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This is a reflection upon a social innovation lab process used to establish and build an ongoing culture of sustainability (COS) within a new multi-tenant commercial office building. It seeks to answer two key questions: (1) what are the design tensions that emerge when constructing co-design processes meant to encourage social innovation in a complex system while working from inside that complex system; (2) in building commons governance structures in a complex system, what are realistic expectations for the voluntary participation when multiple organizations with different core mandates are involved? This paper’s primary results come from reflecting upon the COS development coming from the social innovation lab process and adaptations process needed for it to work within a place-based context. The COS intervention itself is still in process and was disrupted by COVID-19, so these findings are still preliminary. Participatory co-design research often involves a great deal of complexity and tacit knowledge, so the key finding here is the surfacing of four core sources of tension that arise when developing a co-design process for the management of a commons: the allocation of costs for co-ordinating collective action, balancing a homogeneous platform for action with heterogeneous participants, physical building infrastructure and social co-design approaches, and between-tenant organization leadership and co-design approaches. This paper’s key contribution is in clarifying core challenges that participatory process designers face when developing and implementing co-design processes.

Reckoning with Reality: Reflections on a Place-Based Social Innovation Lab