| Summary: | Coordination of distributed design work is an important activity in large-scale and complex engineered systems (LSCES) design projects. Coordination strategies have been studied formally in system design optimization and organizational science. This article reports on a study to identify what strategies are used in coordination practice. While the literature primarily offers prescriptive coordination strategies, this study focussed on the contribution of individuals’ behaviours to system-level coordination. Thus, a coordination strategy is seen as a particular set of individual actions and behaviours. We interviewed professionals with expertise in systems engineering, project management and technical leadership at two large aerospace design organizations. Through qualitative thematic analysis, we identified two strategies used to facilitate coordination. The first we call authority-based and is enabled by technical know-how and the use of organizational authority; the second we call empathetic leadership and includes interpersonal skills, leadership traits and empathy. These strategies emerged as complementary and, together, enabled individuals to coordinate complex design tasks. We found that skills identified in competency models enable these coordination strategies, which in turn support management of interdependent work in the organization. Studying the role of individuals contributes an expanded view on how coordination facilitates LSCES design practice.
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