 Another problem for the decision-making view of engineering design is that in modern technology almost all design is done by teams. Such teams are composed of experts from many different disciplines. Each discipline has its own theories, its own models of interdependencies, its own assessment criteria, and so forth, and the professionals belonging to these disciplines must be considered as inhabitants of different object worlds, as Louis Bucciarelli (1994) phrases it. The different team members are, therefore, likely to disagree on the relative rankings and evaluations of the various design options under discussion. Agreement on one option as the overall best one can here be even less arrived at by an algorithmic method exemplifying engineering rationality. Instead, models of social interaction, such as bargaining and strategic thinking, are relevant here. An example of such an approach to an (abstract) design problem is presented by Franssen and Bucciarelli (2004).