hierarchy and fosters a collaborative environment.
Co-creation goes beyond simple participation
Person A drafts a document, and then B and C offer feedback, but Person A ultimately makes all the decisions, that’s not co-creation.
In this scenario, document ownership remains solely in Person A’s hands, limiting the ability of others to fully contribute their ideas.
This approach can be restrictive, hindering the creative process. If the document is presented in a pre-formatted state, it limits the ability of others to fully contribute their ideas. This can lead to constraints and a less collaborative environment.
Therefore, this process can be labelled as an individual creation by Person A with peer review from B and C.
Well, you see this all the time — leaders trying to get people more engaged.
Co-creation needs knowledge-sharing
Person A, lacking deep subject matter expertise, asks Person B to initiate the process. While C and D have some understanding, B possesses the most in-depth knowledge.
Person B creates the initial draft, and C and D provide valuable input and suggestions for improvement. Person A simply approves the final version, indicating the process is complete. This approach, again, limits the potential for true collaboration.
To facilitate co-creation, all team members must have access to relevant information or resources. Even with varying levels of knowledge, a shared foundation is crucial for meaningful conversations.
Co-creation sessions should include time for background information or previous training to ensure everyone is on the same page.
Co-creation doesn’t need power dynamics
When teams include both managers and employees, co-creation becomes more challenging. Power dynamics, especially when leadership roles are not clearly defined, can dominate discussions and lead to decisions being made unilaterally, even on minor matters.
Hierarchical structures, even in flatter organizations, often persist in most work sessions I’ve attended.
In a few cases, however, leadership recognizes its role and actively encourages participation from everyone.
Co-creation requires a facilitator
Another challenge is the absence of a facilitator.
When the roles of Persons A, B, C, and D are not clearly defined and there’s no designated facilitator, either within the team or externally, the session may be disorganized and/or unproductive.
This role is crucial, not only for guiding a session and asking relevant questions but also for fostering consensus among diverse viewpoints.
The facilitator must synthesize all voices and information into a final product that reflects the collective contributions and discussions. This could be a report, a physical object, or another tangible outcome.
Co-creation requires energy management
A key challenge in co-creation is fatigue. Sessions that lack breaks, or moments of quiet can be productive, but may also lead to exhaustion and a desire to end the session early.
A demanding pace that drains participants should not be the norm.
The facilitator plays a crucial role in recognizing when to take breaks, pause discussions, or end the session, even if it’s before the planned time. Co-creation should be an energizing experience that leaves participants feeling engaged and inspired.
The process should foster innovation and excitement.
These are just a few ways to enhance co-creation. At Chameleonic, we prioritize these factors to foster a collaborative environment where everyone has an active and equal role, and the workload is shared equitably.
