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Hi! I'm Michael.
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Welcome to this week's useletter.
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The newsletter that's useful. Focussed on your future not my past.
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I'm hoping all's well over your way and the year's been going grand.
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For me the year has been somewhat of a camel - it's been a horse designed by a committee, and it's somewhat lumpy.
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For those following along, I was anticipating being ensconced in PhD research by now, but it wasn't to be. You can read my previous useletter about it if you missed the news.
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I’m hoping the year might be turning the corner for me.
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I’ve been accepted to undertake an MPhil and doing the same research I would have been doing in a PhD. Just less of it (2 years F/T)!
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But since I won’t be starting until early June, I’m building a new offering from unmeasured, to help architects become more adaptable and agile in the face of the changeable practice landscape. My current proposal is to have an Assessment Tool and Masterclasses supporting architects building more adaptability into their practice. With the intention it will compliment my research and as a feedback cycle.
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I’m currently writing on it. And this fortnight I’m giving you a sneak peak of a section.
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PS: If you have any thoughts or burning needs when it comes to practice adaptation, please get in touch I’d love to hear your thoughts and I'm also here to offer support in any way I can. What do you need?
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An adaptable architect
Culture matters
As we’ve seen [in the earlier sections of the article], technology, systems and strategies are all vital in practice adaptability, but they’re not the most important thing. I consider a practice’s culture to be the most critical factor in sustaining adaptability.
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A truly adaptive practice cultivates a culture that not only embraces change, but supports it and seeks it out. Where experimenting and identifying opportunities to cultivate a better more agile practice, is an intrinsic value.
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The culture is driven by the leaders within the practice. And when I say leaders, I mean everyone in the practice that makes the choice to lead, no matter their title or position. That means those team members who support others (individuals, teams or organisations) in doing their best work and being their best selves. That’s leadership.
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To nurture a willingness to adapt, people must be willing to suggest ideas, run experiments and learn from failure. That requires psychological safety. In a psychologically safe practice, everyone feels safe to speak up with ideas and insights, without fear of humiliation or punishment. Team members are supported in taking risks. Psychological safety means everyone feels respected and accepted.
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In an adaptable culture, curiosity is a core skill, value and philosophy. Beginnig by asking questions: Why is this not working? What can we do better? What else might we try? and so on. Taking on ideas and experiments knowing they might not work, but curious to learn and understand more as a result of trying. Such a culture prioritises curiosity over certainty. Doing so with an experimental mindset as motivator.
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All of this is ultimately cultivated and developed through collaborative teamwork. Whether that’s when identifying problems and coming up with possible answers. Or by being curious and designing experiments together in order to come up with solutions and a better (adapted) practice.
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The culture of practice workshops
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Workshops ending with better practice
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Master practice skills, leadership and elevate your team’s culture.
Build a more efficient and adaptable practice, with a plan for the future.
Level up team skills to amplify practice capabilities, wellbeing and passion.ion.
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Free 45 minute Practice Clarity Consultation
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recent useful blog posts...
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It might be time for the architecture profession’s leaders to starting learning form the ground up.
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There’s two main ways to stand out. Be different. or Be better. Copying is the route to unexceptional.
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Or…
do architects do too many of the wrong things?
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“Intelligence is the ability to adapt to change."
Stephen Hawking
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