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.

Table of Contents:
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 Delivery—Interview 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 Contracts—Interview 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 Start—A 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 Together—Interview with Patricia Rhee 141 Chapter 10 Leadership Development 145 Farm Gate Model 145 Interpersonal Awareness 147 Individual Awareness Tools 148 Team Awareness Tools 149 Case Study Excerpt: Bullitt Center 149 Chapter 11 Leadership Stages of Development 157 Guildhall Model 157 Development Stages 158 Combined Development Model 159 Case Study Excerpt: ASU Memorial Union 159 Chapter 12 Task-Relationship Behavior 169 Leader in Development 169 Direction and Feedback 169 Stage Assessment 171 Task-Relationship 172 Practice-Based Scenario: The Story of Frank and Denise 174 Chapter 13 Cognitive Styles 179 Understanding Cognition 179 Adaptive Problem Solving 182 Innovative Problem Solving 182 Bridgers as Leaders 184 Adaptive and Innovative Team Cultures 185 Reflective Environments 185 Case Study Excerpt: The Center for Building Energy Science & Engineering (Building 661) 187 Chapter 14 Leadership Styles 197 Authoritarian/Autocratic 197 Participative/Democratic 198 Delegative/Free Reign 198 Style-to-Situation 199 Positive and Negative Reinforcement 200 Task and Relationship 202 Leadership in Development—Rick del Monte and Fred Perpall 203 Part 4 Communication and Conflict 207 Chapter 15 Communication Fundamentals 209 Components of Communication 209 Barriers to Communication 211 Listening and Feedback 212 Verbal and Nonverbal Communication 213 Communication Assessment 216 Chapter 16 Johari Window Model 221 Open Self 221 Hidden Self 221 Blind Self 222 Unknown Self 222 Self-Awareness Assessment 223 Chapter 17 Feedback and Motivation 225 Steps to Constructive Feedback 225 Feedback Style 226 Maslow’s Theory 227 Herzberg’s Theory 228 Adequate Resources 229 The Motivation Process 229 Modes of Motivation 231 Motivation to Innovation 232 Motivation and Maintenance 233 Chapter 18 Conflict Management 235 Healthy Conflict 235 Conflict Management Styles 236 Conflict Management Model 239 Conflict Management Leadership 241 Conflict Management and Resolution 242 Part 5 Leadership in Practice 249 Chapter 19 The Value of Inclusion 251 The Changing Workforce 252 Diversity and Creativity 253 Empathy 254 Generational Traits 254 Gender and Leadership 259 Race and Leadership 263 Building Leaders and Design/Build—Interview with Emilie Taylor Welty 264 Chapter 20 Leadership and Change 271 Foundations of Innovation 272 Complex Environments 274 Strategic Leadership 274 Change Management 276 Social Leadership 277 Thought Leadership 278 Case Study Excerpt: Girl Scouts of Utah Summer Cabins 279 Chapter 21 Practice Leadership 287 Culture and Organization 287 Practice Management Components 288 Managing Meetings 289 Structure and Business Models 290 The Leadership Cycle 291 Training and Development 293 Reflective Practice—Interview with Z Smith 294 Conclusion Toward a More Collaborative Practice 299 Bibliography 301 Index 311

About the Author :
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.