Ontario Association of Architects 2016 Conference, Toronto. Race to the Top. the road to healthier fees
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1 Ontario Association of Architects 2016 Conference, Toronto Race to the Top the road to healthier fees
2 choices
3 agenda HOW TO UNDO 40 years of erosion in 90 minutes?
4 race to the top race to the bottom
5 If only
6 If only What if...?
7 early adopters fast followers laggards How norms change
8 Aha! #1 We re hiding a golden asset: how we think.
9 Google Trends: 10 years
10 No more of the same.
11
12 architect s edge imagination observation navigation + exploration implementation leaps legacy
13 ...applied to making (1000 s of) better (valuable) project decisions
14 Aha! #2 Our approval-seeking culture has psychological and financial costs.
15 selling to other architects un-selling to clients race to the bottom
16 quality of interaction
17 race to the top work with human nature + our natural assets race to the bottom fight human nature + try harder
18 Packaging and selling knowledge architect X fee 3 X...unfair!! strategy consultant 3 X fee
19 stuck?
20 DESIGN our way to GREATER INFLUENCE
21 healthier fees design problem if only... what if?...
22 Change: more than visual Athletic Centre, University of Toronto, Prack and Prack Architects athletic centres Goldring Centre for High Performance Sport, University of Toronto, Patkau Architects and MacLennan Jaunkalns Miller Architects
23 meta trends: more client aha s (IPD, value-driven design, etc.) can t shrink our way to greatness design thinking ( UX...untapped potential) design as public health concern
24 early adopters fast followers laggards How norms change
25 integrated design solutions design excellence award winning thought leader trusted advisor committed full service commodity integrated services problem solving on time, on budget exceed expectations deep dive
26 root causes: commodity hidden thinking process me-too language architect-centric approach vague project purpose downstream RFP focus
27 leading practices best practices common practices worst practices
28 new pies bigger pies
29 Why make this $ journey? 1. Choose your clients 2. Attract + keep best staff 3. Funds for research + resources 4. Time to think + travel 5. Be 1st choice for A-teams
30 What if...? portfolio valuable, values-driven thinking partner
31 work with clients to create a place people want to be. It s not an easy formula.
32 extraordinary value is created through interaction
33 Integrated Project Delivery shared values approach Waste elimination is great for construction but we actually need MORE design since design is the primary value creating activity. Markku Allison, AIA President, Integrated Project Delivery Alliance
34 more than my approval my emotional investment
35 seeking design approval co-creative design thinking (increases your influence via trust)
36 transactional transformational
37 design by committee?
38 "...a greater depth of involvement between architect and client in the whole design process ultimately leading to the solving of more aspects of a project than is usually possible. - Frank Gehry
39
40 design thinking Purpose-driven creative thinking that results in things or services people want, but may not have requested.
41 Who needs design thinking?
42 Am I looking for right answers to the wrong questions?
43 conventional thinking seeing possibilities?
44 design thinking
45 Why has our influence eroded? set of beliefs
46 self-limiting beliefs If we remove barriers, design will suffer. More client meddling adds to our stress. Clients pay you to tell them the answers. Not enough time to ask bigger questions. Old school client attitudes are fixed.
47 control influence
48 elusive control strong, natural influence
49 reality Highest paid consultants today are not the experts with answers.
50 reality more than trusted advisor
51 trusted navigator
52 reality more than thought leader
53 values-driven thinking partner
54 educate the client?
55 educate the client We need to educate our architects.
56 educate the client become smarter together
57 step 1 BEST PRACTICE humanize your approach
58 fight human nature make nature work for us
59 ...Influence People Carnegie, 1936 Getting to Yes Fisher, Ury, Patton To get what you want, focus on the other person s wants.
60 To get what you want, focus on the other person s wants.
61 fears aspirations create a legacy proud of results avoid headaches avoid criticism keep my job hierarchy of client needs
62 Learning moment? Primal concerns?
63 step 2 less me more us
64 WHAT CLIENTS HEAR ME! ME! ME!
65 WHAT THEY WANT TO HEAR US! US! US!
66
67
68 step 2 stop sharing worst practices
69 WAR STORIES VICTIM TALK
70 WAR STORIES VICTIM TALK
71 Don t get stuck. What if...?
72 step 3 promote best practices
73 step 4 stop selling design (because design is too important)
74 Clients routinely pay for advice and thinking partners. Putting a price on design is fraught.
75 Room to move: pricing SELL DESIGN SELL THINKING that leads to the design value
76 Quality of interaction architect: Sweeny&Co
77 Quality of interaction Athletic Centre, University of Toronto, Prack and Prack Architects Goldring Centre for High Performance Sport, University of Toronto, Patkau Architects and MacLennan Jaunkalns Miller Architects
78 Gia Biagi, Studio Gang
79 Not just translating policy into architecture
80 Studio Gang transforming what this client can be and do
81 Studio Gang but also rethinking what a police station can be
82 using a big question, co-creative process.
83 BEYOND design excellence Douglas Coupland, everywhere is anywhere is anything is everything Royal Ontario Museum
84 step 5 make your thinking visible
85
86
87 Race to the Top...or not?
88 RESPONSE 1 What to design for this site?
89 RESPONSE 2 How to address stated needs and problems?
90 Race to the Top RESPONSE 3 What could happen here? (and beyond the site)
91 Race to the Top RESPONSE 4 What could this client become? What values will we advance?
92 A race to the top uncovers more than stated aspirations. (through quality of interaction)
93 PAST: race to the bottom CHEAPEST FUTURE: race to the top SMARTEST architect = coordinator problem solver hidden process focus on approvals listen on budget on schedule architect = co-creator opportunity instigator seductive process focus on quality of interaction tough, visionary questions best total project investment best use of everybody s time
94 step 6 move upstream to shape architect selection
95 Upstream (pre-rfp) MODEL #1 Let me show you my portfolio. What are your issues? MODEL #2 Are you happy with your architect selection process? Let me help you make it better for everybody.
96 more empathy ARCHITECTURE involves one of the most expensive purchases anyone will ever make. Architect SELECTION and the DEAL require hand-holding.
97 empathy: understanding what s important to the other party.
98 PRICE RISK REDUCTION
99 Decision-makers Keep my job? I look good? We look good? Approval process? Planning regrets? Team compatibility? Team continuity? Legacy? emotion-based criteria
100 fee message
101 honest language honest concerns
102 low fees
103 common goal Design the best deal for everyone.
104 DANGER DUE TO
105 How to honestly plant doubt you should ask proponents about... low price = cut services?...leads to headaches you ll get generic answers tasteful design, but no innovation
106 loaded questions DOES IT CONCERN YOU THAT... (firm X) will play gotcha with extras?...will use junior staff?
107 loss language extra costs... red flag... risks... consequences pitfalls... lesson learned
108 summary
109 About building a culture and reputation for quality interaction. Value and values that can be seen, not marketing claims It s not what you say about you, but what they say about you.
110 what if?... if only...
111 Those who say it can t be done should get out of the way of those doing it. Chinese Proverb
112 Who has time for a race to the top?
113 early adopters fast followers laggards How norms change
114 Sharon VanderKaay vanderpalette.com
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