Tag Archives: T-shaped people

Taking BIM and IPD to Task

Making BIM Beyond Boundaries Actionable

In my recent piece in DesignIntelligence, BIM Beyond Boundaries, I argue for widening our outlook and reach as we deepen our skills.

No doubt, a somewhat unpopular stance today.

In the article I am not suggesting that designers, architects and managers abandon their expertise:

  • Project designers can always deepen their skills.
  • Project architects can always improve their technology chops and knowhow.
  • Project managers can do the same for their leadership skills.
  • And others can improve their specialties.

What I am suggesting is for you to spend the next 90 days branching out.

Looking at new ways to work and practice effectively with your teammates.

So often these thought pieces remain just that – saved in our hard drives or on our nightstands – but seldom put into use.

Here, in this post, I unpack some key points from the article BIM Beyond Boundaries.

And make some suggested next steps that you can take based on the prescriptions made in the article.

Think of it as a way of taking the article to task – by making the content actionable.

Avoiding the typical response to feel good articles by answering the question: What now?

What follows are some suggested resources, activities and links to use as action items as you build your breadth as well as depth.

Skim the bullets below, find one that captures your attention and start expanding:

  • Form an informal group. Meet to discuss ways your firm can collaborate and partner
  • Bring other professionals into the office for lunch-and-learns – not just sales reps
  • Form a mastermind group in your firm and hold each other accountable for change items

“Opting for depth over breadth of expertise is a false choice that will lead individuals, organizations, the profession, and industry in the wrong direction.”

  • Apply the concepts from Daniel Goleman’s bestseller, Emotional Intelligence, into your workplace
  • Assign chapters and meet at lunch to discuss the book
  • Start here then apply it to leadership EQ
  • Read a book on social intelligence such as Social Intelligence: The New Science of Human Relationships or Social Intelligence: The New Science of Success

“Several forces are converging to create an unprecedented and timely opportunity for organizations that have embraced building information modeling (BIM). These forces — including the rise of the expert, the growing complexity and speed of projects, and BIM’s increasing recognition as an enabler, catalyst, and facilitator of team collaboration — also present significant challenges that can be overcome with the right approach and mindset.”

  • Expertise today requires change and growth, not retention of facts. Read Carol Dweck’s Mindset: The New Psychology of Success for a thorough understanding of the difference between a fixed and growth mindset
  • Identify those within your organization with a fixed mindset and determine their likelihood of working towards one of growth
  • Aim to make all of your key personnel those with growth mindsets
  • Consider applying ideas from Building Expertise: Cognitive Methods for Training and Performance Improvement to your organization’s learning initiatives
  • Consider joining  and participating in discussions on what it means to be an expert, among others, at the KA Connect LinkedIn group.

“At one time, being an expert meant knowing more than one’s competitors in a particular field. Firms that reinforced their expert culture hoarded information, which resulted in silos of expertise. Today, many firms are looking to hire people perceived as building and software technology experts, shortsightedly addressing today’s needs at the expense of tomorrow’s.”

  • Not all positions require the applicant to be an expert. See, for example, Why I Will Never, see Ever Hire A “Social Media Expert”

“Due to the speed and complexity of projects, we do not have time to acquire knowledge the old way — slowly, over time, through traditional means.”

  • Familiarize yourself with  the concept of “wicked problems”
  • Familiarize yourself with the concept of ‘design assist’ and other ways to tackle fast, large-scaled and complex projects
  • Access answers and best practices through online discussions and social media

“Being an expert is no longer about telling people what you know so much as understanding what questions to ask, who to ask, and applying knowledge flexibly and contextually to the specific situation at hand.

“Expertise has often been associated with teaching and mentoring. Today it’s more concerned with learning than knowing: less to do with continuing education and more with practicing and engaging in continuous education.”

  • Read the important new book, A New Culture of Learning. By exploring play, innovation, and the cultivation of the imagination as cornerstones of learning, the authors create a vision of learning for the future that is achievable, scalable and one that grows along with the technology that fosters it and the people who engage with it.
  • Give copies of the book to key colleagues and meet to discuss concepts and ideas with the intention of applying them to your organization.

“Social media presents the would-be expert with both opportunities and challenges. Working with the understanding that somebody somewhere has already done what you are trying to do, design professionals, like agile technology experts, can find what they’re looking for by tapping into their networks and aggregating the responses. Conversely, due to the rise of social media, virtually all anyone has to do today to be considered a technology expert is to call themselves one. Because social networks allow people to proclaim themselves experts, it can be hard to know who to turn to, resulting in the rise of otherwise unnecessary certifications.”

  • Apply what you’ve learned via ideas from the book The New Social Learning: A Guide to Transforming Organizations Through Social Media.

“To grow one’s professional reputation, expertise in BIM counter-intuitively requires unlearning, detachment, collaboration, and developing both deep skills and broad interests.”

“We tend to cooperate conditionally, responding to the behavior of others.”

  • If you haven’t done so already, read the blog post ‘Unlearning to Collaborate’
  • Take a look at Why We Cooperate by Michael Tomasello for a better understanding of how we all start out as collaborators and unlearn these behaviors along the way  

“As we grow in our careers, we tend to focus more on people issues and less on technology.”

  • When you consider your own career, does this sound accurate? What implications might this have in terms of how you focus your attention and time in the future? What can you start doing now to prepare?

“Achieving higher levels of BIM use — including analysis, computation, and fabrication — requires skills and a mindset that allow us to work productively and effectively in a collaborative setting.”

  • Many firms that have adopted and implemented BIM software solutions have not used the technology or process to their greatest advantage. To do so not only requires familiarizing yourself with these higher uses – but working more collaboratively with others on the team.
  • If you – or your organization – have not already done so, make the commitment to take-on BIM’s higher uses in the next 6-12 months.
  • Invite local experts who have used BIM for analysis, for sustainability, for fabrication to come to your office to give a demonstration. Or better yet, request and invite and make a visit to their operations to see how they are utilizing the tools and work processes. A simple visit such as this can spark a future teaming or partnering opportunity.
  • Follow-up by discussing how you can go about implementing this higher use of BIM on your next project.

“With BIM, technical expertise should not be considered more important than increasing one’s social intelligence, empathy, or the ability to relate well with others.”

  • Re-familiarize yourself with the concept of attaining and developing T-shaped skills.
  • Consider placing primarily T-shaped people on your project teams
  • Read-up on the subject in ‘T-Shaped BIM’ as well as here.

There is so much more we can all do to become well-rounded professionals.

These suggestions are only a start.

At the risk of overwhelming you, I’ll stop for now with these.

If you know of other sources – or have other suggestions or ideas of your own – please let us know by leaving a comment.

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Filed under BIM, BIM expert, BIM organizations, collaboration, construction industry, design professionals, Integrated Design, Integrated Project Delivery, IPD, people, process, workflow

The Value of Versatility

The DesignIntelligence website just posted an article I wrote, also published in the May/June technology issue of their printed journal, entitled BIM Beyond Boundaries.

The hard copy of the journal will cost you $365. And while this also gets you a Design Futures Council membership with the DesignIntelligence subscription, most of their articles are available for viewing 24/7 free.

Marjanne Pearson read this piece and suggested to me on Twitter that the article goes beyond a discussion on BIM, by touching on what she called the value of versatility in being an expert. (Follow Marjanne on Twitter @NextMoon if you want to be in the know on anything important happening in the architecture/design/business world.)

While I consider this piece my summa, or summary statement on a topic that is very important to me, it is really too long for a standard blog post.

I would really like you to read this post on the DesignIntelligence website. The reason I am posting it here is because after reading it I would like you to leave a comment. And you are only able to do that here.

Tell me if I am off the mark or if you agree with what is said here. Tell me what you think.

I’m in this to learn from you so please consider taking me up on this chance to provide some constructive feedback. Thanks!

BIM Beyond Boundaries

by Randy Deutsch

Opting for depth over breadth of expertise is a false choice that will lead individuals, organizations, the profession, and industry in the wrong direction.

Several forces are converging to create an unprecedented and timely opportunity for organizations that have embraced building information modeling (BIM). These forces — including the rise of the expert, the growing complexity and speed of projects, and BIM’s increasing recognition as an enabler, catalyst, and facilitator of team collaboration — also present significant challenges that can be overcome with the right approach and mindset.

At one time, being an expert meant knowing more than one’s competitors in a particular field. Firms that reinforced their expert culture hoarded information, which resulted in silos of expertise. Today, many firms are looking to hire people perceived as building and software technology experts, shortsightedly addressing today’s needs at the expense of tomorrow’s. While architects have always been trees with many branches, our current economic climate has discouraged them from being anything but palm trees: all trunk, no branches.

And yet things change so quickly that those who went to bed experts are unlikely to wake up experts in the morning. Due to the speed and complexity of projects, we do not have time to acquire knowledge the old way — slowly, over time, through traditional means. Even when we supplement our book learning with conferences, webinars, and continuing education, it is impossible to keep up with the flow of new information in our industry.

Expertise today is a much more social, fluid, and iterative process than it used to be. Being an expert is no longer about telling people what you know so much as understanding what questions to ask, who to ask, and applying knowledge flexibly and contextually to the specific situation at hand. Expertise has often been associated with teaching and mentoring. Today it’s more concerned with learning than knowing: less to do with continuing education and more with practicing and engaging in continuous education.

Social media presents the would-be expert with both opportunities and challenges. Working with the understanding that somebody somewhere has already done what you are trying to do, design professionals, like agile technology experts, can find what they’re looking for by tapping into their networks and aggregating the responses. Conversely, due to the rise of social media, virtually all anyone has to do today to be considered a technology expert is to call themselves one. Because social networks allow people to proclaim themselves experts, it can be hard to know who to turn to, resulting in the rise of otherwise unnecessary certifications.

An expert today is someone whose network, community, or team deems him or her so. Such acknowledgment from one’s community can be considered a form of social certification. To grow one’s professional reputation, expertise in BIM counter-intuitively requires unlearning, detachment, collaboration, and developing both deep skills and broad interests.

BIM Expertise Requires Unlearning

As we grow in our careers, we tend to focus more on people issues and less on technology. We also tend to cooperate conditionally, responding to the behavior of others. This has huge implications for design and construction professionals who might be naturally collaborative — through sharing knowledge, learning, mentoring, and teaching — but are otherwise conditioned and tempered by the culture of the firm where they work.

Working in BIM provides an unprecedented opportunity to learn: how buildings go together, how projects are scheduled, cost implications of decisions, and impact on the environment. At the same time, there is a great deal we still need to unlearn with BIM. We can start by asking some questions: Which aspects of the traditional design process change with BIM and which stay the same? What knowledge, methods and strategies must be abandoned due to BIM and what is critical to keep? And perhaps most important: What, while learning to work in BIM, needs to be unlearned?

While unlearning habits we picked up working in CAD would seem like a good place to start, there’s also a great deal we need to unlearn in order to return to our original sharing attitude and cooperative ways. These include bad habits we’ve acquired since we left the cocoon of school and embarked on the hard knocks of a career in architecture and construction, where we may have learned to be mistrustful, skeptical, competitive, secretive, and working independently in silos. In doing so, we’ve unlearned many of the critical natural habits, attitudes, and mindsets necessary to work effectively and collaboratively on integrated teams.

BIM Expertise Requires Detachment

From Japanese martial arts there’s the concept of shuhari: First learn, then detach, and finally transcend. As consultant Ian Rusk has explained, shu, ha, and ri are considered three phases of knowledge that one passes through in the study of an art. They can be described as the phases of traditional knowledge, breaking with tradition, and transcending it.

Working in BIM, we need to address all three steps to meet our goals. Of the steps, the second (detachment, or breaking with tradition) is the most important. Detachment requires that we remain flexible and agile while learning, not holding on tightly to our ideas, agendas, or prejudices, so that we can move beyond them.

BIM Expertise Requires Collaboration

While we as an industry have now lived with BIM for more than two decades, most firms have acquired and implemented the technology primarily as a visualization and coordination tool in the past several years. We appear to have reached a standstill in the software’s use, with many firm leaders wondering how to make the leap to more advanced uses. Further mastery of the application through traditional means won’t help us get there. If we are to achieve our personal, organizational, professional, and industry-wide goals of fully participating in public, community, creative, and economic life, something more needs to happen.

Achieving higher levels of BIM use — including analysis, computation, and fabrication — requires skills and a mindset that allow us to work productively and effectively in a collaborative setting. Working with BIM enables but doesn’t necessarily lead to collaboration. We each have to decide whether or not to look beyond BIM as a tool and embrace it as a process. When recognized as a process, BIM can be a powerful catalyst and facilitator of team collaboration.

BIM Expertise Requires Depth and Breadth

It would be a mistake to assume that expertise in BIM as a technology alone will lead to greater leadership opportunities on integrated teams. In this capacity, BIM requires attention to acquiring skills that, while easy to attain, can be overlooked if we focus primarily on the software tools.

With BIM, technical expertise should not be considered more important than increasing one’s social intelligence, empathy, or the ability to relate well with others. Additionally, the conventional window for achieving technological expertise is too long. Better that one achieves a high level of BIM competency motivated by passion and curiosity. Having competency in one subject doesn’t preclude you from addressing others. In fact, it can be a determinant for doing so.

Being versatile flies in the face of current thinking that to succeed we should bolster our strengths over our weaknesses. The answer to Should I be a specialist or generalist? is yes. There must be people who can see the details as well as those who can see the big picture. One gift of the design professional is the rare (and underappreciated) ability to do both simultaneously. As with any hybrid — generalizing specialist or specializing generalist — one’s strength provides the confidence to contribute openly from many vantage points and perspectives.

It is critical for “T-shaped” experts to reach out and make connections (the horizontal arm of the T) in all the areas they know little or nothing about from their base of technical competence (the vertical arm of the T). T-shaped experts have confidence because of their assurance that they know or do one thing well. Their confidence allows them to see as others see by means of — not through — what they know. Their expertise doesn’t color their perception so much as provide a home base to venture from and return to with some assurance that they’ll maintain their bearings when venturing out across the table.

Broad-minded design professionals often find themselves in the role of “anti-experts,” approaching challenges from the perspective of the outsider. To this Paula Scher of Pentagram said, “When I’m totally unqualified for a job, that’s when I do my best work.” Once we balance, own, and ultimately realize our expert and anti-expert selves, we (as a community, profession, and industry) will do our best work.

What Do We Do Now?

Firms want to know how to optimize their work processes to become more efficient at what they do best, to remain competitive by leveraging the competitive advantage of BIM and integrated design. One of the ironies facing the industry is that in order to master BIM, don’t learn more BIM. Instead, do other things.

What will bring about greater efficiencies and effectiveness, increase productivity and deliver value, is not additional technology knowledge but our ability to communicate, relate, work together, think like one another, have empathy, understand, and listen. If design professionals want to lead they will do so not by increasing their depth but by benefit of broader capabilities involving their reach.

What do we do now? Go wide and deep. Go against common wisdom and fortify your soft skills, your reach and wingspan. To master BIM you have to transcend BIM.

We need to develop both sides of ourselves in order to move beyond our own and others’ biases and anticipate consequences for courses of action before they are acted upon. We need to develop the ability to put the project first, navigate iRooms and packed conference tables to get our ideas and points across, be able to read people for overt and subliminal responses, have the confidence to ask questions without feeling threatened and be asked questions without becoming defensive. It is as though we have placed so much emphasis on the bricks we’ve forgotten the mortar that allows us to communicate genuinely, to relate well with one another and integrate.

Having to choose between depth and breadth is a false choice that heads our profession and industry in the wrong direction. Rather than focusing on one over the other, we need to develop simultaneously vertical deep skills and horizontal soft skills, to work on our strengths and weaknesses, to be expert and anti-expert, specialist and generalist, to design from evidence and from intuition, to be task- and people-oriented, to have mastery over one thing and be a jack-of-all-trades.

As one blog commenter recently asserted, “In order to practice architecture well, you need to understand a lot of things that aren’t architecture.” BIM technology experts know one thing. To flourish and persevere, we need to know and do many things.

Often overlooked in mutual mentoring of computer technology and building technology by senior and junior staff are basic people skills: listening, questioning, negotiating, collaborating, communicating. The concern is that the emerging design professional — adept at BIM tools while learning how buildings come together — won’t learn the necessary communication and people management skills to negotiate a table full of teammates on an integrated team. These skills need to be nurtured, mentored, and acquired as assuredly as computer and building technology skills. These skills require the same amount of deliberate practice and feedback as the mastery of technology skills. Developing complementary, collaborative skills is as critical as becoming competent with the technology. As Ernest Boyer anticipated, “The future belongs to the integrators.” And that future has arrived.

Succeeding in practice today is a both/and, not an either/or, proposition. Design professionals must be both BIM technologist and building technologist. Those who accept this model will lead, persevere, and flourish in our new economy.

Last year in DesignIntelligence, Stephen Fiskum wrote, “One thing is certain: The solution to the current malaise in our profession is not for us to go broader but to go deeper” (“Preparing for a New Practice Paradigm,” January/February 2010). This is a new world: By going wider and deeper we provide owners and our organizations with the most value and increased productivity. Working effectively and collaboratively in BIM will help us transcend our current state, bridge the gap, and cross over to more advanced uses.

The Multidisciplinary Mindset

It is not just that the integrated team is now multidisciplinary, but we each must become multidisciplinary. Doing so requires a multidisciplinary mindset. This entails empathy, a genuine appreciation for others’ ideas, seeing from many perspectives, and anticipating possible consequences to any course of action. An industry representative recently stated in a public forum, “I don’t want the architect to think like a structural engineer. I need for him to think like an architect!” To leverage our technology tools and work processes, being an architect today means that we think like a structural engineer as well as a contractor and owner. Doing so doesn’t take away from architects’ role but increases their credibility by making them more effective and influential at what they do well.

Working in BIM — inward focused, object-oriented, filling-in dialog boxes — discourages this mindset. It is a mistake to think that those who work in BIM are technicians and that a firm principal or senior designer who sees the big picture will mediate between the model and the world in which the model operates. Leaders must see to it that their teams look outward, keeping an eye on the model while seeing the horizon.

The Technology/Social Continuum

Working in CAD, there are those who focus on drafting and those more adept at communication, negotiation, and persuasion. With BIM, technical understanding and people know-how must exist in each and every design professional.

The majority of BIM-related literature has been focused on the technology, not on the people who use it. People issues and attitudes are the main impediment to the collaborative work processes enabled by the technology. Human issues, issues of communication and collaboration, firm culture, motivation, and workflow — all exacerbated by the advent of BIM into the workplace — are an even greater challenge than the admittedly considerable software application and technical problems associated with BIM’s use.

Leading from the Model

Working in CAD, a senior team member would redline an emerging employee’s work. Leadership was decidedly top-down: Someone senior designed or detailed, and someone less senior drew it up. The problem was that the senior team member never knew whether the emerging employee understood what was being drawn.

Working in BIM provides a completely different work flow — one we have yet to leverage fully. Because those on the front lines are not only the first to discover clashes and inconsistencies but also to visualize what something looks like and how it might function, BIM allows our emerging talent to lead the process — to learn on the job while recognizing their power from their privileged position of the first look in the model.

The new leadership mandate in this process is for architects to lead from their involvement in the BIM environment. Leading from the model can be likened to leading from the middle in that BIM requires and even enables followership, and servant- and situational-leadership, as opposed to top-down or command-and-control. While leadership historically has been top-down, working in BIM and on integrated teams changes that. Leading in BIM and integrated design is more similar to followership, in which middle managers lead from within the organization. Thus with BIM, the top-down and bottom-up approaches converge, where leading from the middle becomes leading from the model.

BIM and the Master Builder Team

Architects who find themselves on increasingly large teams must find a way to lead and regain their voice in the design and construction process. If architects learn how to design buildings that are optimized to give owners, contractors, and other team members what they need — of high quality, low cost, sooner, with less waste, while acquiring the mindsets, attitudes, and skills necessary to collaborate with others — then architects will be trusted, newly esteemed, and return to their desired leadership role. What is critical is not that we linearly help emerging professionals move from technical experts to leaders but to be technical experts and project, team, and process leaders at the same time. Expertise is cultivated by creating the right conditions for experts to flourish; people cannot be forced to learn and grow.

Many A/E/C professionals are stressing the role of the team over the role of any one individual mastering any one subject or technology in advancing practice. The general consensus is that appointing any one individual as master of the project is largely irrelevant. Instead, the architect who works in BIM serves as master facilitator or strategic orchestrator on integrated teams. By working with as well as through others, we get the most out of fellow teammates.

The concept of the composite master builder is the brainchild of visionary environmentalist Bill Reed. The term recasts the historical single master builder (or virtual master builder) as a diverse group of professionals working together toward a common end: the master builder team. The intention is to bring all specialists together, allowing them to function as if they were one mind. A better prescription for what ails our industry would be hard to find.

Randy Deutsch is an architect, speaker, educator, and author of the book     BIM and Integrated Design: Strategies for Architectural Practice http://amzn.to/jSguAi (Wiley, 2011.) He is cofounder of Deutsch Insights, an innovation and collaboration consultancy, and blogs at www.bimandintegrateddesign.com and www.architects2zebras.com.

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Filed under BIM, BIM expert, collaboration, Integrated Design, Integrated Project Delivery, people, process, workflow

CAD Monkeys, Dinosaur Babies and T-Shaped People

What’s with the weird title, you’re wondering?

“T Shaped People” I have written about here in the past.

“CAD Monkeys?” Most readers of this blog are aware of the term and probably wish they weren’t, having at one time or another in their career either served as one or know someone who did.

But “Dinosaur Babies?”

I’ll get to that in a moment.

But first I want to address a subject most people think about this time of year: namely, change.

We all want to make changes in our lives. Most of us for the better.

Not everybody, though, is willing to do what is necessary to make these changes for real.

So they take shortcuts. They embellish, they pad.

Back to the Title

The other day I ordered what appeared to be a new book by Warren Berger

The title of this post is also the title of the book.

CAD Monkeys Dinosaur Babies and T Shaped People

A book I almost bought – yes, I admit, in part because of its suggestive and quirky title – among other reasons.

In fact, I did buy it – until I realized that I had already read it.

Don’t get me wrong. It’s is a great book with great thoughts and ideas about design thinking. One that would warrant several readings.

Some who design for a living complain that the book didn’t teach them anything they didn’t already know.

I design for a living – and have done so for 25 years – and still got a great deal out of the book.

One wrote that the book is “for the beginners only – designers don’t waste your time.”

But isn’t that the point? When we design it is best to put yourself in the position of beginner’s mind – to see yourself as a beginner, not an expert.

We’re all – in other words – beginners.

See for yourself.

Or check out these “Glimmerisms” excerpted from the book.

The Glimmer quotes are truly amazing – I promise. Here’s one more chance in case you missed it.

But I had no need for 2 copies of the same book.

So I cancelled my order.

I “un-bought” it. Something you can only do online.

I read a lot of books. A lot. Almost one a day.

So how could I not remember having read a book called CAD Monkeys Dinosaur Babies and T Shaped People?

Because that is not what it was called when I read it…just 6 months earlier.

At that time, the book had a different title.

Glimmer

Glimmer, the hardcover, has just been issued in paperback as CAD Monkeys Dinosaur Babies and T Shaped People

Glimmer’s subtitle is: How Design Can Transform Your Life, and Maybe Even the World

That had also changed.

You would think with a title as ungainly as CAD Monkeys Dinosaur Babies and T Shaped People would at least have a shorter subtitle.

Nope. The new subtitle is this:

Inside the World of Design Thinking and How It Can Spark Creativity and Innovation

I know. There are books that change when issued in paperback.

They have new chapters, a new foreword or epilogue.

Or have been revised based on new information.

This is not one of them.

In fact, if you look in Glimmer’s index, there is only one (1!) mention of CAD monkeys in the book.

Ascribed to Architecture for Humanity’s Cameron Sinclair. Describing the role he found himself in before being inspired to make a change for himself.

One subsequently having a profound impact on our world.

Sometimes books do change their titles – for marketing reasons. That’s fine.

As long as they mention it – so would-be customers don’t make the mistake I almost made. (And have done so before…)

And mention it in something larger than 4 pt. font at the bottom of the postage size stamp image if the book.

There’s a message here.

Make it your cause to become more of who you already are.

If you are dedicated to truly changing then do so. Be transparent about it.

Don’t go around changing your status and headline, your resume and bio, when nothing has really changed.

In other words, don’t go around changing your online identity.

Change – for real.

Don’t opportunistically change because you think that’s what the market wants.

Where are the BIM monkeys?

This incident got me thinking

If there was such a thing as a BIM monkey, what would that be?

Why aren’t there BIM monkeys?

It’s simple, really.

There are Reviteers – a cross between Revit, Musketeers and Imagineers. But it’s too vendor specific.

Someone working in BIM is empowered from the start – gets a first look at what they’re creating – often before anyone else.

Are they often tired, overworked, overly-challenged by the technology? Sure.

But they’re at the front lines.

Strategizing, creating, not just picking up someone else’s redlines.

BIM monkeys? Never.

Call them BIM guerillas.

As for “Dinosaur Babies?” That’s a term coined by IDEO designer Paul Bennett.

They’re the early design efforts (read: quirky and idiosyncratic) that, well, only its designer can love.

“Destined to be loved by only its creator,” Berger puts it.

Kind of like the title of his book.

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Filed under BIM, people, Uncategorized

BIM and Integrated Design’s Greatest Hits Vol. I

FOR IMMEDIATE RELEASE                                            Contact Satellite Press Office: +44 (8) 20 6701 521

BIM and Integrated Design Blog Celebrates One Year

CHICAGO/WASHINGTON/LONDON/NAIROBI/DELHI – 11th July 2010 – Thousands of visitors, new and old, join the BIM and Integrated Design blog as it celebrates one fabulous year.

“If you have visited this site before – thank you for doing so,” says blogger Randy Deutsch AIA, LEED AP. “I hope you have found your time here to be of value – and hope you’ll come back.”

“As always, I welcome unconstructive feedback.”

Dropping the pretense of the self-congratulatory press release, opting instead for the more user-friendly italics while maintaining the guise of third-person narrative, Deutsch adds:

If you are new to the site – you are in for a treat.

Here are some highlights from the past year. Think of it as BIM and Integrated Design’s Greatest Hits Vol. I

The way that these top 5 posts were selected is similar to Ask.com’s AnswerFarm™ technology – their proprietary method of crawling and extracting the most popular results from hundreds of thousands of sources including user generated content, FAQ pages, news/blog articles, and structured/semi-structured data. From these results, this would be the clear winner.

Because the technology is proprietary – I overrode the process, scrapped the results and selected my own top 5 favorites. Let me know if you have a favorite post of your own.

Whatever the process, I hope you enjoy BIM and Integrated Design’s Greatest Hits Vol. I

5th Place: Can You Teach an Old Dog New Tips and Tricks? here

4th Place: T-Shaped BIM here

3rd Place: The Surprising Civility of Primal IPD here

2nd Place: Switch or Stitch? A formula for saving the architecture profession, construction industry and maybe even the world here

and

1st Place: My So-Called Parametric Life here

If you think you may have arrived here inadvertently or by mistake – do not move. Call a friend and have them pick you up. While you wait for their arrival, you may want to look here or here or for a real oldie, here for fun.

Here’s to another great year together! Thanks again for visiting and for your invaluable contributions to this site’s success.

PS Readers often ask me if I ever repurpose material from this blog. No, I tell them, I do not. For proof, look here, here, here, here, here, here or here and here.

Oh, and here, here, here, here, here, here, here, here, here, here, here, here, here, here, here, here, here, here, here, here, here, here, here, here, here, here and here.

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Filed under collaboration, Integrated Design, IPD, people

T-Shaped BIM

Every now and then a simple, seemingly obvious concept comes around that transforms an entire industry. This post will introduce such a concept: the T-shaped BIM teammate.

Here, we are of course not talking about forming a T-shaped connection of walls in Revit. If you came here wanting to learn how to intersect walls in BIM, you’re a fool. Go here.

The rest of you, stick around. You might learn something important.

And, as in past posts, it is not actually BIM that is T-shaped – it is you. Or Tu – French and familiar for you.

Some people are put-off by the word collaboration – and for that reason I am going to refrain from using it again in this post.

For them – the word – implies compromise, time-wasting, money-wasting, talent-wasting, and perhaps worst of all, people- and process-oriented as opposed to product- or building-oriented interactions.

To them, people are impediments to progress, not the lubricant that makes things flow. Perpetually in search of workarounds –they work around people whom they believe keep them from completing their work. You know the type.

The social case for BIM and Integrated Design

Integrated Design came into being for one reason and one reason alone: to achieve greater results for the owner and other project stakeholders. Including you.

There’s a compelling business case for working in integrated design: it enables the efficient and effective use of tools such as BIM and related technologies.

There’s a compelling technology case for working in integrated design: it potentially makes more efficient shared use of the software and work processes.

And there’s a compelling people case for working in integrated design: by colla- – by working with others, working together, cooperating traitorously or treasonously, sharing knowledge, learning and building consensus  – you and your team both can attain greater results.

Admittedly, not every project lends itself to the advantages of working co- co- co- together. For example, due to project size, schedule or client demands.

There’s another way to look at – working jointly – that may appeal to you more and potentially change the way you work from here on out.

The “|” in DIY

I used to work with someone who did it all himself. If there was a new program a project had to be accomplished in he’d learn it himself and do the work himself – even when he had several talented and eager others at his disposal. That way he knew the work was going to get done right. In a previous post I labeled this type of colleague’s approach DIY. I wrote about this concept – DIY vs. SxS – a while back here and will be speaking about it in a couple weeks at Christopher Parsons’s KA Connect 2010 here and here.

When he worked with others he thought he was delegating by handing-off tasks he didn’t want to do, but what he was doing was abdicating his role.

He was an “I” and as we know, there is no “I” in BIM

And as has been noted, no “I” in IPD either.

The T in archiTecT is more important, noteworthy, prominent and if you will, architectural, than the “I” in archItect or arch|tect which is divisive, isolating and dissenting.

“I” is a barrier – a barrier to co- co- co- cooperation – and as with the compelling and popular blog title Arch | Tech can imply a barrier between design and technology – or even design and construction – instead of stitching them together.

But the “|” doesn’t have to be an obstruction or impediment.

“|” can also be a net – as when Robert Frost famously opined that writing free verse is like playing tennis without a net.

Which is how I interpret the “|” in Arch | Tech, as a net between design and technology, lobbying the BIM back and forth.

As well, for that matter, as the “|” in BIM – volleying the model back and forth between design and construction, weaving a single unified model for use by all. 

But | digress.

The ideal T-shaped BIM teammate

Right now you’re happy to find an engineer or consultant that works in BIM. Period. No matter their shape – or what shape their in.

But in time, as BIM becomes ubimquitous, you will start to add another level of criteria as you put teams together.

You will start to require that all your Team members be T-shaped and you will want to Team with other T-shaped professionals.

And because They will want to Team with T-shaped Teammates, you will Take it upon yourself to become T-shaped yourself.

The ideal candidate/colleague/teammate working in BIM and Integrated Design has both of these qualities

  • Deep skills
  • Broad reach

The vertical “I” or “|” represents what you do well – your depth.

The horizontal bar across the top is your reach – reaching out to assist others.

And as importantly being assisted by them.

Place the bar atop the “I” and you get the T-shaped BIM Teammate.

By becoming T-shaped you are putting on two performances:

  • 1. results in your own position (the “I” or vertical stanchion) and
  • 2. results by co- co- conjugating with others on your team (the horizontal bar resting atop the “T”)

T-shaped BIM Teammates do two things really well. They

  • reciprocate in that they are willing to share information and ask for information when needed
  • are rewarded for their own performance as well as for contributing to others on the team

Read more about this important concept here and here.

What causes a person with deep skills but little wingspan to suddenly reach out to share information with her teammates? Namely this: empathy

Tim Brown, CEO and president of IDEO, alludes to the role empathy plays in the T-shaped person

We look for people who are so inquisitive about the world that they’re willing to try to do what you do. We call them “T-shaped people.” They have a principal skill that describes the vertical leg of the T — they’re mechanical engineers or industrial designers. But they are so empathetic that they can branch out into other skills, such as anthropology, and do them as well. They are able to explore insights from many different perspectives and recognize patterns of behavior that point to a universal human need. That’s what you’re after at this point — patterns that yield ideas.

You can read more about what Tim has to say On Being T-shaped here and read an incisive interview with Tim where he discusses being Mr. T here

Still not convinced – or for that matter – entertained? Then take this and call me in the morning.

It should be apparent by now that the T-bone concept may be new to BIM – but not to the world of IT and computing. The first citation to T-shaped people goes back almost 20 years to David Guest, “The hunt is on for the Renaissance Man of computing,” The Independent (London), September 17, 1991. Read it here.

Soon, our Integrated Design teams will be made up exclusively with T-shaped individuals.

Made up, that is, of archiTecTs, conTracTors, consultanTs and clienTs with both deep skills and wide reach.

In time, our teams will begin to resemble something of a T-shaped chorus line

TTTTTTTTTTTTTTTTTTTTTTTTT

which, perchance, resembles a bridge or aqueduct

                  TTTTTTTTTTTTTTTTTTTTTTTTTTTT

an apt image and timeless symbol for carrying the client’s goals toward exceptional results.

Simply sea-changing.

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