The designer and client relationship is an evidently changing and opinionated dynamic.

Initially, the consideration of the client and their participation in the design processes in the built environment was first recognised as an influencing and decisive factor during the early 1970s. Despite this, a design style, be it in a house, item of clothing, hotel, computer interface, food preparation and presentation or religious building, inevitably will reflect the values and needs of the society within which it was designed. The historically dynamic relationship between the designer and the client has resulted in ambiguities regarding who should have the prominent role in achieving and producing a successful design outcome. Recognising a successful design as a designed product which fulfils and satisfies the needs and wants of the client, this essay will argue that the client plays a prominent role in achieving a successful design. This is supported through the exploration in the areas regarding; the increase chance of a successful design as a result of collaboration with the client base and increased functionality through the consultation of the client. A number of examples in the design field of architecture further illustrate this point. A clients participation and involvement throughout the design process will influence the success of the design. C. Ivory (2004, p496) acknowledges that the clients involvement is heightened with the design of high risk and high cost projects in order to decrease the risk of failure, in turn increase the opportunity for a successful design outcome. The client participation within the design process will increase as its personal importance increases, thus the client involvement evident in the design field of architecture is prominent. This is exemplified in the City Challenge: Tenant Participation in Social Housing Design observed by Ivory (2004, p 500). It involved local clients withholding prominent roles in the design and development of a social housing project. The client can be perceived as a key source of knowledge for innovation, particularly in multi-agent design projects such as construction projects where significant innovation is required. This knowledge for innovation is not necessarily learnered, but acquired through observation, personal experiences and interaction with the field of design (Gardner and Rothwell sited in C. Ivory, p 496). Evidently a client prominent relationship may influence the success of a design outcome through the clients contribution of personal experience and observation, influencing the success of the design and innovation. In contradiction, the involvement of clients and commercial forces can result in bad architecture. From the architects perspective; this would define an unsuccessful design outcome. Merrick, J. (2011, The Death of Architecture, The Independent, p12) identifies that as the design field of architecture is being influenced by commercial forces and as the client base gains a prominent role in design, cultural qualities of place, aesthetics and history are being ignored, resulting in the production of bad architecture. It is also arguable that when the client has a prominent role in the designer client relationship, the client can constrained and restrict the style, innovation and content of the designers work (Suchman sited in Ivory, 2004, p 499). Admittedly, the design from a client prominent relationship

may result in turgid repetition ensuing architecturally dumbed-down places which involve very little designing by the architect (Merrick, 2011, p12). The consultation of the client can influence the functionality and practicality of a design, and in turn influencing its success. A designers inflexible design solutions and spatial configurations can be culturally awkward and functionally uncomfortable when the client has not been consulted, this can result in poor design functionality particularly in the area of architecture (Misra, 2002, p302). An example of a design where the architect evidently has not discussed or consulted the client is the Bevin Court stair case. It has been observed that the residence of Bevin Court in North London do not use the elaborately designed staircase as it is not functional and practical within the real life in a block of flats, with the residence preferring to use the lift instead (Stater, 2002, p365). Conversely, Ivory (2002, p 501) recognises that the majority of clients could not develop professional design skills or elaborate design visions, whereas designers, in particular architects, can draw upon previous experiences in past projects and professional training to produce and ensure a successful design outcome. In summary, it can be assumed that the functionality of a design will evidently be influenced by the consultation of the client and as a result, it may influence the functionality and practicality of a design, emphasising the clients prominent role in a successful design outcome. The client maybe recognised as the prominent user or group that will be influence, affected and associated with the design, therefore it is within reason that the client should hold a prominent role in deciding upon a successful design solution. Stater (2002) identifies Architecture as a social art which is related to and influences the people it serves, not an academic exercise in applied ornament. It is also illustrated that the built environment has a number of dynamics on which it impacts, including psychological, social, political and economic. It also illustrates the values and preferences of the designer.

References
Merrick, J. 2011, The Death of Architecture, The Independent, p12 Misra, K. 2002, Whose House Is It? Exploring User Participation in the Design Process of Residences, Systems Research and Behavioural Science, vol. 19, no. 4, p 301-311. Slater, B. 2002, Its just not cricket, The Journal of Architecture, vol.7, no. 4, 361-369 Ivory, C. 2004, Client, User and Architect Interactions in Construction: Implications for analysing Innovative Outcome from User-Producer Interactions in Projects, Technology Analysis and Strategic Management, vol. 16, no. 4, 495-508.