You haven’t noticed?

We gradually stop recognising small problems, dysfunction and disruptions. We get used to them!

Seriously? Why do we put up with unnecessary friction in our work and lives?

It’s a bit nuts.

It wastes our time,
our energy,
and affects our wellbeing.
We’ve stopped noticing. It’s habituated.

What’s habituated in your architectural practice?
Do you notice where the power lies and how it’s wielded in your practice?
Do you notice how much unnecessary time meetings take up?
Do you notice it’s the people that stay back late, do unpaid work or don’t question the culture that are offered the interesting projects?
Do you notice where good ideas or decisions go to die?
Do you notice someone in the practice with skills, knowledge or experience being underutilised?
Do you notice whose voice is heard and whose isn’t?
Do you notice who speaks up and who doesn’t?
Do you notice the bottlenecks?
Do you notice that when it comes to designing buildings you’ll end up with piles of options, but when it comes to designing architecture practices there’s rarely more than an idea or two thrown around?
Do you notice what’s being defended instead of rethought or redesigned?

We spend far too long defending “the way things are” and past decisions, instead of rethinking or redesigning a better way.

Tony Fadell said it well,

“Avoid habituation: Everyone gets used to things. Life is full of tiny and enormous inconveniences that you no longer notice because your brain has simply accepted them as unchangeable reality and filtered them out… But when you think like a designer, you stay awake to the many things in your work and life that can be better. You find opportunities to improve experiences that people long ago assumed would just always be terrible.”

Fadell, Tony. Build (p.262)

Make time and space for noticing. Being intentional.


What will you do to make it better?

Image by Alexander Krivitskiy

Hi! I’m Michael

I’m an architect and coach, helping the professional culture of the architecture profession. I believe the best way to do this is support leadership development.

I’ve worked in architecture for almost 30 years, and ran my own practice for 14 years. I understand architectural practice from the inside out. Fun Fact: my NSW architect’s registration is #10 007 and I have a license to skill.

I help practices work on their leadership team and strategies. Supporting practices to become more open, fluid, and adaptable. Realising the collective energy, passion, and capabilities of their people.

Interested in hearing I can help? Let’s chat about the leadership development of you or your team.
Book a Call

Note on republishing

You’re welcome to share and republish all posts on Unmeasured under the Attribution-ShareAlike 4.0 International Creative Commons licence. It requires that Michael Lewarne is attributed, you link back to this website, and you permit sharing of the content under the same licence.

Love this post? Subscribe to my useletter

NOT a newsletter with stuff about me and what I’m up to. It’s filled with stuff for you to use.

It’s an email, focussed on your future, not my past.

Recent Posts

Traffic control.

Lollipop leaders

The best leaders don’t hold a lollipop. They’re not controllers. They don’t wield power. And they know there are more than two options.