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A Handy Toolkit for A Great New Integrated World January 14, 2014

Posted by randydeutsch in BIM, books, change, collaboration, education, IPD, technology.
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41tbr-d2kaL._SY300_Collaboration is no longer a “nice to have” skillset to take along in one’s toolkit.

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

and

It’s a very good time to develop your firm’s collaboration skills

Goodbye Architects. Hello Equal Partners in Design (EPD) November 28, 2013

Posted by randydeutsch in architect, architect types, career, change, IPD, management, survival.
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4 comments

codesignWhatever they end up doing in their careers, architects originally go into architecture to design buildings.

Somewhere along the way – perhaps recognizing that other students or architects are more talented, or willing or able to sacrifice more – many would-be designers give up their dream to design buildings and instead opt to manage teams, schedules or budgets, document and detail other people’s buildings, or undertake any of a hundred other tasks required to get permit sets approved and buildings built.

Whatever first drew them to the profession, it is safe to say that they didn’t become an architect to be a designer among designers.

They became architects to design. Period.

Whether architecture students, architectural interns and emerging professionals realize it, this is what the profession and industry offers them today.

Founder and president of Nissan Design International, Jerry Hirshberg, in The Creative Priority: Driving Innovative Business in the Real World, describes a scene where, in a workplace safe for people to provide input and express their ideas, the receptionist – participating in a design review – provides the idea for the direction for their new line of automobiles.

That, in a nutshell, is the future of architecture.

To bridge the divide between design and construction, improve communication, better coordinate documents, and increase collaboration, firms have started to prepare for Integrated Project Delivery (IPD).

IPD requires the participation of all project stakeholders early in the design and decision-making process.

Whether working in pure IPD or an IPD-ish process, with IPD the lines of responsibility are blurred when compared to traditional “design bid build” project delivery.

IPD removes barriers that, in traditional project delivery, kept design and construction professionals from collaborating.

With IPD, contractors contribute to the design and architects address construction issues, with risk distributed across the team.

With IPD, contractors made aware of and contribute to design direction and design decisions by the entire project team.

In IPD, key participants are encouraged to contribute to the design intent, just as designers are free to comment on and contribute to means and methods of construction.

While intended to remove obstacles and encourage collaboration, architects are sometimes threatened by the blurring of roles brought about by working in the IPD.

Collaborating is hard. Architects often have individualistic ways of working. IPD may be antithetical to the way many architects design projects.

To persevere in this new world of collaboration, architects should consider getting off the project pyramid and rebrand themselves as Equal Partners in Design (EPD).

Becoming an Equal Partner in Design would have implications for school and practice. Imagine architects being educated, trained and tested not to be independent building designers but designers among designers.

Are you prepared for the day when the plumber makes the winning design suggestion and everyone in the room lets out a resounding Yes!

How will it make you feel to sit beside a teammate who is sketching?

How about when your co-designer is a computer?

Building designers participate in man-machine collaboration every time they work in computational design.

But we don’t have to imagine a cyborgian future to recognize that whomever – or whatever – we will be collaborating with, from here on out we will be collaborating.

Take Aditazz, a collaborative team of not only building architects and planners, but also microchip architects, software designers, mechanical and electrical engineers and materials scientists.

The hospital design that vaulted his unknown company into the round of a hospital competition shortlist of nine had been designed largely by an algorithm.

Barry Schwartz has warned that as the number of choices keeps growing, negative aspects of having a multitude of options begin to appear.

Too many options remains a problem for architects, engineers and owners. But not for Aditazz, whose algorithms are able to compute thousands of options in a fraction of the time to find the best solution.

Gone, along with the architects’ Prismacolor pencils, will be the concept of design intent.

Participatory architects such as Charles Moore and Michael Pyatok have been doing this for years. But will you be comfortable and satisfied letting others provide design input?

Or will you be threatened by other’s participation in design?

Could you be personally and professionally fulfilled playing the role – not always of designer, but – of design refiner?

Can you see yourself being an Equal Partner in Design?

The Collaborative Designer May 23, 2011

Posted by randydeutsch in Ambiguity, architect types, books, change, collaboration, problem solving, questions.
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Summary: You don’t need to be a designer to benefit from the best practices espoused in this magnificent new book. A must-have for designers, but also for those in project management and anyone who works with designers.

Based on over 100 interviews with designers, researchers and educators, The_Strategic_Designer by David Holston provides an overview of the design process and best practices.

The Strategic Designer: Tools and techniques for managing the design process, published by F+W Media and HOW Design, is billed as a Strategic Graphic Design Thinking book.

Despite this categorization, the subject matter transcends graphic design and can be universally applied to any of the design trades and professions including product and environmental design.

The book description will sound familiar to anyone working in architecture and related design professions:

As designers look for ways to stay competitive in the conceptual economy and address the increasing complexity of design problems, they are seeing that they must not only be experts in form, but must also have the ability to collaborate, to design in context and be accountable through measurement.

By adopting a process that considers collaboration, context and accountability, designers move from makers of things to strategists.

The book focuses on the designer’s workflow, ideation techniques, client relationships and methods for measuring the success of their projects.

An excellent foreward by Shawn M McKinney gets things off to a fast start – which, alone, is worth the investment in the book.

Each chapter covers a specific design phase emphasis, providing a practical step-by-step approach, complete with tools and techniques.

The Conceptual Economy – where those who have the ability to collaborate and manage the increasing complexity of design will have greater opportunities

Overview of the Design Process – a process rife with opportunities for misinformation, dead ends, and divergent tracks, as well as amazing outcomes

The Value of Process – the benefits of having a well-defined design process

The Collaborative Designer – emphasizing co-creation, communication, mutual benefit, respect and trust in a strong client-designer relationship. This is a particularly rich chapter, addressing and answering such questions as: What makes a Good designer? What Makes a Good Client? and Clients to Avoid. There’s a wonderful sidebar on: Seven Principles for Managing Creative Tension.

Empathic Design – explaining how research provides a path and imperative for moving forward

Understanding the Business – includes a breakdown of basic strategy techniques and an explanation of the purpose of business analysis as understanding and defining goals of the client

Designing with the End User in Mind – with an emphasis on facilitating and moderating participatory and collaborative work sessions. The Designing for People chapter focuses on research as a valuable tool for gaining insight into the organizational needs of clients and their prospective audiences.

Managing Ideas – especially when ideating with others in a participatory or collaborative setting, relying heavily on the experiences and knowledge of people involved.

Making Strategy Visible – how the designer takes an empathic approach to design that connects business goals with user needs.

Design Accountability – asking: Why is design hard to measure? And answering by sharing significant research findings and metrics. Salient quote: “The price for a seat at the decision-making table is accountability.”

Planning in a Turbulent Environment – the days of using a linear design process are over. Strategic designers face increasingly wicked problems. A helpful framework offered by project management.

Refining Your Process – so it can provide a common understanding for “how things get done” mitigating wasted efforts while creating value for the client and user alike.

Holston’s text anticipates your questions and concerns and places each topic in a larger context. He is clearly in control of his subject.

The author places the book and subject squarely in Dan Pink’s Conceptual Economy, a term describing the contribution of creativity, innovation, and design skills to economic competitiveness, especially in the global context.

In his book A Whole New Mind, Daniel Pink explains how the economy is now moving from the information age to the conceptual age.

Later in The Strategic Designer, Rotman School of Management dean Roger Martin says that the world is moving from the Information Economy to a Design Economy. A small distinction, but one that unnecessarily complicates matters. I would look to a book such as this to clarify the playing field, at the very least to acknowledge that the labeling of epochs and phraseology are still a work-in-progress.

The book’s strength is not in creating new knowledge – but in repackaging what is largely already known, experientially by every designer – in an easy to carry tome.

Readers, for example, who have perused Wikipedia articles on various topics related to design strategy will recognize the source of several of the author’s summaries.

In this sense, the book is not a product of the Conceptual Age, but instead is a well-designed, convenient and accessible agglomeration, aggregating both explicit and, perhaps the greater achievement here, tacit knowledge on the subject. The book is no less of an achievement for doing so.

The design world is a much better place for having this book at its disposal.

Conclusion: The Strategic Designer is a must-have book for designers, those who manage design projects and those who work with designers in a collaborative setting.

Addenda: How can this book not have a single review?

HOW books makes books on high quality paper, books that feel good in the hand, and themselves serve as exemplary reminders that ebooks should not be our only option. The Strategic Designer is no exception.

See this short video with author Dave Holston presenting the introduction to The Strategic Designer Brand and here on competitive strategy.

In Search of another Type of Architect January 29, 2011

Posted by randydeutsch in architect types, BIM, change, collaboration, essence, identity, the economy, transformation, transition.
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It sometimes seems as though there are two types of architects: those doing architecture and those leaving comments online.

Lately, a number of my own comments left at various sites seem to stop the flow of the discussion thread.

They’re conversation-ending comments.

Is it me? The equivalent of my comment’s breath?

Is it something I said?

Or is it my Type?

I believe the best commenters (and architects) play well with others – they reference each other’s comments, build on them, politely beg to differ.

And they politely beg others to respond.

Their comments move the discussion forward.

Mine seem to just sit there like a ton of bricks. Anchoring the discussion the way a chunk of concrete anchors wiseguys at the bottom of the lake.

As though to say, um, thanks for sharing (not.)

Take for example this comment that I left at AIA’s new flagship publication, Architect Magazine.

The article is entitled “A Difficult Character” about how, when a leadership consultant reviewed the Myers-Briggs tests of 100 architects, he discovered there really is an “architect type” — and maybe a difficult one.

The big finding of the article is that the most frequent type among the architects was ENTJ — extraversion, intuition, thinking, and judging. ENTJs accounted for a whopping 31 percent of the architects that the consultant tested, despite the very low frequency of the type (estimated at 1.8 percent) within the general population.

The article is well-written and engaging. I just thought it was strange that it didn’t acknowledge earlier research that seemed to contradict – or inform – its findings.

So I said as much in my comment:

Posted by: randydeutsch | Time: 1:26 PM Wednesday, January 19, 2011

When Donald W. MacKinnon conducted his famous Myers-Briggs tests on architects in the 1950s and 1960s (published in In Search of Human Effectiveness) he found the vast majority of successful, self-actualized, creative architects to be ENFPs. Our apparent transitioning from FPs to TJs over the past half-century raises two questions: 1. Had architects with less pedigree (read: success, esteem, creativity, self-actualization) been tested 50 years ago would they have likewise exhibited a preference for ENTJ? and 2. Our organizations, profession, industry and world all demand a greater ability to work collaboratively, in an integrated manner: perhaps we would be better off with ENFP’s perception and empathy – two qualities in high demand (and, it appears, low inventory) when working on collaborative, integrated teams?

Is it possible to report your own comment as offensive?

That comment hit the ground with a major thud and pretty much put an end to what had been an otherwise interesting and energized online discussion.

You can still hear the echoes in the corridors of online comments everywhere.

The irony, of course, is that my comment was pure ENTJ: technically accurate, flawlessly judgmental, completely logical,

And not at all what the discussion needed at that moment.

It lacked perception and cooperation.

What was needed at that moment was a classically ENFP response: one that exhibited empathy.

One that perceptively, and collaboratively, worked well with the commenters who came before – to assure that there would be commenters who came after.

Soul Searching for another Type

Type Talk, along with Please Understand Me, are the 2 best books I have come across that describe the different personality “preferences” or types.

Type Talk’s chapter headings pretty well sum up the essence of each type:

ISTJ Doing What Should Be Done
ISFJ A High Sense of Duty
INFJ An Inspiration to Others
INTJ Everything Has Room For Improvement
ISTP Ready to Try Anything Once
ISFP Sees Much But Shares Little
INFP Performing Noble Service to Aid Society
INTP A Love of Problem Solving
ESTP The Ultimate Realist
ESFP You Only Go Around Once in Life
ENFP Giving Life an Extra Squeeze
ENTP One Exciting Challenge After Another
ESTJ Life’s Administrators
ESFJ Hosts and Hostesses of the World
ENFJ Smooth-Talking Persuaders
ENTJ Life’s Natural Leaders

Architects, by and large, are natural leaders. And leadership is something we could use a great deal more of right now.

But when you dig down a bit into what makes ENTJs who they are – what makes them click – largely has to do with their need for control.

And control is not something in great demand today.

In fact, it may go a long way to explain some of the frustration of architects who are unwilling to collaborate – whether by sharing their BIM models, participating on integrated teams or even sharing their work and responsibilities with colleagues.

Work, more and more, is occurring simultaneously – requiring lateral thinking – not in a linear fashion.

And that hurts.

And is incredibly draining. All that psychic energy spent trying to get such an unseemly and messy world to line up.

Architects have long been order makers – not order takers.

But life more and more is unpredictable and unrelenting.

Architects are a bit like Mickey Mouse as the sorcerer in the cinematic animation Fantasia.

We can’t help ourselves from wanting the world to stand on command, in some orderly way.

But nonetheless can’t seem to mop quickly enough to hold back the deluge.

Which reminds me of a favorite quote from F. Scott Fitzgerald’s The Great Gatsby:

“I felt that I wanted the world to be in uniform and at a sort of moral attention forever; I wanted no more riotous excursions with privileged glimpses into the human heart.”

Architects who show a preference for ENTJ want the world to be in uniform and at a sort of moral attention forever.

And you know, the world is just not cooperating.

Can ENTJs become ENFPs?

The short answer is: Yes.

Long ago, when I first took the Myers-Briggs assessment, I had been assessed as an ENFJ.

But not long after I noticed that many of the world’s most creative architects were ENFPs.

So I wanted to become one myself.

I put myself through a crash course of sorts. One of the things I did was to catch myself when I was passing judgment, to stop, take a deep breath, and substitute a more general – and hopefully helpful – observation or perception instead.

I tried to show more empathy than criticism whenever possible.

In fact, for years I taught a segment of a graduate level professional practice course where I purposefully assisted lifelong ENFJs and ENTJs who wanted to become ENFPs.

When I retested I was sure enough an ENFP and have remained one ever since.

Except for the times I revert, such as when reading through a great discussion thread and I feel compelled to leave an ENTJ-type comment.

It’s that part of me that wants the world to be in uniform and at a sort of moral attention forever.

And you know, I may be collaborating, but the world’s just not cooperating.

Design in the Open December 4, 2010

Posted by randydeutsch in architect, collaboration, identity, IPD, questions.
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Shortlisted for a major project on the west coast, I’m going into a project interview in a couple days.

With little interest in giving a dog and pony show, I want the meeting to be a working session.

To give them a taste of how we – as a team – are to work with.

And to make good use of everybody’s time.

Get some real value out of our brief time together, whatever the results.

We’re not going to pretend we have all the answers.

So we’ll ask a lot of questions.

And answer some of their questions with questions of our own.

Not to be difficult.

But to engage the client in a dialogue.

An Identity Problem

Participatory design is a design approach that seeks to actively involve all stakeholders (employees, partners, customers, citizens, end users) in the design process to help assure that what is designed meets their needs and functions well for all.

It involves cooperation and collaboration, and the attitudes and mindset necessary to allow these practices to flower.

Prior to its popularity in the 60’s and 70’s, participatory design was known as Cooperative Design.

Now we have Crowdsourcing and Integrated Design.

And would you know it, Co-Creation, too.

In The Power of Co-Creation: Build It with Them to Boost Growth, Productivity, and Profits, authors Venkat Ramaswamy and Francis Gouillart explain how to tap into ideas, design  and build products and services by engaging directly with employees, stakeholders, clients and suppliers.

Even with competitors.

The applications to, and implications for, Integrated Project Delivery (IPD) – especially in terms of how co-creation can help to lower risks and costs – are readily apparent.

“Participatory design always works.”

And like IPD it involves a democratization and decentralization of value creation among other benefits.

Participatory design is a far more democratic approach to design than most architects today would be comfortable with.

And that’s too bad.

It’s one that requires relinquishing control of the very design process that the architect struggles with to lead.

The American architect Charles Moore – a successful proponent of participatory design – had flippantly said that, in his own case, his oversized ego allowed him to relinquish his reigns on design.

This is an accurate statement in that Moore alone among architects at the time (1980’s) had the self-awareness and self-belief – the confidence – that he could take any form the masses came up with and turn it into an exceptional work of architecture.

And he was almost always right.

Charles Moore, an incredibly intelligent and creative architect and entrepreneur, late in his career said that the only architectural truth that he discovered was that “participatory design always works.”

Plain Modern: The Architecture of Brian Mackay-Lyons presents the work of Charles Moore’s internationally acclaimed, California-based firm Moore Ruble Yudell, whose unique expertise in community involvement and participatory design has profoundly influenced the course of contemporary architecture.

Moore’s advocacy of user participation in the design process influenced a whole generation of designers.

One of these was Brian MacKay-Lyons of MacKay-Lyons, whose mentor was Charles Moore.

A Design Process by any Other Name

But in changing names of this powerful design process over the years have we inadvertently thrown the baby out with the bath water?

Today we may talk about building social ecosystems, designing engagement platforms and expanding scope and scale of network interactions, but what we really mean when we say transforming enterprise operations through co-creation is…participatory design.

Whatever name you give it, participatory design is fast replacing traditional thinking that viewed design innovation as a proprietary activity.

Changing names on such a regular basis has led to books such as the unlikely (and awkwardly) titled “Crowdsourcing: Neologism, Independent contractor, Outsourcing, Crowd, Participatory design, Human-based computation, Citizen science, Web 2.0, … intelligence, Distributed computing.”

Architectural collaborator Dave Premi reflects on participatory design as a highly creative and evolving process when he looks back on his experience collaborating:

“I have been involved with MacKay-Lyons’ participatory design process on a number of buildings. Each time we created a new process, since every client has its own requirements. You have to mold the process each time to suit the requirements. It’s not a ‘one-size-fits-all’ method.”

Other take-aways from Charles Moore and his protégé MacKay-Lyons’ on participatory design:

  • To succeed, the architect can’t have his mind made up before working with the public on the design
  • No preconceived ideas
  • The secret to making it work: don’t get defensive
  • Have the conviction that you can make a nice building out of anything anyone comes up with
  • In the participatory design process, “the public define the shapes, we refine them.”
  • Refining building form is up to the architect; their sole domain
  • Participatory design is somewhat similar to advocacy planning of the 1960s where architects acted as midwives for lay people’s visions

Design in the Open

Architects, upon being asked a design or building question, can no longer say let me go back to the office and study it.

Because it’s all integrated and participatory from here on out.

It’s all open source.

Today we have science in the open, theater in the open, “out in the open” with CNN’s Rick Sanchez.

But design in the open?

To succeed, get buy-in and move projects forward, architects and other design professionals will need to design in the open.

Learning from Participatory Design

Take this exchange from a recent interview in the Huffington Post between Guy Horton and Witold Rybczynski:

Guy Horton: In your opinion, can architects reclaim more of a public role? This is something that is discussed in professional circles. There is the perception that they are more insular and out of the loop and have ceded much of their power to developers. What can architects do to elevate the visibility of their role?

Witold Rybczynski: I just watched an interview with Charles Moore on YouTube. He was talking about how architects should listen to the public, rather than dictate to it. It was quite compelling. That was in the 1980s, and neither postmodernism nor Moore’s vision of participatory design caught on. Not many architects had Moore’s confidence to share design decisions with their clients. Moreover, architects tend to be persuaders rather than listeners. Success in the architectural profession–realizing one’s vision in something as large and complex as a building–requires a strong ego and a single-minded, almost obsessive, attention to detail. These qualities can easily turn to arrogance. It is, as the French say, a déformation professionelle.

If the result is an increase in participatory design, here’s to a déformation professionelle in 2011.

Watch the interview.

And read this book: one of the best books ever written on the subject for those who want to encourage full participation in their own work, universally esteemed and revered,the Facilitator’s Guide to Participatory Decision-Making by Sam Kaner et al. Highly recommended.

Unlearning to Collaborate November 28, 2010

Posted by randydeutsch in architect, BIM, books, collaboration, IPD, management, problem solving, sustainability, the economy.
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5 comments

Is the ability to collaborate something we are born with only later to forget?

Are we wired to collaborate?

Michael Tomasello in Why We Cooperate argues that we are – up until a certain age. Then – through conditioning – we forget. Tomasello’s book itself is an interesting act of cooperation, where the author invited his severest critics to poke holes in his argument and explore the implications of his work in light of their own research.

To put it another way: as we grow we cooperate conditionally, attending to the behavior of others. This has huge implications for architects and design professionals who might be naturally collaborative – through sharing knowledge, learning, mentoring and teaching – but are otherwise conditioned by the culture of the firm where they work.

Some firms encourage collaboration while others discourage it by focusing exclusively on individual achievement or by not valuing knowledge sharing. In a sense, you are collaborative because the culture of your organization is one that promotes and encourages collaboration.

The Latest Buzzword?

The word “collaboration” seems to have been invented to provide adults with a serious sounding activity that we, as children, seemed to do naturally.

We like to think of collaboration as the latest business buzzword but of course is nothing new. The word is actually 130 years old, making headlines nearly 100 years ago in the New York Times. We are all still trying to figure out how to do it effectively or at least how to sell it as a unique way architects work.

In any event, there’s a great deal we need to unlearn in order to return to our original sharing attitude and collaborative ways, including bad habits we’ve picked up since we left the cocoon of school and embarked on the hard knocks of a career in architecture and construction, where we learned to be mistrustful, skeptical, competitive, secretive, working independently out of silos. We unlearned all of the critical natural habits, attitudes and mindsets necessary to work effectively on integrated teams.

Collaboration Defined

While collaboration extends and reorients insight, increases efficiency, creates credibility and community, the word itself is too often loosely defined.

A definition of collaboration particularly relevant for our age of Building Information Modeling (BIM) and Integrated Project Delivery (IPD) is a process through which people who see different aspects of a problem can constructively explore their differences and search for solutions that go beyond their own limited vision of what is possible. (Grey, 1989)

Collaboration is simply when people work together to create something that couldn’t be done by someone on their own. We do it all the time when designing buildings, resolving problems or working with owners to deliver solutions. The difference today is that we need to get even better at working together and sharing knowledge to solve problems, which are getting larger and more complex.

Moving beyond our boundaries – personal, organizational – requires that we see our blind spots and who better than our fellow collaborators – seeing-eye professionals – can help us see our blind spots?

To do so we have to seek out people who have other pieces of the puzzle.

Wicked problems

Collaboration is best used to solve what Howard Gardner called “wicked” problems with “imperfect, changing or divergent solutions.” The problems architects face today are wicked in that they are complex, defying simple formulations and easy solutions, such as fighting global warming or increasing productivity in the construction industry.

Problems aren’t only wicked – they’re simultaneous – occurring at the same time. Buildings aren’t only complicated, becoming increasingly complex; they also change quickly, marked by a sense of urgency.

To remain efficient and effective, recognizing when it’s unhelpful to collaborate can be important. There’s no need to collaborate, for example, on simple, repetitive, fast turnaround assignments.

Conditions for Successful Collaboration

We don’t trust that this diverse group of people we hardly know will be able to perform better than we can on our own and tend to feel more comfortable and self-assured managing tangible things such as projects over people and relationships. Fortunately, architects are more people-focused later in their careers.

In addition to being people-focused, here are eight preconditions for successful collaboration:

Chemistry – because how can you work well together if you don’t like each other?

Equal, multiple expertise – it’s not truly collaboration if the manager cannot participate in design and the designer cannot participate in managing – it’s an assembly line.

A willingness to play – because fun leads to better, more creative results.

Listening – because it’s about the process of making something together.

Having an open mindset

Willingness – you must choose to collaborate – it can’t be done at gunpoint

Willful effort to work together to get things done; and

Trust between those involved

Why collaborate?

Because architects find themselves questioning their relevance, their collaborative participation is crucial. We perhaps sent the wrong message by recently honoring sole practitioners such as Glenn Murcutt and Peter Zumthor because it glamorizes autonomy over working together.

Why collaborate? Because if you don’t you will not fully participate in public, community, creative and economic life. We may be natural collaborators, but now it is time for us to build collaborative cultures.

Maybe What the Architecture Profession Needs is a Small Heart Attack July 27, 2010

Posted by randydeutsch in change, collaboration, environment, survival, the economy, transformation.
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4 comments

What will it take for us to change?

That’s the question I posed recently to a psychologist and a professor.

First, it’s important to recognize that architecture is a conservative profession.

We’re looking out for others – protecting the health, welfare and safety of the public.

We take a lot of risks and by nature are risk-averse.

So when we hear change knocking – it’s not often we’re first in line.

And yet – as the world is making clear – our job now is to change.

The biggest challenge is recognizing that we need to change.

What will motivate us to do so and how will we benefit by doing so?

Motivation vs. Benefit

Think of a recent change that you have made in your diet, lifestyle or habits.

What events, experiences, knowledge or people motivated you to change your behavior?

Where did this motivation come from?

Within you? Or from without?

What were the payoffs for making the needed change?

The reason I ask is this:

Unless there are clear benefits, we won’t change.

If the reasons are big enough, architects will change

While conducting research for my book, BIM and Integrated Design (Wiley, 2011,) I asked a psychologist and a professor each what it will take for architects to change.

With the new technologies and collaborative work processes upon us, do these call for the redesign of the architect?

And if so, how will we go about making our necessary changes?

The psychologist responded,

“How?” is about 10% of it.

90% of it is “Why?”

With an architect, if the reasons are big enough, they’ll change.

Unless they feel hurt, depressed, angry, upset, disappointed, without that there’s no leverage to change.

People change when they can no longer stand the way they’re living and architects are no different.

Architects are going to have to change when they can no longer stand to practice the way they’re doing it and realize that they have to change.

They’ll be forced into it.

When the reasons are big enough, they’ll change.

Unless the feared pain of changing is less than the feared pain of not changing, I’m not changing.

It’s not “This is good for you.”

I’ll fight you to the death on that one.

People don’t change because it’s good for them.

They don’t change for people.

I’ve come to appreciate “negative” feelings. I need those. That’s the leverage.

Architects are Always Changing

The professor took a different tact.

I asked him if this is an important question or is change in the profession and industry inevitable, a given?

The professor responded:

It comes back to the question whether people think it is productive for their own roles or place in the profession for change to happen.

People who are asking that often feel threatened because they may be in positions of power and for them status quo is beneficial. So they don’t want a change.

Whereas people who want to make a place for themselves are often the ones who are trying to change things.

Change is inevitable.

The idea that architecture has ever been a consistent type of practice is a myth.

It has always changed.

There will always be people for whom change will seem alluring and filled with opportunity to advance and position themselves better.

There will always be this element of change.

We cannot predict when things will change in various contexts – but change is always this element in there that’s at play.

In a pretty amazing book succinctly summarizing the recent economic crisis, author John Lanchester borrows a concluding metaphor from climate scientist James Lovelock who observed that

What the planet needed was the equivalent of a small heart attack.

In Lanchester’s view, the recent economic crisis is the equivalent of capitalism’s small heart attack.

Such an episode in a person’s life is often beneficial because it forces the person to face unpleasant facts and to adopt a healthier lifestyle.

Perhaps it could have a similar effect on architects and the health of the profession?

Sometimes it takes a dramatic event to shake things up and to make people wake up.

So maybe what we are going through right now – with the economy, environmental challenges and technological changes – is a small heart attack?

Not so large so as to kill us.

But big enough to get our attention.

And get us to make the necessary changes.

107 Reasons Why You, Architect, Matter June 25, 2010

Posted by randydeutsch in Ambiguity, architect types, collaboration, creativity, environment, identity, marginalization, optimism, sustainability, technology, the economy.
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17 comments

We’re often asked to imagine life without people, life without buildings, even life without oil

But how about a world without architects?

That’s not so hard to imagine.

It’s easy if you’re mostpeople.

Because mostpeople never so much as meet an architect.

Let alone engage one in a building project.

It’s also relatively easy to imagine if you’re an architect.

Because this is what we do, what we’re good at – imagining things that aren’t there.

Then relentlessly realize them until they are.

If architects were to disappear tomorrow – who would care?

At the moment – facing a double dip in the economy – architects feel overlooked and underappreciated.

Elitism is out and elegance a low priority when living in deeply discounted times.

Beauty not a necessity, barely a nicety – too high on Maslow’s hierarchy – when focused on the lower rung of the pyramid labeled paying the mortgage.

So to say that we matter. To whom exactly? And what for?

To matter means to be of consequence, of importance (but not self-importance;) significant, relevant, worthy of note and of crucial value.

To feel appreciated and valued, not left-for-dead, abandoned or ignored.

But why ask whether architects matter when so clearly other things matter more.

The unchecked ravages of genocide, extreme poverty, child labor, AIDS, environmental degradation, Alzheimer’s disease, global warming and compulsive consumerism – these certainly matter more.

But this isn’t a contest. Architects can still matter.

Why the world still needs architects

The 107 reasons that follow may seem like overkill. A tad bit much.

But we need reminding. Really need reminding.

Some will inevitably say – tell it to our clients or convince a contractor – that we’re not the ones who need convincing.

Before we can convince anyone else that we matter we must first convince ourselves.

From the architects I’ve talked to and heard from we need a talking to.

And if we’re not going to remind ourselves – who will?

This is not a desperate attempt to justify our existence nor rationalize our cosmic importance. These reasons came easily, rolling off the pen and hammered out in an evening.

And as with most things worth doing, if I had more time there would have been far fewer.

You need to know you matter

The world may not always affirm what we do (try this: google “architect appreciation” or any facsimile thereof and what comes up?*)

* Nothing.

People are not born with an appreciation for architecture.

Nor, for that matter, for architects.

Your employer may not always tell you that you – and the work you do – are valued.

But that doesn’t mean that what we do and who we are doesn’t have a profound impact on our world.

It does. And we do.

In the big scheme of things – we make a difference. A big difference. The world would be a very different place – a lesser place – without us.

And our interventions. Our ideas and ideals.

Think of these as the gifts architects give to society.

Think of these as The Gifts of the Architect:

How a Tribe of Tectonic Nomads Changed the Way People Everywhere Live and Feel.

Think of these as – in the spirit of Yale’s Why X Matters series

107 Reasons Why Architects Matter

(or the 107 Things I Like About You)

Reason1: Architects are optimists. So what? Otherwise we couldn’t survive, anticipate and prepare for an unknown future and imagine what is not there. Imagine a world of pessimist designers, planning for the worst. That’s the world without architects.

Reason2: Architects balance multiple intelligences. So what? It’s a job requirement and for some a liability. Architects use all of their faculties when they design and document – including spatial intelligence.

Reason3: Architects are wired to care. So what? Architects naturally empathize. We have the empathy gene. In abundance. More than our fair share, allowing us to put ourselves in other’s shoes. Others may be in it for the money – we’re burning the midnight oil because we care.

Reason4: Architects are strategists. So what? We ask tough, penetrating questions, seldom taking assignments or answers at face value. We reframe questions that are lobbed at us. And go about our work less as object designers than chess players or basketball coaches parlaying the playbook.

Reason5: Architects think in terms of systems, not just things. So what? Because we understand that the world is not made up of individual, disconnected things. And that everything is causal, interrelated and connected. We design the spaces between things as well as the things themselves – and help others to see what they were formerly unable to see and was certain wasn’t there before we gifted them with a new pair of eyes. We’ve all done this for someone in our lives.

Reason6: Architects think laterally and simultaneously – not linearly. So what? The very thinking skills that we need to nurture in others as we move ahead into the 21st century.

Reason7: We do more with less. So what? So there will be more for others – including our children – when they need it. Eaarth will thank you for it.

Reason8: Architects design outdoor spaces. So what? Think Central Park. Designed by a landscape architect (architects of all stripes.) Architects gave the world outdoor rooms, helping people to feel comfortable in their surroundings, to feel as though they belong, and on a good day, to dwell poetically.

Reason9: Architects are well-educated. So what? Who is most qualified to lead integrated project teams? (Those who deem this elitist need not respond.) The person trained to think of other’s needs before their own, the person who is licensed to protect the health, safety and welfare of the project’s inhabitants. The person dedicated to continuous learning.

Reason10: Architects are T-shaped – both deep and wide. So what? More than mere experts at what the do and know, architects – due to their training and education – are able to see through other’s eyes, empathize and understand what is important to others at the table. We have deep skills and wide wingspan breadth.

Reason11: Architects are “keepers of the geometry.”  So what? Form-givers, architects give shape to our world. Who else provides our buildings, cities and lives with a sense of continuity and coherence?

Reason12: Architecture, of all the arts, is the one which acts the most slowly, but the most surely, on the soul. So what? Life speeds by fast. We need to slow down. Architects design places that help us to slow down, look around and take in the view. And then, before we realize it, we’re no longer in the place but of it. Architects have the ability to design places that touch the soul.

Reason13: Architects transform chaos into order. So what? While nature, animals and biomimicry are definitely trending, one look at architecture without architects and you wish you had called an architect.

Reason14: Architects give the world meaning. So what? So what? Architects may be involved in only a small number of projects, but just think of places where you have been happiest, felt most at home, felt a sense of purpose and accomplishment, at ease with yourself and your surroundings – and more than likely an architect was involved.

Reason15: Architects uplift the downtrodden. So what? Architects raise not only roof beams but eyes up toward the sky, and awareness to a higher plane altogether. We provide worthwhile, heightened experiences, naturally. (Ever walk across the structural glass floor to the outdoor amphitheater overlooking the Mississippi on Jean Nouvel’s Guthrie Theater? Then you know what I mean.)

Reason16: Architects think differently. So what? Yes, Apple thinks differently – but what of what Peter Bolin FAIA and his cohorts did for Apple? For Apple! In NYC. It’s no easy task wowing Steve Jobs. Architects do so on a regular basis.

Reason17: Architects are masters of branding. So what? Not corporate branding, but identity, genus loci and placemaking. Branded environment architects give places identity – to orient, so that you know where you are in the world and, in the best of places, why you are there and why you’ll return.

Reason18: Architects traffic in beauty. So what? Beauty is perhaps a dirty word these days – but we cannot live without it. While nature does her fair share, architects – in their riffs off of nature – certainly supplement in wondrous ways.

Reason19: Architects provide the wow effect. So what? Because life is not just bread and water. That sense of awe when standing before something manmade, masterful and inexplicably beautiful or grand. That’s the gift architects give to the world.

Reason20: Architects create the places that inspire – and where we live out and realize – our dreams and destiny. So what? You are here, on this planet, for one reason and one reason alone. And more than likely an architect was involved in helping you to recognize this. Just think about it.

Reason21: Architects are technologists, artists and craftsmen. So what? Architects learn with their hands, create with their imagination and put the human touch into technology. This assures that what we help to create will be useful, bring about joy and remain for some time.

Reason22: Architects serve the underprivileged. So what? Architects have a reputation for pandering to the wealthy. Creating low income housing is a higher calling for many architects where good works are the ultimate goal. Fee-wise we may take it on the chin, but the work we produce means a great deal to the people who live there.

Reason23: Architects are custodians of the built environment. So what? If not architects, whom else?

Reason24: Architects keep moving the ball forward. So what? Neither sentimentalists nor futurists, architects as optimists recognize that humans are still evolving. And so too their work. So so what? With each commission architects attempt to push the envelope just that much farther, to do their part to advance things. That is how the world progresses – and architects share in this movement.

Reason25: Architects bring poetry out of doors into the world. So what? Art and poetry reside almost exclusively indoors. Museums and libraries may contain these – but architects work hard to bring their qualities to the design of the outdoors, through their sensitive integration of their buildings into the landscape.

Reason26: Architects are master shapers of light. So what? Kahn in particular was transfixed by light: The sun never knew how great it was until it struck the side of a building. Nor did anyone else for that matter.

Reason27: Architects are for the most part fascinating people. So what? My uncle, when I was 5, told me his best friends were architects: they’re the most interesting people I know, he’d say. Architects try to live their lives by this credo.

Reason28: Architects are intrinsically motivated. So what? It’s better in the long run for all involved. As “I Types,” architects are not in it for the token gift card. We do it because we love it, because it is the right thing to do, because – we trust – it makes a difference in people’s lives.

Reason29: Architects operate from both sides of the brain. So what? Neither exclusively right nor left – architects are the original whole brain thinkers. In doing so, we help to keep things whole.

Reason30: Architects are practical dreamers. So What? Floating ideas like prisons in the sky.  This is how we’ll solve large-scaled, complex and intractable problems facing millions: through the persistent application of our imagination, looking at things sideways until they appear to others right side up.

Reason31: Architects get design. So what? An understanding of good architectural design is vital for creating livable buildings and public spaces and architects understand how to design buildings. We make a difference to the positive outcome of the design of our world.

Reason32: Architects give others something inspiring to aspire to. So what? We have all heard someone say that they would have liked to be an architect. Going about the world as an architect is one of the last callings commensurate with our ability to imagine and to create. So so what? Architects have one of the few careers that guarantee that, while practicing, you will remain a lifelong student.

Reason33: Architects involve all of the senses. So what? While we’re lampooned for wearing all black – we know the value of color, the meaning of light, the importance of involving all of the senses in our work.

Reason34: Architects consistently provide people with what is important to them. So what? Some people know what they want while others look to the architect to tell them. Architects adapt to the client – and make it their goal to meet their needs. Sounds simple enough – but this in itself is all-too-rare  in the business world, let alone the arts.

Reason35: Architects take ideas and pay it forward – by giving it a twist. So what? In doing so, we create something new. What we produce fits – because it gives the impression that we’ve seen it before – but at the same time it is fresh, unprecedented – keeping life interesting. Architecture, not variety, is the spice of life.

Reason36: Architects turn what is used, old, broken and decrepit and reinvent it into something living and healthy environment for people to use, in cities as well as in the suburbs. So what? Don’t take my word. Take Ellen Dunham-Jones’ word.  Click on any of these links or read a sample chapter – and argument for doing so – of Retrofitting Suburbia: Urban Design Solutions for Redesigning Suburbs here.

Reason37: Architects are sexy So what? The world has become increasingly bland, globally with little that distinguishes itself. The architect, in the midst of this sameness, has retained her appeal. Why else would we be chosen as the number one career for lead roles in movies? Far from superficial, architects manage to keep things both relevant and interesting.

Reason38:, Architects are problem identifiers. So what? Not only problem solvers, architects recognize that identifying the right problem to solve is often 80% of the solution. Often, the problem they have been assigned is not the one that truly requires addressing. Architects work efficiently and effectively to make sure that everyone is focused on the most pressing, pertinent problem.

Reason39: Architects’ small acts have huge impacts. So what? You only have to think of the Bilbao effect. Don’t let statistics that architects design or impact less than 5% of buildings built. The buildings that count, that create a sense of place and pride of place, the places we take visitors to see and inhabit when in town, that best represent us – public places large and small – these are the buildings we remember and return to. And these are designed by architects.

Reason40: Architects got your back. So what? Architects assure that someone is watching out for you. We make sure you are safe by watching what’s behind you when you’re busy looking ahead. Who else besides the architect watches out for the health welfare and safety of society?

Reason41: Architects wow. So what? While we may only design 5% of all structures –how amazing, absorbing, uplifting they are. You have architects – and their cast of thousands – to thank for that.

Reason42: Architects draw by hand, mouse and by wand. So what? Creatively ambidextrous, flexible and agile, we are not stuck on any one means of communication or delivery. Architects make the best use of available technology to get their point across – but we are not above using a stick in sand, rock on pavement or a burnt piece of charcoal in order to connect and help you understand.

Reason43: Architects design like they give a damn. So what? We care. We make a difference. This matters.

Reason44: Architects give something back. So what? Architects don’t go into architecture to take or even to make money but to give something back. We’re continuously giving, whether going the extra mile, burning one more end of the candle, or by putting their talent and resources in the service of those who need it most. Such as the The 1%, a program of Public Architecture, connects nonprofits with architecture and design firms willing to give of their time pro bono.

Reason45: Architects are change agents. So what? Not merely open to change, we assist in moving change along. No matter how traditional or conventional the assignment, architects make great strides to incorporate the latest advanced technologies. For example allowing for earthquake resistance in tall buildings or in the case of Wright’s Tokyo Hotel. So so what? But at the same time expressing and infusing local or regional character so that the buildings appear to belong to the place where they reside. We may be comfortable with change but recognize that we first have to make it palatable and acceptable for others.

Reason46: Architects – by just being architects – give hope. So what? This is something we do for others. So many aspire to do something interesting with their lives, belong to a profession that offers endless opportunities to challenge yourself. Being an architect is one of the last callings that matters.

Reason47: Architects work in all media and dimensions. So what? We model in clay and digital clay.

Reason48: Architects serve as role models. So what? Citizen architects, such as Sam Mockbee of Rural Studio http://citizenarchitectfilm.com/ , urban activists, getting involved at the grass roots level, some going as far as government.

Reason49: Architects make connections. So what? As systems thinkers, by connecting elements in a project with its surroundings, architects create a social fabric: the semblance of a cohesive, consistent and meaningful world. Architects create worlds that hold a mirror up to life.

Reason50: Architects rise to a good challenge. So what? We challenge ourselves – and each other, our organizations, the profession and industry – to keep moving the ball forward. Improve improve improve.

Reason51: Architects draw crowds. So what? Imagine the world without Frank Lloyd Wright, Antonio Gaudi, Frank Gehry, Le Corbusier, Ludwig Mies van der Rohe, Alvar Aalto, Louis I. Kahn, Tadao Ando, Renzo Piano and Herzog and de Meuron. Doesn’t matter to “mostpeople?” Think again. Then why are these (in order) the 10 most visited architects in the world..by non-architects!

Reason52: Architects are driven from within. So what? No carrot? No stick? No problem. Architects are self-starting, self-motivating and self-activating. That’s why architects like to think of what we do as an inside game.

Reason53: Architects are linchpins. So what? And being so, are an indispensible part of the design and construction process. We are at the crux of real estate, development, concrete and plumbing. On projects where there may be well over 100 independent entities – from interior design to energy analysis – all pass through the architect. Architects are the common link between project constituents.

Reason54: Architects see the big picture. So what? So many it seems have a difficult time seeing the forest from the trees. Not architects. As I explained here, Malcolm Gladwell in Blink called this ability to see information in its wider context: coup d’oeil or court sense or “giss,” the power of the glance, the ability to immediately make sense of situations. So so what? Architects may not be born with this all-too-rare and exceedingly important ability, but by the end of their formal training they’ve got it. In droves.

Reason55: Architects are meaning-makers. So what? While many make it their job to provide meaningful work for their employees, or to help people find meaning in their own lives, no one but the architect is dedicated to making the world – the built environment – meaningful and coherent.

Reason56: Architects make the world a better place for all. So what? Making the built environment useful, safe, comfortable, efficient, and as beautiful as possible is the architect’s quest. No one else makes this their ultimate goal. The world is a better place for our having been there.

Reason57: Architects are rare. So what? At a time when it seems like there are too many architects for the work available – an imbalance of supply and demand – architects make up just a tiny percentage of professionals, let alone the workforce. Architects are a rare but powerful breed.

Reason58: Architects represent and serve all clients – paying and non-paying. So what? Architects matter because they are the only entity who serves not only the paying but non-paying client (society-at-large.) So so what? Who else is going to represent the needs and wants of the neighbors, community, stakeholders – while balancing the client’s wishes? Architects respect the needs and aspirations of both the individual and the community.

Reason59: Architects are a luxury. So what? Admit it. Human beings the world over have built homes with nothing more than their own two hands. Up until recently, the world existed for millennia without architects and can very well do so again. But why do so? Architects – for all we do – are a luxury that most cannot live without.

Reason60: Architects understand the patterns of everyday life. So what? Architects get urban design. Architects know that the design of cities and buildings affects the quality of our lives – whether this is acknowledged or appreciated is another matter. The bottom line is this: When it comes to creating urban form, places where people live, work and play, architects matter.

Reason61: Architects are influencers. So what? Not everybody has their own ideas for how to live, work, shop and play. Some architects, such as Christopher Alexander, not only influence their own tribe but worlds beyond their own (i.e. urban planning to software engineers. The adoption of Alexander’s pattern language by the software community is one such instance.)

Reason62: Architects keep things whole. So what? Since Deconstructivism died, architects – irrespective of style – one way or another have focused on whole building and holistic design. Our hemisphere needs architects to keep things whole, to distinguish east and west while acknowledging the best of both, much as the olympics have. So so what? To keep globalization from creating an indistinguishable world. To provide order but also character and pride of place.

Reason63: Architects look to the beyond. So what? Beyond the immediate problem. Beyond the immediate issue at hand. Beyond their immediate surroundings – to look at the impacts of what they’re creating on the world beyond. The universe needs architects…to explore how to inhabit other places beyond our planet.

Reason64: Architects touch sp many walks of life. So what? The world needs architects – the earth, our continent and country needs architects to address national issues. Our region needs architects – to represent what distinguishes one locale from another, to make sure that our work belongs to specific place and time, so that we might place ourselves in it. Our state needs architects, our cities needs architects, and especially our suburbs.

Reason65: Architects save lives. So what? And not just hospital design architects. “Architecture can save lives”— Newsweek. Just look at what we are accomplishing in Haiti. Producing housing structures for displaced and disadvantaged populations, rethinking humanitarian assistance and pursuing innovative solutions to contemporary housing crises. Focusing on disaster relief and inexpensive and affordable design solutions.

Reason66: Architects work at making stronger communities. So what? Our community needs architects. Our neighborhoods and even our families need architects.

Reason67: Architects are as diverse a group as those they design for. So what?  Some will try to tell you that architects have a diversity problem. Forget the stereotype – it doesn’t exist. Architects themselves are a diverse bunch making them particularly effective at designing for diversity. We champion the values of diversity in a beautiful way — values essential to creating livable cities and housing.

Reason68: Architects give good design. Daily. So what? Architects, some may feel, are a luxury. So be it. But architects, as purveyors and perpetuators of good design, are truly needed. Good design is not a luxury, but a necessity.

Reason69: Architects have respect for the past, perform in the present and aspire to have their work help create the future. So what? Architects work attempts to represent the time in which they build – which for us, today, represents turmoil. As Frank Stella said: Architecture can’t fully represent the chaos and turmoil that are part of the human personality, but you need to put some of that turmoil into the architecture, or it isn’t real. For many architects it is not enough that their work represents a specific time and place – they strive to have it belong to both their time and all time. So so what? It matters because our work will not look dated and have a sense of permanence and inevitability, not leave the user with a sense o f otherwiseness. As another Frank has said (Gehry): Architecture should speak of its time and place, but yearn for timelessness.

Reason70: Architects are gifted. So what? Not a wrapped keepsake voluntarily transferred by one person to another without compensation but a notable capacity, talent, or endowment. Whether born with talent or acquired along the way, architects are made, not born. So so what? We owe their many gifts to their professors, educators and trainers along the way. Everything they need to know they learned in school.

Reason71: Architect’s work is a gift. So what? No matter how much they are paid – or whether they are paid at all – what architects leave behind outlasts them. More time is always put into a project’s design and making than our fee could cover.

Reason72: Architects give it away. So what? Architects worldwide regularly provide pro-bono services to communities that have survived war, government oppression and natural disasters. It’s also an antidote to apathy.

Reason73: Architects create nations and destinations. So what? Architects gave the world the Roman Colosseum, Sagrada Familia, Fallingwater, Pantheon and Guggenheim Museum to name but five. Creating timeless destinations serve as evidence of some of man’s highest achievements and something for every artist and architect to strive for.

Reason74: Architects get sustainability. So what? We not only get it – we act on it. We knew long before the recent revelation that location of a green project mattered as much – if not more – as the project siting, orientation and inclusion of systems and products.

Reason75: Architects make connections II. So what? Another sort of connections – we’re literally connectors – but also associative thinkers. The world needs more of us – to feel less isolated. Our product – buildings – may be one-offs, but not the way we design or plan them. We’re always linking and making connections between things. We can’t help it – it’s the way our minds work.

Reason76: Architects make cities real. So what? Architects have given the world the best architecture cities in the world. Imagine if you woke up tomorrow and they had vanished. Barcelona, Spain, Beijing, China, Istanbul, Turkey, Chicago, USA, Athens, Greece – Parthenon vanished. Millennium Park and FLW home and studio. No more. Sydney without the Sydney Opera House? The work disappears – but so does its host. So so what? Architects create works that are inseparable from their environments –and the way we think about them.

Reason77: Architects listen. And listen. So what? People are helped when architecture is democratic. Take the underprivileged. Three past and present California architects come to mind: Michael Pyatok, David Baker, Charles Moore  – all as well-regarded for their exuberance as for their participatory design approaches.

Reason78: Architects need to know it all. So what? Architects work with what they know, creating a harmonious balance our of disparate parts. As Vitruvius wrote over 2000 years ago: An architect should be a good writer, a skillful draftsman, versed in geometry and optics, expert at figures, acquainted with history, informed on the principles of natural and moral philosophy, somewhat of a musician, not ignorant of the law and of physics, nor of the motions, laws, and relations to each other, of the heavenly bodies. So so what? A career in architecture, as one parent of an architect put is, is a never-ending learning experience with a myriad of “career spokes” springing from the hub of the core disciplines. The architect takes it upon herself to continually learn and grow, remaining throughout their career a student not just of architecture but of life.

Reason79: Architects are lifelong learners. So what? And not just because they’re required to gather tally, and document their continuing education credits. We’re curious types – in the best sense of the word. We want to know it all – everything – and are thirsty for knowledge. Which is a good thing – because we need to know it all.

Reason80: Architects are all alike. So what? There has been some grumbling that there are now too many architects – software, enterprise, business – and not enough design architects. Or that design architects aren’t getting their fair share of the airwaves. So be it. So so what? The bottom line is this: all architects is alike. We share similar values, obsessions, fixations and interests. We can learn a great deal from each other. So stop complaining – and join the tribe.

Reason81: Architects are action-oriented. So what? Remember Mies’s “Build – don’t talk.” That’s not just a Chicago credo. Architects design to build – with building in mind. So so what? We use words, images and action to get our ideas across and accepted. But in the end, most want to get their designs out in the world, for others to use, live in and among and yes, even critique and judge.

Reason82: Architects are master puzzle makers. So what? Architects are needed because they can put it all together. We fix what is broken and repair what’s been devastated. When given a 500 page program containing 1000’s of input and data – it doesn’t even occur to us that the end result will be anything less and a complete, cohesive and coherent work of whole building design. Bring it on!

Reason83: Architects are pleasers. So what? Architects are comfortable with ambiguity. We keep everyone’s needs, wants, aspirations and wishes – their ideas and ideals – in mind throughout the design process. With many balloons in the air you’d think it would be hard to make everybody happy.

Reason84: Architects are in it for the long haul. So what? Architects matter because they know what they produce will be around for a while – and therefore carry the additional weight of responsibility for their choices and actions. So so what? For, as Lord Byron said: A man of eighty has outlived probably three new schools of painting, two of architecture and poetry and a hundred in dress. Architecture changes a lot less frequently than trends. This means that architects cannot be at the whims of fashion – what we do, what our designs look like, have to make sense and last for many generations.

Reason85: Architects are never satisfied with good enough. So what? Why settle? Life is too short. If you can give everybody what they need and want – and at the same time, through trickery or talent, perseverance or insight – find a way to deliver more, why not try to do so? No architect strives to do good enough design – but rather, good design that is enough.

Reason86: Architects use what they got. So what? Architects try to make the most with what they have and are given – even if it is not expected or asked for. Had they not – the built world would be confined to making shelters. Like Helmut Jahn, we strive for an architecture from which nothing can be taken away.

Reason87: Architects, ever patient, persevere. So what? Architecture takes a long time to plan, finance and build. It requires not only the long view but the vision for the long haul. So so what? The architect has the perspective to provide this. Who else on the design or construction team can same the same?

Reason88: Architects work in flows. So what? Architects not only improve the build world and environment but also design in order to improve processes. Architects understand it’s not about the building – it’s about the business and the people and what they do when there. Upstream, downstream and throughout the project – architects follow the flow of movement and energy to and from their projects.

Reason89: Architects put is all into perspective. So what? Architects know the price of their art – the hard work that goes into it, the sacrifices they make, often impacting their family life and sleep. They’re willing to put in the extra effort, to go the extra distance, to pace ourselves over a long career. We truly are the change we want to see.

Reason 90: Architects pay the price. So what? Architects work hard, very hard, at achieving their goals. FLW said: I know the price of success: dedication, hard work, and an unremitting devotion to the things you want to see happen.

Reason91: Architects are of two minds. So what? Architects are able to think in both business and design terms, to use their design sense to further the business ambitions of their clients. Call it design thinking. Architects are leaders when it comes to design thinking – the ability to apply design sense to help others with their business needs.

Reason92: Architects envision what is not there. So what? But it doesn’t stop with sight or foresight. Architects are trained to be creative thinkers. We see things others don’t or can’t and are able to describe and explain them in ways that help others to understand and act.

Reason93: Architects make others look better. So what? Architects matter because they are there to help their clients succeed. Architects and our professional services firms don’t succeed unless the client does. Architects love to help others achieve their goals and reach their dreams and find imaginative ways to help them get there.

Reason94: Architects learn by doing. So what? Architecture is too broad and deep of a subject to ever really know it all. Continuous learning – there’s always something more to learn – keeps us perpetually on our toes.

Reason95: Architects thrive on less. So what? Our’s really a case where less is truly more. Architects recognize that in tough times such as the current one we’re facing better architecture can be the result. That tough times may in fact lead to better architecture. So so what? This is important because the opposite could occur – where fewer resources result in lesser buildings, less pride of place, and all of us being the lesser for it.

Reason96: Architects are here to serve. So what? Despite the reputation of some, architects exist to serve others. Except for the occasional architect-designed museum, it is what happens inside their buildings and spaces that matters – not the building itself. Architecture is basically a container of something. I hope they will enjoy not so much the teacup, but the tea. Yoshio Taniguchi.

Reason97: Architects operate both in the world – and outside it. So what? Architects practice an art that is in the world and also of the world. But at the same time – stands apart – is its own animal. As Thom Mayne has said: Architecture is involved with the world, but at the same time it has a certain autonomy. This autonomy cannot be explained in terms of traditional logic because the most interesting parts of the work are non-verbal. They operate within the terms of the work, like any art.

Reason98: Architects are markitects. So what? Architects help people and organizations make their mark on the planet – and do so with the widest appeal and the smallest carbon footprint. For better or worse, the first subject Prince Charles really went for as Prince was architecture. It made an impact. He was very intent to use his years as Prince of Wales to make his mark and architects helped him to do so. So so what? Wouldn’t you rather have an architect help make built statements than any other entity? They will at least be responsible, keeping all of the factors in mind. So make your mark!

Reason99: Architects play well with others. So what? Architects may come across as Howard Roark types – lone wolves in sheep’s clothing. But we are all born collaborators. Architects are trained and educated to work productively in teams, and despite the current interest in autonomy know that they get the best results when involving all stakeholders and working well with others. So so what? This matters because we live in a time of crowdsourcing, of co-creation, of participatory design. Architects are there to work with others to come up with the best solutions for all involved.

Reason100: Architects connect the past with the present and future. So what? Architecture serves to connect us in time – with works from the past, with past civilizations. Helping to locate and place us in time, to provide us with a sense of continuity, help us get our bearings and makes us truly inhabitants of this planet, not just hangers-on.

Reason101: Architects work with a palette of possibility. Architects are concerned not with the necessary but with the contingent – not with how things are but with how they might be. So what?

Reason102: The work architects perform touches so many parts of life – and of learning. It has so many facets, it can keep a person interested for a lifetime. As Richard Rogers said: I believe very strongly, and have fought since many years ago – at least over 30 years ago – to get architecture not just within schools, but architecture talked about under history, geography, science, technology, art. So what? Attorneys leave law due to burn-out as well as a lack of meaning in their work. Architects may leave the field for financial reasons, but few if any have done so for lack of what was found there.

Reason103: Architects strive to heal the world. So what? Architects still believe that their works and deeds can help to heal the places where they are privileged to work. Despite what Thom Mayne has said: I’m often called an old-fashioned modernist. But the modernists had the absurd idea that architecture could heal the world. That’s impossible. And today nobody expects architects to have these grand visions any more. Nobody expects this – except us architects, ourselves.

Reason104: Architects hake the hard decisions. So what? When a sales rep calls and asks for a decision-maker they hand the phone to an architect. Why? Architects matter because we have to make the hard decisions – thousands of them in every project. As Arne Jacobsen said: If architecture had nothing to do with art, it would be astonishingly easy to build houses, but the architect’s task – his most difficult task – is always that of selecting. Architects are first and last decision-makers. We make the decisions that count.

Reason105: Architects design for the heart as well as the head. So what? Architects create projects and places that affect us emotionally as well as intellectually. We address the whole person.

Reason106: Architects are passionate about design. So what? Architects do what they do because they are passionate about architecture and design. Despite the rigors of school and the relative lack of money to be obtained in the field, architects that have been in the field already for some time do what they do because they love to do it: plain and simple. So so what? This assures that we will go the extra mile, which is often necessary, to achieve a successful outcome.

Reason107: Architects matter because they sign and seal documents. So what? Exactly!

Don’t see a reason? Make it an even 108. Please let me know. Chiming-in by leaving a comment. Thanks!

55 Ways to Help You Evolve as an Architect May 3, 2010

Posted by randydeutsch in architecture industry, BIM, books, change, collaboration, fiction, IPD, management, nonfiction, reading, survival, technology, transformation, transition.
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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.

As Kimon Onuma writes, you have but two choices: Evolve or Dissolve. Much in the vein of Thom Mayne’s Change or Perish, these words are intended to get us motivated, moving and evolving.

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.

12. Watch Joshua Prince-Ramus in Action Speaking probably more effectively than anyone before or since on the future of the profession and the industry especially here and here and here.

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.

50. Create a Master Directory of resources – and use it. Here’s one for Revit blogs but you can also find some great links here and here. Pick your weapon and master it – the world is your oyster!

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.

The Culture of Collaboration by Evan Rosen showing how collaboration creates value in business.

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.

BIM and the Human Condition May 15, 2009

Posted by randydeutsch in Ambiguity, BIM, collaboration, IPD, problem solving, Revit.
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Craft is the pride one takes in making – making things – with one’s hands, mind and imagination. Two books that address craft – one recent and one published 50 years ago – help make clear the predicament architects find themselves in today as they face an uncertain future.

In The­_Craftsman, author and sociologist Prof. Richard Sennett asks what the process of making concrete things reveals to us about ourselves – what people can learn about themselves from the things they make. Craftsmanship here is defined as an enduring, basic human impulse, the skill of making things well. The pride one takes in work – whether making a wood model or a computer model – requires focusing on the intimate connection between head and hand, establishing effective, sustainable habits and a rhythm between problem finding and problem solving. It is an internal dialogue every craftsman – and architect – conducts in practice.

Craftsmanship, by combining skill, commitment and judgment, establishes a close relationship between head and hand, man and machine that Sennett asserts is vital to physical, mental and societal well-being. Combining a “material consciousness” with a willingness to put in years of practice (a common estimate of the time required to master a craft is 10,000 hours) and an acceptance of ambiguity, rather than an obsessive perfectionism, should be familiar to readers of Malcolm Gladwell’s Outliers, Dean Simonton’s Greatness and readers of this blog. Sennett asks whether our commitment to work – our craftsmanship – is merely about money, or about something deeper and more human. His answer implies that commitment – the skill, care, late nights, problem solving and pride that goes into our work – is about something greater.

Sennett does not think that craftsmanship has vanished from our world. On the contrary, as another critic noted, it has merely migrated to other regions of human enterprise, “so that the delicate form of skilled cooperation that once produced a cathedral now produces the Linux software system” – or, in the case of architects who take part in integrated practice, their work in BIM. The subject of craft has been all but excluded to date from discussions about building information modeling (BIM) and this poses a liability and potential hazard for architects – for therein resides our dedication, passion and resolve.

Hannah Arendt’s book, The_Human_Condition, published 50 years ago, distinguishes between labor, work, and action, explores the implications of these distinctions and affirms the value of human beings speaking openly and candidly to each other. In the book Arendt (1906-1975) famously distinguishes between Animal laborans and Homo faber, between labor and work. Labor is, according to Arendt, those human activities whose main aim is to allow men to survive, belong to the private sphere, and while the human being strives painstakingly to perform them, is not free. As Sennett – Arendt’s student in the 60’s – points out Animal laborans is akin to the beast of burden, “a drudge condemned to routine.” Here the derogatory term “CAD-jockey” comes to mind, one who envisions spending their working lives in front of a monitor churning out construction documents. Animal laborans: they’re the ones who, working alone, take the work as an end in itself.

With Homo faber, on the other hand, one imagines men and women doing work together and in doing so making a life in common. This is the public sphere, where men, after having provided for themselves and their families what was needed to continue, can at last be free. The name according to Sennett implies a higher way of life, one in which we stop producing and start discussing and judging together. It is in this word – together – that we find the seeds for collaboration and for integrated practice.

BIM is More Artifact than Fact, More Art than Artifact

Look around your office – it is easy to spot those who see themselves as Animal laborans and conversely those who see their role as Homo faber. You can sense it in their attitudes toward their work, their mindset in the way they tackle the challenge of learning –or familiarizing themselves with – new technologies and workflows. If you observe carefully, you can even detect it in their posture, in the way they approach their work and each other. As Sennett argues, as with Gladwell and Geoff_Colvin, motivation matters more than talent. The architect must imagine herself engaged with the model, the input of information no less an act of the imagination than the shaping of clay into new worlds for others to engage in and be inspired by. The architect has to find her inner, intelligent craftsman. If it can be reduced to a formula, as Arendt would have it,

bim = Animal laborans

BIM = Homo faber

where BIM enables integrated practice. The combination of speech and action the book calls for is the perfect prescription for integrated practice or IPD: architects working together with others, collaborating toward a common goal.

Sennett sees it differently and challenges his teacher’s definition of Labor as being too limited, slighting the practical man and woman at work, and offers a more balanced view – where thinking and feeling are contained within the process of making. Such is the student’s prerogative. Some architects complain that BIM – in being so fact-based and answer-hungry – makes them less creative, describing their work as “feeding the beast.” Here again we find Arendt’s Animal laborans, for whom the mind engages once the labor is done, and Sennett is right to push further.

When Sennett writes “leaving the public to ‘sort out the problem’ after the work is done means confronting people with usually irreversible facts,” and “engagement must start earlier, requires a fuller, better understanding of the process by which people go about producing things,” he could have been describing BIM, and IPD, the process it enables. IPD fulfills the promise and dictates of BIM just as Homo faber provides something for Animal laborans to aspire to.  

One of Arendt’s great themes is her sense of the decline of the public realm, the realm where action takes place. With the growing use of BIM, and through it integrated practice, architects once again have an opportunity to find themselves working in – and positively influencing if not creating – the public realm.