I have used the word polycentric to mean two different things.

The original meaning, used by Michael Polanyi and later by Elinor Ostrom, referred to things (usually social things) having multiple agential centers. Only by understanding the semi-automous operation of these centers within an irreducible system can a polycentric phenomenon be comprehended.

The other, less orthodox meaning came from design industry resonances. Starting with Don Norman, design has decentered the designed artifact in order to recenter it on the people for whom the artifact is intended. User-centered design, then, more generally customer-centered, employee centered, patient-centered, student-centered, citizen-centered, name-your-role-centered design. These have been generalized into human-centered design. I’m not sure what we call what Temple Grandin did…

To my designer ear, polycentric described a key difference between the old one-person-at-a-time-centricity design I had done in my former life, and the new focus on interactions among multiple persons in service design.

But the more I practice service design the more these two meanings diverge and seem to need two separate words.

Service designers are vitally concerned with the polycentricity ?of social systems. How do polycentric systems (which include but transcend project-sponsoring organizations) produce various outcomes, or fail to produce them? ?How are all these agential centers (“service actors”) interacting to strengthen or weaken the organization?

But that is only the objective third-person behaviorist understanding of the system. It gives us the What and How, but it does not give us the Why, which is the key to influencing the behaviors that produce the outcomes. To get at the Why we must understand the view of the system from within, from the perspective of each of the service actors who participate in it — who, based on what they experience, respond one way or another, supporting, undermining or abandoning the service.

I have been experimenting with using the word polycentric in its normal sense to describe in the third-person, the objective, emergent phenomenon of systems with multiple agential centers.

To describe the subjective, first-person interlapping experiences of multiple persons participating in an interactive social system (service or otherwise) I am using the word pluricentric.

As I’ve mentioned a half-zillion times before, service design considers the experience and agency of all participants in a service. We consider not only the people who receive the service, but also those who deliver the service, and those who support them. And of these who deliver and support the service, we consider more than just employees, but people outside the organization who partner with the organization. And often we consider indirect recipients of service, for example, members of a household, who influence the experience and actions of the direct recipient.

Every one of these service actors has a different experience of the service. A nurse, for example, almost certainly has a different overall life experience from many patients. When a patient and a nurse interact in a medical setting like an emergency room, that encounter is very different for the nurse, for the patient and for the patient’s spouse. Each wants different things from the interaction and experience it very differently. Part of what they all experience is what they perceive everyone else’s experience to be, so there is a feedback dynamic among participants. The nurse responds to the patient’s pain and the spouse’s fear, and both patient and spouse are keenly sensitive to the response and what it indicates about the person on whom they are suddenly so terrifyingly dependent.

The field of design is early in its development researching pluricentric dynamics and responding to them with design interventions capable of producing favorable polycentric outcomes.

The trends suggest retardation or regression rather than progress. So far, the emerging field of journey management has been monocentric. It is possible to hack it into a semblance of polycentricity, but doing so requires vigorous upstream swimming. Product management, after subjugating designers, and forcing them back into aesthetic and usability servitude, has rediscovered discovery to its great hubristic delight. Service design is whipped along at a trot too brisk even for adequate monocentric approaches. Economic hard times always hit designers first. But everyone says that ecomonic hard times are when the best investments can be made.