The urban design of towns and cities, is like the design of organisations. They can be complex, messy, yet structured. There’s multiple players, and people are at their heart.
An artful analogy is a powerful way to connect at an emotional and rational level with your client and characterise your value.
Get out of the weeds on decision making. The easiest way to make a decision is to place yourself in the position where there’s only one clear choice.
Addressing the misconception that distributed leadership requires everyone to be equivalent and in a flat organisational structure.
Bottlenecks create friction, like brakes. They’re often the reason why your practice might be struggling. Here’s 5 reasons why they might be happening.
and architects aren’t going to learn from new questions and their answers if they continue to just talk amongst themselves.
Putting something out in the world that others might not agree with or vehemently oppose can be uncomfortable. It’s also an act of leadership.
8 reasons why adopting distributed leadership in an architecture practice is [not] a bad idea. And how to address the challenges.
This one is personal. It’s not a story about regret but one about joy and love for speaking up.
Leadership is a choice. How might we might we stop discouraging nascent leaders from choosing it?
We gradually stop recognising small problems, dysfunction and disruptions. We get used to them!
“Everybody has plans until they get hit for the first time” – Mike Tyson
I pay my respects and acknowledge all Traditional Custodians of Country and on whose land I live and work. I recognise their continuing connection to land, waters and culture. I pay my respects to their Elders past and present. Always was, always will be.
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