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. INDICE: 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

• ISBN: 978-1-119-16924-6
• Editorial: John Wiley & Sons
• Encuadernacion: Cartoné
• Páginas: 336
• Fecha Publicación: 19/04/2017
• Nº Volúmenes: 1
• Idioma: Inglés