Leading Collaborative Architectural Practice

The comprehensive guide to leading today′s collaborative project delivery teams

Leading Collaborative Architectural Practice is a first–of–its–kind resource for those interested in alternative and integrated forms of project delivery. Based on a multi–year study of emerging practices, this guide features leadership models, interpersonal skills and communication techniques, and best practices for maximizing the potential of project teams all specifically tailored for the AEC community. Practitioners at all stages of their careers will use this guide to develop a creative approach to project delivery that engages diverse people, processes, and tools to more effectively, efficiently, and elegantly respond to the changing needs of today′s practice environment. Through concepts and immediately implementable strategies, professionals will learn how to:

Reflect on their own leadership style and cultivate the skills necessary to influence others Boost team productivity through heightened interpersonal skills and effective communication Create and maintain a collaborative culture prone to innovation and fueled by self–motivated talent Use hands–on exercises and lessons learned from in–depth case studies to solve their everyday challenges in the office or in the field

Foreword

Acknowledgments

Introduction

Leadership and Collaboration

Conceptual Framework

Why Collaborate?

How This Book is Structured

Who Should Read This Book?

Part 1: Collaboration In Context

Chapter 1 Collaboration in Practice

1.1 The Changing Landscape Of Architectural Practice

1.2 The Rise of Integrated and Collaborative Project Delivery

1.3 Mutually–Beneficial Collaboration

1.4 Leadership and Followership

The Promise Versus Reality of Integrated Project Delivery Interview with Renée Cheng

Chapter 2 Collaborative Project Delivery Tools

2.1 Traditional vs. Collaborative Project Delivery

2.2 Collaborative Design–Bid–Build

2.3 Collaborative CM At–Risk

2.4 Collaborative Design–Build

2.5 Multi–Party Agreements

2.6 Integrated Project Delivery and Collaboration

2.7 The Value of Collaboration

2.8 When Not To Collaborate

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

Chapter 3 Creating Collaborative Environments

3.1 Collaborative Infrastructure

3.2 Physical Space

3.3 Social Structures

3.4 Training and Support

3.5 Technology Tools

3.6 Leaders Roles

Collaboration Takes Commitment Interview with Stephen Van Dyck

Part 2: Collaboration Tools and Tactics

Chapter 4 Building Collaborative Teams

4.1 Assembling and Organizing Teams

4.2 Selection of Team Members

4.3 Diversity and Inclusion in Teams

4.4 Organizing Teams

4.5 Coordination Between Sub–Teams

4.6 Developing Team Culture

Case Study Excerpt: Odegaard Library Renovation

Chapter 5 Maintaining Collaborative Teams

5.1 Project Team Size

5.2 Cross–Functional Teams

5.3 Stability of Teams

5.4 Assessment

5.5 Coaching and Feedback

Collaborative from the Start A Conversation with Clare Olsen, Caryn Brause, and Erin Carraher

Chapter 6 Development Stages

6.1 Stages of Team Development

6.2 Forming

6.3 Storming

6.4 Norming

6.5 Performing

6.6 Adjourning

6.7 Team Development Model

Case Study Excerpt: Center for Health and Innovation

Chapter 7 Team Behaviors

7.1 Negative Team Behavior

7.2 Fear of Conflict

7.3 Lack of Commitment

7.4 Lack of Accountability

7.5 Inattention to Results

7.6 Loss of Trust

7.7 Effective Team Behaviors

7.8 Situational Team Organization

7.9 Collective Decision–Making

Case Study Excerpt: Health & Wellness Center

Chapter 8 Collaboration Tools

8.1 Rationale Vs. Intuitive Processes

8.2 Lean Strategies

8.3 Lean Tools

8.4 Choosing Bby Advantages

8.4 A3 Reports

8.5 Decision Matrix

8.6 Decision Tree

8.7 Ishikawa (Fishbone) Diagram

8.8 BIM Scorecard

Case Study Excerpt: Alta Bates Summit Medical Center

Part 3: Leadership Effectiveness

Chapter 9 Leadership Effectiveness

9.1 Foundations of Leadership

9.2 Trait Vs. Behavior

9.3 Ability

9.4 Awareness

9.5 Commitment

9.6 Conscious/Competent

Leading Together Interview with Patricia Rhee

Chapter 10 Leadership Development

10.1 Farm Gate Model

10.2 Interpersonal Awareness

10.3 INDIVIDUAL Individual AWARENESS Awareness TOOLSTools

10.4 Team Awareness Tools

Case Study Excerpt: Bullitt Center

Chapter 11 Leadership Stages of Development

11.1 Guildhall Model

Novice

Apprentice

Journeyman

Master

11.2 Development Stages

11.3 Combined Development Model

Case Study Excerpt: ASU Memorial Union

Chapter 12 Task–Relationship Behavior

12.1 Leader in Development

12.2 Direction and Feedback

12.3 Stage Assessment

12.4 Task–Relationship

Practice–Based Scenario: The Story of Frank and Denise

Chapter 13 Cognitive Styles

13.1 Understanding Cognition

13.2 Adaptive Problem Solving

13.3 Innovative Problem Solving

13.4 Bridgers as Leaders

13.5 Adaptive And Innovative Team Cultures

13.6 Reflective Environments

Case Study Excerpt: Building 661

Chapter 14 Leadership Styles

14.1 Authoritarian/Autocratic

14.2 Participative/Democratic

14.3 Delegative/Free Reign

14.4 Style–To–Situation

14.5 Positive & Negative Leadership

14.6 Task & Relationship

Leadership in Development Stories from Rick del Monte and Fred Perpall

Part 4: Communication and& Conflict

Chapter 15 Communication Fundamentals

15.1 Components of Communication

15.2 Barriers To Communication

15.3 Listening and Feedback

15.4 Verbal And Non–Verbal Communication

Communication Assessment

Chapter 16 Johari Window Model

16.1 Johari Window Model

16.2 Open Self

16.3 Hidden Self

16.4 Blind Self

16.5 Unknown Self

Chapter 17 Feedback and Motivation

17.1 Steps to Constructive Feedback

17.2 Feedback Style

17.3 Maslow s Theory

17.4 Herzberg s Theory

17.5 Adequate Resources

17.6 Motivation Process

17.7 Modes of Motivation

17.8 Motivation to Innovation

Motivation & Maintenance

Chapter 18 Conflict Management

18.1 Healthy Conflict

18.2 Conflict Management Styles

18.3 Conflict Management Model

18.4 Conflict Management Leadership

Exercise: Conflict Management and Resolution

Part 5: Leadership In Practice

Chapter 19 The Value of Inclusion

19.1 The Changing Workforce

19.2 Diversity and Creativity

19.3 Empathy

19.4 Generational Traits

19.5 Gender And Leadership

19.6 Race And Leadership

Building Leaders and Design/Build Interview with Emilie Taylor Welty

Chapter 20 Leadership and Change

20.1 Foundations of Innovation

20.2 Complex Environments

20.3 Strategic Leadership

20.4 Change Management

20.5 Social Leadership

20.6 Thought Leadership

Case Study Excerpt: Girl Scouts of Utah Summer Cabins

Chapter 21 Practice Leadership

21.1 Culture and Organization

21.2 Practice Management Components

21.3 Managing Meetings

21.4 Structure and Business Models

21.5 The Leadership Cycle

21.6 Training and Development

Reflective Practice Interview with Z Smith

Conclusion

Toward a More Collaborative Practice

Applying Collaboration and Leadership in Practice

Bibliography

Index

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.