Re-posted by Steven C. Shell, Architect
In order to effectively lead collaborative teams, architects would do well to downplay possessing specialized knowledge. Knowledge acquired in school and practice should be thought of as the price of admission, not their “Advance to GO” card, as so many on the team in this connected age have access to and share this same knowledge. Along with specialized knowledge, as a professional duty of practice, architects will also need to reevaluate the role of professional judgment, design intent, responsible control, direct supervision, and serving as the hander-down of rulings in the shape-shifting required from working simultaneously on collaborative teams.
Recognizing that nothing incites a non-architect’s derision, ridicule and ire swifter than to start a sentence “The architect is uniquely qualified to.”
Here are six qualities that make architects ideally suited to lead collaborative, integrated teams:
1. Architects can lead collaborative teams by tapping into their ability to maintain two or more opposing thoughts until an amenable solution arises.
Roger Martin’s The Opposable Mind, on the problem-solving power of integrative thinking, describes the human brain’s ability “to hold two conflicting ideas in constructive tension.” Like F. Scott Fitzgerald’s test of a first-rate intelligence as “the ability to hold two opposed ideas in the mind at the same time, and still retain the ability to function,” architects need to become even more comfortable working with and maintaining two or more opposing thoughts earlier in their careers. Architects famously can simultaneously maintain two lines of thought – e.g. their own and their client’s; their client’s and that of the public-at-large; the paying client and the non-paying client; the 99% and the 1%; the circumstantial and the ideal; science and art; reason and intuition; evidence and the ineffable; HSW and aesthetics; practical and dreamer. In an interview with the author, Phil Bernstein described the difference between young designers and older designers as the ability to manage an increasingly larger set of variables: “When I was working for Cesar Pelli, that was one of the amazing things about him – he could keep so many things in his head and he could balance them and weigh one against the other, and he could edit out what he called the systematic generation of useless alternatives. He would prevent us from going down that avenue.”
2. Architects are problem identifiers. Not only problem solvers, architects recognize that identifying the right problem to solve is often 80% of the solution.
Frequently, the problem assigned is not the one that truly requires addressing. Architects work to make sure that everyone is focused on the most pressing, pertinent problem.
3. Architects see the big picture.
Solution-oriented engineers sometimes have a difficult time seeing the forest from the trees. Malcolm Gladwell in Blink called this ability to see information in its wider context coup d’oeil, court sense or “giss,” the power of the glance, the ability to immediately make sense of situations. Architects, by the end of their formal training, have begun to develop this ability, by thinking laterally and simultaneously – not linearly. Neither exclusively right- nor left- – architects are whole-brain thinkers. In the midst of prolonged analysis, architects can help to keep things whole.
4. Architects draw by hand, mouse and wand.
Creatively ambidextrous, flexible and agile, architects are not stuck on any one means of communication or delivery. Architects make the best use of available technology to get the point across. Because architects envision what is not there, they help bring nascent ideas to life. Today, we cannot talk of leadership without the technology. We lead from the technology and the tools we use. In this way, architects lead collaboration from the middle by leading from the model.
5. Architects can lead collaborative teams by thinking like other team members, anticipating their concerns and questions before they arise.
Architects see through other’s eyes, empathize and understand what is important to others. They have both deep skills and wide wingspan breadth. Architects are the only entity who serve not only the paying but non-paying client (society-at-large.) In trying to predict the consequences for any course of action, the architect needs to anticipate the responses of each of the integrated team members. To do this, an architect must know enough about each discipline to negotiate and synthesize competing demands.
6. Architects don’t lead collaborative teams because of their specialized skills, technology know-how, or privileged knowledge, but rather because of their comfort with ambiguity and uncertainty.
Architects are best suited to lead collaborative teams by being able to extrapolate from incomplete information, and won’t let the lack of complete information stop them from moving forward.
Randy Deutsch’s “How We Can Make Collaboration Work: How architects can decentralize rather than be marginalized”
Jan-Feb 2014 Design Intelligence journal