Minority Report: What Drives Success in Architects? January 31, 2014Posted by randydeutsch in books, career, education, employment, survival, the economy.
Tags: AEC industry, AIA, Amy Chua, architect, architecture, construction, contractors, Daniel Pink, Drive, engineers, intrinsic rewards, motivation, NCARB, New York Times, Tiger mom, Triple package, What Drives Success, work-life balance
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There’s education, training, taking the exam.
Retaking the exam and licensure.
Then, once you’ve become an architect, it’s hard to remain one.
And there are so many forces that seem to work against you.
The economy. Fickle clients. Work/life imbalance. The hours. Competition…
I don’t need to spell them all out (because you know them all too well, and Roger K. Lewis has done so here.)
So what does it take to succeed at architecture?
To become and be an architect?
In the airport returning from the AIA 2014 Emerging Professional Summit in Albuquerque, I came across an article in The New York Times, What Drives Success?
The article was written by Amy Chua and Jed Rubenfeld, husband/wife professors at Yale Law School and authors of the forthcoming book “The Triple Package: How Three Unlikely Traits Explain the Rise and Fall of Cultural Groups in America.”
I want to focus on one point: What the author’s call the Triple Package.
About a third of the way through the article they write:
It turns out that for all their diversity, the strikingly successful groups in America today share three traits that, together, propel success.
The authors then go on to describe each of the three traits:
The first is a superiority complex — a deep-seated belief in their exceptionality. The second appears to be the opposite — insecurity, a feeling that you or what you’ve done is not good enough. The third is impulse control.
The article – and the book it is based on – talks about cultural groups – not professions – but hear me out.
Let’s break out these three traits:
- superiority complex — a deep-seated belief in their exceptionality
- insecurity — a feeling that you or what you’ve done is not good enough
- impulse control — the ability to resist temptation
Wouldn’t you know, these traits not only – as the authors state – describe successful ethnic, religious and national-origin groups, but they also accurately describe architects.
Let’s look at the traits one at a time.
Architects have a superiority complex. They’ve survived the tribunal of education, studio culture, and finding, negotiating and doing projects. They have design thinking and other transferable skills that everyone’s clamoring for on their side. They represent both paying clients and a non-paying one: society-at-large. They’ve put in the time and paid their dues. You would think architects have a right to think highly of themselves.
Architects are insecure. As a profession, architects justifiably feel insecure when compared with other professional groups such as doctors and lawyers, who appreciatively are paid a great deal more for the time they put in and the work they do. Architects are beholden to owners who – on a dime – can stop projects that are progressing in their tracks for reasons having to do with actuaries and their pro forma – things architects know little about. Architects are engaged at the whim of an economy that they can’t influence and have little chance of predicting.
But how can architects be simultaneously superior and insecure?
Let’s look at the first two traits:
superiority complex — a deep-seated belief in their exceptionality
insecurity — a feeling that you or what you’ve done is not good enough
As the article acknowledges:
It’s odd to think of people feeling simultaneously superior and insecure. Yet it’s precisely this unstable combination that generates drive: a chip on the shoulder, a goading need to prove oneself.
Many people who work and/or live with architects will recognize them in that description.
So how does impulse control fit into the mix? Again, the article:
Add impulse control — the ability to resist temptation — and the result is people who systematically sacrifice present gratification in pursuit of future attainment.
The only architects I know who suffer from impulsiveness are those who are impulsively driven to work harder and longer to achieve more.
Looking at impulsivity in another way: Knowing that it can take years before they see their designs built, architects have no trouble passing the Marshmallow Test.
The article’s authors go on to admit a truism that could not apply to architects more:
We know that group superiority claims are specious and dangerous, yet every one of America’s most successful groups tells itself that it’s exceptional in a deep sense.
Architects, deep down, know they are exceptional.
In fact, I recently posted this in another blog acknowledging as much:
Recognizing that nothing incites a non-architect’s derision, ridicule and ire swifter than to start a sentence “The architect is uniquely qualified to…” here are six qualities that make architects ideally suited to lead collaborative, integrated teams.
That’s Architectural Exceptionalism: which states that architects are unusual (check) and extraordinary (check) in some way and thus do not need to conform to normal rules or general principles.
Others are taken-aback when you point out that any group is exceptional in any way, as I learned myself, when several readers contacted me about the post above suggesting I substitute the word facilitator for the word leader.
One advised me: “No one wants to hear that the architect is the leader.”
Are architects a minority group?
We’re in agreement that architects are in the minority.
Architects, of course, make up a tiny fraction of the AEC industry.
There are 1.5 million employed engineers in the US.
The number of architects licensed in the United States?
Three quarters of these (74%) practice in architecture firms.
In fact, there are as many construction companies in Texas and California as there are architects in the US.
And there are 7,316,240 construction company employees in the US.
So, architects are in the minority.
But are architects being in the minority the same thing as being a minority?
Can architects explain their success in terms of their minority status?
These success traits very well may have implications for a more diverse profession.
But the question remains:
Is it possible that part of what makes architects successful is that they see themselves as a minority?
Let us know by leaving a comment below.
A Handy Toolkit for A Great New Integrated World January 14, 2014Posted by randydeutsch in BIM, books, change, collaboration, education, IPD, technology.
Tags: AEC industry, Andrew Pressman, architects, architecture, BIM, CAD, collaboration, designing relationships, IPD, profession, renee cheng, routledge, team failures
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Collaboration is a must-have.
In an industry not known for it’s warm relations, AEC practitioners need to build their relationship muscles as they enter this great new integrated world.
The AEC industry has a productivity problem – one that has grown worse in the past half century.
It was hoped that technology – first CAD, then BIM – would add value and reduce waste for building owners – our clients – but that doesn’t seem to be the case, as indicated by Paul Teicholz, Professor (Research) Emeritus, Department of Civil and Environmental Engineering Stanford University, in Labor-Productivity Declines in the Construction Industry: Causes and Remedies (Another Look.)
In other words, if BIM cannot save us, what will?
The answer is collaboration. Working together, strategically, earlier in the design process and ever more effectively – together with technologies such as BIM – will assuredly increase productivity in our profession and industry for the first time in over fifty years.
So, how best do we go about collaborating?
I have written about Andrew Pressman and his enormously prolific and influential writings for architects before.
Here, I would like to introduce you to perhaps his best, and most important, book.
A review of Andrew Pressman’s new book, Designing Relationships: The Art of Collaboration in Architecture
You know it is going to be a great book when the formidable Professor and Head of the School of Architecture at University of Minnesota, Renee Cheng, pens the Foreword.
First, a quick overview: In Chapter 1, Pressman explains,
This is more than a simple guidebook; it challenges the status quo—and the reader—to think critically about collaboration, and to change the design process from project inception to completion.
Anticipating that some readers may ask why collaborate?, the book opens with a rationale for collaborating.
The author also explores Why have architects been inherently non-collaborative and provides many relevant reasons.
In Chapter 2, alternative collaboration models for architecture are introduced, including managed collaboration and an integrated approach.
Chapter 3 provides examples of and precedents for traditional collaboration in practice, and touches on the art of being a good team member.
The next chapter importantly discusses the role of collaboration in technology. It is to Pressman’s credit that he doesn’t shy away from the subjects of building information modeling (BIM,) and integrated project delivery (IPD,) both enablers of collaboration in the profession and industry.
The book, short in length but long on useful information, closes with case studies, including the best (and worst) practices, team failures, strategies for design excellence on large projects, and views from a crossover career: architecture to construction.
You can see more of the book’s contents here.
Designing Relationships is the type of book that cites a multitude of relevant sources in support of its theme, even if some of the sources are surprising for an architecture book. Take this quote by John Cleese of Monty Python fame, who – as Pressman explains –
captured the essence of a collaborative process in the following vignette.
The really good idea is always traceable back quite a long way, often to a not very good idea which sparked off another idea that was only slightly better, which somebody else misunderstood in such a way that they then said something which was really rather interesting.
Some of my favorite quotes include:
It takes a team to realize projects of scale or complexity. There may be a prominent and aggressive project leader, but it does indeed “take a village.”
“Collaboration does not curtail the architect’s overarching vision. Collaboration becomes a medium that makes the vision possible.” – Michael Schrage
Think like an architect. The conventional wisdom about integrated project delivery is to stop thinking like an architect, i.e., do not emulate the cliché Howard Roark control freak. No, no, no! Rather, keep thinking like an architect—design and maintain control of the process.
This is the sort of book that can be read again and again, each reading eliciting different responses. My second reading of the book provoked a number of thoughts on my part. Here are just a few observations that arose from having read the book:
- One ought to be wary of definitions that include everything as collaboration
- The team leader needs to be a seasoned facilitator, equal parts intuition and intelligence
- Is managed collaboration like a managed care: HMO vs. IPD as a PPO for design?
To this second bullet, Pressman writes:
The leader can be the facilitator for the session but also the designer of it, ensuring appropriate engagement and accomplishment in accordance with the distinctive role of each collaborator, and of course, the agenda.
A typically excellent insight – the book will challenge many of your preconceived ideas and thoughts about how architects ought to practice.
The book – which reads more like an engaging conversation than a non-fiction book – will have you writing in the margins and asking questions of yourself, your colleagues or classmates – and the profession – throughout.
Andrew Pressman FAIA in his new book Designing Relationships offers general axioms that support traditional collaborative dynamics, or in other words, eleven counterintuitive and provocative statements promoting collaboration in architecture, and a great deal more.
What the book boils down to is a penetrating and immensely valuable toolkit for design professionals who are weary of – or wary from – working on teams.
This is a book that every emerging professional needs to read. I will definitely make it required reading for my university students.
Pre-order your copy here.
About Andrew Pressman FAIA
Professor Emeritus at the University of New Mexico, and Lecturer at the University of Maryland, leads his own architectural firm in Washington, DC. He has written numerous critically acclaimed books and articles, and holds a Master’s degree from the Harvard University Graduate School of Design.
Andrew Pressman FAIA has authored several books, all classics:
Designing Architecture: The Elements of Process.
Professional Practice 101: Business Strategies and Case Studies in Architecture
The Fountainheadache: The Politics of Architect-Client Relations
Architecture 101: A Guide to the Design Studio
Architectural Graphic Standards, 11th Edition
And, as Andy Pressman, he co-authored what was, prior to Designing Relationships, my favorite of his books (I wore through two copies):
Architectural Design Portable Handbook
Portions of Designing Relationships are based on previously published articles by the author. Pressman has also recently authored several important, extremely well-written articles, all published in Architectural Record
Integrated practice in perspective: A new model for the architectural profession
Good leadership helps practice, the profession, and society
Creating a firm culture that supports innovative design
It’s a very good time to develop your firm’s collaboration skills
62 Reasons to be Optimistic (and 18 to still be Pessimistic) September 15, 2010Posted by randydeutsch in architect, architecture industry, career, change, creativity, employment, management, optimism, possibility, pragmatism, survival, sustainability, technology, the economy, transition.
Tags: AEC industry, Bondy Studio, Donald Trump, Google, NBC, Olson Kundig Architects, positive psychology, positivity, The Apprentice
Not since my post from last year 32 Things to be Optimistic About Right Now have I tackled this subject head-on.
It’s about time.
That’s not to say I have avoided it altogether. I have addressed the positive side of practice on a number of occasions, not always to positive reception.
I started paying attention to not only what he said but the number of positive things he mentioned, despite the general gloom in the economy right now.
He was positively optimistic – and it was admittedly contagious.
There’s scientific research that backs a 3-to-1 “positivity ratio” as a key tipping point where, essentially, it takes 3 good experiences to block out one bad one.
A 3:1 ratio of positive statements or experiences to negative ones is considered the ideal for staying optimistic.
This ratio answers the question for many of how you can be generally positive and optimistic while maintaining some negative emotions and thoughts.
The following list roughly reflects this ideal ratio.
Agree or not – just by reading the lists here you have done your part today in remaining positive and optimistic.
Here are 62 absolutely fresh, upbeat and practical reasons to be positive (and 18 to still be pessimistic) about our chances of recovering, enduring or otherwise surviving this recession as individuals, organizations, profession and industry.
I would love to hear – optimistic or pessimistic – reasons of your own, by leaving a comment below.
Let’s get the pessimistic out of the way first (a commenter’s brilliant suggestion.)
There are times of course when it is advisable to be pessimistic, and we don’t have to look far to find them. Being pessimistic at times gives you an insight to your problems and situation by allowing you to realistically assess challenges, obstacles and roadblocks you may face which otherwise you might overlook – by being overly-optimistic. After all, you wouldn’t want an overly optimistic commander taking you into the war zone underestimating the enemy or one so paralyzed by indecision they end up doing nothing.
- We are seeing firms close that were once great, however amicably, due to economic pressures
- How can we get reciprocity in other states if we can’t get an NCARB certificate because the firms we once worked for – who can vouch for our tenure – no longer exist?
- Career stage: Being a mid-career professional – at no fault of one’s own
- Salary: Finding oneself too costly, too expensive, for most firms
- Finding one has not kept up with technology – and while that wasn’t a hazard in the past, it is an indictment against you today
- Statistics: Research shows once unemployed over 6 months – the odds are against you finding employment
- Compensation: If you made a good living before – one might rightfully doubt finding employment that would come anywhere close to what you made before
- Flexibility: If you had a great deal of freedom in your previous position – chances are under these circumstances that it is unlikely that sense of freedom would continue
- If well-rounded; firms seem to be looking, when they look at all, for experts, not generalists (thought see anexception below)
- M&A: Large conglomerates are buying-up well-established design firms, firms that helped give the profession variety, diversity and high profile design. In M&A news, according to Archinect, Stantec is on a tear. The mega-A/E company announced recently that it will acquire Burt Hill — just weeks after similar news about acquiring Anshen + Allen. Who will be next?
- Construction: Contractors are hiring graduates right out of school – potentially resulting in, or adding to the likelihood of, a lost generation
- Unemployed architects may never find work in the profession and be forced to leave, not to return
- Knowledge transfer: A great deal of knowledge and experience goes out the door with them
- Phil Read (Phil Read!) leaving HNTB (what is this world coming to?)
- Many architecture firms continue to shed staff and struggle to keep the lights on
- Ownership transition: Aging owners ready to monetize on their business, who in the past passed their practice on to the next generation internally, increasingly result in more acquisition activity because younger architects are not interested or in the position to buy.
- Intuition: This time around just “feels” different than any other downturn – very hard to compare it and therefore manage or act on it
- Being human: Even the best leader cannot maintain optimism in the midst of layoffs, salary reductions, increased workloads, missed payroll or bounced pay-checks.
Note: The following are optimistic without being rah-rah. And no qualifiers are necessary: these are not cautiously-, rationally-, pragmatically-, realistically- or conservatively-optimistic. They’re just:
- Experience: We ourselves are the reason to be optimistic – our training and experience have gotten us to where we are – and will also provided us with the tools and best practices to confront these changes
- Change: It’s all about change – and we’re not immune to it
- Resolve: We will design our way out of this
- We’re creative, resourceful, when it comes to seeking solutions, and this situation is no exception
- Training: We’re trained as problem solvers – we can solve this problem
- We needed a course correction; this situation provided us with the opportunity to change
- Change was imminent – something our industry has been wrestling with for ages
- Determination: This gives a chance to see what we are made of, how strong is our resolve
- An opportunity to look at our convictions – what it is we are really good at, what it is we believe in, what we ought to be putting our energies into, what really matters to us and to others – and to drop what isn’t as important
- Transparency: A chance for firms to share as much information as possible with each other, be transparent and open book – compare notes – not size each other up
- Our industry and profession has changed in the past – and will again
- Provides a chance for firm leaders to leverage the talents of those who work for them that otherwise may never have been tapped
- Design Excellence: The world will always need good design
- Owners will continue to need someone to sign and seal exceptional documents
- There are problems – such as retrofitting suburbs – that really only an architect can tackle
- Rest: This down time allows us to restore our energy and creativity
- Much-needed time to define and refine the current standards of care for our profession
- A chance to give to others – to help others out who may be in need
- The profession is no doubt smaller – but as the constant exchange of information makes the profession feel smaller, more accessible and manageable – we’re more likely to hear from and learn from each other
- Jobs: Everyday there are more and more jobs listed – and not just in NY and California
- Thawing: Word on the street, from developers, is that banks are freeing up loans for development
- Owners: Our clients are more and more cautiously optimistic
- You have to be optimistic to be in this profession
- Funding: Google Invests $86 Million In Low-Income Housing
- Governance: Great leadership opportunities and hope for greater voice and influence: More and more architects, such as Stefano Boeri, Italian architect in Milan and editor-in-chief of Abitare, announce plans to run for public office.
- Green design: Sustainability is no longer a specialty or added service and is on the verge of going mainstream and becoming standard procedure
- Olson Kundig Architects had an ad recently where they were seeking “Generalists Needed” in Seattle, WA
- Technology: There are iPhone apps for our profession and industry – including apps that allow us to read and CAD and Revit models and now “Buildings” – an iPhone app that help you find local architecture
- Marketing: The economic downturn has allowed us to refocus our energies on marketing, determine what it is that distinguishes us, and put it into words and images; to become better marketers of ourselves
- Selling: We’ve learned from the downturn how to make what we sell – which as a service is largely invisible – visible and tangible and therefore more likely to deliver
- Competition: The increase in competition and dearth of new projects has opened us to new markets and project types that otherwise may have remained outside our comfort zone
- The current situation itself, and all it entails, has widened our comfort zone considerably
- The truth is that nobody really knows what will happen next; why side with the negative?
- Correction: The optimistic scenario is that the recession is correcting the excesses of the euphoric bubble years, when the global economy was on an unsustainable path.
- Efficiency: We’re ushering in a new era of doing more with less
- Stabilizing effect: Instability leads inevitably to stability
- Green saplings: Optimists see the recession as a forest fire that clears out dead brush, making room for new growth.
- Progress: A lot of what we’re doing now would have been impossible even five years ago.
- Start-ups: There are a number of new firms and new ventures started because of this downturn, including completely new business models
- Global practice: Things look more optimistic if you adopt an international perspective
- Education and training: Those remaining or returning to school will be more highly educated forces when they return to practice
- Cost of materials: Prices on many materials are down after many years of climbing
- Recessions clean out the excess of past boom periods
- Registration and licensure: A recession results in an increase in individuals applying to take the Architect Registration Examination (ARE) to better position themselves in the workforce.
- Educators: A recession results in an increase in individuals applying to architecture programs and schools
- Sustainability: More people taking the LEED exam to give them the leg up when things pick up again
- More stabilized workforce: Many architecture firms have seen a leveling-off of the need to shed staff resulting in some stability
- M&A: We’re seeing some interesting mergers brought about by strategy and the need to fill specific niche needs as much as by the economy, such as the combining of OWP/P with Cannon Design.
- Learning: Professionals have had more time to learn and to catch-up on continuing education
- The lull has allowed some professionals to share information with the rest of us in the form of videos, webcasts, white papers and tutorials that we otherwise may never have benefitted from
- Helping-hand: Downsizing provides colleagues with the opportunity to secure another position for these individuals at other firms – the chance to contribute, help out, give and give back. A year later those individuals would often as not tell me ‘it was the best thing that happened to them.’
- Leadership: More leaders avoid mincing words, painting a false picture and putting spin on what is not know, while rising to the opportunity to be truthful, tell the truth, good or bad, be authentic in words and actions, will go a long way to assuaging what otherwise can be a devastatingly difficult time for some
- Doing this provides the right person with an incredible opportunity to lead
- And to (re)build trust
- Access to information: Accurate information about our profession and industry is right at our fingertips 24/7 – this was not always the case.
- Communication: The situation we find ourselves in forces you to communicate more frequently with others, showing you how connected you really are and how much you rely on one another; a valuable lesson lost on those who operate exclusively within their comfort zone
- Higher performance: Most people can sense a change in themselves when around optimistic people, feeling motivated, inspired and energized. That’s almost reason enough to be optimistic and be around optimistic people.
- This time around provided us with the chance to learn from our mistakes and move on.
- Resilience: Treat this as an opportunity to show your resilience.
- Attitude: As difficult as it might be to stomach, realize that “this too shall pass.” Remind yourself that there will be other challenges, that this is one among many and that you never went into your chosen field because it was easy. On some level you understood how difficult it would be. And that you were equal or better than the difficulties it entailed and that would ensue.
- Mindset: Without blame or recrimination, see this as an opportunity to face the situation with acceptance and peace.
- A sign: Recognize that pain of any type is to give us a message. Once you got the message, stop dwelling in the pain. See this situation as a sign that things, as they existed, were not sustainable. Come to realize that situations that present challenges have been brought to you so that you may learn and become more aware of your strength, resilience, ingenuity and ability to overcome.
Bonus item: Donald Trump and Co. are returning for a 10th season of NBC’s “The Apprentice.” In a new twist on the reality competition, this season’s 16 candidates have all been hit hard by the current economic downturn – and there is not one architect in the bunch. A sign of the times? You decide.
BTW 62 – the number of reasons to be optimistic – is the same number Edward De Bono used in his book entitled, Creativity Workout: 62 Exercises to Unlock Your Most Creative Ideas, a book that encourages you to make connections, think beyond your peers, recognize possibilities and create opportunities.
Not a bad place to start in keeping your 3-to-1 ratio intact.
55 Ways to Help You Evolve as an Architect May 3, 2010Posted by randydeutsch in architecture industry, BIM, books, change, collaboration, fiction, IPD, management, nonfiction, reading, survival, technology, transformation, transition.
Tags: AEC industry, BIM, change or perish, collaboration, collaborative wisdom, evolve, IPD
The architecture profession and construction industry are in transition. A transition largely driven by technology, but also driven by owners. Owners fed up with adversarial relations between team members, with material waste, with schedules and budgets not being met; owners wanting greater accountability and improved efficiencies on the part of design professionals and constructors.
But this transition is also due to the increasing complexity: of buildings, building systems, team make-up, processes, technology, stringent energy, security and other project requirements and goals that seem to increase on a daily basis. A desire for improved efficiencies and a demand for fewer conflicts, less resistance, better information sharing and communication and an improvement in team relations.
Everyone wants fewer claims and better results.
One thing is clear: To meet these demands we need to change. But change is hard and creates the very resistance that we need to rid ourselves of.
With the economy slowly improving and recovery on the horizon you need to do EVERYTHING you can to assure yourself a place at the table when it does arrive.
What to do: Skim the list. Start anywhere – find an item that interests you – and act on it. Today. Return to the list on a regular basis. It was created to help you evolve – one small incremental step at a time.
Keep this in mind: If you have suggestions for helping us evolve that you don’t see here, please add them by leaving a comment. Your help here is welcome, needed and appreciated. We’re all in this together.
55 Ways to Help You Evolve as an Architect
1. Represent Both Clients Architects represent both paying and “non-paying” clients (public-at-large, neighbors, building users.) List the ways in which you address and represent non-paying client on your last project and make a commitment to do more on the next.
2. Ask Yourself: Is Your Profession Unethical? Is the profession of architecture corrupt? That is the question Harvard educator Victoria Beach asked recently at the Design Intelligence blog. Read what your contemporaries have to say in one of the liveliest, most animated online discussions in ages. Better yet, join the discussion. Still unsure of where you stand? Sometimes you don’t know until you write it down. Leave a comment.
3. See the Future Before it Happens Check out this presentation of a workshop on The Future of the AEC Industry.
4. Commit to Collaboration Many architects say that they are team players but few truly know what it means to collaborate. Make a commitment to find out what is involved: the benefits and challenges to truly collaborating with others on your team. [Go to the end to see a list of recommended collaboration articles, presentations and books.]
5. Assess Your Communication Style You might be an expressive trying to sell your ideas to financial types. One reason you might have difficulty convincing others to see your vision and agree with your suggestions is that you might be speaking different languages. There are many books and resources online to assess your style – start here.
6. Assess Your Emotional Intelligence Emotional Intelligence 2.0 is a great book that will provide you with the tools and outlook you need to work collaboratively with others in the workplace and out in the field. Buy it new, and the book comes with a one-user-only code that will get you entry to a new, enhanced online edition of the world’s bestselling emotional intelligence test, the Emotional Intelligence Appraisal®, that will show you where your EQ stands today and what you can do to begin maximizing it immediately. Find it here.
7. Assess the Emotional Intelligence of Your Team Have you ever wondered what happens when you put in all that time and energy working to improve your own communication style and emotional intelligence only to discover that one of your team members (not naming any names) had to go ahead and ruin it for everybody? Learn more about how to work in, with and around this situation in The Emotionally Intelligent Team: Understanding and Developing the Behaviors of Success. An excellent resource that uses a seven-step approach for learning to maximize performance on any team.
8. Assess Your Personality Whether an ENFJ or ENFP (as most architects are) there are pros and cons for taking the Myers-Briggs personality type assessment test online – I have had the most luck here.
9. Read Donald W. MacKinnon Written in the 1970’s, In Search of Human Effectiveness: Identifying and Developing Creativity will convince you that you share many of the same characteristics of the 20th century’s greatest architects and can be found for under $3 here.
10. Read More Make a commitment to read more. Ask yourself how many non-fiction books you read in a year; fiction books; how many articles; how many blogs and websites you visit. It doesn’t necessarily matter whether these are industry-related. Reading outside your area of expertise makes you more interesting to coworkers as well as clients. This list is filled with suggested places to start.
11. Learn the Power of Collective Wisdom Just read the customer reviews to convince yourself of the positive impact and originality of The Power of Collective Wisdom: And the Trap of Collective Folly to help you grow into a thoroughly collaborative team member. Yours here for under $8.
13. Apply What You Read to your design. To your next proposal or cover letter. To the next presentation that you give or design competition that you enter.
14. Join the In-the-Know Group KA Connect on LinkedIn. Short for Knowledge Architecture – where the AEC industry and knowledge management (and just about everything in between) meet. One of the hottest and fastest growing groups with ongoing discussions – the start-up group is headed by Knowledge Architecture founder Chris Parsons. A great way for architects to expose themselves to like-minded individuals from many walks of life while sharpening their edge. A must.
15. Keep a Quote File Some of the best architects not only keep a file of the projects that appeal to them the most, but also a file for the bon mot words or phrases that appeal to them. Once kept in a safe place for easy access – you can pull one out to emphasize a point or design idea.
16. Collect Quotes Describing Architects Then do the exact opposite. I came across this quote this morning: “Most architects think their audience is other architects.” We often hear that museums are designed more to exhibit the architecture than the art that they were originally intended to contain. When you come across comments describing what you yourself don’t like about other architects – save it – and then do the opposite. The composite of what-not-to-dos could result in as compelling an example of the evolved architect as following any to-do list.
17. Understand What Motivates You Access the valuable tools and resources that make up a good part of Dan Pink’s Drive: The Surprising Truth About What Motivates Us. Watch Dan perform at a recent TED conference of the difference between intrinsic and extrinsic motivation.
18. Become a Master Builder How well are you immersed and rehearsed in building construction? Do an honest assessment (ask the last contractor that you worked with what they think about your construction awareness and abilities) – then team with a contractor early on your next project, supplement your learning by attending conferences and through reading. Make it your goal to become more well-rounded as a design-construction professional.
19. Change Your Mind How so? Not in terms of indecisiveness. But instead in terms of what will be needed from architects in the near future. Read anything written by Howard Gardner – but if you have to start somewhere consider starting with his latest book, a very inspiring read 5 Minds for the Future. I heard him speak on this topic last year and his ideas are absolutely transformative.
20. Change Your Mind II Reread Dan Pink’s A Whole New Mind: Why Right-Brainers Will Rule the Future with this in mind: How can you evolve as an architect by addressing both sides of the mind? In other words, as an architect, you are being hired because of your left as well as your right brain. The best thinking involves both sides – called whole brain thinking. Make it your concerted practice to be a whole brain thinker. And here.
21. Change Others’ Minds Already convinced yourself, but not yet sure those around you are on board? If you can’t get everyone to read and discuss Dan Pink’s book, why not brown bag it in the conference room one day and spend an hour watching and afterwards discussing Dan Pink’s inspiring dvd?
22. Subscribe to Revit3D.com Gregory Arkin’s blog on all things BIM, LEED and IPD. There you’ll be blessed with a minimum of three posts a day on average providing software tips and tricks (don’t be fooled by the name, the scope is broad and generous including posts on Navisworks, AutoCAD, Ecotect and other Autodesk products, as well as reports, videos, charts and just about everything else you need to evolve.
23. Google Alerts Maybe you’re already using this or feel that your email inbox already overrun with items that you are having trouble keeping up with. To evolve you have to keep up and even stay ahead of the pack. Twitter is great for this but if you want to learn what is happening even before Twitter pick a subject of interest, of fascination or obsession, and have Google alert you daily – or even as the latest relevant item arises, anywhere on the internet by email.
24. No Time? Read the Comments If you just don’t have the time in your schedule to accommodate one more book, use this workaround: read the comments that readers leave at Amazon, at news sources or in the group discussions on LinkedIn. In a very short matter of time you can pick up the gist of just about any subject, witness multiple points of views, formulate your own opinion and maybe even be able to discuss the topic on a cursory level with others.
25. Imagine the World in 20 or 30 Years Or better yet, visit this site that does the imagining for you. Just sit back and become informed – and ideally motivated – by all that you find here. As climate change touches every aspect of our lives, how will it change us? How will we adapt? Living Climate Change is a devoted space for the most defining design challenge of our time. It’s also a place to support fresh thinking and share provocative ideas about the future.
26. As a Last Resort…Fake It Learn how to talk about books you haven’t read by reading last year’s international hit How to Talk About Books You Haven’t Read (but you’ll have to read it to learn how.)
27. Spend More Time in School Or at least at school. Commit to visiting your nearest architecture school at least twice a year, to serve on a design jury, or provide much-needed feedback at desk crits on your area of expertise. Sign-up to give a lecture on a topic to fill a gap in the curricula. Give an impromptu talk on portfolio design or resume writing or interview best practices. Pay attention to the student’s work: the inspiration you will gain from being around their energy and fresh ideas will pay off in dividends over time.
28. Reread Refabricating Architecture You have it on your shelf. Refabricating Architecture: How Manufacturing Methodologies are Poised to Transform Building Construction by Kieran and Timberlake. This time, read it with an eye to better understand how working in BIM can lead to virtual models that go directly to fabrication. Ask yourself: What level of detail is required? What impact will this have on insurance, liability, responsibility and roles? Is this something you are even interested in, or does considering this future make you recoil from the work of construction? If it does – ask yourself this: What then – in this world – does it mean to be an architect? Your answer to this question may help you to decide.
29. Mentor The best way to learn is to teach, and the best way to teach is to mentor. What better way to give back to the profession and community than to share some of your hard earned experience, information – and passion – with those just starting out? Become a mentor.
30. Join the Conversation Read Building (in) the Future: Recasting Labor in Architecture That conversation…on the use of technology across the building-design and construction processes. The book is a collection of essays by industry leaders, theorists, and academics organized into two main sections, `Working and Making’ followed by `Collaboration,’ or very roughly into BIM and IPD. Over thirty contributors – including Phillip Bernstein Autodesk, Inc., Building Solutions Division VP and Yale School of Architecture lecturer, Peggy Deamer, Kenneth Frampton, Paolo Tombesi, Howard W. Ashcraft, Jr., Reinhold Martin, James Carpenter, Branko Kolarevic, Chris Noble and Kent Larson among many others – including designers, engineers, fabricators, contractors, construction managers, planners, and scholars examine how contemporary practices of production are reshaping the design/construction process. Exposing yourself to these topics – originally presented and discussed at a Yale U conference in 2006 – will put you back in the conversation concerning the most heated topics in architectural practice, creation and construction.
31. Continue the Conversation By getting your hands on a copy of, and reading, the essays and interviews in Provisional: Emerging Modes of Architectural Practice USA.
32. Try Kaizen One small step at a time. That’s the kaizen approach. Small steps, taken daily, even keel, bring about the results you are looking for before you even realize it. The no-pain all-to-gain approach. See also the surprisingly relevant Bird by Bird: Some Instructions on Writing and Life by Anne Lamott.
33. Head over to DesignIntelligence at to find some of the most rigorously well-thought-out and comprehensive articles on career-expanding subjects such as Best Practices, Client Relationships, Communications, Design and Construction Marketplace, Design/Build Project Delivery, Education, Financial Management and Profitability, Intelligent Choices, Leadership, Management, Operations Management, Staff Recruitment and Retention, Strategy, Sustainability, Technology and Trends
34. Reevaluate Your Sustainability Efforts Why? Because what is needed today may not be needed tomorrow. Just consider this and decide for yourself if this is the case.
35. Live In More Than One World Living in More Than One World: How Peter Drucker’s Wisdom Can Inspire and Transform Your Life shares with you the management guru’s belief in recognizing the importance of diversifying the nature and extent of daily existence, to sharpen a sense of curiosity while remaining open to new ideas, and to learn as much as possible from as many different sources as possible. Something every architect needs in order to remain current and grow with the times.
36. Immerse Yourself in Lean Construction Lean – where Integrated Project Delivery (IPD) got its start. A good place for you to start – and a handy pocket-sized reference and toolkit packed with diagrams, lists and charts for under $10 – is The Simply Lean Pocket Guide for Construction which is small and light enough for you to read on your commute and take anywhere you go.
37. Re-familiarize Yourself BIM Revisit the subject with fresh eyes. Here’s a great place to start. One of AIA’s 2009 Integrated Practice Discussion Group’s (IPDiG) projects involved revisiting the “Report on Integrated Practice“ released during the 2006 AIA National Convention in Los Angeles. This report contains ten essays by leaders in many disciplines on the world of, and the state of, Integrated Practice. IPDiG wanted to explore what portions of that report remain valid today and what portions may warrant updates to reflect the current “state of the art”. Through interviews with each of the report’s original authors, IPDIG sought to solicit their views. The original essays―along with newly developed commentaries and podcasts―will be released monthly in AIArchitect as part of the 2009 and Beyond series and are available here.
38. Immerse yourself in IPD Some of the best sources – all free – are available here. Integrated Practice/Integrated Project Delivery (IP/IPD) leverages early contributions of knowledge and expertise through the utilization of new technologies, allowing all team members to better realize their highest potentials while expanding the value they provide throughout the project life cycle.
39. Choose Your Poison This is a great place for architects to get excited, get motivated and get involved.
40. Join a Knowledge Community The Practice Management Knowledge Community (PMKC) identifies and develops information on the business of architecture for use by the profession to maintain and improve the quality of the professional and business environment. The PMKC initiates programs, provides content and serves as a resource to other knowledge communities, and acts as experts on AIA Institute programs and policies that pertain to a wide variety of business practices and trends. Find one here.
41. To Understand Where We are Headed, it Helps To Know From Where We Come Today, in the face of the challenges confronting their profession, from the economic crisis to an urgent need for longer-lasting, more affordable, and greener construction, architects have been forced to reconsider the relationship between architecture and society, between buildings, their inhabitants, and the environment. No single individual did more to build this discourse than Robert Gutman. Sometimes referred to as the sociological father of architecture, Gutman in his writing and teaching initiated a conversation about the occupants of buildings and the forms, policies, plans, and theories that architects might shape. Read Architecture From the Outside In: Selected Essays by Robert Gutman (2010)
42. Discover How to Become a T-Shaped Architect The T-Shaped teammate: a simple, seemingly obvious concept that could transform you as well as an entire industry.
43. Join a BIM or Revit Users Group Such as those offered in Chicago or New_York. Meet on a regular basis, network, eavesdrop on conversations, learn something new: there’s always something happening at these meetings that isn’t happening anywhere else. Give the London RUG a try! Check out LinkedIn or this list for a group near you. BIM Pages (www.bimpages.com) lists the United States buildingSMART Interest Groups and other groups such as the Canadian BIM Council under the Category “Professional Affiliations.”
44. Put Down What You Are Doing and Read This Book it may seem that based on this list reading books is the answer for evolving as an architect. That is only partly true. But here is one book that is critical that ever design professional reads in order to evolve professionally. The Future and Its Enemies: The Growing Conflict Over Creativity, Enterprise, and Progress by Virginia Postrel (yes that Virginia Postrel, author of The Substance of Style and AIA Convention keynote speaker.) Simply put, the book sanctions the world into two groups: stasists (who urge control and favor the status quo) and dynamists (who will shape the future.) To which group do you belong? Read and find out what the implications are for you and our profession.
45. Be Like John John Moebes, that is, director of construction, Crate & Barrel. Get your hands on one of his online presentations or better yet, hear him speak in person. A truly inspired and inspiring construction professional and owner leading the way for the industry.
46. Visit Collaborative Construction on a regular basis. The website and cutting-edge blog belonging to James L. Salmon, Esq., that is, that serves as a gateway to what he calls the collaborative revolution that is sweeping the construction industry.
47. Revit vs. Archicad vs. Microstation Become informed, try them out, make an opinion and move on. The future is in your hands. Don’t waste the opportunity debating the pros and cons or worse – waiting for the perfect app. It’ll never happen. Except only in your hands. So get modeling!
48. Spend a Day at Home and take- in some educational videos.
49. Become an Intrapreneur Intrapreneurship – entrepreneurship within a large organization: one valuable, productive and relevant way to survive these turbulent times.
51. Overcome Your Immunity to Change Read Immunity to Change: How to Overcome It and Unlock the Potential in Yourself and Your Organization a wonderfully original approach to a familiar problem: why many crucial change efforts fail and how you can assure yours won’t. Catch a free presentation here.
52. Reacquaint Yourself with Great Architecture With all of the demands on us it is easy to forget why we are doing what we do in the first place. To stay motivated to change, it helps to refresh our memory and restart our engines from time to time. Nothing compares with visiting buildings in person, but short of that there are several ways to experience great buildings vicariously.
53. Spend Some Time at the AECCafé There is always something of interest and of importance happening here.
54. Attend an Industry Webinar There’s always something happening nearly every day. Earn learning units, expose yourself to future practice issues and ideas. Better yet, watch with colleagues while brown bagging it and leave time at the end to discuss what you learned and how you might apply it – and act on it – in your career and in your firm.
55. Get Comfortable with Transformative Tools So exactly what is this panacea for all that ails the design and construction industry? Here’s a good place to find out. Do you have others to recommend?
Recommended books, articles and presentations on Collaboration
Learn about how to select the right tools for internal and external collaboration – watch this presentation.
See Collaborating with Contractors for Innovative Architecture to better be able to evaluate the pros and cons of collaborating, including insurance and legal issues.
Become familiar with the myriad types of collaborative project delivery – including integrated project delivery – the most collaborative of all.
How to Make Collaboration Work by David Straus offers five principles of collaboration (Involve the Relevant Stakeholders, Build Consensus Phase by Phase, Design a Process Map, Designate a Process Facilitator, and Harness the Power of Group Memory) that have been tested and refined in organizations everywhere, addressing the specific challenges people face when trying to work collaboratively. Each can be applied to any problem-solving scenario.
Collaboration How Leaders Avoid the Traps, Create Unity, and Reap Big Results by Morten T. Hansen With approx. 37,000 books on the topic of Collaboration sold on Amazon.com this one is considered by some to be “the” book on the topic. Hansen bases his analysis in an economic analysis of when collaboration creates value that includes not only a project’s benefits but also the costs of collaboration and the cost of foregoing alternatives. Hansen is realistic about collaboration’s limits and attests that over-collaborating id a potential hazard: “Bad collaboration is worse than no collaboration.”
Group Genius: The Creative Power of Collaboration by Keith Sawyer is completely different from the previous books. A practical, inspiring book about how innovation always emerges from a series of sparks—not a single flash of insight. And finally,
The Collaborative Habit by choreographer Twyla Tharp. Life Lessons for Working Together.
How Do We Know We’re Doing Things Right? Part II January 23, 2010Posted by randydeutsch in career, change, identity, possibility, questions, technology, the economy, transformation.
Tags: AEC industry, Atul Gawande, leadership, master builder, master virtual builder, opportunity, The Checklist Manifesto
While there are certainly more glaringly important worldwide problems to solve – relief in Haiti, global warming, the lingering economic downturn among them – design professionals are about to pass on an opportunity that they may never see again in their lifetimes.
Beyond the Death of the Master Builder
In the presentation Atul Gawande gave at the New Yorker Festival this past October, Gawande spoke about the importance of discipline and procedure in medicine, and how following a simple checklist can help save lives in the operating room.
The same procedures, he said, could be applied to the construction industry.
He ends the talk with this call to action:
“We have come to a time of the end of the master builder world with the question: What will we put in its place? This is our work.”
As with the current overhaul of the healthcare system, he added, “it will require a transformation to move beyond the death of the master builder.”
The Master Builder is Dead. What will we put in its place? This is our work
If the Master Builder – role, title, identity – were to return, who on the design and construction team is best suited to take-on this part?
The architect? Contractor? Engineer, consultant, facilitator, owner’s representative or construction manager?
Perhaps a new role needs to be created to play this part? And a new university curriculum created to produce candidates for this role?
Maybe the new Master Builder isn’t an individual but rather a combination of team members?
And what are we talking about here anyway – the Master Builder – or a Master Virtual Builder who oversees the creation and application of the project’s BIM model(s)?
The Quest of the Master Builder
The question of the master builder takes two sides:
Side 1: One side seeing the architect’s role receding, shrinking, minimized and even marginalized with the contractor and others in the design professions and construction industry taking-on more of their scope. Call this vision the Rebirth of the Master Builder.
Many in the industry echo Phil Bernstein’s (Autodesk / Yale School of Architecture) sentiments when he writes
“Architects have not been ‘master builders’ since the Middle Ages, and the development of the profession of architecture is a social acknowledgment that building isn’t just parts assembly but requires a specific knowledge of things far beyond technical efficacy.”
Side 2: The other side is seeing an expansion of the architect’s role, as well as a need for their breadth of coverage, scope and leadership. A 2009 AIA convention seminar put it this way:
Historically the architect interfaced with all aspects of construction, from design and engineering to material and building systems. Over time, specialization has eroded the breadth of architectural practices and the concept of a master-builder. Due in part to advances in technology, changes in architectural education, economic constraints, and new cultural condition, the role of the architect is expanding again. There is a practice revolution occurring in which design professionals, trained as architects, are expanding their visions of their careers and their offices. For these architects, the lines between construction, fabrication, design, graphics, product design, development, furniture, and community activism blur in the interest of expansive practice models.
Largely due to owner’s disappointment and demand with wasted resources, infighting and lack of leadership – there have been several attempts and arguments in the recent past to rekindle the architect’s increased role as master builder.
The Need to Re-establish Onsite Construction Expertise
Today, it has been suggested that architects could play the role of virtual master builder, Master Digital Builder, Composite Master Builder per Bill Reed or information master builders as described in Branko Kolarevic’s Architecture in the Digital Age.
“Once the key player in the construction process, architects were referred to as the ‘master builder’ because they not only conceived and drew plans for structures, but they also supervised construction and could control costs for the owner. But architects have ceded much of their power to construction managers and owners’ representatives over the past few decades. Architects currently design less than five percent of America’s construction projects–a depressing statistic and a telling symptom of how marginalized the profession has become.”
LePatner goes on to recommend
“To reclaim ‘master builder’ status, architects must re-establish their onsite construction expertise, change the way they structure their fees, and then market themselves accordingly.” And concludes, “Architects with the resolve to assume these added responsibilities–and with the foresight to broaden their focus and help change an industry–will thrive. Shaping a new construction paradigm will be a challenge, for owners, architects and contractors alike. The architect who meets this challenge head on will reap the rewards of increased status, fees and value to its clients.”
James A. Walbridge AIA, president of Tekton Architecture and Artisan Builders Corporation in San Francisco agrees. He writes in BIM in the Architect Led Design Build Studio on The BIM Conundrum: Computer Skills vs. Construction Knowledge:
“One of the issues that cannot be stressed enough is having a strong understanding of how a building is put together. Unfortunately, many of the young graduates we see entering the profession do not possess the fundamental understanding of constructing what is designed. In the new BIM environment and the current move towards integrated practice, this core-competency is one that is significant. Many of the young constituents of the profession have strong computer skills including proficiency with a BIM platform – but the level of construction technology is seriously lacking. Our experience is that a team member with sound construction technology expertise will be required to mentor the young intern and work side-by-side with BIM integration. This cannot be over-emphasized. True to our foundation in the architect as “Master-Builder”, all of our designers have extensive hands-on experience in construction. This type of experience is hard to acquire in the traditional model of today’s architect. Construction experience such as this is initiative-based from the individual and not all young interns can or will take this career choice. We must strengthen the construction side of the education experience and provide serious mentorship with our young interns in our offices so that the new integrated practice and BIM can continue to grow and develop more cohesively.”
There is a still great opportunity right now for the architectural profession to regain the role of master builder – irrespective of title or identity.
The important question is whether architects will have the courage to step-up and accept the risk and responsibility associated with taking-on this much needed transformative role, OR instead, overwhelmed by current societal, economic and technological forces coupled with their own feelings of disempowerment, recede into the silos and unsafe havens of their traditionally defined roles.
How do you recommend architects begin to regain their master builder status in the AECO industry?