WEEK 3 - NOTES AND REFLECTIONS

WEEK 3

If you could ask a professional design team anything about the process of actually building a building, what would those questions be?

How much of the process is paper-work and talking to people rather than actually detailing the building before construction?

If you, as the architect, are able to detail the building, why can’t you take part in its actual construction?

What is your role as the architect before construction and why can’t you tell construction people on site how to build the building?

“Building on Society” by Andres Lepik

In Building on Society by Andres Lepik, I agree in the fact that architecture has come a long way to grow a Social awareness into the design process of a building – a neighborhood – a city. As designers and architects, we have a social responsibility to help the poor, and not only the ones who can afford our services; we are not just simply service providers who work to fulfill commissions for clients that can afford our services as stated by Lepik. We must instead use our expertise – our design ideas to bring about a social impact to the communities we help build. There are millions of informal settlements spread around the globe occupied by the poorest residents. And we as designers and architects need to become more sociably responsive to the communities’ given realities. We no longer can think of ourselves “… as simply designers of buildings but rather as moderators of change.”

Quotes I like from Building on Society:

“Is it enough to simply be a service provider who works solely to fulfill commissions for clients who can afford such services?” “…Spread of informal settlements, usually by the poorest of residents…” “Little if any thought has been given to the massive influx into cities of the extremely poor, whether they are migrating from the countryside or arriving from another country.” “…illegal status and the absence of public service…led…to high crime rates and a general lack of security.” “…necessary to give the settlements permanent legal status, that their inhabitants enjoy the security of being able to stay in the structures they have built themselves.” “Design ideas that could contribute to the eradication of poverty.” “…social impact of a design is the primary consideration.” “..architect become more responsive to the community…approaches must not be driven by preconceived political or architectural theories, but rather consist of responses to  given realities…no longer think of themselves simply as designers of buildings, but rather as moderators of change.”

“Successful Design Teams” by Shel Perkins

As stated in Successful Design Teams by Shel Perkins a design teams come up with the best design approaches when they treat each other as equals with equal rights and opportunities. The idea is to have fewer rules in the design team in order to have greater flow of information and greater possibility for coming up with quick innovative ideas when opportunities are presented, especially during unprecedented events. In a team of this nature, individual’s personal and professional growth depends on self-motivation especially during difficult challenges  and in turn encourages self-management and regular participation. However, to keep the design team functioning this way, the team has to be assembled with the right mix of resources and skills – that also means having a team manager and a team leader.  These two important team members do not control the design team – they are moderators. The team leader does not directly tell each design member what to do, he allows each individual to work independently on tasks and then bring the work to the group for evaluation and integration. The project manager takes care of the logistics, he “…arranges any necessary meetings, distributes updated information, monitors budgets and deadlines, and documents the progress of each assignment.” When everyone gathers to go over project, you must keep updates short and simple – “...state what has changed and what has been achieved…praise publically and criticize privately.” When the project is over make sure you celebrate because it’ll have an impact on morale – “…savor what the team has accomplished together…discuss what went well and what didn’t and to learn from any failures.” And get ready for the next project!

Quotes I like  from “Successful Design Teams” by Shel Perkins

“Design teams have fewer rules and greater flow of information…for rapid innovation.” “…have an egalitarian nature that encourages self-management and regular participation...” “Invididuals who do well in this environment…are drawn to challenges and are strongly motivated by opportunities for personal and professional growth.” “..effective size for a problem-solving group is between  five and seven people.” “…competencies… projects skills…provided by the client organization.” “..have assembled the right mix of resources, how do you keep everything functioning…a team leader and a project manager.” “..a decentralized approach to authority, allowing individuals to work independently on tasks, and then bring their work back to the group for evaluation and integration.” “The project manager arranges any necessary meetings, distributes updated information, monitors budgets and deadlines, and documents the progress of each assignment.” “Projects benefit from creative tension but not personal conflict.” “To respect everyone’s schedule, keep it short and simple. In the meeting, state what has changed and what has been achieved.” “…praising publicly and criticizing privately.” “…set up workroom where all of the materials related to a large project can be left spread out.” “…pause and savor what the team has accomplished together.” “…discuss what went well and what didn’t and to learn from any failures.” “…impact on morale.”