Toward Success: Success & Innovation In the Professional Practice

Toward Success

Innovation & Strategies within the Practice of Architecture Written by: Gabriel Didiano, M.Arch, BA (Hons) Supervisor: Dr. Brian Sinclair, FRAIC AIA IIAS University of Calgary, Faculty of Environmental Design Master of Architecture, Critical Practice Directed Studies Winter 2011

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Summary Introduction Defining Success in Architecture The Skills and Values Needed The Architecture Success Model [ASM] Components of Success Theory: Theory & Philosophy Literature Review Ethics Leadership & Motivation Education & Mentorship Innovation Case Study Conclusion Annotated Bibliography

Gabriel Didiano April 2011

Toward Success Innovation & Strategies within the Practice of Architecture Summary The architecture profession is constantly changing as the current political and economic uncertainty necessitate adaptability. Practitioners spend considerable resources and time to stay abreast on issues facing the profession and emerging strategies for success. As with many other professionals Architects strive to be successful, however it seems that practitioners, firms, and students are hard pressed to be completely satisfied as the architecture process is a continuous design dialogue. Creating a conceptual success model for architecture appears relevant to cope with the changing environment that Architects practice within and can assist in future career planning. An appropriate model could be based on the core values of leadership, innovation, sustainability / ethical design, and the firms relevance which is otherwise known in the business world as the bottom-line. These core values encompass many soft skills and are based on relevant literature on success theory that should be considered. These values provide varying levels of fulfilment, however to become truly successful requires a balance. Consistent with many other pursuits in life, balance for the profession is integral and the model advocates for a strong educational focus that meets these core values. To attain the success sweet spot in the model, education must avoid overemphasizing one aspect and strive to make well-rounded practitioners.

Introduction Success in architecture can be measured in many ways, from a cultural impact on society – such as the Bilboa Effect – to the more conventional measures of financial wealth, size of firm, etc. There already is an array of success definitions and a spectrum of metrics for acknowledging progress. For the architecture profession, success tends to be a very contentious notion – rather ill-defined and somewhat an elusive goal. Some Canadian practitioners associate success with solely profitable firms and attach a negative relationship between design and wealth. As contentious and conflicted as the notion of success is for the profession, Architects and firms seek what largely is a moving target. Intrinsically, everyone knows through a priori knowledge what success looks like and can list some of the individual qualities and ingredients needed for a firm and its people to achieve.

To better grasp the notion and definition of success in architectural practice, this study critically assesses relevant and prevailing literature to gain a sound understanding of what will be classified as success theory – the study of success, leadership, and ingenuity in business. As there already exists extensive research available that recognizes the importance of leadership and ingenuity in the service profession, this study focuses on the perceived gap between the prevalent success theory and practice of architecture. This study is attempting to bridge that gap and create a more flexible success strategy that could be effectively utilized to inform career planning and firm strategy. The research has developed a model based on core values needed for a successful professional. These core values that will be discussed later are compromised of a balance between leadership, innovation, sustainability / ethical design, and the firms relevance which is otherwise known in the corporate world as the bottom-line. The model will help us understand some of the prevalent business theories in success and leadership today.

Defining Success in Architecture Success is generally defined in dictionaries as one’s attainment or measure of social status, achievement, and profit compared to others. Success for an architect can be an allusive goal as we belong to a service profession that subscribes to a code of ethics and has an obligation to the public. Clearly, the definition of success needs to be broader and made flexible to encompass all the contributing factors of architectural practice. As Architects belong to a formal profession and engage in demanding public work, no matter the size of the practice, every single architect is ethically – in part or whole – responsible for the work they do and how it affects the built environment and ecology of the site. Architects and the industry must live up to an entirely different set of standards thus requiring a redefinition of success, one that is crafted to be more humanistic in its approach to achieving set goals. It is the cold calculated monetized valuation of the dictionary definition that removes the high level fulfilment factors that lead to self-actualization and public good.

In todays highly competitive environment the profession of architecture is not only competing internally, but has to cope with the sustained assault from engineers, small residential designers, developers, and other design professionals. The regulatory arm of the profession regulates only a portion of the physical environmental design, leaving the remainder to anyone with a passion for design and willingness to enter into the market. A financially successful practice relies on how well and aggressively they can pursue commissions, make a profit, sustain a business, and provide compelling work for their firm. To keep the doors open, employees and the profession rely on how good of a salesperson an Architect can be.

What is intrinsically more important is that while the profession strives to maintain solvency, Architects must become great business people and innovate to stay relevant in future markets.

Ethics in business are important to the profession to maintain the trust the public has in its members. Architects are beholden to the profession and public to conduct ethical business practices and provide for safe products (Hobbs 37-39).

The trust placed on the profession by the public cannot be broken or could result in a devaluation in the Architects skill set, which is the value proposition offered in their design. Furthermore, ethics in the practice of architecture has evolved into expectations of ethical design in the environment that encompass ecological changes, socio-cultural awareness, and an acute sensitivity to the site. New buildings have a profound change on the physical environment and can scar a site for greater than fifty years. For this reason alone, Architects must consider their obligation to the public and conduct themselves honourably refraining from making only economic choices. Thus, ethical design and conducting business with integrity adds to the definition of success.

The dictionary definition of success is framed in the attainment of recognition and status that fulfils our wants. These desires would rank low on Maslow’s Hierarchy of Needs, however achievement is subconsciously part of higher level needs and desires. Architects crave achievement and accolades for personal fulfilment and self-actualization which confirm career and design choices professionals make. Alan de Botton spoke of a kinder, gentler philosophy on success where we as humans are looking to receive love and more importantly give it (de Botton). To love and give back to the public provides immense satisfaction. The profession must overcome the highly competitive nature, envy, and equating one’s achievement to the yardstick of others – this is a destructive measure (de Botton). Architects should define success by the achievement when it is grounded in the higher level needs of self-actualization. The difficult part in comparing or measuring self-actualization is to avoid using status symbols as a measure. Core components to garnering achievement and thus fulfilment is the ability to lead and innovate within the field.

The Skills & Values Needed

Architecture is an interdisciplinary field which requires professionals to synthesize, design, integrate, and coordinate a project (Hobbs 24). Soft skills and shared values relevant to the profession help Architects become successful, building on the core values of leadership, innovation, relevance, and sustainability / ethical design. For the purpose of this section, the core values can be expanded to include: 1. a) b) 2. a) b) 3.

Self Actualization Leadership Innovations Relevance Recognition Making a Profit Sustainability

These expanded core values typically are found in some partial form within business literature studied. They can also be ranked based on Maslow’s Hierarchy of Needs to better compare their perceived worth. Social Comparison Theory by Leon Festinger states that people tend to evaluate their performance based on others so it seams relevant to compare the definitions of architectural success with Maslow’s pyramid.

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leadership meaning

innovation creativity

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sustainability comprehensive and ethical design impact recognition awards and prominence in profession, prestige of place making a profit profit, size, and growth; connected to status in society

The highest is self-actualization and the fulfilment of good work, the lowest is making a profit. The architecture profession is a place of creativity that feeds right into those needs for achievement and high level needs. In todays profession, it appears through casual observation that most professionals look at the bottom-line. This is probably indicative of the recent recession that much of the world went through and effected every architect. If so, is it because the lowest value needs are the lowest fruit on the tree, so they are readily attainable, especially in times of crisis? In the seminal work on business and leadership, In Search of Excellence by Thomas J. Peters and Robert H. Waterman, they discuss how often professionals place more emphasis on the easily attainable goals and less priority on those high level needs that will give us longer lasting feelings of success (Peters 55-58). Focusing on the lowest fruit on the tree will only result in lack of satisfaction based on Maslow’s hierarchy.

Branching out from the expanded core value set, all professionals adhere to certain basic tenants when representing their vocation. In Professional Practice 101: Business Strategies and Case Studies in Architecture, by Andy Pressman, he identifies the professional as someone that shares a body of specialized and substantial education, accept their fiduciary responsibilities for their decisions, exercise discretion wisely to maintain public trust, and are willing to advance the human condition (Pressman). Pressman’s tenants match to The Canadian Handbook of Practice for Architecture (CHOP) principles of professionalism (Hobbs 30).

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Expertise – Based on education, experience, and mentorship 2.

Autonomy – Uncompromising judgement 3.

Commitment – Dedication to society, its members of profession, and environment 4.

Accountability – Accept personal responsibility and liability for the consequences of their professional behaviour

and protect the public interests on top of client needs The four tenants identified by Pressman and similar to the CHOP should be considered universal, the goals and values of a firm should be aligned with its employees personal aspirations, there should be no perceived difference between individual, firm, and public goals (Maxwell 2003, 20-23). Shared values, achieve success.

The Architectural Success Model [ASM] To better judge and inform career planning, the core values that comprise the definition of success can be set up in a Venn Diagram that balances their weighting equally.

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Poor 1 2 3 4 Success

Great 5 4 3 2 Poor 1 Leadership

Sustainability

Poor 1

Innovation

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Great 5

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Relevance

Although each value gives varying levels of fulfilment, a balance is required to find the sweet spot of success within the profession. The model is a metric to gauge progress and strategically focus efforts and education. It is an opportunity to develop a systematic approach to education, apprenticeship, and professional endeavours. Firms and individuals are challenged to take a hard look at their practice and see where they measure up and identify areas for improvement. Too little of the leadership ingredient can skew a firms progress and derail its goals, while focusing too much on bottom-line relevance can lead to sacrificing ethical design values. Firms need a balance to reach the overlapping success sweet spot to be deemed a successful practitioner in the Architectural Success Model.

The four core values are explained in detail: 1.

Innovation: The creativity and newness architects have on the physical environment for public benefit.

Architects have the ability to drastically change how we perceive the landscape and occupy it through their own works.

Peters identifies the courage to take a chance and change as two of the criteria for success in business (Peters 8-11).

Innovative companies are able to adapt to changing conditions and stay productive. Innovating can be that change is part of any successful model of architecture.

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Leadership: Leaders create meaning through their actions, clearly stated goals, and creation of a coherent productive culture (Ibid 73-74). Meaning is purpose and is important for peoples needs, our life must have meaning, our careers must have goals. Finding and following leaders in business dictates a people approach to success based on people getting “turned on� about what they do. Getting excited about creating great architecture and becoming a follower.

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Relevance: The ability to gain recognition and make money. These values are materialistic measures firms financial health and ability to maintain solvency. The second part of relevance value is recognition of work done in the form of accolades and awards. In todays economy, a firms ability to gain recognition and stay solvent is important to future success. There is significant research into finding emerging markets, reducing overhead, clearly defining a firms value proposition, and finding the right client mix that will make a firm more recession resistant. Firms such as BIG in the Netherlands were able to stay relevant during the recession by achieving fame through winning competition. This was only possible by using unused human capital during the recession to go after commissions.

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Sustainability / Ethical Design: Emphasis in education and practice is on increasing Sustainable values. This sustainability focus is a strong approach to ethical design that fulfils the client and the public interest. Architects are physically changing the environment and the public has becomes aware through advocacy groups of the fragility of the ecologies we are part of. Although some of the science behind global warming and the need for sustainability is debated, the Canadian profession is in favour of sustainable values.

Components of Success Theory: Theory & Philosophy Literature Review This paper is based on relevant and prevailing literature on success and innovation in professional practice which was classified as success theory. The body of research departure point began from the must read books on any CEO, President, or business gurus list as they can be considered the foundation to leadership. Further research relied on the use of current literature found in design publications and online journal archives. Broadly, there was a lack of peer-reviewed articles on success, rather magazine and opinion pieces found on various websites and blogs. The literature compiled skirted the issue of success as a motif and focused on topics ranging from leadership to management. The topics of leadership, innovation, management, ethics, and strategy became prevalent parts of the paper, leading to the realization that success is more about the journey to it and the values that are built upon.

There is still many questions surrounding the future of architectural education, innovation, and mentorship as they are very dynamic areas. There is a constant flux of change in these parts of the profession and the literature clearly articulates this. In part, we are seeing the changes happening in architecture faculties and the Internship Program’s on the provincial level across Canada.

Extensive research in relevant success theory has been undertaken to conceptualize the Architecture Success Model.

Building the model proved complex as the core values are sometimes grounded in intangible ideas and less about the tangible awards and recognition heaped onto many architects. A sound understanding of the theories and philosophy underpinning success theory will help to provide clarity and identify future areas of research for architects, practices, and students.

The Component Matrix of Success Theory [Figure 3] “There really only two important points when it comes to ethics. The first is a standard to follow.

Ethics The second is the will to follow it.” (John C. Maxwell 2003, 23)

Significant Authors

The Canadian Handbook of Practice for Architecture [CHOP], John C. Maxwell

Theory

In the last ten years ethics have come to the forefront with questionable business practices in the mortgage industry, Ponzi schemes, health management organizations, Enron, Worldcom, and a host of others corporations. The ethical dilemma is that people tend to do what is most convenient, hate to lose, and rationalize our behaviour in relativism (Ibid 5-9). To define rationalization, Dr. Joseph Fletcher coined the term, Situation Ethics where right is determined by the situation, relative to others (Ibid 9). The problem can be solved by subscribing to ethics theory which holds that we must maintain our own personal integrity and uphold the values of the profession. The overarching theme is set out in the Golden Rule defined by Maxwell as we must do onto other what you would want done to you (Maxwell 2003, 22-23).

Application

Speaking directly to the profession, the CHOP dictates that professional responsibility forms the basis of ethical behaviour and Architect’s conduct – which is behaviour – is monitored by the majority of architectural associations around the world to maintain integrity (Hobbs 37). This definition is quite narrow and places professional responsibility over personal ethics when it should be the other way around. There really is no such differentiation between business and personal ethics (Maxwell 2003, 2223). Both business and life choices can be matched as each person wishes to be treated fairly and thus should treat others just as fair. A moral compass that is based on our own expectations of how you should be treated can guide us then. The code of conduct in professional practice identifies minimum standards where personal ethics look to achieve higher levels of morality.

Model code of ethics areas, developed by the International Union of Architects based on obligations to the client and public (Hobbs 37): 1.

Competence 2.

Zero Conflicts 3.

Full Disclosure 4.

Compliance with Laws 5.

Professional Conduct

Design Considerations

Architects must consider sustainability and ethical design. This is the consideration of the environment, ecological changes, socio-cultural awareness, and an acute sensitivity to the site. Architects must consider their obligation to the public and conduct themselves honourably refraining from making only economic choices.

Leadership & Motivation Significant Authors Theory

Max De Pree, David H. Maister, Thomas J. Peters, Robert H. Waterman Leaders are important people in any situation, they are the captain of the ship providing a voice to the firms missions and goals (De Pree 3-8). They are champions for the firms, a serving position where the goals of the firm become your own (Ibid 176-78). The imbues the values and reason for being of the firm into his own character. Qualities of leadership includes: integrity, vulnerability, courage in relationships, respect for the future, regard for the present, and understanding of the past, and a breadth of vision just to name a few (Ibid).

Leaders create meaning through their actions, clearly stated goals, and creation of a coherent productive culture (Peters 73-76). Meaning is purpose and followers crave meaning so their endeavours have goals and careers are rewarding.

Application

A people approach to leadership leads to success based on employees getting “turned on� about what they do from their leaders is important (Peters 38).

Employees must understand the product sold and leaders need a strong voice to communicate that and present a clear vision for the company. Leaders help people identify individual goals for every employee as to what they want to get out of their career and this breeds great rapport.

Design Considerations

New leadership or one that welcomes change can be the catalyst to overcoming barriers to change (De Pree 74). The courage to take informed chances changing and adapting is an important characteristic of leadership. The complex built environment we live in requires strong leadership willing to make changes that can solve the massing environmental challenges.

Education & Mentorship Significant Authors

Suzanne C. De Janasz, Sherry E. Sullivan, Vicki Whiting, Elaine Biech, Max De Pree, Dr. Brian R. Sinclair

Theory

The last decade has seen dramatic changes to firms organization structure and increased turnover of junior level employee seeking broader career experiences (De Janasz 78). The architecture profession is changing rapidly after the most recent recession which resulted in massive layoffs. Preparing for the job market is important and a sought after career competency. Job seekers should identify why, how, and who before looking for a career; these competencies identify what their beliefs and their personal identity are, there skills and which mentors can help in any given situation, and who you know in a tight job market (Ibid 81-84). For students entering into the profession and practitioners, continued education and mentorship appears to be a successful way to gain and retain employment. A well rounded education that encompasses the growing areas of expertise architects must have only benefits practice.

Application

Job seekers should attempt to gain a broad education and join multiple allied organization to gain wisdom from other professionals. Further, developing mentoring relationships provide a support system to enhance the proteges personal identity, role clarity, and interpersonal competency (Ibid 78-81).

Students and professionals should seek out multiple networks to gain wisdom and gain potential access to future opportunities (Ibid). Mentors have the potential to unlock the knowledge we need for career progression (Ibid).

Employers must actively train junior employees equally, in an attempt retain human capital (Maister 156-157). Firms that pay special attention to their star junior employees risk having a large turnover of juniors that only adds to the burden of training new employees to take their place (Ibid).

Design Considerations

Innovation Significant Authors

A well rounded comprehensive education is required for a world of increasing complexity and changed guided by wisdom bestowed from the criteria identified

by Sinclair in his position paper on Connecting Disparate Dots: Architecture / Education in Landscapes of Uncertainty (Sinclair 1-2).

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Sustainability 2.

Modernity 3.

Ingenuity 4.

Agility 5.

Holism Education, mentorship, and followship is a continuous process that overlaps, at no time should one stop doing any of the three. Architects can always learn something new, provide leadership to others, or help further a practice or peers goals. The practice of following is very important to the achievement of all, De Pree considered followship important to passing on the goals and skills to future people in businesses, he called these people Watercarriers (De Pree 51-59).

Design Futures Council, David H. Maister, Thomas J. Peters, Robert H. Waterman

Theory

Innovation is the ability to design smothering new, rethink a current condition, or change the environment. Peters identifies the courage to take a chance and change as one of the criteria for success in business. As architecture firms continue to merge, innovation will become increasingly important. The merging of services offers the opportunity to bundle various services and request larger fees commensurate with the services offered. Smaller firms will need to redefine their value proposition to differentiate themselves from mega architecture firms identifying what they bring to the table.

Application

What is the value proposition from design? It is the professional services and skill set provided. Future innovation is predicted in evidence based design, repurposing, energy modelling, and buildings that have quantitatively predictable increases in occupant productivity (Cramer in Design Intelligence Jan/Feb 2011, 6-17). Responsiveness to clients needs, alternative delivery processes, and sustainability will continue to be important (Ibid). Innovative firms, people willing to change will continue to be in high demand.

Design Considerations

Architecture is a professional service and as such is part of society’s information production to create. The world is progressing to point where anyone can access information, news, and creative content for free. If this access to information continues, will that eventually lead to architecture information becoming free (Ibid 18-30)? If so architects will need to change what their clients are paying for. Otherwise the profession needs to identifying emerging markets which will require market research and forward thinking design intelligence to aggressively identify and develop connections to future work.

Case Study The following is a precedent and best practices case study of four firms that demonstrate exceptionally well in one or more of the core values of the ASM. Firms and practitioners should consider these cases as models to follow when strategically planning.

[Figure 4] Poor 1

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Great 5

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Poor 1

Relevance

Innovation

Poor 1

1. Stantec 2. KieranTimberlake 3. HOK 4. Busby Perkins + Will

2 3 1

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4 Success

Great 5 3

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4 3 2 Poor 1 Leadership

Sustainability

High measures of success in the ASM in one more categories: 1.

Stantec Relevance / Business Acumen 2.

KieranTimberlake Innovation 3.

HOK Leadership 4.

Busby Perkins + Will Sustainability / Ethical Design

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Stantec: Stantec is a publicly traded professional consulting services firm that strives to become one of the top ten global design firms in the near future. Its vision and values statement identify continued growth for shareholders and employees to work on great projects (Stantec). Growth will be achieved through a strong business model, acquisitions, and teamwork (Stantec). The firm prides itself on the multiple awards and its interdisciplinary team of professionals that it retains and obviously values employees as human capital. Through acquisitions the firm has been able to acquire and expand skills sets and expertise demonstrating its relevance and business acumen in todays changing practice. Stantec is well positioned to compete with large and small firms in many consulting roles over a multiple of disciplines.

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KieranTimberlake: A highly regarded firm in innovation, Kieran Timberlake exemplifies the qualities that Architects can aspire to. There research focuses on new materials, processes, assemblies, and products that has resulted in a published book, Refabricating Architecture, that discusses changing manufacturing methodologies and focus on the substance of architecture (KieranTimberlake). Timberlake’s innovative sustainability work has been featured as recently as this month with James Timberlake discussing their emphasis on the impact of buildings on the environment (Leung).

For the firm, “process” is the first act of design and their innovative strategy at approaching sustainability speaks to their expertise and qualification at demonstrating success (Ibid).

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HOK: HOK has consistently attained high industry rankings as one of the number one firms to work for (HOK).

They clearly articulate their vision and values that are translated throughout the practice and demonstrate an ability to lead the profession. The Design Intelligence article, The Leadership Circle of Life by Susan Mitchell-Ketzes, outlines a clear strategy to overcome the recession and identify future leaders in the organization, which shows astute business and human capital planning (Mitchell-Ketzes). Building a leadership culture and motivating employees are key strategies that their leaders use effectively and it appears from the outside that its employees are getting “turned on” about their careers.

Another innovative and leadership driven project is HOK Renew which is an online magazine showcasing some examples of sustainability that shows follow through in their values. The ability of leaders to translate their values and visions into actions demonstrates a connection between their words and actions, a key part of De Pree’s framework for leadership.

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Busby Perkins + Will: The office of Busby Perkins + Will demonstrate strong ethical design principles that merits their inclusion as a core value success story. They have the largest portfolio of green built projects in Canada and practice extensively in sustainable design (Busby). The firm is regarded as one of the first firms to incorporate sustainable design before it became an industry buzzword (Ibid). The firm practices carbon offsetting and seeks out green projects, healthcare, and education that require a special sensitivity to the site conditions and its occupants. The firm is regularly involved in the City of Vancouver’s master planning and was part of the EcoDensity initiative to create higher density neighbourhoods condensing the city’s footprint (Busby). Graham Livesey in his recent Canadian Architect article, documenting the firms achievement gave praise to their social and ethical approach to practice (Livesey). The firm stands out in Canada as one of the strongest sustainable design practices.

Conclusion Contemporary practice presents the architect with a host of concerns ranging from the mundane office supplies stocking to the more complex regarding designing for a changing world. To be successful in todays profession requires a broader education and constant adaption to the changing practice landscape. The importance of success theory – the study of success, leadership, and ingenuity in business – is paramount to identifying a career strategy. The architecture success model is a conceptual framework that bridges the perceived gap between theory and practice navigating the substantial literature available to the professional. The model advocates for universal core values that are applicable to any profession however framed for the architect. Following these values in practice will help practitioners balance competing areas of focus while maintaining a moral compass. Clearly there is not one right way to become successful so the practitioner can take away from this model that balance is important, ethics will guide, and aim for the highest levels of self-actualization goals as possible. Design and conduct business in a way that feeds creativity garnering self-fulfilment. This will lead to personal success, something worth having.

Annotated Bibliography Busby Perkins Will. Web. 14 Apr. 2011. <http://www.busbyperkinswill.ca/>.

Homepage of Busby Perkins + Will. Source was used for background information on the firm.

Clapper, Laura. “Perkins + Will: Leaders of Sustainable Design.” Construction Digital. 5 Apr. 2011. Web. 14 Apr. 2011.

<http://www.constructiondigital.com/blogs/editor/perkins-will-leaders-sustainable-design>.

Online magazine article discussing Perkins + Will’s accomplishments and sustainable focus. This article was used as background to Busby Perkins + Will.

De Botton, Alain. “Alain De Botton: A Kinder, Gentler Philosophy of Success.” TED: Ideas worth Spreading. July 2009.

Web. 15 Jan. 2011. <http://www.ted.com/talks/alain_de_botton_a_kinder_gentler_philosophy_of_success.html>.

TED talk discussing the values and philosophies of success based on love and respect. De Botton discusses equality vs. inequality and the merritocratic society we live in. He asks viewers to overcome the human ant hill, become more transcendent, and judge people less.

De Janasz, Suzanne C., Sherry E. Sullivan, Vicki Whiting, and Elaine Biech. “Mentor Networks and Career

Success: Lessons for Turbulent Times.” Academy of Management 17.4 (2003): 78-93. JSTOR. Web. 26 Jan. 2011.

<http://www.jstor.org/stable/4166008 .>.

A paper on the merits of multiple mentors and creating strong support systems based on proteges enhancement through peer to peer learning. The authors identifies that junior employee change over is high and these juniors seek to increase there skills sets by building mentor networks and changing jobs often. The model of occupational excellence forwarded is a competency driven intelligent career where all know the three career competencies of why, how, and whom.

De Pree, Max. Leadership Jazz: the Essential Elements of a Great Leader. New York: Doubleday, 2008. Print.

What does it take to be a good leader? This is the essential question De Pree attacks in detail and with various sets and subsets of values engendered in a leader. De Pree asks leaders to caring and passionate thought motivators within their organization. He relies heavily on lists of characteristics to identify traits.

Ensher, Ellen A., Craig Thomas, and Susan E. Murphy. “Comparison of Traditional, Step-Ahead, and Peer Mentoring

on Proteges’ Support, Satisfaction, and Perceptions of Career Success: A Social Exchange Perspective.” Springer

15.3 (2001): 419-38. JSTOR. Web. 26 Jan. 2011. <http://www.jstor.org/stable/25092732>.

A study that use social exchange theory as a theoretical framework to analyze from 142 participants varying levels of success in mentor networks. The study shows that mentor support and training provided more satisfaction and levels of success then peer or step-ahead models.

Follett, James. “From the Ground Up: Growing a Thriving Design Firm.” DesignIntelligence. 31 Aug. 2011. Web. Mar.

2011. <http://www.di.net/articles/archive/3422/>.

Article articulating five key principles to success in design firms.

Gaboury, Jane, ed. DesignIntelligence: Trends Forecast & Foresight Scenarios 17.1 (2011). Print.

The January/February edition of Design Intelligence, a journal dedicated to trends forecasting, future design markets, and innovative techniques in the field of design. Journal proved to be quite useful at identifying current challenges and future opportunity. The article on New Opportunities But Little Recovery by James P. Cramer and Jamen Gaboury is a telling piece on the future of design and current obstacles.

Gersick, Connie J.G., Jean M. Bartunek, and Jane E. Button. “Learning from Academia: The Importance of

Relationships in Professional Life.” Academy of Management 43.6 (2000): 1026-044. JSTOR. Web. 26 Jan. 2011.

<http://www.jstor.org/stable/1556333>.

A study based on interviews and statistical findings of business school faculty members. The study asserts that relationships in the business world are important to career mobility and there are differences in experience between men and women.

Hobbs, Jon, ed. The Canadian Handbook of Pratice for Architects. Tech. 2nd ed. Royal Architecture Institute of Canada,

2009. Print.

An encyclopedia of knowledge for Canadian architectural practice developed by the Royal Architectural Institute of Canada. Most Architects have a copy of this on their shelf as it contains pertinent information and forms to the practice.

The Handbook is a departure point for any aspiring Architect, however it seems to only set minimum standards, alluding to higher codes of ethics that could sought after.

HOK | Ideas Work. Web. 14 Apr. 2011. <http://www.hok.com/>.

Homepage of HOK. Source was used for background information on the firm.

HOK RENEW. HOK. Web. 14 Apr. 2011. <http://hokrenew.com/>.

Homepage of HOK Renew, an online magainze look at urban regeneration and sustainable design. Source was used for background information on the firm.

Hutton, Ernest, Mark Strauss, and Stephen Whitehouse. “Three R’s for the New Economy: Reposition, Redevelop,

Regenerate.” DesignIntelligence. 3 Nov. 2011. Web. Mar. 2011. <http://www.di.net/articles/archive/3485/>.

Article discussing the three R’s of construction and community development which are reposition, redevelop, and regenerate. Emphasis is placed on strategies for success in regeneration.

KieranTimberlake. 15 Apr. 2011. Web. 20 Apr. 2011. <http://kierantimberlake.com/home/index.html>.

Homepage of KieranTimberlake. Source was used for background information on the firm.

Leung, Lilly. “The Architect behind UCSD’s New Uber-green Housing.” San Diego News, Local, California and

National News - SignOnSanDiego.com. 8 Apr. 2011. Web. 14 Apr. 2011. <http://www.signonsandiego.

com/news/2011/apr/08/architect-behind-ucsds-push-green-housing/>.

New article on KieranTimberlake project in San Diego and interview with James Timbelake. Timberlake speaks to sustainable design and their process.

Livesey, Graham. “Green to the Core.” Canadian Architect. Canadian Architect. July 2010. Web. 14 Apr. 2011. <http://

www.canadianarchitect.com/issues/story.aspx?aid=1000378684>.

A journal in Canadian Architect documented Peter Busby’s achievements and his professional history. Praise is poured onto him for his sustainable focus and strong design. The article is framed in his merger with Perkins + Will.

Maister, David H. Managing the Professional Service Firm. New York: Free Paperback, 1997. Print.

On many managers must-read list, this seminal book on manangement and business succcess in professional service firms sets a framework to become a successful leader. The books discusses leveraging, mentoring, business strategies, and consistently identifies implications of every decision based on the authors considerable experience in the service profession.

Maxwell, John C. The 21 Indispensable Qualities of a Leader: Becoming the Person That People Will Want to Follow.

Nashville, TN: T. Nelson, 1999. Print.

A book listing the 21 characteristics of a leader. The spends each chapter describing each trait that make successful leaders following a logical progression of values. The first few relate to character, then soft skills, followed by compassionate traits, and lastly a set of skills focusing on comprehension and education. The books structure makes it an easy read, however seems to repeat what is found in many other peer-reviewed works.

Maxwell, John C. There’s No Such Thing as “Business” Ethics: There’s Only One Rule for Making Decisions. New York:

Warner Business, 2003. Print.

A well written proof that there should be no real difference between business and personal ethics. Maxwell makes the case for the Golden Rule in ethics of treating everyone as you would like to be treated. He has used his considerable business experience and alludes to discussions he has had with other professionals when framing the golden rule and outlining the ethical dilemma we face in business.

Mitchell-Ketzes, Susan. “The Leadership Circle of Life.” Design Intelligence. 31 Aug. 2010. Web. 14 Apr. 2011. <http://

www.di.net/articles/archive/the_leadership_circle_life/>.

A journal article written by one of the partners of HOK describing their strategy for identifying leaders and developing their skills sets.

Moore, Gary T. “Creativity and the Prediction of Success in Architecture.” Journal of Architectural Education 24.2/3

(1970): 28-32. JSTOR. Web. 25 Jan. 2011. <http://www.jstor.org/stable/1424240>.

A quantitative study on the value of aptitude tests at predicting success of students in architecture studies. The findings prove that the tests have a low correlation between success and other metrics should be used in conjunction. The article is quite dated and as Canadian school require no aptitude test, little relevance is found in the paper.

Peters, Thomas J., and Robert H. Waterman. In Search of Excellence: Lessons from America’s Best-run Companies.

New York: Harper & Row, 1982. Print.

On almost every must-read list for success and leadership in business, the book discusses what some of the best run companies are doing to be successful. Based on what these companies are doing Peters and Waterman go on to discuss leadership, business success and the ingredients to be successful. Published over 20 years ago, the book still holds relevance and should be considered a seminal work on business success and management.

Pressman, Andy. Professional Practice 101: Business Strategies and Case Studies in Architecture. Hoboken: Wiley, 2006.

Print.

An introduction and best precedent analysis of business strategies in architecture, the book focus on the operation of an architectural practice and its functional organization and management. The book is predominantly about management, project delivery, and various other managerial concerns.

“Rice University in Texas Unveils Energy-efficient Research Facility.” Interior Design News, Interior Design Trends -

World Interior Design Network. 30 Mar. 2011. Web. 14 Apr. 2011. <http://www.worldinteriordesignnetwork.com/

news/rice_university_in_texas_unveils_energyefficient_research_facility_110330/>.

Article detailing a KieranTimberlake project.

Roberts, Ben. “Stantec, Burt Hill and AEB Claim Drug Clinic Deal.” Construction Week Online Middle East |

ConstructionWeekOnline.com. 4 Apr. 2011. Web. 14 Apr. 2011. <http://www.constructionweekonline.com/article-

11700-stantec-burt-hill-and-aeb-claim-drug-clinic-deal/>.

Article detailing a newly awarded project to Stantec and recent acquisition by the firm.

Stantec. Web. 14 Apr. 2011. <http://www.stantec.com/default.htm>.

Homepage of Stantec. Source was used for background information on the firm.

Sinclair, Brian R. “Connecting Disparate Dots: Architecture / Education in Landscapes of Uncertainty.” (2011). Print.

A position paper on the current state of education and practice in architecture and the need for a wholistic approach to education that imparts wisdom and engenders strengths in the profession that can be carried on to any pursuit. The role of education and the relationship between educator and student is discussed in detail.

St. John, Richard. “Richard St. John: “Success Is a Continuous Journey”” TED: Ideas worth Spreading. June 2009. Web.

10 Feb. 2011. <http://www.ted.com/talks/lang/eng/richard_st_john_success_is_a_continuous_journey.html>.

A short TED talk on success and avoiding distractions when becoming successful. This is a cautionary presentation on how success can blind individuals and result in loosing employees and clients. Success is ultimately a continuous journey of learning.

St. John, Richard. “Richard St. John’s 8 Secrets of Success.” TED: Ideas worth Spreading. Dec. 2006. Web. 15 Jan. 2011.

<http://www.ted.com/talks/lang/eng/richard_st_john_s_8_secrets_of_success.html>.

A short and humorous TED talk about the eight ingredients of success that are compromised of passion, work, focus, serve, ideas, persist, push, and good. The values professed are simple concepts to follow in the pursuit of success.

Succeeding by Design - A Perspective on Strengthening the Profession of Architecture in Ontario and Canada.

Publication. The Ontario Association of Architects, Nov. 2003. Web. 15 Feb. 2011. <http://www.raic.org/

resources_archives/research/succeedingbydesign_e.pdf>.

A paper conducted for the Ontario Association of Architects that takes a look at the profession to give recommendations on the future and best practices. The paper provides forecasting based on data compiled on the industry and through interviews.

Viladas, Xenia. Managing Design for Profits. Barcelona: Index, 2010. Print.

An interesting look at the value proposition of design from the perspective of a non-design firm looking to incorporate design into their business. The book details how to pick, hire, and incorporate design in a business model to facilitate design, risk aversion, and innovation.

Wooden, John. “John Wooden on True Success.” Speech. TED Talk. Feb. 2001. TED: Ideas worth Spreading. Mar. 2009.

Web. 25 Jan. 2011. <http://www.ted.com/talks/john_wooden_on_the_difference_between_winning_and_success.

html>.

Wooden’s philosophy on true success is founded on his vast lifetime experience as and educator and ULCA coach.

Character is important in Wooden’s idea of success and his lists patients, faith, acceptance, and change as key to finding the best an individuals can be.

“Yale Unveils Its First Overseas Campus in Singapore - Education Design Network.” Education Design Network - World

Interior Design Network. 12 Apr. 2011. Web. 14 Apr. 2011. <http://education.worldinteriordesignnetwork.

com/news/yale_unveils_its_first_overseas_campus_in_singapore_110412/>.

Article on a KieranTimberlake sustainable project and expansion of Yale University.