It was the winter of 2010. Our forty-person design and consultant team had just finished an early, fast-paced design phase for a large project in the midwestern United States on a grueling schedule. We were in the midst of a month-long process of transitioning our work to a design-build team who would execute construction documents and build the project. The newly selected facade fabricators were in our offices, having just flown 2,000 miles to Seattle so we could explain the project’s design intent.

As we gathered around a laptop and projector in our workspace, we approached the meeting in a different way than we had ever done before—instead of showing drawings and renderings explaining the concept, we shared the underlying logic and algorithm that produced the idea. We demonstrated how the result changed as we modified the input parameters. We told them that what we had documented was simply a moment in time, not a finished solution. We asked for the fabricators’ insight and expertise to refine the construction logic and resulting details.

Over the next two hours, we had one of the more exciting design conversations I can remember in my professional career. It’s not overstating to say that there was palpable excitement in the room. Everyone sensed an opportunity to contribute to improving the design. It was clear from the dialog amongst this newly formed team that we had accomplished in one short meeting what many project teams fail to ever achieve: We had established trust.

The historically segmented and adversarial owner-architect-contractor triangle is transforming rapidly. Today, the pace and scale of this shift in our industry is fundamentally changing the way we interact, share, and deliver ideas. A new generation of leaders has emerged with a renewed outlook on the value proposition of design and construction services. Emerging methods of working that enable more cohesive and integrated delivery are allowing project teams to leverage their collective expertise to achieve better results in less time within tightening budgets.

Navigating this evolving landscape and making the most of these conditions requires a broad understanding of the major challenges and the key ingredients for success. Leading Collaborative Architectural Practice is the industry’s first guide to collaboration in this new age. It is an unparalleled orchestration of leading experts, case studies, and historical frameworks assembled to enable the modern practitioner to deeply engage and effectively lead in this new collaborative world.

In this era, large, multidisciplinary teams are successfully executing complex projects with accelerated schedules and stringent budgets thanks to new leadership, technologies, and teaming structures. Contributors to the design and construction process are interconnected like never before by shared project databases, linked information models, and digital networks. Amongst all of these new means and methods for designing and delivering buildings, the single most significant tool is a new form of collaboration enabled by trust.

There were three significant changes in the delivery environment contributing to transforming our collective landscape that I witnessed in that 2010 meeting in Seattle that made that day so emblematic of this shift in practice: new contractual terms of engagement of design teams, the evolving tools and technologies of delivery, and new approaches to project leadership. They are all interrelated and somewhat codependent, but looking at them individually helps clarify the role that each fills in the larger picture.

The most obvious fundamental change affected the basis of the relationship: triggered by a new contractual arrangement, the terms of engagement between designer and builder were no longer adversarial. An early design package led by a broad consultant team was transitioning to a design-build team responsible for completing the project. The traditional design-to-construction handoff with all its requisite inaccuracies, liability, and finger pointing was non-existent. In this arrangement, designers and builders worked together toward a common goal, where the values of both design quality and construction cost and logistics were shared as targets for success. The craftsmen—whose tools and hands would shape the ultimate building—were engaged in the dialogue during the design phase. The architects—whose design concept was driven by a series of critical performance, construction, and aesthetic criteria—were interested in how the means of craft could improve the design. Both entities were committed to working together toward common goals. This overlap of concept and craft, service and product, architect and builder was enabled by the team’s collaborative engagement.

But the integration of design and construction expertise can only get us so far. New tools and technologies are becoming instrumental in the successful operation of multidisciplinary project teams. Vast quantities of information can be modeled, organized, and accessed by a wide array of users. Simulation of critical building performance objectives and construction sequencing are informing design in ways never before possible. Cloud-based collaboration platforms are connecting disparate team members in real-time within complex four-dimensional environments. Designers, now liberated from many repetitive tasks by automated tools, are able to interact with key collaborators at a more frequent rate and assimilate their input to inform intelligent models. Dynamic design platforms are becoming the new norm amongst teams, where flexible, relationship-based digital interfaces allow a more fluid and informed design process.

The most powerful of these tools are enabling designers to create new interfaces of interaction. The emergence of visual scripting has empowered architects—once sidelined from the opaque world of software design—to craft their tools from the ground up. No longer are designers subservient to the tools given to them by the software industry. The tools are built for infinite expansion and customization, allowing the design process to include the making of the design tools themselves. The savviest teams are integrating digital tools in their design process as the fundamental generators of design, offering the parameters of algorithmic modeling to their team of experts to inform the core ideas of their work. In the most successful cases, these same tools are shepherding design data from early conception through the ultimate fabrication of componentry, reestablishing the continuum of creation that was the hallmark of the master builder.

Neither the new terms of engagement nor the emerging tools of the trade can be effective without appropriate leadership. The last fifteen years have seen the emergence of a new generation of vanguards who embrace collaborative design in powerful ways. These leaders are characterized by a few key attributes that differentiate them from their predecessors. They share a common commitment to enabling a performance-based design process where experts from across the supply-chain are meaningfully engaged in the development of design solutions. They acknowledge that successful design is a collaborative, cross-disciplinary effort. They see their role as the primary curators of an interwoven and dynamic collaborative environment.

In this new world, napkin-sketchers and their teams of drafters have been discarded in favor of a dynamic orchestration of adaptive, collective design processes that challenge entrenched, contentious project delivery models through changes in attitude and action in order to solve complex problems. Adaptive leaders have begun to emerge as those who provoke positive change and cultivate an environment of optimism, creativity, and potential. The emerging models of collective execution enable diverse teams of talented individuals to achieve what may never before have been possible.

Stephen Van Dyck

Partner, LMN Architects

This book is the result of a collaborative process that has spanned several years and would not have been possible without the efforts of many research assistants or the generosity of the design professionals who have shared their thoughts and work.

We would like to thank our editors and their team at Wiley—Helen Castle, Amanda Shettleton, Amy Odum, Calver Lezama, and Kalli Schultea—as well as the executive editor Margaret Cummins and vice president and publisher Amanda Miller for their support of this project.

Our research began through a grant from the American Institute of Architects Center for Integrated Practice, led at the time by Markku Allison. We would also like to thank Matt Welker, who supported and later led the management of the work for the AIA.

The University of Utah College of Architecture + Planning hosted many events, and its leadership provided continued encouragement during the course of this project. In particular, we would like to thank Keith Diaz Moore, Brenda Scheer, Keith Bartholomew, Mira Locher, and Prescott Muir for their support.

Members of the AIA Utah chapter participated in a number of charrettes during the early development stages of this work. Special thanks to Heather Wilsom, AIA Utah executive director, Jeanne Jackson, 2015 AIA Utah president, and RK Stewart, 2007 AIA president, for their mentoring and feedback on this and other projects.

The wealth of knowledge that leadership consultant Peter DeLisle brought to the project from his lifelong study of the topic was instrumental in shaping the project. His work with the AIA Dallas Emerging Leaders Program and AEC Knowledge on the topic of leadership development for architects has been broadly adapted for this book.

Christopher Henderson of Rexx Studio brought the concepts to life with his fantastic illustrations. His work in distilling a cohesive visual message from our complicated scribbles and scattered thoughts was critical in not only the final appearance but also the content of this book.

Many of the case studies and interviews originated out of a conference held in Salt Lake City, Utah in 2013 for the Center for Integrated Practice that brought together leaders in collaborative practice to share their work. We would like to thank David Scheer, co-chair of the conference, Kathleen Simpson, AIA staff liaison to the CIP, and Heather Wilson, executive director of AIA Utah, who were all part of making this event a success.

Jörg Rügemer, associate professor of architecture at the University of Utah, was an early contributer to the AIA resource, and several student research assistants have tirelessly worked on the project over the years. They include Morgan Williams, Brennan Alldredge, Marin Smith, Matthew Reeves, Michael Hoehn, and Diego Garrido.

We would like to thank the vanguard of architects, engineers, owners, consultants, and thought leaders who have shared their experience with collaborative project delivery. We have learned much from their work and hope you will, too.

Renée Cheng, professor and associate dean of research at the University of Minnesota, provided her thoughts on the state of IPD and collaboration based on over a decade of in-depth research. She generously allowed us to adapt one of the case studies from her work for the GSA—Integration at its Finest: Success in High-Performance Building Design and Project Delivery in the Federal Sector (Cheng, 2015)—for this book.

Stephen Van Dyck, partner at LMN Architects, spoke with us about the firm’s innovative Tech Studio model and taking on a leadership role in a 150-person firm before turning forty. He also shared his thoughts on the power of collaboration to develop innovative solutions that lead to better buildings for clients and the importance of knowledge sharing and research in both an interview as well as the book’s foreword.

Emilie Taylor Welty, professor of practice at Tulane University and design/build manager at Tulane’s City Center, spoke to us about the relationship between design/build and building designers, as well as what it’s like to be a woman on the construction site.

CEO Fred Perpall and chief design officer Rick del Monte of The Beck Group presented their respective stories about becoming leaders and their organization’s innovative leadership development program that addresses the holistic needs of future leaders at multiple stages in their careers.

Z Smith, principal and director of sustainability and performance at Eskew+Dumez+Ripple in New Orleans, discussed the importance of firms investing in and disseminating research in order to increase their competitive advantage in the profession.

Patricia Rhee, Partner at Ehrlich Yanai Rhee Chaney Architects, spoke about the role of gender in leadership and the importance of interpersonal relationships for collaborative firm culture and developing long-term industry partnerships in design-build projects.

Caryn Brause, assistant professor at the University of Massachusetts Amherst and author of Designer’s Field Guide to Collaboration, and Clare Olsen, associate professor at Cal Poly San Luis Obispo and coauthor of Collaborations in Architecture and Engineering, engaged in a discussion about their research on collaborative teams in practice as well as the need for architecture education to teach leadership and collaboration skills.

Key contributors to the case studies include:

• Alta Bates Summit Medical Center—Dudley Campbell and Eric Ubersax, the Devenney Group LTD
• ASU Memorial Union—Daniel Hoffman, Tim Keil, Christiana Moss, and Chris Alt, StudioMA
• Building 661—David Riz, KieranTimberlake; Bevan Mace, Balfour Beatty; and John Bechtel, The Pennsylvania State University
• Bullitt Center—Brian Court, The Miller Hull Partnership
• Global Center for Health and Innovation—Scott Crawford and Stephen van Dyck, LMN Architects
• Odegaard Library Renovation—Sian Roberts, The Miller Hull Partnership; Steve Tatge, University of Washington; and Rob Warnaca, Mortenson Construction
• Pittsburgh Medical Mall—Brian Skripac and Ron Dellaria, CannonDesign
• Trefoil Ranch Cabins—Lisa Hardin-Reynolds, Girl Scouts of Utah; Jörg Rügemer and Erin Carraher, the Integrated Technology in Architecture Center at the University of Utah; and Kip Apostol, Euclid Timber Frame LLC
• Wayne N. Aspinall Federal Building and US Courthouse—Renée Cheng, University of Minnesota; Roger Chang, Westlake Reed Leskosky; and Todd Berry, The Beck Group

Finally, and most important, we would like to express our appreciation to our respective families who have supported us always, particularly during the past four years while our work kept us away from them at times. Lindsey, Preston, Calvin, Simon, Annie, and Norman, Larry, Claudia, Amy, and Lara—thank you!

Leadership and Collaboration

In a world where technology, project structures, contracts, and construction processes are becoming ever more complex, teams helmed by collaborative leaders are emerging as an alternative to separate parties who guard their individual interests. The teams themselves must be carefully structured in order to support effective behavior, develop innovative solutions, and deliver successful outcomes. To do so requires leadership—collaborative leadership—from architects and other project stakeholders.

Leadership and collaboration may at first seem to be contradictory terms. How can architects and design professionals lead and collaborate at the same time? The traditional concept of leadership as a top-down, authoritative structure is re-examined in this book relative to today’s evolving collaborative project delivery models and innovative forms of practice.

• Who leads project teams when architects, contractors, and owners equally share risks and rewards?
• What role do leaders play in championing change and innovation?
• How can leaders and team members learn to better understand and communicate with one another?

As leadership is reexamined to allow for a more situational approach, so too does the book question the concept of collaboration as it may typically be used in practice. Beyond merely “working together,” collaboration as defined in this book is a much deeper commitment to a respectful, co-creative process that includes a multiplicity of people, processes, and tools that allow for each project team to more effectively, efficiently, and elegantly respond to the changing needs of today’s practice environment.

Though every project, firm, and designer is unique, Leading Collaborative Architectural Practice aims to provide the first comprehensive resource for design professionals currently engaged in collaborative practice as well as those interested in doing so. Leadership and collaboration are explored at a fundamental level, best practices from other fields are translated into practical tools and tactics that design professionals can use, and successful collaborative projects illustrate the challenges and rewards of applying these principles in practice.

The authors are licensed architects, academics, researchers, and leadership consultants who collectively bring their diverse perspectives to each topic. Additionally, unique case studies and interviews with thought leaders in the field are interwoven through the book and are available in their full form in the supplemental resources.

Conceptual Framework

This book takes as a fundamental principle that regardless of the delivery method and technologies used on a project, architects must develop the interpersonal skills that define influential leaders in other industries. Today’s ever increasing economic, social, and environmental pressures on projects demand that architects lead collaborative teams in order to address the complex programs, specialized project types, and social conditions that are prevalent in today’s world.

The lessons contained herein aim to codify existing models of leadership theory, interpersonal skills, and communication techniques from other disciplines, distil best practices from successful precedents, and re-examine status quo processes through the lens of the social and behavioral sciences. In short, Convergence aims at having a calibrated depth across a breadth of subjects focusing on leadership and collaboration. These topics are applicable to leaders, team members, and practices of all sizes working across a variety of new construction and major renovation project types who are interested in joining the movement toward more collaborative practices.

There are many models of leadership and collaboration theory on the market today often differentiated by catchy names and relatable metaphors—all one needs to do is pass by an airport bookstore or browse the headlines of any business blog to find them. Rather than ascribe to one model, the authors have chosen to structure this resource around the commonly held, fundamental principles of leadership and collaboration as well as their application to the building industry.

Why Collaborate?

Collaborative teams almost always contribute to successful project outcomes and innovation. Those that do not fail to do so because of one or more dysfunctional behaviors that are easily remedied.

Our research has shown that having multiple eyes on a project solution helps teams avoid major errors. Collaborative teams offer more opportunities for new ideas that advance innovation. This is due to the diversity of members’ backgrounds and prior experiences before joining the team. Finally, collaborative work environments encourage people to be self-motivated, self-assured, and satisfied with their jobs.

If collaboration is so valuable, why then are all teams not structured this way? Because it takes adaptive leadership to promote and support collaboration as a viable alternative to the status quo who are willing to invest in shaping a new culture within practice.

Contemporary leaders must be collaborative leaders rather than the authoritative or dictatorial leaders that helmed companies of the past. A collaborative leader has an ability, awareness, and commitment to lead project teams to work together to accomplish their goals. A collaborative leader may in fact not even be just one person but rather a collective of influencers from various firms who work together to fulfill project and organizational objectives and assume leadership responsibilities at appropriate points in the process.

This book builds off of a multi-year research and development project as well as an associated conference held in Salt Lake City, Utah in the fall of 2013 sponsored by and produced for the American Institute of Architects (AIA) to educate its members on collaborative project teams working in integrated models of practice. It joins other resources in documenting existing projects that model successful collaboration practices and providing translatable frameworks for those who believe that collaboration is a valuable resource in the design process.

How This Book Is Structured

The book is organized in five parts that present the history and contemporary conditions that shape today’s building industry, the tools and tactics needed to develop and foster collaboration amongst various project stakeholders, and an exploration of the changing nature of the workforce, emerging technologies, and innovative business models that will impact the future of our practice. Each of the parts is briefly outlined below.

Who Should Read This Book?

Existing leadership and collaboration texts are extensive in nonarchitectural fields but almost nonexistent within the profession. There is a significant gap in the market for both how the existing body of knowledge developed by business and management professionals on leadership and collaboration can be translated and applied in design and construction practices. Leading Collaborative Architectural Practice provides this much-needed content and is applicable to anyone engaged in the education or practice of designing and constructing buildings.

The presentation of the material is grounded in practical examples of firms of all sizes working across a variety of new construction and major renovation project types who are leading the movement toward more collaborative practices. Leading Collaborative Architectural Practice distinguishes itself from traditional leadership texts by providing in depth case studies as well as hands-on exercises that allow architects, owners, and contractors to put these principles into practice.

As the larger AEC industry emerges from the economic downturn brought about by the 2008 Recession, the time is ripe to engage in a dialog about how to build more resilient business models and practices. These issues will be at the forefront of discussions regarding collaborative practice as it continues to prove more humane, economically feasible, less litigious, and more successful than established models currently in place.