Leading Collaborative Architectural Practice

The groundbreaking guide to modern leadership in architectural practice

Leading Collaborative Architectural Practice is the leadership handbook for today's design and construction professionals. Endorsed by the American Institute of Architects, this book describes the collaborative approach to leadership that is becoming increasingly prevalent in modern practice; gone are the days of authoritative "star" architects-- today's practice is a brand, and requires the full input of every member of the team. This book builds off of a two-year AIA research project to provide a blueprint for effective leadership: the ability, awareness, and commitment to lead project teams who work together to accomplish the project's goals. Both group and individual hands-on exercises help facilitate implementation, and extensive case studies show how these techniques have helped real-world firms build exemplary success through collaborative teamwork and leadership.

Highly illustrated and accessible, this approach is presented from the practicing architect's point of view--but the universal principles and time-tested methods also provide clear guidance for owners, contractors, engineers, project managers, and students.

• Build a culture of collaboration, commitment, and interpersonal awareness

• Adopt effective leadership techniques at the team, project, or practice level

• Handle conflict and resolve communication issues using tested approaches

• Learn how real-world projects use effective leadership to drive success

The last decade has seen a sea-change in architectural leadership. New practices no longer adopt the name and identity of a single person, but create their own identity that represents the collaborative work of the entire group. Shifts in technology and changing workplace norms have made top-down management structures irrelevant, so what does it now mean to lead? Forefront presents effective contemporary leadership in the architectural practice, and real-world guidance on everyday implementation.

Autorentext

Erin Carraher, AIA, is a licensed architect and assistant professor at the University of Utah's School of Architecture.

Ryan E. Smith is an associate professor and director of the Integrated Technology & Architecture Collaborative (ITAC) at the University of Utah. He is author of Prefab Architecture and co-editor of Building Systems and Offsite Architecture. Peter DeLisle, PhD, served as the Leslie B. Crane Chair of Leadership Studies and director of The Posey Leadership Institute at Austin College until his recent retirement.

Zusammenfassung
The groundbreaking guide to modern leadership in architectural practice Leading Collaborative Architectural Practice is the leadership handbook for today's design and construction professionals. Endorsed by the American Institute of Architects, this book describes the collaborative approach to leadership that is becoming increasingly prevalent in modern practice; gone are the days of authoritative "star" architects today's practice is a brand, and requires the full input of every member of the team. This book builds off of a two-year AIA research project to provide a blueprint for effective leadership: the ability, awareness, and commitment to lead project teams who work together to accomplish the project's goals. Both group and individual hands-on exercises help facilitate implementation, and extensive case studies show how these techniques have helped real-world firms build exemplary success through collaborative teamwork and leadership.

Highly illustrated and accessible, this approach is presented from the practicing architect's point of viewbut the universal principles and time-tested methods also provide clear guidance for owners, contractors, engineers, project managers, and students.

• Build a culture of collaboration, commitment, and interpersonal awareness
• Adopt effective leadership techniques at the team, project, or practice level
• Handle conflict and resolve communication issues using tested approaches
• Learn how real-world projects use effective leadership to drive success
  The last decade has seen a sea-change in architectural leadership. New practices no longer adopt the name and identity of a single person, but create their own identity that represents the collaborative work of the entire group. Shifts in technology and changing workplace norms have made top-down management structures irrelevant, so what does it now mean to lead? Forefront presents effective contemporary leadership in the architectural practice, and real-world guidance on everyday implementation.

Inhalt

Foreword vi

Acknowledgments ix

Introduction xiii

Leadership and Collaboration xiii

Conceptual Framework xiv

Why Collaborate? xiv

How This Book Is Structured xv

Who Should Read This Book? xvi

Part 1 Collaboration in Context 1

Chapter 1 Collaboration in Practice 3

The Changing Landscape of Architectural Practice 3

The Rise of Integrated and Collaborative Project Delivery 6

Mutually Beneficial Collaboration 11

Leadership and Followership 15

The Promise versus Reality of Integrated Project DeliveryInterview with Renée Cheng 17

Chapter 2 Collaborative Project Delivery Tools 19

Traditional versus Collaborative Project Delivery 19

Collaborative Design-Bid-Build 20

Collaborative CM at-Risk 22

Collaborative Design-Build 24

Multi-Party Agreements 25

Integrated Project Delivery and Collaboration 27

The Value of Collaboration 28

When Not to Collaborate 30

Case Study Excerpt: Wayne N. Aspinall Federal Building & U.S. Courthouse 31

Chapter 3 Creating Collaborative Environments 39

Collaborative Infrastructure 39

Physical Space 39

Social Structures 42

Training and Support 43

Technology Tools 44

Leaders' Roles 47

Collaboration Takes Commitment, Not ContractsInterview with Stephen Van Dyck 48

Part 2 Collaboration Tools and Tactics 53

Chapter 4 Building Collaborative Teams 55

Assembling and Organizing Teams 55

Selection of Team Members 56

Diversity and Inclusion in Teams 61

Organizing Teams 62

Coordination among Subteams 64

Developing Team Culture 66

Case Study Excerpt: Odegaard Library Renovation 68

Chapter 5 Maintaining Collaborative Teams 77

Project Team Size 77

Cross-Functional Teams 79

Stability of Teams 80

Assessment 83

Coaching and Feedback 84

Collaborative from the StartA Conversation with Clare Olsen and Caryn Brause 84

Chapter 6 Development Stages 87

Stages of Team Development 87

Forming 87

Storming 88

Norming 89

Performing 90

Adjourning 90

Team Development Model 91

Case Study Excerpt: Global Center for Health and Innovation 92

Chapter 7 Team Behaviors 101

Negative Team Behavior 101

Fear of Conflict 103

Lack of Commitment 103

Lack of Accountability 104

Inattention to Results 104

Loss of Trust 105

Effective Team Behaviors 106

Situational Team Organization 107

Collective Decision Making 107

Case Study: Allegheny Health Network Health + Wellness Pavilion 108

Chapter 8 Collaboration Tools 119

Rational versus Intuitive Processes 119

Lean Strategies 119

Lean Tools 120

Choosing by Advantages 122

A3 Reports 123

Decision Matrix 124

Decision Tree 125

Ishikawa (Fishbone) Diagram 125

BIM Scorecard 126

Case Study: Alta Bates Summit Medical Center 127

Part 3 Leadership Effectiveness 135

Chapter 9 Leadership Effectiveness 137

Foundations of Leadership 137

Trait versus Behavior 138

Ability 138

Awareness 139

Commitment 139

Conscious/Competent 140

Leading TogetherInterview with Patricia Rhee 141

Chapter 10 Leadership Development 145

Farm Gate Model 145

Interpersonal Awareness 147

Individual Awareness Tools 148 Team Awarenes…