Doing Small Things for Small People

When I began my architectural internship many years ago while an undergraduate at the University of Minnesota, I worked for a talented architect named Tom Gardner. His firm, Gardner Architecture, was located in Strawberry Point, Iowa, a small town in the northeast corner of the state. Like 79% of the members of the AIA, the firm had less than 10 staff. Tom was the sole architect. The firm is in a small barn that Tom renovated on his rural property — a really spectacular and inspiring place to practice architecture. Gardner Architecture developed quite the reputation for producing terrific buildings for small rural communities — libraries, fire stations, community centers, school additions, day care facilities, and visitor’s centers, just to name a few. The firm’s work might be described as simple or unassuming, much like the communities in which it practices. The spaces and buildings that the firm designed were not elaborate, they did not make you feel uncomfortable or make you question your surroundings. Rather, they made you feel comfortable, they were warm and welcoming. Tom had a unique ability to relate to clients from all walks of life who were sophisticated in their own ways but were involved in perhaps their only interaction with an architect in their lifetime. Tom once told me, “I do simple things for simple people. That is what architecture is about.”

I often think of Tom and my time with the firm, but upon receiving word this morning of Tom’s passing, at a much too young age, I have found myself again pausing to reflect on the lessons he taught me, and the lessons that our mentors taught us every day. Firms like Gardner Architecture create incredible insertions into the fabric of our small towns, creating communities that are enlivened and hopeful for their future. Working with communities of just a few thousand people — if that big — to raise funds for a new public library that might cost $1 million dollars. This may not seem like a lot of money, given the scale at which some practices work. But to a community of 2,000 people, that impact and sense of pride and accomplishment manifest in a building created an energy and hopefulness for the future.

Tom was also a firm believer in the power of the mentorship. He trusted his staff and challenged them to reach higher. My second day working at the firm he sent me to work with a group of community members who had formed a non-profit to create an African American historical and cultural museum. These hard-working men and women were passionate about preserving their heritage and yet for years had struggled to secure funding and support for their project. And Tom was their architect. They didn’t have the money to pay the firm, so we didn’t bill them. It wasn’t seen or thought of as pro-bono work — it was simply the right thing to do. During my two years working with the firm, this group became my client, and I worked with them on the most basic of ideas and struggles to strive toward success. I had Tom’s unwavering support and counsel. His passion for his work was remarkable.

Sometimes we get caught up in the struggles of the profession or the affect on globalization, issues of mergers and acquisitions or the effect of the economy on our practices. We wonder, dream, and hope for new models of practice in a sustainable, carbon-neutral world. And yet, there are small communities across our country — much less globally — that need the most basic of architectural interventions.

The loss of Tom to the communities he served is significant. And yet, he transformed the lives of thousands of people, one small project at a time. “Doing small things for small people. This is the power of architecture!” Thank you Tom for your mentorship - you will be missed.

Toward a Collaborative Future

A few weeks ago, I attended the AIA Northwest/Pacific Regional Conference in Anchorage, Alaska, and participated in its first Leadership Institute. The leadership institute was made up of about 20 students and young professionals from Washington, Montana, Oregon, and Hawaii. This remarkable group of young leaders spent two days discussing characteristics of leadership and how we as architects — or future architects — can contribute our talents to the betterment of the built environment. Among the many leadership characteristics that the group discussed and began to dissect, one rose to the top as particularly germane to the challenges facing our future — and the opportunities architects have to lead this future.

The group identified a key attribute for leaders — both present and future — to be collaborative integrators of information and perspectives. The reasoning for this should be apparent, so I won’t elaborate further, as we spent time not discussing why this was important, but rather are we really? We talk about the architect being the person at the table who can bring various view points together. We believe that the design process is inherently collaborative, and the architects as “master builders” are the rightful leaders of this collaboration.

As necessary as it is for the future, are we training the next generation of professionals — or current professionals for that matter — to be facilitators and communicators among various groups with different interests? Are we truly good communicators or collaborators?

Schools across the country are getting better about teaching collaboration through the design process — the Solar Decathlon set to open in Washington, D.C., this weekend is a perfect example. Leading firms are offering professional development courses in collaboration and communication for staff, particularly to those talented individuals identified as future leaders of their firms.

If architects and designers wish to assume the role of the visionary and collaborative leaders best equipped to improve the future condition of our communities, it is time we stop giving lip service to these issues. A sustained, focused effort is needed by firms, institutions, and professional organizations to strengthen the focus on leadership and building the skills necessary to assume these roles. We are making baby steps, but I believe it is time for a few leaps forward!

A Time for Leadership

I recently have been rereading “Building Community:  A New Future for Architecture Education and Practice” — more commonly known as “The Boyer Report” — written by Ernest Boyer and Lee Mitgang. This project, led by the Carnegie Foundation in partnership with the AIA, AIAS, NCARB, ACSA, and NAAB, was initiated in 1987 and published in 1996. Many of the profound observations made by the report are as applicable today as they were 15 years ago. I believe that as a profession we still have a long way to go in addressing, much less meeting, the charges set forth by the authors. It is in many ways disheartening that we have failed to deal with these vital issues as a profession and yet slightly encouraging that the same issues remain at the forefront of discussions in many leading institutions and professional practices across the country.

I have been particularly struck by the last of the seven goals set forth by the authors, that of service to the nation. This motivational section takes a  profound look at the role architecture and design can have in the creation of better neighborhoods, communities, and nations. As the authors so eloquently state,

In this time of continued uncertainty for our profession and for our planet and its people I believe it is time for us to step forward into the role that Boyer and Mitgang challenge us to achieve — that of vocal and knowledgeable leaders. Now more than ever, the vision and talents of our profession are needed in our communities. Design thinking can and should be at the forefront of decisions we are making about our future. Rather than sitting on the sidelines hoping that the past returns or bemoaning the current state of affairs, we — collectively and individually — must lead. We can contribute greatly to the discussions. I firmly believe this is the opportunity our profession has been looking and waiting for. It’s time for leadership!

If We Believe in Our Future, It’s Time for Action

In his recent blog post, Scott Simpson states that, “Over the next five years, the A/E/C industry will undergo a profound transformation.” Simpson asserts that the leading drivers of this change will be BIM, IPD, and LEED. I believe quite strongly that Scott is right but would argue the transformation is upon us rather than something that may or may not occur in the future. In his post, Simpson summarizes just a few of the reasons why building information modeling (as a tool) and integrated project delivery (as a process) are changing the way leading firms and sophisticated clients across the world are doing business. According to ongoing research done by the Greenway Group for the Design Futures Council, these are among the most important trends driving the ongoing revolution of architecture and design.

However, if we are to believe in our own future, as the title of his post suggests, it is time for serious action on the issue. Rather than focusing on tools for execution, I believe the profession and, perhaps most important, our academic institutions should begin to greatly enrich the focus on collaboration and leadership in the creation of designers and architects. As the A/E/C industry goes through a powerful redefinition of relationships in the coming years, the architectural profession has the opportunity to assert leadership and design thinking, which will both have increased relevance to our clients and the design and construction process.

Simpson says, “With IPD, all the brainpower in the room can be focused like a powerful lens on the problem at hand.” However, as the state of affairs in the halls of the United States Congress reflects, lots of brainpower focused in one place does not always lead to powerful solutions. What the IPD process needs to be successful and truly transformative is leaders who can enhance discussions and successfully encourage all team members to work toward common goals. Most architects have never received any formal leadership education — an unfortunate outcome of the priorities of architectural education in most institutions. However, architectural education and practice does create great skill in understanding complex relationships. With focus and coaching, architects can serve as the facilitators of these integrated teams to create truly remarkable outcomes.

I believe that the firms and institutions that focus on developing and enhancing leadership characteristics in their staff and students, promote collaboration, and provide stimulating environments that foster design thinking are best situated to lead the profession — both now and in the future. To this end, academia, firms, and the profession as a whole must renew our focus on the importance of leadership and collaborative skills and devote meaningful time and resources to their development. It is these skills, along with an increasing awareness of the power of design thinking, that will lead our industry forward in the future, but we cannot wait for them to happen organically. It is time for action!

Let’s Believe in Our Own Future

Scott Simpson

While no prediction is ever 100 percent correct (including this one!), we do know this: Sooner or later, the current recession will subside. When it does, things will be different. The conditions that existed between 2003 and 2007, which created unprecedented prosperity worldwide, will not be returning. It follows that the successes of the future will not look like the success of the past.

Over the next five years, the A/E/C industry will undergo a profound transformation, powered by the three primary game-changers of building information modeling (BIM), integrated project delivery (IPD) and Leadership in Energy and Environmental Design (LEED). BIM is a technology, IPD is a process, and LEED is an attitude. Individually, each is very powerful.

Together, they combine to exert huge leverage for change. All three are at the tipping point; there is no turning back.

BIM provides a way to connect the silos of expertise that have traditionally divided the design and construction process. The increased transparency of who does what makes the interdependency among all the key team members painfully obvious. The traditional model of design/bid/build promotes a culture of self-defense, with each player on the team incentivized to consider individual interests first and team success second. With BIM, this is no longer possible; it creates a whole new sociology of design. Ironically, BIM promotes both creativity and predictability in equal measure. It’s a powerful design tool yet equally adept at demystifying design documents, bridging the gap between design intent and project execution from conception to creation.

IPD takes this a step further, substituting a single, inclusive contract that aligns the interests of the owner, architect, and construction manager. What a concept! The benefits are as obvious as wheels on luggage. IPD invites a whole new approach to decision making. Since IPD represents a truly integrated team, all the key players are at the table from day one. The traditional sequential approach no longer applies. With IPD, all the brainpower in the room can be focused like a powerful lens on the problem at hand (much as parallel processing does for computing), which leads to better, faster, and more creative solutions every time.

LEED symbolizes a profound social and political shift from an economy based on consumption to one based on the wise stewardship of shared resources. In the past, the winners were the ones who made the most or consumed the most. With sustainable design, values have shifted 180 degrees, inspiring us to ask how we can do more with less. Over the useful life of a building, even small improvements in energy use, water consumption, and air quality create huge benefits. Sustainable design is like BIM and IPD in that it forces us to recognize our interdependency — no one can win unless everybody wins. It creates an unbreakable bond of mutual interest.

As we consider what’s next, it’s important to keep in mind that design is both a noun and a verb — a thing as well as process. It’s also about creating value. As currently configured, the A/E/C industry is acknowledged to be hugely inefficient. About 37 percent of all construction materials end up as waste, some 30 percent of all projects do not meet budget and schedule, and more than 90 percent of clients believe that design documents are insufficient for their intended purpose.

A conservative estimate is that of the $1 trillion spent on construction each year, $300 billion is wasted. But here’s the good news: We can view that waste as a resource. By using new technologies, processes, and attitudes (BIM, IPD, and LEED), the waste can be re-deployed, funding innovation. The result will be better, healthier buildings, constructed faster, for less. Everybody benefits — owners, architects, constructors, and the public.

This is a natural and inevitable outcome of the post-recession economy, which will demand a new accountability for value creation. The downturn imposed a certain discipline. It made us much more cognizant of what we do, how we do it, and what we spend. Viewed correctly, this discipline, which seemed harsh at first, is actually refreshing. It opens the doors to new ideas, and as designers, ideas are our stock in trade. Going forward, we should behave as if we believe in our own future. The rest will follow.

Does our future depend on our response? Or is the future our response?

The last few posts I have written have begun talking at a very limited level about some challenges and opportunities that lie ahead for the design profession. In my research and coursework at the University of Washington, my work with the Greenway Group, and my time serving in various capacities within the AIAS and AIA, I have developed an interest in not only the future of architecture and the momentous, dynamic change in the coming years, but in particular the role that young professionals play in this change. In the words of American inventor and electrical engineer Charles Kettering, “My interest is in the future because I’m going to spend the rest of my life there.”

The list of challenges that face us seems daunting — the dire need to address global climate change and the impacts it will have on our society; an increasing disparity between the wealthiest and poorest societies and individuals; water shortages both here in the United States and abroad; and most immediately, the need to begin fixing a broken global economic model. These are all issues that we as architects and design professionals can begin to address in partnership with communities and governments across the globe. We are creative problem solvers! Now more than ever, it is time to use the spatial thinking that is integral to our disciplines to develop creative solutions to address global issues.

At the same time, we are facing — and will continue to face — challenges in the profession. How will we respond to meet the 2030 Challenge of carbon neutrality? How will we put aside differences of the past and form integrated, interdisciplinary teams which redistribute risk and reward in new ways in better service to our clients — and creating better design in the process? How will we adapt to technologies that allow this to happen? How might we explore new means and methods of construction to create innovation? I believe that these are all issues we must come together as professions to face.

Not only are firms attempting to respond to these larger issues, but they are facing unique challenges. The global economic contraction certainly has had a short-term impact on firms — and will have either a positive or a negative long-term impact depending on how they utilize this opportunity. This is an opportunity to create a new reality, rather than simply hunkering down and thinking the last few years will return.

Most important to me is the issue of leadership. Firms (and the entire country for that matter) are reaching a generational precipice. Many partners, leaders, and most experience practitioners (baby boomers) are hoping to retire within the next 10 years. The next generation (Gen X) is a much smaller generation demographically, both in the United States as a whole and within the profession. However, the Millennial generation (those roughly 30 and under) is almost as large as the boomers. The characteristics and passions of this generation present the opportunity to truly change the state of our planet, our profession, and our firms. In the coming weeks and months, I hope to begin sharing some of these characteristics as I continue to search for and develop ways that firms are or can in the future capture this passion to create a new, dynamic profession. I welcome thoughts, ideas, passions, questions, and concerns as I explore how we can begin to tackle the challenges ahead.

Innovation: A Strategic Imperative

In an April 2008 interview published in The McKinsey Quarterly, Pixar’s Oscar-winning director Brad Bird speaks about the strategic imperative of involving his staff, particularly those outside the traditional decision-making circle, in creating innovative strategies for success. “I would say that involved people make for better innovation,” he states. “Passionate involvement can make you happy sometimes, and miserable other times. You want people to be involved and engaged. Involved people can be quiet, loud, or anything in-between - what they have in common is a restless, probing nature: ‘I want to get to the problem. There’s something I want to do.’”

It is this sense of involvement in creating an innovative culture that world-class firms are beginning to embrace in the A/E/C industry. Ranging from design teams composed of individuals with diverse backgrounds of varying levels of experience to cutting-edge approaches to integrated project delivery - and everything in between - firms are only beginning to explore the fringes of what innovation truly means. In fact, I would argue that many firms that position themselves as innovative are in fact creating change, not innovation.

I believe that true innovation causes meaningful transformation from a social, economic, or process perspective. Programs such as Public Architecture’s, The 1%, and Architecture for Humanity, have created innovative approaches to addressing the social impact architects and designers can have on individuals and communities. Firms such as KieranTimberlake continue to explore innovative means of construction and fabrication through a dedication to research and development outside of the traditional architectural realm.

As the economic condition remains grim for the coming months, leading firms are using this time to reexamine current practices and position themselves to become true innovators within the marketplace. They understand that to be competitive in both a down economy and the new economy that will emerge, it is strategically essential for not only to embrace innovation but to practice it. They realize that to attract and retain the best clients and the best staff, they need to create an internal culture that fosters innovation.

Fortunately for professional practices, academic institutions across the country continue to explore, discuss, teach, and research truly innovative means and methods of representation, design, construction, and professional practice. Their graduates have begun to develop resources and knowledge about innovative practices and projects across the globe and are anxious to explore these in the framework of the reality of practice - even if this practice doesn’t look like the practice of today. Young leaders - and potential leaders - in firms struggle to find a balance between their personal desire to innovate and a healthy respect for and desire to learn about the realities of professional practice. While many of them are beginning to see the strategic imperative to innovate, they are often not in a position to lead this type of meaningful change in the culture of a firm.

If the leaders of professional practices see the strategic imperative of becoming innovative partners with their clients in the future, they will also begin to see the necessity of engaging young professionals in this change. These young professionals will lead transformation and innovation; there is no doubt about it. The choice is where they lead it. Is it your firm or somewhere else?

Design Demographics in a New Profession

In the most recent issue of DesignIntelligence, the Greenway Group and the Design Futures Council identified the 25 Trends Transforming Architecture and Design Practice (http://www.di.net/news/archive/2977/). While some topics such as economic instability and sustainability clearly rose to the forefront, other pieces of equal importance to the future vitality of the profession also became increasingly clear. Of particular interest to my research and work is the trend “Design demographics shake out.”  This trend stresses, “The cyclical economy of the design and construction business will stall the careers of Generation Y and threaten the entrepreneurial spirit of Generation X.”  As I met with firms across the country in 2007 and early 2008, quite often time was spent focusing on the talent shortage they faced.

More recently, as the economy put increasing strain on many firms, the conversation has changed from talent shortage to staff reductions. In some cases, this has caused firms to be forced to part with potential future leaders of their firms. As the economy begins to rebound, I believe firms will find the shortage of talent has grown deeper. While there will certainly be professionals in the marketplace who have lost their jobs, firms will also have found an increasing number of recent graduates and young professionals will have continued to pursue alternative career paths.

Perhaps most important, as the editors of DI point out, there is danger on the horizon: “Too few potential leaders are being mentored to meet the demands of the design professions in the next 10 years.” For firms and their leaders who use the slow economy as a time to reinvent themselves, the future is bright.  Firms that believe the status quo will allow continued growth and success in the profession of tomorrow face uncertainly and risk becoming increasingly marganilized.

Students and young professionals will continue to seek firms offering mentorship and opportunities for growth in ways that recognize growing generational differences. They will push firms to innovate and grow in ways we can only begin to imagine. While times are currently challenging, the horizon looks increasingly bright for innovation and attracting top talent!

Design: A Multiplier of Opportunities

Here’s the real deal: While the economy for architects and designers will be down about $7 billion over the next 12 months, there will still be nearly $30 billion spent on professional services in 2009, with an expected uptick in 2010.

You don’t need to be one of this year’s victims. You can lead and participate in the shift from private to publically funded projects, and you can lead the shift to relevancy in a changing market context. You can lead success.

Yes, there is plenty of strategic optimism if you want to find it.

5th annual Leadership Conference on Design Strategy, Innovation, and Change

For instance, I’ve just completed the Design Futures Council’s 5th annual Leadership Conference on Design Strategy, Innovation, and Change held in La Jolla, Calif., at La Valencia Hotel. This was a small and powerful conference. We had a full veranda room of 45 leaders perfectly fitted at round tables overlooking the Pacific Ocean. Participating firms constituted a real Who’s Who of successful leaders in our industry. And they are gearing up for even more success this year. Leaders came from HKS, Autodesk, OWP/P, DLR Group, Cannon Design, NBBJ, Mortenson Construction, Staffelbach, MulvannyG2, Chamberlain of Canada, CEDIM of Mexico, Hanbury Evans, Rice University Facilities, Carnegie Mellon, HMC, HDR, Sasaki, Devenney Group, Hettema, and 25 more. What a great diversity of leadership angles this group possesses and is willing to share!

In fact, it was one of the most dynamic, high-energy, and passion-filled rooms of people I’ve been inside in a long time. Each session provided a candid and comprehensive look at how to succeed in architecture and design – ranging from small creative firms to large institutions. Speakers were not only solid but scored an average evaluation of 9 out of 10 as they presented step-by-step real-life examples and tell-it-like-it-is information in context with today’s challenges.

Renee Cheng

I would especially like to thank psychologist Richard Farson, educators Laura Lee and Renée Cheng, architects Markku Allison, Phil Bernstein, and Scott Simpson. Our intern and associate Jonathan Bahe along with author Scott Simpson co-presented a session on growing practices (even in today’s economy) and establishing goals and turning ideas to actions. Their research is fresh and compelling. We also had a wonderful case study by architect Randy Peterson, the CEO from HMC.

I’ve learned that networks really do work to the degree that you’re in a strong one. At the risk of sounding promotional, the network of leaders at the conference proved to be exceptional. I was encouraged by their voices. Theirs was a sober – yet never dark – story.

Now, we’ll be looking at the markets through a changed economic lens. Moreover, we’ll be appreciating the reasons why design will win in the future. It’s not just an asset but will also be a multiplier of opportunities.