Leading Collaborative Architectural Practice

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.

• Foreword viAcknowledgments ixIntroduction xiiiLeadership and Collaboration xiiiConceptual Framework xivWhy Collaborate? xivHow This Book Is Structured xvWho Should Read This Book? xviPart 1 Collaboration in Context 1Chapter 1 Collaboration in Practice 3The Changing Landscape of Architectural Practice 3The Rise of Integrated and Collaborative Project Delivery 6Mutually Beneficial Collaboration 11Leadership and Followership 15The Promise versus Reality of Integrated Project Delivery—Interview with Renée Cheng 17Chapter 2 Collaborative Project Delivery Tools 19Traditional versus Collaborative Project Delivery 19Collaborative Design-Bid-Build 20Collaborative CM at-Risk 22Collaborative Design-Build 24Multi-Party Agreements 25Integrated Project Delivery and Collaboration 27The Value of Collaboration 28When Not to Collaborate 30Case Study Excerpt: Wayne N. Aspinall Federal Building & U.S. Courthouse 31Chapter 3 Creating Collaborative Environments 39Collaborative Infrastructure 39Physical Space 39Social Structures 42Training and Support 43Technology Tools 44Leaders’ Roles 47Collaboration Takes Commitment, Not Contracts—Interview with Stephen Van Dyck 48Part 2 Collaboration Tools and Tactics 53Chapter 4 Building Collaborative Teams 55Assembling and Organizing Teams 55Selection of Team Members 56Diversity and Inclusion in Teams 61Organizing Teams 62Coordination among Subteams 64Developing Team Culture 66Case Study Excerpt: Odegaard Library Renovation 68Chapter 5 Maintaining Collaborative Teams 77Project Team Size 77Cross-Functional Teams 79Stability of Teams 80Assessment 83Coaching and Feedback 84Collaborative from the Start—A Conversation with Clare Olsen and Caryn Brause 84Chapter 6 Development Stages 87Stages of Team Development 87Forming 87Storming 88Norming 89Performing 90Adjourning 90Team Development Model 91Case Study Excerpt: Global Center for Health and Innovation 92Chapter 7 Team Behaviors 101Negative Team Behavior 101Fear of Conflict 103Lack of Commitment 103Lack of Accountability 104Inattention to Results 104Loss of Trust 105Effective Team Behaviors 106Situational Team Organization 107Collective Decision Making 107Case Study: Allegheny Health Network Health + Wellness Pavilion 108Chapter 8 Collaboration Tools 119Rational versus Intuitive Processes 119Lean Strategies 119Lean Tools 120Choosing by Advantages 122A3 Reports 123Decision Matrix 124Decision Tree 125Ishikawa (Fishbone) Diagram 125BIM Scorecard 126Case Study: Alta Bates Summit Medical Center 127Part 3 Leadership Effectiveness 135Chapter 9 Leadership Effectiveness 137Foundations of Leadership 137Trait versus Behavior 138Ability 138Awareness 139Commitment 139Conscious/Competent 140Leading Together—Interview with Patricia Rhee 141Chapter 10 Leadership Development 145Farm Gate Model 145Interpersonal Awareness 147Individual Awareness Tools 148Team Awareness Tools 149Case Study Excerpt: Bullitt Center 149Chapter 11 Leadership Stages of Development 157Guildhall Model 157Development Stages 158Combined Development Model 159Case Study Excerpt: ASU Memorial Union 159Chapter 12 Task-Relationship Behavior 169Leader in Development 169Direction and Feedback 169Stage Assessment 171Task-Relationship 172Practice-Based Scenario: The Story of Frank and Denise 174Chapter 13 Cognitive Styles 179Understanding Cognition 179Adaptive Problem Solving 182Innovative Problem Solving 182Bridgers as Leaders 184Adaptive and Innovative Team Cultures 185Reflective Environments 185Case Study Excerpt: The Center for Building Energy Science & Engineering (Building 661) 187Chapter 14 Leadership Styles 197Authoritarian/Autocratic 197Participative/Democratic 198Delegative/Free Reign 198Style-to-Situation 199Positive and Negative Reinforcement 200Task and Relationship 202Leadership in Development—Rick del Monte and Fred Perpall 203Part 4 Communication and Conflict 207Chapter 15 Communication Fundamentals 209Components of Communication 209Barriers to Communication 211Listening and Feedback 212Verbal and Nonverbal Communication 213Communication Assessment 216Chapter 16 Johari Window Model 221Open Self 221Hidden Self 221Blind Self 222Unknown Self 222Self-Awareness Assessment 223Chapter 17 Feedback and Motivation 225Steps to Constructive Feedback 225Feedback Style 226Maslow’s Theory 227Herzberg’s Theory 228Adequate Resources 229The Motivation Process 229Modes of Motivation 231Motivation to Innovation 232Motivation and Maintenance 233Chapter 18 Conflict Management 235Healthy Conflict 235Conflict Management Styles 236Conflict Management Model 239Conflict Management Leadership 241Conflict Management and Resolution 242Part 5 Leadership in Practice 249Chapter 19 The Value of Inclusion 251The Changing Workforce 252Diversity and Creativity 253Empathy 254Generational Traits 254Gender and Leadership 259Race and Leadership 263Building Leaders and Design/Build—Interview with Emilie Taylor Welty 264Chapter 20 Leadership and Change 271Foundations of Innovation 272Complex Environments 274Strategic Leadership 274Change Management 276Social Leadership 277Thought Leadership 278Case Study Excerpt: Girl Scouts of Utah Summer Cabins 279Chapter 21 Practice Leadership 287Culture and Organization 287Practice Management Components 288Managing Meetings 289Structure and Business Models 290The Leadership Cycle 291Training and Development 293Reflective Practice—Interview with Z Smith 294Conclusion Toward a More Collaborative Practice 299Bibliography 301Index 311