Building Performance Knowledge Community

I am equally disappointed in AIA's efforts to advance the profession.  While I share in some expressed thoughts regarding the enactment of legislation that would require our services, I have watched the profession sell itself out over my 34-year career.  So many Architects have become little more than brokers.  What engineers, interior designers, contractors, and other so-called designers don't pick from our tree, our profession gladly serves to them.  Moreover, the phenomenon has resulted in a downward spiral for our profession.  Because so many Architects do not exercise the design capabilities that they were educated, trained, and licensed to perform, they have lost those aptitudes and are no longer capable of reverting back to the well-rounded design professionals that Architects used to be, and should be.  If the profession wants social respect (and all those wonderful things that go along with it), it must earn it.  It's time for the profession to reflect and the AIA should herald the effort.  Failure to accomplish this important task will result in the vaporization of the profession that many of you are getting glimpses of on the horizon.

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Bernard Lanza AIA, NCARB, LEED AP
Firm Owner/Architect
Battoglia Lanza Architectural Group PC
Fishkill NY
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Mr. Lanza:

I'm just curious...how is what you describe within AIA's sphere of influence?  For too long, architects (not the AIA as an organization) have chosen to avoid risk as opposed to manage it.  That choice, like all, has consequences.  In this case, it means it opens the door to others willing to take on that risk. 

I would argue that the AIA has tried to teach architects how they can control some of this "shrinkage."  However, it is up to us as architects to determine what to do.  Since the AIA is us, it is up to us to insure that the AIA is providing the tools and knowledge that allow us to make informed decisions.  I actually think they are doing that.  Perhaps we're not listening.

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Walter Hainsfurther FAIA
Kurtz Associates Architects
Des Plaines IL
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Many years ago as an undergrad student, I took a course taught by Henry Kamphoefner, FAIA, the renown former Dean of the School of Design at NC State. Once of the students asked Mr. Kamphoefner about the AIA and he thought for a few moments and then responded. "The AIA has a lot of problems, but it is all we've got as a profession." 

Whenever I think about all the issues I and others may have with the AIA and things all I wish were different about the profession, I think of Henry's words to the group of students nearly 40 years ago, and say to myself, "he was right." We can chose to be a part of the problem or a part of the solution to what ails us. I know what my old professor would tell me to do.

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Dennis J. Hall, FAIA, FCSI
Chairman ' CEO
Hall Architects, Inc.
Charlotte NC
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Original Message:
Sent: 04-12-2013 17:38
From: Walter Hainsfurther
Subject: What AIA is doing to advance the profession

Mr. Lanza:

I'm just curious...how is what you describe within AIA's sphere of influence?  For too long, architects (not the AIA as an organization) have chosen to avoid risk as opposed to manage it.  That choice, like all, has consequences.  In this case, it means it opens the door to others willing to take on that risk. 

I would argue that the AIA has tried to teach architects how they can control some of this "shrinkage."  However, it is up to us as architects to determine what to do.  Since the AIA is us, it is up to us to insure that the AIA is providing the tools and knowledge that allow us to make informed decisions.  I actually think they are doing that.  Perhaps we're not listening.

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Walter Hainsfurther FAIA
Kurtz Associates Architects
Des Plaines IL
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I agree with Walter.  AIA is 'us.'  

I've been a practicing licensed Architect for over 20 years.  Most of my career I've actually been a professional manager, more than an Architect.  And I expect that's true for many of us - our value comes from management of project outcomes, not value in architecture.

From my perspective, the economic collapse with the arrival of 3D/4D/5D technologies is a process that will alter the business in a no-going-back way.  I've responded to my own interests and needs by creating my own technology enterprise for the appropriate implementation of one small but important aspect of the 'new' business.  

But not everyone is going to have the special combination of resources and capability and commitment, and support to do it.  It's incredibly challenging to make a huge move, and doubly so when there is so much disruption.  The costs for creating a technology-driven organization are both huge, and as cheap as ever - depending on how a person looks at it.  The fact is we can do more with one person today, better, faster, than with 5 people last year.  The question remains - is it 'smarter?'  I bet, yes, because our organizations can be grown in such a way to be mutually supportive.

I'm amazed organizations are able to stay in business operating under totally outmoded thinking.  Architects by their nature must take on leadership responsibilities.  But Architects (and AIA) has insisted on being the arbiter of design - which is a teeny tiny part of architecture!  You can fit design on the head of a pin - in a world with 7 billion people, there are a finite number of great design ideas we really need - and a whole bunch of risk (climate risk anyone...) that must be dealt with.  

Architects need to step up their risk-taking and learn to accept project risk.  It annoys me to no end that we get all flustered over E&O insurance and whose risk it is, while making LEED an 'additional service.'   The first thing is to find the professionals who are supportive to make that happen.  Learn to challenge law and find the attorneys and clients that are in it for the long haul.  AIA could actually be where we come together to change legal precedent to reflect what we need, rather than take direction from it - for example.

People like me, building technology organizations, will create the change opportunities in practice areas. It seems like the way this will play out is that some projects will be completed with outstanding performance, and eventually those success stories will compel other owners to insist their Architects take on more risk.  
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Doug Brinley
Owner & Manager
Glapin Milphrey, LLC
Seattle WA
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Original Message:
Sent: 04-12-2013 17:38
From: Walter Hainsfurther
Subject: What AIA is doing to advance the profession

Mr. Lanza:

I'm just curious...how is what you describe within AIA's sphere of influence?  For too long, architects (not the AIA as an organization) have chosen to avoid risk as opposed to manage it.  That choice, like all, has consequences.  In this case, it means it opens the door to others willing to take on that risk. 

I would argue that the AIA has tried to teach architects how they can control some of this "shrinkage."  However, it is up to us as architects to determine what to do.  Since the AIA is us, it is up to us to insure that the AIA is providing the tools and knowledge that allow us to make informed decisions.  I actually think they are doing that.  Perhaps we're not listening.

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Walter Hainsfurther FAIA
Kurtz Associates Architects
Des Plaines IL
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While I mostly agree that the AIA (national) bears little blame for the shrinkage of the profession, it should be noted that those who have succeeded in expanding the market have gotten no help from AIA's contract documents in the process. The documents take a very narrow approach to our services and our responsibility, which is not appreciated by people who would prefer to partner with us.

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Sean Catherall AIA
Herriman UT
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Original Message:
Sent: 04-12-2013 17:38
From: Walter Hainsfurther
Subject: What AIA is doing to advance the profession

Mr. Lanza:

I'm just curious...how is what you describe within AIA's sphere of influence?  For too long, architects (not the AIA as an organization) have chosen to avoid risk as opposed to manage it.  That choice, like all, has consequences.  In this case, it means it opens the door to others willing to take on that risk. 

I would argue that the AIA has tried to teach architects how they can control some of this "shrinkage."  However, it is up to us as architects to determine what to do.  Since the AIA is us, it is up to us to insure that the AIA is providing the tools and knowledge that allow us to make informed decisions.  I actually think they are doing that.  Perhaps we're not listening.

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Walter Hainsfurther FAIA
Kurtz Associates Architects
Des Plaines IL
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isn't this group about technical design for building performance?  there must be a more appropriate place for this discussion.


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Lawrence Dinoff AIA, NCARB
Architect
Robson Forensic Inc.
Lancaster PA
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Original Message:
Sent: 04-12-2013 17:38
From: Walter Hainsfurther
Subject: What AIA is doing to advance the profession

Mr. Lanza:

I'm just curious...how is what you describe within AIA's sphere of influence?  For too long, architects (not the AIA as an organization) have chosen to avoid risk as opposed to manage it.  That choice, like all, has consequences.  In this case, it means it opens the door to others willing to take on that risk. 

I would argue that the AIA has tried to teach architects how they can control some of this "shrinkage."  However, it is up to us as architects to determine what to do.  Since the AIA is us, it is up to us to insure that the AIA is providing the tools and knowledge that allow us to make informed decisions.  I actually think they are doing that.  Perhaps we're not listening.

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Walter Hainsfurther FAIA
Kurtz Associates Architects
Des Plaines IL
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