Divergences in Architectural Profession

Divergences in Architectural Profession Introduction Perception The Architects’ & The Others’ Views regarding the Practice Roles The Design & The Management Duty of the Architects Routes The Conventional & The Possibilities of Architectural Practices Education Conclusion Bibliography

SAIDATUL S. SHAZRI | PROFESSIONAL STUDIES Part 02

00 | INTRODUCTION

The Origin Theory of professions, professionals, and professionalism started in the 19th century in actualizing the simple aspiration for every institution which is to produce an availability of consistent and prominent service for the generic public. There are correlational benefits between the professionals and society while obtaining the high quality of conduct and performance. Rather than becoming the payer, the society could elevate the professionals within their fellows who offer the same standard and range of services.

Architect is a professional who design beautiful, functional and practical buildings.

In the term of professionalism, an architect has the role of an intermediary agent between the client and the contractor. They handle both demand and supply within the institution while balancing the certain client’s interest with the wider interests of the community.

Historically, architecture was introduced as a mean for primitive human in creating shelters from climates and dangers of outdoor nature. Since the medieval master builder’s era, architecture has lived in various forms and will never die due to the never-ending demands. As stated by Timberg (2012) in his article, The Architecture Meltdown, “People will always need houses, cities and nations will always need schools and libraries and civic buildings, and trendy restaurants will need redesigns.”

Shifts in the environment has led towards the evolution and transformation of needs of a shelter towards desiring for comfortable and beautiful structures. The current built environment is seen as a symbolism for powers, aesthetic and intelligence compared to the traditional purpose as protection.

Figure 1: Architectural Evolution (http://www.pathfindersolns.com/resources/pathfinder-beacon/)

The Present The institution is currently experiencing towards inactivity of new cultural and political powers to pursue new standards outlined for public life and values. The authority of the professions has been consistently threatened because of the Thatcher-Blair-Brown project. The importance of judgement, skills and experience

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started to be forgotten due to the dependency on the audit cultures which established standards of compliance and performance.

The political attributes to some extent influenced the marginalization of an architectural profession due to their inferiority towards liabilities. Instead of taking their former role as a master builder, architects tend to downgrade themselves and choose to become artists and designers by discarding their responsibilities in building and construction process. If they do involved in building process, the conventional architectural practice was de-structured and become small franchise business, depleting their authority in controlling the project as a whole. The culture of mini trades is focusing on individual jobs and exchanging service between each other to ensure their survival within the industry.

Due to the advanced technological evolution, architectural firms need to adapt and keep updated to allow development and growing for their business by taking advantages from the technology itself.

Figure 2: Future Architectural Practice (http://www.archdaily.com/298112/frontier-learning-the-future-ofarchitectural-education-stanislav-roudavski/)

The Future Rapid and continuous advancement of technology also gives impact on urbanization, globalization, construction delivery and economic shifts which influence the perspective on markets and value. Role of architects also started to shift parallel to the technological advancement, giving different perception towards the demand and the architects themselves. Architects are predicted to be either a technician who composes all the essential components in a building or a manager/coordinator who assembles all the parts of the team.

From a design-led practice, the institution will become more knowledge based and production-led services. Architectural institution will no longer yearns for a secure

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corporate career, only working towards individual portfolio development instead.

Most architectural firms are also predicted to accommodate architectural services and real estate development under one roof due to the profession shifting from an architect to a developer.

Emergence of divergence within the architectural profession which is the segregation of corporate/business and design/creative thinking process affects the credibility of architectural professionalism. This essay discussed about the divergence within the institution which comprises of perception divergence, divergences of roles and responsibility and how diversifying routes and education systems can help in ensuring the survival of architectural profession in the future.

SAIDATUL S. SHAZRI | PROFESSIONAL STUDIES Part 02

01 | PERCEPTION

Figure 3: What people think of you? (https://www.pinterest.com/source/uthinkido.com/)

The Architects Architects think their fundamental act is as a creator of buildings – physical static structures. However, they forgot about the variables that enveloping the structures; the constant change in human activities and their needs. Engineers or architects are likely to have a sense of superiority. They always recognized each other opinions only and refuse to communicate their views and ideology to the public even though the ethos may involve the public. This may be due to their insecurity in disputing the negative public perception towards their projects, hence avoiding taking risks as the best solution for them.

“The people who build things — developers and governments — are naturally afraid of innovation; they would rather just use those forms they know you’ll respond to.”

-

Mark Kushner (2014)

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As stated by Brian L. Hill, in What is the Future of Architecture as a Profession?, Their ego and arrogance lies in holding fast to romantic or idealized views of their role. They are unwilling to forsake the aesthetic and artistic parts of the practice to accommodate the increasing demand for the technical and practical parts of the practice. The abandonment of detailed design production by the architects gave more opportunities to manufacturers and suppliers to strengthen their influence in the industry.

Conventionally, an architect is the person who bears all the responsibilities and associated liabilities within the design service which include the production of every details and components. However, this trend is diminishing due to the act of transferring liability by architects to the contractors and suppliers. The architects leave the risk to others while executing the ‘easier’ work themselves. They tend to do managerial work by coordinating parts and components designed by others.

Due to the divergence of the trend, architecture nowadays was said to dissociate both physical and spiritual value of the buildings. Current buildings were constructed with ignorance towards public understandings and needs.

Some of them misunderstood that the title ‘architect’ creates an inflexible constitution in what they can offer to the society. The title restrains them from doing other works other than traditional practice trades hence restricts their ability to collect fees on the ‘other’ works. However, Indy Johar (2011) said that the intention of the title is “to build a lighthouse to attract, interrogate, and advocate the best talent, ideas, and practice.” Rather than selling brands, the title can help in collecting, defining, and evaluating knowledge and practice for future progression within our built environment.

The Others The first thing that comes from the demand minds is that the Architects design beautiful and stylish – expensive buildings. The idolism towards starchitects and media popularity has made architecture luxury and exceptional. The demand towards the industry is not affected by the receding quality due to the appealing trend. But, architecture is not only about beautiful things.

“What you see over and over again is that rather than searching for functionality or customer satisfaction, he (Santiago Calatrava) aims for singularity,” -

Jesus Canada Merino, (2013)

Beautiful buildings are not always constructed by considering human needs.

Architecture has become a comfortable profession where there is no more interaction between professionals and the society hence halting the potential to improve human life through architecture.

The divergence of perception towards architectural nature has made the institution lose its trustworthiness within public society. The increasing professionalism of the client’s role also contributes towards the replacement of architects’ role within the architectural services itself. Architects are hired only to realize the architecture that

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was designed by non-architectural people due to their expertise in construction works.

To change the public perception towards architecture as an expensive novelty and fussy detailer, architects need to redefine their role and the resources that they can offer to the society in improving their built environment. With such clarification, clients can be assured that the value of money that they spend will be compensated with the provision of high quality consultation that focused on their interests, and not the architect’s.

In convincing the public regarding the architectural professional, architects should actively involve in the development process. Architects should examine and learn how to engage with the demand of the society by designing based on their interests, not our individual aspirations if they want to go through the next 20 years.

Improvement on skills through legitimate collaboration, universal and natural exploration in design principle are also essential in establishing our credibility in the society.

By becoming the owner of the institution, the divergence of perception can be diminished as a new form of public authority, hence giving hope for the future architectural profession.

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02 | ROLES The Design The emergence of diverse interests has separated the former unified role of the demand as the property’s owner, financier and prospective user hence adding complications in the construction process. To accommodate the rise of diversified role, architectural services also need to have varieties in producing a better built environment. The provision of services which includes detail designs, visualizations, specifications, energy calculations, cost planning, regulation’s consent application, need to be accomplished by consistent and legitimate standards. Although it may seem restricted and controlled as a production, the standards will help in maintaining the level of professionalism within the institution.

There is a type of architect who only gets involved in completing the concept design, then transferring the project to another architect to continue with the detailed design that will realize the design into a built form. There are design architects, project architects, technical architects and etc., and which all of them have different roles and responsibilities in the institution. Design architects are more involve in pre-design, design and concept stages whereas project architects or technical architects have more proficiency in later stages of development.

Design-led practice prioritizes on what they can provide rather than conform to the demands. Their failure in providing flexible services to suit the changing demands could lead to lesser opportunities and a smaller market share.

This trend of role segregation is becoming more prominent in the current industry.

Specialization of architectural role did give some benefits as a design team, yet it blocks the opportunity of such specific role to become a full-fledged architect, who knows from A to Z of the practice. Architects should realize their potential and utilize their huge range of skills to the fullest in creating value.

The role in designing is to create value – through creating new innovations or building, providing technical solutions, inventing new methods of execution, or exploring new application for typical materials. Design and concept are the influential stages of the buildings. However, these stages are disappearing due to the advancement of technology and mass-production design system. Although architects’ role as designers are still intact, the definition of the role and the service itself have changed. The services not only comprise of buildings construction, but also the process of building the construction.

“Architecture has evolved from a document production business to an information management business,” -

Ken Young (2012)

In creating a good value for the client, exploration and implementation of integrated project delivery and building information modelling (BIM) is considered as the most effective approach. Early errors detection and increased in production accuracy before the construction work started on site could help in delivering a potentially

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successful project and adding more value to the clients. The system allows design information to be delivered directly to the fabrication hence increases the efficiency through saving time and money.

To ensure that we are getting paid for the forgotten skills during the early design stage, we need to keep up and develop our skills in financial and economic. In this globalized economic environment where the financial system is complex, other than maintaining a high quality of works, architect should acquire the ability to regulate the interaction between initial capital costs, whole life costs and carbon costs within the design process. However, avoid from becoming so exclusive until the fees charge become unaffordable.

We should perform our original role as a master builder back to ensure that the profession will still live in the future.

Figure 4: Architect's responsibility (http://www.archdaily.com/226248/after-the-meltdown-where-doesarchitecture-go-from-here/)

The Management Due to the impact of the economic globalization and information technology advancement, architects need to respond as to ensure the survival of the profession within the society. Architects’ ability in determining the design outcome is declining due to their inability to produce detailed design and take the risk in delivering the project. It is said that whoever bears the liability, he will control the project.

As the role of the architects become insignificant in a project, other professions begin to replace and fill the vacant services. The invasion of the architect’s role

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should be seen as a beneficial phenomenon that can be manipulated in widening our view towards the practice.

Most of the traditional architectural practices failed to satisfy clients’ needs due to incompetence to accommodate to changing environments through project management, cost control system and contract administration. For this reason, entrepreneurialism and managerialism become important in enhancing the validity and credibility of the practice in the pursuit of competency proof and guarantee.

Rather than becoming a solely designer, current architect should be able to take on the role as a marketing manager in the early employment stage. Commonly, practicing architects will take on the general management role after being promoted within their professional accomplishments’ records. In obtaining new business or clients while maintaining the existing clients, the leaders / managers should be able to operate the business with high capability in management work and high professional competency. The leader should have accountability in delivering the project at positive operating margins.

The resources that were supplied to the practice did not meet the actual needs of the practice –competence professionals with management and business skills.

Due to the implementation of a knowledge management system in architectural firms to coordinate their business, project and process information, the demand for people who is proficient with the system is crucial. Thus, they also started to recognize the importance of formal in-house education on management training in producing and preparing their architects for general management roles. The integration of management skills into training could boost architectural leaders as a human resource in other industries.

“Architectural schools continue to struggle to squeeze business… experiences into a traditional curriculum focused on design and theory. Elite schools measure success by the quality of graduates’ design skills to the exclusion of other abilities. This happens in spite of the fact that [only] a small percentage of architects spend their professional lives focused purely on design,” -

Barbara White Bryson (2013)

Upon graduation, students of architecture enter their practice without any management knowledge in the context of architectural practice. Therefore, current architects should be nurtured with management skills earlier in education to meet the demands for the services.

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Management skills also include cost control and contract administration ability.

Through the development of a project, engagements with clients are crucial. Ability in providing choices regarding the project outcome in accordance to clients’ objectives and visions means better communication and better relationship with clients. Cost control also should be implemented other than considering conventional architectural issues such as form and material selections. The basic principle in cost control that needs to be make known are how much is the initial construction cost and how much is the selling price for the project. Other than that, what is being neglected in most practices is the analysis of long term operations and maintenance (O&M) cost where the clients’ money will be mostly invested in.

Figure 5: Service Oriented Architecture by Krawler (http://blog.krawler.com/2009/07/service-orientedarchitecture-for-better-business-agility/)

Due to the lack of interest and expertise, designers or architects did not get early exposure towards fundamental business and economic issues, which deemed as unimportant in the academic curriculum. But, in order to get excellent results in the institution, architects should have enough proficiency in both business and design skills since both factors are inevitably linked with each other.

Those who adopt entrepreneurialism in their profession tends to have the ability to deal with threats immediately and plan for future development.

In this immediate situation, architect should be able to sell their skills with reference to cost. In persuading the clients to raise their fee, most practice should prioritize on capital cost savings rather than whole life costing. When such services come as a package, it will attract the clients’ interest since it will provide the best solution for them.

Divergence of architecture roles should be cleared as it becomes a constraint to those who want to become a full-fledged architect in traditional practice.

Architectural practice is not only about design but also managing the team during project delivery. A good designer not necessarily a good manager, but a good architectural practice need a good leader.

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03 | ROUTES The Conventional Globally, the demands for architects and designers are expected to be increasing.

Nevertheless, architectural education continues to produce qualified architects than the profession can accommodate in traditional roles. The traditional practice has become insignificant due to its boring qualities where the re-structuring is needed to bring back the excitement into the practice.

“It will not have to be fresh and original, but it will have to be noble, fierce and timeless. It will not have to be unique and fresh; it have to be connected and rooted,” -

David Zach (2012)

Conventional or traditional practice commonly involved ‘un-fancy architecture’ where the projects are more towards technical and practical small scale development. This type of practice usually is being chosen due to local business community connection networks. They depend on the local economy, repetitive businesses and recommendations rather than involve in competitive tendering. It is inevitably true that the traditional practice exposes the clients to the risks or variations and changes that will result in delays in the schedule.

Traditional practice viability is questionable due to gradual de-skill of the directors.

The senior members depend on the younger members to keep up with the technology hence creating a shortage of talents, even though, technologies help in the productivity aspect.

To revitalize the traditional practice, positioning and widening the service offerings are essential. Apart from traditional works, ‘side projects’ should be integrated within the practice to create diversity and to survive in the market. Other than that, the method of breaking the traditional work process into smaller trades also helps in adding value to the practice. Instead of being paid in a big lump-sum amount, smaller trades allow separate fee charges.

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Figure 6: What architects now do (http://www.architectureanddesign.com.au/getmedia/c5b5ae56-cc474fb5-99c2-5acec49f19dc/blocktwo.aspx?width=620&height=413)

The Possibilities The declination of demands for traditional skills has resulted in diminishing the architect’s role within the institution. Therefore, the architects tend to disperse towards other industry rather than being loyal to the architectural profession. As building technology becomes more complex and technical, specialist’s services are needed and started to bloom in parallel with technology advancement. This could allow the ‘architects to hire architects as the subcontractors’ hence allowing the top-notch collaboration in delivering the project.

In current practice, although being established by an architect, it sometimes does not involve traditional architectural work at all. Mostly it involved in multidisciplinary works. This is due to the splitting of professions within the practice into various range of service and knowledge-based activities.

In multidisciplinary practice, practitioners are providing more services and experiences for money. If architects are able to adopt changes in the marketplaces, their skills and knowledge are suitable for a role as a consultant or strategic planner in the built environment. They also may succeed as sustainable design consultants rather than becoming a traditional architect.

In order to secure the existence of architectural profession in the future, the architects must adapt to the changing nature of practice and design beyond building construction. A broader definition of architectural services leads towards the emergence of wide ranges of roles in the institution. As architecture and design graduate enters other fields, it could create a viable association of knowledge within the professional institution where the nature of the practice will transform in unpredictable directions over the coming years.

To maintain the standards and professionalism, regulatory and membership bodies are needed to control the extensive professional associations that will

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unfold through the unions of all types of service businesses. Integration of practices and multidisciplinary could create a sustainable design business as it could save more time and money in creating an up-to-par project. With the addition of technological intelligence, the value proposals will not only be disrupted but also be revamped.

Creative business and new areas of practice started to evolve, obscuring the boundaries of architectural profession and redefined traditional roles of architects.

The architectural practices may survive in the future and probably flourished within the society, but their professional values may vanish. Nowadays, rather than practicing architectural works, architect graduates favour other art-related profession such as media, graphic design, industrial design and fashion, which utilizes their unnoticed ‘pre-project’ skills. This is also triggered because of separation of architectural divisions and other related divisions during higher education.

Involvement of architects in other optional fields could affect the public in unimaginable ways. Detaching themselves from the label of ‘architect’ gives them the freedom in offering and performing services other than designing a building, rather than being confined in traditional architectural practice. They can provide solutions and advices for other traditional practitioners and involved in collaboration without competing in the industry.

As architectural professionals were trained in leadership and business management skills and spirit, new understanding between clients and the public could be unveiled in transforming ideas, stimulating innovation hence creating value.

“Periods of tension sometimes produce fresher thinking. Maybe there’s an opening for new ideas,” - Moss (2012)

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04 | EDUCATION

“The lack of commitment to continuous improvement alone could kill off future generation of the architecture profession. The profession doesn’t stand a chance to succeed in the future if it can’t get the best and brightest people – the top human capital – regenerating the profession year after year,” – Design Future Council (2012) The demands in delivering values in the future has increased within the institution, hence the educational supports that produce future professionals need to demonstrate its applicability. Our architectural educational system could still be considered as inadequate.

Rather than spending our time and energy on perfecting design knowledge and skills, the educational should be able to consider updated demands and needs and balance the business necessity with our design avidity. Graduates should be trained in entrepreneurship and communication skills before embarking towards the practice environment. They should be able to determine the truth behind the current architectural profession that is likely to be incorporated into the communications business. Without the skills to see the real opportunities in establishing goals accordingly, designers have no power to grow within the business and society.

Students should have early exposure in strategic, organizational, and financial management so that they will have a strong basis in general management work which they will develop their successful future practice. Information on current project management – costs, construction timescale, design efficiency and marketing overhead that was applied in the practice should be embedded in the architectural education.

The professions and the academia should work together by creating social and intellectual programs to support the evolution of higher education in avoiding human capital insecurities. The value of hands-on curriculum and cooperative education is undeniably reliable in gaining the required knowledge on how the buildings were constructed. There are art and science that can be learned through application rather than studying such as on-site building supervisory, cost analysis, daily project management, fee shifts and business regulation as well as changes in scopes.

The purpose of the architectural education system should also be revised to incorporate the architectural process in the practice apart from the usual exposure emphasizing on the architectural production and outputs. Honest discussion between the practitioners and students regarding value migration, social responsibility, strategic planning and new construction process procedures.

“Entering a large architecture firm from school without a management background, there is often a long waiting period before you are qualified for many crucial aspects of the architectural profession,” -

Pasqual Guiterrez (2012)

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There was a decrease of 45% of Part 1 architectural student who enrolled in UK educational institution for Part 2 between 2004 and 2009. This shows that 55% of Part 1 student were either decided not to continue as an architect or engage in other industry. The declining of students’ interest in the traditional architectural practice also can be seen in the unmatch numbers of students who studied architecture and the number who those registered with ARB. Architectural education was initially prompted by the demand to understand how to provide the best human capital for future architectural design practices and organizations. There is a perception regarding design education becoming too self-absorbed and gradually loses its foresight. This will eventually weaken the value of architectural education if there is no action is executed.

The education system should be re-evaluated so that new values and qualifications could be added to improve the principles, creative values, ethical objectives and flexibility. In the current globalization circumstances, establishment of adaptable and flexible architectural education system is necessary so that continuous improvement in our educational processes could be attained.

Current architectural education should be able to inform students regarding future options in the professions. Digital and distance learning should also be considered as legitimate options in education. This will allow the non-accredited degree graduates to meet the regulation through responsive role in the marketplace and be accredited within the profession.

All of these consideration could help in saving time and cost consumed by the architectural education. Being expose earlier to other options of profession could help student in deciding their routes in architecture whether to continue until Part 3 or not. If they decide to study in expertise solution within the practice, they could just follow the ‘shortcuts’ rather than taking the specialization course after getting Part 3.

Figure 7: Architectural Conservation (http://www.pdpgreen.co.uk/architecture/residential/bowgreen2.jpg)

As an example, a Part 1 architectural student is interested in heritage building conservation and aspire to become a conservation architect rather than pursuing in traditional practice. However, due to lack of exposure regarding the options to proceed towards what he aims, he decided to continue with Part 2 with the thought of getting higher in position will get him the works that he wants. But if he was exposed to other options earlier, he will be able to walk in one of the path towards conservation; getting certificate on traditional building craft skills maybe?

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05 | CONCLUSION The divergence has created public disputes and untrustworthiness towards architectural entities in this developing world. Therefore, future architects should widen their orthodox view on their own role as a building solution provider.

Architects need to understand and prioritize public demand instead of being greed in creating ‘brand’ hence forgetting the logics and practicality of the built environment. By eliminating their own aspiration and taking into consideration on what public want will also diminish on negative perceptions of the public towards us.

In designing a building, architects should consider the occupants’ safety and comfort which will create a sense of accountability towards the profession.

Architects should be able to provide options to unconvincing schemes and work on feedbacks and evidences from clients. Re-designing to accommodate the surrounding context is needed to increase the possibility to get to the goals and objectives. The greatest value could be achieved by getting the goals and objectives right.

“My work isn’t about a built project. It’s about a vision of an unbuilt project. My work is not a thing at all. It’s a path to a thing.”

-

Jody Brown (2012)

Architectural profession should have flexibility in adapting to the dynamic business industry since it involves people, communications, leadership and service provision. Architect should explore and adopt tools for proper whole-life evaluation to add the value for the clients as well as within the society. Time, technology and economy have influences in the industry, however, they do not always imply realization of ideas.

“Technology is showing signs of new artificial intelligence that will not only disrupt but also alter value propositions.”

-

James P. Cramer (2012)

In preserving our position within the transforming industry, architectural profession should also be able to foresee alternative economy in accordance to different situations. The fee need to be competitive based on the current market rate and resource needed to allow repeat business to occur. Creating a circular economy through the act of servitization could ensure that the optimum value due to power by hour system.

Production of architecture in future involved alternative practices and specialization. Due to insufficient labour resources supplied to the demands in

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traditional practice, the education system should expose the students towards the production of expertise in the architectural sector.

The diverging roles of architects within the profession itself also triggered the uncertainty towards the profession, hence questioning their professionalism and credibility in delivering projects. Other professions started to take over architects’ role in the industry. Contractors started to establish design studios leaving the architects a role of a designer rather than having their former role as the undisputed boss.

In securing the professionalism, regular relevant learning activities involving competency skills are needed throughout the year in architectural school and the year in practice.

“Other professions (like accountancy or law) allow regulation and policy to steer them towards the public interest.”

– Davies & Knell (2011)

As an agent of change, architects should refresh their skills regularly so that the updated knowledge will be implemented in the industry. Architects make a very good client. Having an insight as a client, architect could ensure high quality achievement and continuity in resourcing project by rethinking construction and accelerating change.

To solve the wavering issues, architects need to learn from other industry, re-learn the current architectural industry and re-create the profession towards better practice. Architect should be able to determine the future opportunities in the industry. For an instant, implementation of hybrid construction practices which incorporate not only engineering and design solution, but also include art, design, economic or political consultancy.

Figure 8: Architects' vision (http://static.dezeen.com/uploads/2015/01/Worldcraft-Bjarke-IngelsFuture-of-StoryTelling-2014_dezeen_468_0.jpg)

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SAIDATUL S. SHAZRI | PROFESSIONAL STUDIES Part 02