Purpose and motivation for the study
Service design is suggested as a promising approach for improving healthcare services and consumers well-being. It is further perceived as means for transforming organizations through institutional change and shifts in mindsets. Yet, research is still scarce as to how service design enables actors to change their way of thinking and acting at the level of service interactions. Moreover, there is a need for research examining how transformations at a strategic, organizational level links to transformations in service practices. We address this by examining how the design of a new service concept is shaping perceptions and practices of employees and middle managers involved in daily service practices.

Methodology
The data are collected from an ongoing field study (2018-2022) set within dementia care, where we follow the development of a ‘dementia village’ in a Norwegian municipality. These villages are based on a care model that seeks to maximise well-being and enable residents to take an active role in their daily lives. We follow the processes of designing the new forms of dementia care, and we analyze how the new care concept is enacted in practice. The data consist of document studies, participatory observations and interviews.

Findings
The field study is ongoing, and observations of how the new care concept is shaping service practices in the dementia village are continuing. The initial observations provide insights into processes in which middle managers and employees interpret and make sense of the new care concept. This sensemaking seems to also shape the concept, indicating that these transformations evolve dialectically and progressively. The next steps will analyze the processes in which the new care concept is further translated and enacted through daily dementia care practices.

Originality/value
By drawing on translation theory the paper contributes to understanding the micro processes of transformative service design as it enables analysis of the interpretations and sensemaking at play when new designs are transformed into service practices. Moreover, the study provides unique empirical insights into the dialectic processes implied in designing a new service and transforming service practices at the micro level in a complex public service context.

Designing for service in a way that balances performance requirements (e.g., effectiveness and efficiency), while simultaneously being adaptable and flexible in the event of changes is an important issue for service system viability. Amid evolving social and cultural contexts, the inherently dynamic interaction between actors render value emergent in nature (Vargo et al., 2017). Further complicating service is the increase in digitalization to support value cocreation (Cenamor et al., 2017). Service employees are pressured to not only be efficient, but also adapt to changing customer requirements and keep pace with complex digital service systems (Sjödin et al., 2020). As Ostrom et al. (2021, p. 345) argue; “the importance of adaptable, agile, and resilient resources and capabilities during turbulent times cannot be overstated.”

Agile approaches are growing in popularity (e.g., Annosi et al., 2020; Kalaignanam et al., 2021; Paluch et al., 2019) for their ability to embrace uncertainty and change (Findsrud, 2020) by relying on actors and their creativity (Dybå & Dingsøyr, 2008). As routine tasks are increasingly digitalized and automatized, actors are often left with emergent and ill-defined tasks that require creativity, ingenuity, and problem-solving skills (Griffin et al., 2012). Such meta-competencies (cf., Cheetham & Chivers, 1996) are essential for actors’ agility as they are not necessarily limited to a specific, static context, but maintain ‘resourceness’ (Koskela-Huotari & Vargo, 2016) despite contextual changes. Research suggest that service design can support the development of actors’ meta-competencies and enable service systems resilience, a collective capacity for intentional action in responding to ongoing change, coordinated across scales in order to create value (Rodrigues, 2020). Designing for service agility is essential for value cocreation due to the unpredictable nature of services, human interactions, and contexts. Failing to build service agility, for instance by uncritically pursuing efficiency through automation or relying solely on specialized competences, can decrease the viability of the service to the point that the desired forms of value cocreation become closely dependent on the stability of the context.

The aim of this study is to build theoretical and practical understanding of designing for service agility, to inform actors’ efforts to facilitate viable service interactions and resilient service systems. Informed by an extensive analysis of literature on service design, agility, and resilience, we integrate the four conceptual building blocks of service design, including purpose, materials, processes, and actors (Vink et al., 2021), with alternative assumptions about resilience in service, including shifting from individual to collective, from intrinsic property to intentional capability, and from bouncing to ongoing (Rodrigues, 2020), and the four core values of agility (Findsrud, 2020) to propose a list of guiding principles for designing for service agility.

Building on Beverland et al. (2015) and Kalaignanam et al. (2021), we describe designing for service agility as a collective, creative, and strategic process characterized by abductive reasoning, iterative experimentation, and a systemic perspective that is supported by actors’ meta-competencies. Such service agility is essential for facilitating value cocreation amid rapid, relentless, and uncertain changes and for adapting to emergent opportunities and unintended consequences.

Drawing on the theoretical lenses of liminality and transformative service research, this paper explores adolescents’ experiences of transitioning autonomy from parental to self-management of health outcomes within and beyond the family. Adolescent autonomy transition can be characterised as a multi-dimensional liminal developmental experience “in which events produce disequilibrium, as well as the acquisition of new skills and behaviours” (Karlsson et al. 2008). Adolescents find themselves occupying a ‘social limbo’ of liminal experiences and state of construction and destruction during this vulnerable period (Turner 1982). Transition autonomy has shown to be complex and not well understood despite its criticality, from the phenomenological perspective of adolescents (Karlsson et al. 2008).

Adopting a participatory public patient involvement (PPI) approach depth interviews and service design workshops were conducted with 10 adolescents with type 1 diabetes (T1D) aged 15-18 and their parents/guardians attending a large paediatric diabetic clinic. The purpose of the data collection was to explore families’ experiences of living with and managing T1D and to co-create positive supports through storytelling. Data analysis was conducted using thematic analysis (Braun and Clarke 2012).

The findings revealed the complex autonomy transition of patient journeys, together with the barriers and challenges to autonomy transition within family systems. A range of social, psychological, educational and healthcare supports were co-designed to facilitate smoother transitions, both for adolescents and their families. Recommendations for patient centred care, educational and healthcare professions were also co-created with participants.

The study contributes to a deeper understanding of the complex nature of ongoing liminality in families, nested in larger service systems. Implications for practitioners and policy are also discussed.

References:
Braun, V., & Clarke, V. (2012). Thematic analysis. In H. Cooper, P. M. Camic, D. L. Long, A. T. Panter, D. Rindskopf, & K. J. Sher (Eds.), APA handbooks in psychology. APA handbook of research methods in psychology. Research designs: Quantitative, qualitative, neuropsychological, and biological (pp 57–71). Washington: American Psychological Association.

Karlsson, A., Arman, M., & Wikblad, K. (2008). Teenagers with type 1 diabetes--a phenomenological study of the transition towards autonomy in self-management. International journal of nursing studies, 45(4), 562–570.

Turner, V. (1982). From Ritual to Theatre: The Human Seriousness of Play. New York: PAJ Publications.

Theoretical foundation
Scholars in service design research point at the strategic importance of co-design. Co-design is often framed as a collaborative effort of collective creativity where firms and users join forces to share their knowledge and ideas in an interdependent design and development process. Previous research points at the importance of interdependence of agents and/or tasks involved in innovation and development processes. Yet, few if any scholars focus on how such interdependencies influence the co-design process and thus how to organize the co-design process. Interdependencies can be ascribed to tasks, agents, or both and influence the organizing of processes. Research in organization theory on organization design shows that careful considerations and subsequent management of interdependencies are key considerations to make, to choose the right types of coordination and cooperation mechanism and avoid coordination and cooperation failures.

Relevance
Relatively few studies in service design aim to build a theoretical understanding of cooperation and coordination mechanisms in action, based on underlying interdependencies that again influence the choice of mechanism and the process of co-design. Although interdependencies may vary in both type and degree, studies on service co-design typically refer to interdependencies as a uniform construct that is seldom if ever defined or elaborated upon per se.

Purpose and motivation
This article focuses on the organizing of the co-design process as a human centered, participatory and interdependent process. The purpose is to develop a conceptual framework that integrates the organizing perspective in organization theory with research on service design and co-design to increase the understanding of how different types of interdependencies occur and can be managed in co-design.

Methodology
A multidisciplinary approach is used to develop a conceptual paper on organizing of co-design based on different types of interdependencies as key underlying assumptions driving the co-design process forward.

Findings
A framework of propositions on how to manage interdependencies in co-design processes is developed.
We show that co-design is related to complex service design processes, where context and situation are unknown in advance. In situations where context and situation are unknown, agent interdependence drives the process. Later on, in a known context and situation task interdependence drives the process. Coordination mechanisms in an unknown situation focus on agreement on goals, creation of predictive knowledge and common perspectives and interpretations through direct information sharing. Later on, during the process, task interdependence drives the process. Coordination mechanisms at this stage should, among others, focus on responsibilities and aligning work. Cooperation mechanism during the whole process have to deal with motivation.

Discussion and conclusion
Our framework shows, that different types of interdependencies come to front and drive the process and use of mechanism types depending on the context and situation are known or unknown.

Further research is necessary in regard to mechanisms used of organizations to organize co-design and its results on process and outcome, agents/stakeholders roles, factors that influence satisfaction with the process and systems boundaries.