Tag Archives: architects

The Surprising Civility of Primal IPD

When we come one by one to the quadrille at the four-way corner, we are who we are at our best, bowing, nodding, and moving on.

Verlyn Klinkenborg

After you. No, please, after you.

Have you ever approached a 4-way intersection at precisely the same time as another driver and played that game of Who Goes First?

That’s precisely what happened the other day at a crossroads just outside of Chicago.

As will sometimes happen, an Architect, Engineer, Contractor and Owner pulled-up in separate vehicles to a 4-Way intersection.

It doesn’t matter what they were driving.

The Architect drove a Porsche 911.

But what they were driving doesn’t matter to the outcome of the story.

The Engineer in a pre-Ford Volvo, the Contractor was in a Ford pick-up and the Owner in a 700 series BMW.

So, as the architect’s custom-painted lobster red 2-door sports coupe Carrera revved its engine…

But it really, really doesn’t matter what they were driving.

Or that the owner picked-up his Beamer in ‘09 for $46,500. [Lucky bastard.]

What matters for this story is that, as would have it, they all arrived at the intersection at precisely the same moment.

And somehow had to come to an agreement on how they would proceed.

Fortunately, all four were present at the intersection – for while three were otherwise engaged with their iPods, two were texting and one was on their cell – they could all nonetheless see each other’s gestures, eyes and facial expressions.

Rules of the Road

Now, the default rule to establish the right of way at intersections – where you defer to the person on the right – doesn’t apply here since they were all right of each other.

The “person on the right goes first” rule would result in everyone moving forward at once. No good.

Normally, whichever vehicle first stops at the stop line has priority.

Rules of the road would tell you that if two vehicles stop at the same time, priority is given to the vehicle on the right.

If three vehicles stop at the same time, priority is given to the two vehicles going in opposite directions.

What about when 4 vehicles come to a stop at the same moment?

This is the really amazing thing.

You ready?

If four vehicles stop, drivers use gestures and other communication to establish right-of-way.

That’s it.

There is no way around it.

Gestures and communication.

Given all of the advanced technology available to us today – the fact that our vehicles are really just giant computer chips on wheels – the only way four people in modern civilization can proceed to move forward from such a situation is to…talk.

To each other.

Ideally, openly. Transparently.

And gesture. Communicating however one can manage.

For this is the new rule of the road:

You’ve got to go primal to proceed.

BIG IPD little ipd

In the past, the A, E and C would have deferred to the Owner to lurch forward into the intersection – to go first.

But that was before everything changed.

For today it sometimes feels like if you were to wait for the Owner to make the first move you might be sitting there, at the intersection, for a long while.

A long, long while.

And so others at the intersection – and this junction in time – are taking matters into their own hands.

They’re finding workarounds.

They’re finding ways to gesture themselves forward even if all the legal and contractual ramifications aren’t all hammered out.

For all four to proceed, it doesn’t matter who goes first, so long as someone does.

That someone has got to make the first gesture.

It’s all about leadership.

Primal leadership.

Move – do something – while keeping everyone informed, and the others will follow.

Call it little ipd.

In IPD, all 4 (AECO – count ‘em) arriving at the table day one of an Integrated Design project are all equals.

At the start – before the contracts are drafted and signed – in order to proceed, in order to move forward, they must defer to their higher selves. Their humanity.

While it is easy for the foursome to get caught up in legal language and a focus on contracts, it is best to think of the arrangement at first as a social contract rather than a strictly legal one, whereby each team member desires to maintain order and so subjects themselves to a higher order – or higher law – in order to maintain this order.

Before the team grows beyond its initial core, and everything gets all complicated, there’s a magical moment at the start of every project when the team members defer to simple etiquette.

Social etiquette.

The Four-Way Team

After the last post was inspired by a Neil Young song, it is only natural that this one references a Crosby Stills Nash and Young live album: 4-Way Street.

CSNY, a quartet, with their 4-part harmony. Working together, acknowledging the other players in the band.

CSNY, the first true folk-rock super-group formed by four guitar-playing singer-songwriters from other popular bands.

[David Crosby came from The Byrds; Stephen Stills and Neil Young came from Buffalo Springfield; and Graham Nash was a member of British pop band The Hollies.]

Much like the mix and match make-up of an Integrated Design team where it is more important that team members have BIM experience than the loyalty of a longstanding relationship.

And like OAC, they were originally a threesome: CSN.

AECO, where a quartet is more harmonious than an OAC trio, and the architect and engineer are distinguished and independent of one another.

For, when we come one by one to the quadrille at the four-way corner, we are who we are at our best, bowing, nodding, and moving on.

Afterword

Here I’ll repost in its entirety After You, a short essay from the New York Times and the source of this last quote, by our very own 21st century Emerson/Thoreau, Verlyn Klinkenborg.

Recently, I have been considering the four-way stop. It is, I think, the most successful unit of government in the State of California. It may be the perfect model of participatory democracy, the ideal fusion of “first come, first served” and the golden rule. There are four-way stops elsewhere in the country. But they are ubiquitous in California, and they bring out a civility — let me call it a surprising civility — in drivers here in a state where so much has recently gone so wrong.

What a four-way stop expresses is the equality of the drivers who meet there. It doesn’t matter what you drive. For it to work, no deference is required, no self-denial. Precedence is all that matters, like a water right in Wyoming. Except that at a four-way stop on the streets of Rancho Cucamonga everyone gets to take a turn being first.

There are moments when two cars — even four — arrive almost simultaneously. At times like that, I find myself lengthening my own braking, easing into the stop in order to give an unambiguous signal to the other driver, as if to say, “After you.” Is this because I’m from the East where four-way stops are not so common? Or do most California drivers do this, too? I don’t know. What I do know is that I almost never see two cars lurching into the middle of the intersection as if both were determined to assert their right of way.

I find myself strangely reassured each time I pass through a four-way stop. A social contract is renewed, and I pull away feeling better about my fellow humans, which some days, believe me, can take some doing. We arrive as strangers and leave as strangers. But somewhere between stopping and going, we must acknowledge each other. California is full of drivers everywhere acknowledging each other by winks and less-friendly gestures, by glances in the mirrors, as they catapult down the freeways. But at a four-way stop, there is an almost Junior League politeness about it.

And when the stoplights go out at the big intersections, as they do sometimes, everyone reverts to the etiquette of the four-way stop as if to a bastion of civilization. But there are limits to this power. We can only gauge precedence within a certain distance and among a very small number of cars. Too many, and self-policing soon begins to break down. But when we come one by one to the quadrille at the four-way corner, we are who we are at our best, bowing, nodding, and moving on.

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Switch or Stitch? A formula for saving the architecture profession, construction industry and maybe even the world

This post will introduce two concepts for bringing about much-needed change.

Switch

Switch: How to Change Things When Change Is Hard is the name of the new book by Chip Heath & Dan Heath authors of the serially successful Made to Stick: Why Some Ideas Survive and Others Die.

Stitch

Stitch is a metaphor invoked at a recent TED talk by REX founder and former OMA architect with REM, Joshua Prince-Ramus.

Switch

Architects know that they need to change.

They know by now that BIM, IPD and LEED will together help bring about the changes necessary for them to flourish as well as for their survival.

So why is change so hard?

Stitch

In the first 2 minutes of his TED Conference talk, Building a Theater that Remakes Itself recorded at TEDxSMU, Prince-Ramus summarizes the architect’s by now all-too-familiar back-against-a-wall predicament.

Switch

The book is a rich, fascinating read with a single important premise: our minds are driven by two, main components: one emotional and one rational.

The rational system is a thoughtful, logical planner.

The emotional system is impulsive and instinctual.

When these two systems are in alignment, change can come quickly and easily.

When they’re not, change can be grueling.

The Heath’s finding is of particular interest to me because the premise of my book – BIM and Integrated Design: Strategies for Practice (Wiley, 2011) – grew out of something GSA’s Charles Hardy heard someone say:

BIM is 10% technology and 90% sociology

In other words, BIM is 10% rational and 90% emotional

Architects I’m afraid are neither internally – nor externally – aligned.

In those situations where change is hard, is it possible to align the two systems?

Stitch 

In the TED talk, Prince-Ramus calls architects to the mat. In the opening moments he announces “It’s time for architecture to do things again, not just represent things.”

Switch

Chip and Dan Heath believe it is possible to align the two systems. 

In Switch they have made their game plan for change available to everyone in the hope that they could show people how to make the hard changes in life a little bit easier.

If you are searching for a framework to think through current BIM, IPD or LEED change efforts Switch is the book to read.

The authors present a 3×3 approach for helping the reader to initiate change:

SECTION ONE: DIRECT THE RIDER
i. Find the Bright Spots
ii. Script the Critical Moves
iii. Point to the Destination

SECTION TWO: MOTIVATE THE ELEPHANT
i. Find the Feeling
ii. Shrink the Change
iii. Grow Your People

SECTION THREE: SHAPE THE PATH
i. Tweak the Environment
ii. Build Habits
iii. Rally the Herd

and
iv. Keep the Switch Going

Nothing compares with reading the book, especially when 50%_off. Once you have you can explore some of the free resources here.

Stitch

Prince-Ramus talked about the state of architecture and architects today. “We are for decorative purposes only. Now who do we have to blame? We can only blame ourselves. Over the last 50 years the design and construction industry has gotten a lot more complex and litigious. And we architects are cowards. And so as we have faced liability we have stepped back and back. Unfortunately where there’s liability there’s power. We have found ourselves in a totally marginalized position way over here. What did we do? We’re cowards – but we’re smart cowards. We redefined this marginalized position as the place of architecture. And we announced, ‘Hey, Architecture, it’s over here!’ We’re going to concede control of processes. And we’re going to do something that is horrible for the profession. We actually created an artificial schism between creation and execution. As if you can create without knowing how to execute and execute without knowing how to create. Now, something else happened. And that’s when we began to sell the world that architecture’s created by individuals creating genius sketches. And that the incredible amount of effort needed to deliver those sketches for years and years and years is not only something to be derided but we would merely write it off as execution. So what do we architects need to do?”

Switch

In the main metaphor for the book, the Heath brothers liken the emotional mind to an elephant and the rational mind to a rider. The elephant’s sheer force results in it directing most of our behavior, while the rider is often passively on top thinking he’s steering.

Readers will recognize this metaphor from Jonathan Haidt’s brilliant and brilliantly-written, The Happiness Hypothesis: Finding Modern Truth in Ancient Wisdom, whose main hypothesis is that people make decisions with their gut and then use their brains to rationalize those decisions.

Three components of a successful change initiative are presented: Direct the Rider, Motivate the Elephant, and Shape the Path.

In each of the three components, three primary actions are recommended.

Architects are used to justifying their elephant-like ideas by appealing to their client’s rider, and to a lesser extent, by appealing to their elephants.

Stitch

Prince-Ramus: “We need to stitch back creation and execution. And we need to start authoring processes again instead of authoring objects.”

Stitch: How to Mend Creation and Execution, Architecture and Construction, Architects and Contractors.

Joshua Prince-Ramus believes that if architects re-engineer their design process, the results can be spectacular.

Switch

The Rider (i.e. our rational side), the Elephant, (i.e. our emotional and instinctive side) and the Path (i.e. the surrounding environment in which change initiatives will be conducted).

The challenge is to direct the Rider, motivate the Elephant, and shape the Path to make change more likely.

“No matter what’s happening with the Rider and Elephant…If you can do all three at once, dramatic change can happen even if you don’t have lots of power or resources behind you.”

Stitch

At the 5:25 mark of his talk, Prince-Ramus asks: “If we are so good at our craft, shouldn’t we be able to conceive of an architectural manifestation that slides seamlessly through the project’s and the client’s constraints?”

This is the challenge that he poses for architects, firms and the profession.

Now that we know how to go about change, are we up for the challenge?

Switch

There will always be those who would rather fight than switch. I suspect that there are some readers of this blog that would count themselves as fighters.

For everyone else, near the end of the book the Heaths summarize how to make a switch.

“For things to change, somebody somewhere has to start acting differently.”

Will it start with you?

“Maybe it’s you, maybe it’s your team. Picture the person (or people). Each has an emotional Elephant side and a rational Rider side.”

Which should I appeal to?

“You’ve got to reach both. And you’ve also got to clear the way for them to succeed.”

This is what is needed now from our leaders in the profession and the industry.

This is what is needed now to save the architecture profession, construction industry and maybe even the world.

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The Way Out is the Way Through

Happy architects are all alike; every unhappy architect is unhappy in his own way.

-          with apologies to Leo Tolstoy and Anna Karenina

Architects complain that contractors and owners are positioned to benefit from utilizing Building Information Modeling (BIM) and Integrated Project Delivery (IPD) but that architects are not.

It is clear that owners and contractors benefit from BIM and IPD. That there are fewer RFIs because the technology detects clashes before they occur in the field alone should be reason enough to convince owners and contractors that it is to their benefit to work collaboratively in BIM. But there is more – cost estimating done in advance, value engineering on the fly – the list of benefits seems to get longer every day. So who wins?

The owner wins. And to a lesser extent the contractor wins as well.

What about the architect?

No so much.

Architects complain that they have to do a lot more work up front, often hourly at-cost – and do work that they normally would do later in the process, and get generously compensated for.

So what are architects in it for? What do architects hope to gain by going down the BIM and IPD path?

Who benefits?

We were warned at the outset that none of us would get rich (nor become Frank Lloyd Wright.)

We went into architecture originally to be professionals – and somewhere along the way we were wooed by the prospect of making money. Yes, we need to survive and not be victimized, take-on needless responsibility and risk without opportunity for reward or recompense.

But the truth is if we work hard and do a good job it will be recognized – perhaps not on this project but the next.

We are motivated to do a good job – not by extrinsic rewards but rather by the promise of rewards more intrinsic.

But then the money’s doled out and we cry foul: the contractor and owner see all the benefit.

First we must realize that this is not true. We always did more work than we were compensated for. Today, with BIM, LEED and IPD, is no exception.

To empower ourselves – right now, at this moment in time – we need to do the work, earlier in the process, upfront, and yes maybe more of it than we’d like.

What’s the value proposition? We ask, despite the fact that if we were honest with ourselves we’d have to admit that the words – “value proposition” – weren’t even in our vocabulary a few years ago.

The value – and benefit – will come. It will come when

1. We first value ourselves and our own contribution and our own people. If you don’t value yourself and your people how can you expect others to?

2. Do the hard necessary work. Communicate with the contractor – what is needed for their model to be worthy, useful? Talk to your attorney and insurer – identify where they are willing to give a bit – and take it.

3. Be the ultimate professional you are capable of being. Be fun to work with – yes, fun. Be someone others want to work with. They will come to you again as much for the experience as for the sheer joy you create in others.

4. Identify the things you can leverage – your permitting ability, your political connections or clout, your experience and insights.

So for now, you may not get rich like the contractor or like the owner, but…do it anyway.

“80 percent of success is just showing up” — Woody Allen

Do it anyway? That’s right.

But what’s in it for us architects?

1. You’ll stay in the game.

2. You’ll be the first others think of when things pick up.

3. You’ll gain valuable experience working with BIM and related technologies and the collaborative work processes enabled by them.

4. Perhaps most of all, you’ll be perceived as being easy to work with.

So in the meantime – no matter the answer – do it anyway.

While the answer is being worked out – you’ll be at the game, at the show. It will go a long way to prove yourself a team player. And that in itself, in this economy, in these crazy times, is something, not nothing.

That you’re in it for more than obvious financial gain will become apparent to all and appreciated by a few.

For now, for the time being, do it anyway.

Balky Architects

But they won’t praise us.

Do it anyway

The extra effort won’t be appreciated.

Do it anyway

It’ll just give us additional exposure we don’t need.

Do it anyway

It’s not our responsibility.

Do it anyway

They say they’ll just use another firm if we balk.

Do it anyway

They say we won’t get any more money because we should have been doing this all along.

Do it anyway

The Way Out for Architects is the Way Through

As much as you might like to, you just can’t avoid it. You can’t resist it. No, you can’t sit this dance out. You have to go through with it. You have to play to win. And if you play nicely, with a good attitude and a positive mindset from the outset – all the better.

The way out is the way through. There is no other way.

Not around. Not under. Not by standing still until 9you hope) it goes away.

There are no workarounds for architects in the Game of BIM, LEED and IPD.

You have to show to play. And you have to play to win.

Being obstinate won’t work. Blocking, playing hard to get, holding back, balking, withdrawing, thwarting, resisting or retreating – none of this behavior will work. There is only one thing that will work right now, today.

Give Unconditional Architecture

Author Kent M. Keith was a Harvard student in the 60s when he first wrote “The Paradoxical Commandments,” a manifesto about doing good in a crazy, ungrateful world. These commandments have been quoted by the Boy Scouts of America and discovered in Mother Teresa’s children’s home in Calcutta. They’ve taken on a life of their own and are the basis of his repackaged and expanded book Anyway: The Paradoxical Commandments: Finding Personal Meaning in a Crazy World available for a penny, .01 cent, here.

What architects need most to do is to do the right thing.

Architects need to do good, right now, in a crazy, ungrateful world.

The Architect’s Paradoxical Commandments

1. People you work with and for are illogical, unreasonable and self-centered.

Serve them anyway.

2. If you do good, contractors will accuse you of selfish ulterior motives.

Do good anyway.

3. If you are successful, you will win false friends and true enemies.

Succeed anyway.

4. The good you did yesterday will be resented today and forgotten tomorrow.

Do good anyway.

5. Honesty and frankness make you appear weak and vulnerable.

Be honest and frank anyway.

6. The biggest architects with the biggest ideas can be shot down by the smallest clients with the smallest minds.

Think big anyway.

7. People favor underdogs but follow only top dogs.

Fight for a few underdogs anyway.

8. What you spend years building may be shelved or even destroyed overnight.

Design and build anyway.

9. The public and users really need help but may attack you if you try to help them.

Help them anyway.

10. Give the world the best you have and you’ll get kicked in the teeth.

Give the world the best you have anyway.

- with apologies to Kent M. Keith

Until there is a clear advantage for architects – Do It Anyway

I was talking with a colleague the other day – she has been looking for work for some time and said that the basic attitude out there in the job-hunt warzone is:

“No BIM, no LEED, no interview”

Imagine a sign on the office door that reads:

No BIM

No LEED

No interview

You may not have a shirt on your back – and your shoes may be in ill-repair – but you can have these. BIM , LEED and IPD – or BIM and Integrated Design, for short.

You know the sign that reads: No Shirt, No Shoes, No Service?”

BIM is the shirt on our backs.

LEED and IPD each of our shoes.

We’re not too far off from being turned away from RFQs and RFPs and, yes, from interviews:

No BIM

No LEED

No interview

There are a lot of reasons to learn BIM. And a lot of reasons to study and take the LEED exam.

Not fall behind, to remain competitive, to stay sharp, to help our clients achieve their goals,to help make the world a better place for all (need I continue?)

I have in my time been accused of being an architect. And, by association, idealistic.

I suggested the other day to a colleague in my network that there was a dollar amount above which was unnecessary for me to make to be satisfied, fulfilled and happy. And that person called me an idealistic architect.

And in doing so he was being redundant. Idealistic defined here as foolhardy, unrealistic and lacking any business sense.

And architect?

Doesn’t pay what I’m worth? I don’t care – I do it anyway.

There are lots of reasons NOT to do these things

No time

No money

No motivation

Helpless

Pointless

Too many people out there competing for the same positions

There are no jobs…

All excuses

No time?

Do it anyway

No money?

Do it anyway

No motivation?

Do it anyway (the most important writing advice I have ever been given? 3 words: Butt in seat)

Feel helpless? You are not your feelings. The feeling will pass.

Do it anyway

What’s the point?

Do it anyway

Too many people out there competing for the same positions.

Do it anyway

There are no jobs!

Do it anyway

You get the point…Do it anyway

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