CREJ

14 / BUILDING DIALOGUE / November 2019 It’s More than Math: Discovery Through Truth, Transparency are Critical for Design Success I f I had a dime for every time someone said he’d be an architect if he was better at math, I’d be rich. (OK, I might not be rich, but I’d have an inordinate number of dimes.) I regularly hear this comment at gatherings with friends, and I usually just smile and say, “Me too!” just to get a laugh. The truth is that while architects general- ly are decent at math (and some of us are great at it), that’s not our most valuable contribution to a project. Our real value lies in our ability to study, question and get to the heart of what a design is trying to accomplish. The work we do before design ever begins may be even more impactful than our creative art skills, regardless of a project’s size, in- dustry, timing or budget. Knowing before doing should be the centerpiece of all design. When you go to the doctor, she doesn’t operate before asking questions, doing tests and ascertaining all of the necessary information to do her job effectively. Design is no less serious to the health of a project. Before the real work of crafting a design begins, a disciplined, sustained and intensive learning pro- cess should be led by the design team. Discussing, contemplating, inquiring about and absorbing an organization’s culture, its process and its context is the only way to begin a project. A robust discovery phase doesn’t end. It keeps asking and searching for a better way and a better end result. As important as this discovery process is, howev- er, it’s not always easy to make the case for it. Many clients want to jump right into brass tacks, dictat- ing their needs, listing facts and figures. While all of that information is useful, it doesn’t give the design team the full picture. Our real value, as designers and problem-solvers, comes further into the project process, once trust has grown and the metaphorical walls have come down. Truth and transparency are critical between the client and the design team. It is only then that common goals around less tangible – but no less important – topics come into focus. Culture, timing, spend management and brand- ing all drive the success or failure of a project. Man- aging all of these aspects effectively requires learn- ing the project team inside and out. As this process of study and exploration unfolds, the design team defines and prioritizes the project in terms that will guide the project toward the desired end result. Only after those goals are agreed upon can they unleash their creativity and curiosity about what can be done. Make no mistake, with an honest and mutual understanding like this, design can and will solve nearly all problems. Projects that bring the design team deep into the inner circle thrive. Those where details are hand- ed out in small doses and keep the design team at arm’s length suffer. Every time. Similarly, if the de- sign team does little more than take notes, they ar- en’t ever going to solve the puzzle. That’s what each project is after all – a puzzle. Each member of the team holds part of the solution. When the team is deeply aligned, even the most limited project bud- get and schedule can find more value than when it is fragmented. Once it’s time to design, an informed and aligned team, with defined goals that are agreed upon and understood, often comes up with previously un- imagined options – solutions that improve cost and schedule while also solving for culture and aesthet- ics. This is when our creativity is most valuable. Progressive project managers know this. They encourage their clients to trust the design team be- cause they understand how it benefits the project. They themselves trust the design team andwork co- operatively in a spirit of mutual respect. In an ideal project, the design team is eager for input, collab- orating deeply with each team member. Not every idea works out, but openminds lead to the broadest net and highest likelihood of solving the puzzle. Lastly, if a project is operating at its highest poten- tial levels, the design intent is immediately clear to the final crucial teammember to joinmost projects: the general contractor. Armed with a set of clearly defined goals and a design that reflects solutions to address them, a savvy construction team will add significant value to the execution of the project, offering advice on execution of design details and solving complex cost decisions. Working with a team that is aligned from the beginning is obviously the most beneficial way to run any project. Even if there isn’t much time based on real constraints like market pressure or other such forces, it’s still critical to make every attempt to quickly get to this same point of understanding. So, ask a lot of questions. Keep an open mind. Com- municate. Share and confirm what you know. Then focus on a defined set of goals. Look for the best de- sign and approach to spending and schedule that satisfies the agreed-upon project goals. Then stay true to those goals until opening day. It’s the only way to ensure a truly impactful design. That, and solid math skills. \\ Martin Goldstein Principal Architect, Venture Architecture Bridging the Gap